Audit Report on Website: Commonwealth Bank of Australia

This audit report analyzes the website of Commonwealth Bank of Australia (CBA) with a focus on its purpose, web business model, target market, dynamic forces, customer interface, WebQual, ease of navigation, attractiveness, traffic building, e-CRM development, and online branding effectiveness.

Running head: AUDIT REPORT ON WEBSITE
Audit Report on Website: Commonwealth Bank of Australia
Name of the Student
Name of the University
Author’s Note:

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AUDIT REPORT ON WEBSITE
Table of Contents
Purpose of the Website...............................................................................................................2
Purpose of Web Business Model of Commonwealth Bank of Australia...................................2
Target Market of Commonwealth Bank of Australia with Consumer Behaviour Issues..........2
Dynamic Forces of Finance and Banking Industry for CBA.....................................................3
Analysis of the Website with 7Cs of Customer Interface, WebQual.........................................4
Analysis of the Website with Ease of Navigation and Attractiveness of the Site......................6
Building of Traffic, Development of e-CRM............................................................................6
Effectiveness of Online Branding..............................................................................................6
References..................................................................................................................................8

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Purpose of the Website
The main purpose of this website of Commonwealth Bank of Australia or CBA is to
provide an overview of the banking services and products to the customers. Details of the
application for house loan and other loans are also demonstrated here (CommBank. 2018).
The other purpose of this report is to provide the contact details and appropriate location of
the various branches of this bank in Australia and other parts.
Purpose of Web Business Model of Commonwealth Bank of Australia
The web business models of the CBA are brokerage and merchant. As they comprise
of the business model of brokerage, they are termed as market makers. This eventually refers
to the fact they bring buyers as well as sellers together for the purpose of facilitating the
various transactions (Schlagwein, Thorogood & Willcocks, 2014). Being a popular bank, this
particular web business model is extremely vital and significant for the CBA. With the help
of the web business model of brokerage, they are able to facilitate the transactions easily and
promptly. The next web business model of this CBA is merchant. This bank is even
considered as the wholesalers as well as the retailers of various goods and services. The
specific sales are made on the basis of the listed prices and even through auctions. The usual
business models of the CBA are B2C and B2B (Ryan, 2016). The B2C or business to
consumer business model is responsible for providing various services directly to the
respective customers.
Target Market of Commonwealth Bank of Australia with Consumer Behaviour Issues
The target market of Commonwealth Bank of Australia is checked by looking at the
customer value segments as well as program with the customer relationship life cycle
(Chaffey & Smith, 2013). There are five market segments of CBA, which are non customers,

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low value customers, medium value customers, high value customers and ex customers. The
non customers are mainly from other banks; the low value customers are those customers,
who have limited income and financial needs. The medium value customers are those
customers, who are loyal and doing business for longer period of time with CBA. The high
value customers are those customers, who have high income and are extremely loyal and
regular in CBA. Finally, the ex customers are those customers, who are inactive and have
closed respective accounts (Tiago & Veríssimo, 2014). The organization of CBA is not
undergoing any consumer behavioural issues with their target market and they are extremely
popular and progressive in respective to other banks in Australia. The digital marketing of
this bank has brought them better competitive advantages.
Dynamic Forces of Finance and Banking Industry for CBA
There are five forces of finance and banking industry that enhance the
Commonwealth Bank of Australia’s progression. These are as follows:
i) New Customers: The first and the foremost force of this CBA is the new customers.
They focus on their new customers and make sure that the social and technological factors
are maintained while fragmenting the customers’ needs (Royle & Laing, 2014). This helps
them in gaining more customers.
ii) Supply: The next force is supply of their money. They ensure that the supply of
their money is equal to the demand of their customers. This particular force helps them in
fulfilling the demands of the customers and hence not facing any issue regarding financial
crisis.

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iii) New Banks: They also undertake and manage the new banks and provide them
with loans (Stephen, 2016). This helps them in retaining a healthy relationship with other
banks.
iv) Technology and Infrastructure: CBA ensures that the infrastructure and
technology are upgraded accordingly to get maximum profit from the banking operations.
v) Performance: The final force is the performance. Thorough audits are organized
every month for checking the performance and identifying the flaws from them.
Analysis of the Website with 7Cs of Customer Interface, WebQual
The analysis of the website as per 7Cs of customer interface as follows:
i) Context: The layout as well as the design of the website is extremely attractive for
any customer (Stone & Woodcock, 2014).
ii) Commerce: The commercial transactions are easily enabled with this website of
CBA and customers can buy anything with the services.
iii) Connection: CBA is strongly connected with various other banks and companies
and hence it is quite popular.
iv) Communication: They have various types of communications like site to user and
2 way communications with customers (Järvinen & Karjaluoto, 2015).
v) Customization: CBA eventually allows the users for personalizing the sites like
Facebook, Twitter and many more.
vi) Community: CBA also allows interactions between user to user and it is extremely
important for the customer interfaces.

