A VC firm leader seeks to enter the underbanked consumer banking market to address racial inequity. The case requires sizing the ~15M underbanked U.S. household market, comparing entry strategies, and modeling a neobanking approach that yields $3M annual profit ($500K NPV). The recommendation supports the lower-return investment for its social impact and strategic benefits.
Key Insights:
- Market sizing uses a simple top-down approach: population → households → percentage underbanked to arrive at TAM
- Entry mode selection involves trade-offs between control (brick-and-mortar), capital efficiency (JV), and reach (neobanking/digital)
- NPV analysis should include realistic cost and revenue assumptions; the case flags risks of understated costs and overstated revenues
- Impact investing decisions may justify lower financial returns when aligned with mission and strategic positioning
- Regulatory complexity and customer trust are material risks in financial services expansion into underserved communities