With the multi-plant strategy to
15 % more customers.

Sparkasse Holstein recognized the need for a strategic shift: With its traditional checking account offering, it was unable to achieve revenue increases. This required a significant (and almost impossible) increase in the account management fee.

The challenge lay in focusing on the checking account as an anchor product, while also "reinventing" it and making it so attractive that a fee increase became feasible.

Mehrwerk implemented a strategic shift for its checking account offering: from price-based to value-based selling. The focus was to be on the added value customers received, not the price they paid for the account. Mehrwerk therefore developed a value-added account: the moingiro! account. Customers who opened a moingiro! account received a broad portfolio of cashback and lifestyle protection services. The scope of services varied depending on the account model. Sparkasse Holstein thus created a strong incentive to choose more expensive account models.

Four cashback services were integrated into moingiro!: an online cashback of up to 25% at more than 1,200 online shops, a regional cashback of up to 25% when shopping at more than 1,000 partners in the region, and automatically with the Sparkasse card. A travel cashback of up to 7% with more than 200 tour operators and a ticket cashback of up to 7% with all major tour operators in the country or region.

Comprehensive lifestyle protection services were also offered: 24/7 emergency assistance for tradesmen with reinsurance (€1,000 per year), smartphone protection, an all-in-one extended warranty for all household and electrical appliances, and worldwide wallet protection. Communication was broad and took place via online banking, the company's own mobile app, a browser extension, the customer magazine, newsletters, and social media.

Sparkasse Holstein was quickly rewarded for its strategic shift from a standard Giro to moingiro!: the customer base grew by 15%, commission income from account management fees increased by a strong 40% compared to the initial situation, and the usage rate for end accounts exceeded 30%.

In addition, there was a significantly increased sense of loyalty and a previously unknown appreciation among sales staff for the Giro anchor product. This was because it now had a compelling and highly differentiating brand story that clearly set it apart from the competition.