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viii) Content: The visual part of the website like colour, sound and video are quite
appealing for the customers and hence marketing is easily done by them.
The 12 dimensions of WebQual for analyzing the CBA website are as follows:
i) Informational fit-to-task: The CBA website provides an informational fit to task
for the clients and they are quite attracted to this bank.
ii) Tailored information: The information that this website is providing is tailored and
hence this information is customized as per the specified features of the bank (Kannan, 2017).
iii) Trust: The website provides an assurance of the data and services and thus trust
factor is enhanced.
iv) Response Time: The response time is extremely less and thus the customers are
quite happy with the services.
v) Ease of Understanding: This website provides data that could be easily understood
by all levels of customers.
vi) Intuitive operations: The operations of this bank are intuitive in nature
(CommBank. 2018).
vii) Visual Appeal: The over visual appeal of the website is quite attractive and thus is
widely used by the customers.
viii) Innovativeness: The website also provided innovativeness in comparison to any
other banking website.
ix) Emotional Appeal: Pictures of families and friends are shared for marketing and
thus an emotional appeal is enhanced.

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x) Consistent image: There is a consistent image of the organizational logo that is
present in all the pages (Schlagwein, Thorogood & Willcocks, 2014).
xi) Online Completeness: This website provides an online completeness for the
customers and hence is extremely vital for the customers.
xii) Relative Advantages: Various relative advantages and details are also shared in
the website of CBA.
Analysis of the Website with Ease of Navigation and Attractiveness of the Site
The navigation of this website is not at all confusing and hence is extremely user
friendly in nature for the users (Ryan, 2016). They are providing several services like bank
accounts, credit cards, personal loans, home loans, insurance, financial planning,
superannuation, travel products, business products and many others. Thus, navigation is
mandatory here. Moreover, the website is quite attractive in respect to colours and videos.
Building of Traffic, Development of e-CRM
They have build traffic by implementing proper digital marketing schemes and also
by protecting their brands. They have used methods like email marketing and social media
advertising for attracting and driving the visitors and developing an e-CRM. They have
become market leaders by implementing the two above mentioned methods.
Effectiveness of Online Branding
For the purpose of effectiveness of the online branding, CBA has engaged several
digital marketers and has added value in the content. Moreover, they regularly monitor the
feedbacks gained from their customers. The digital marketing is also enhanced by the CBA
with their website (Chaffey & Smith, 2013). Moreover, another important method of online

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branding is by identifying the target market, contacting with the clients and finding the
respective flaws of their services. When they get some complaints from the customers, they
take serious and quick actions as the customer support is always present for their clients.

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References
Chaffey, D., & Smith, P. R. (2013). eMarketing eXcellence: Planning and optimizing your
digital marketing. Routledge.
CommBank. (2018). Retrieved from https://www.commbank.com.au/
Järvinen, J., & Karjaluoto, H. (2015). The use of Web analytics for digital marketing
performance measurement. Industrial Marketing Management, 50, 117-127.
Kannan, P. K. (2017). Digital marketing: A framework, review and research
agenda. International Journal of Research in Marketing, 34(1), 22-45.
Royle, J., & Laing, A. (2014). The digital marketing skills gap: Developing a Digital
Marketer Model for the communication industries. International Journal of
Information Management, 34(2), 65-73.
Ryan, D. (2016). Understanding digital marketing: marketing strategies for engaging the
digital generation. Kogan Page Publishers.
Schlagwein, D., Thorogood, A., & Willcocks, L. P. (2014). How Commonwealth Bank of
Australia Gained Benefits Using a Standards-Based, Multi-Provider Cloud
Model. MIS Quarterly Executive, 13(4).
Stephen, A. T. (2016). The role of digital and social media marketing in consumer
behavior. Current Opinion in Psychology, 10, 17-21.
Stone, M. D., & Woodcock, N. D. (2014). Interactive, direct and digital marketing: A future
that depends on better use of business intelligence. Journal of Research in Interactive
Marketing, 8(1), 4-17.

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Tiago, M. T. P. M. B., & Veríssimo, J. M. C. (2014). Digital marketing and social media:
Why bother?. Business Horizons, 57(6), 703-708.