THE 360-DEGREE BANK THE FUTURE OF TOTAL RELATIONSHIP BANKING FINANCIAL SERVICES BRIEF

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1 THE 360-DEGREE BANK THE FUTURE OF TOTAL RELATIONSHIP BANKING FINANCIAL SERVICES BRIEF Rami El-Zeini, Vice President, Business Development Financial Services

2 1 / The 360-Degree Bank INTRODUCTION To win market share in the highly competitive financial services space, with its razor-thin lines of differentiation between products and services, institutions must build long-term customer loyalty. But as banks work to drive customer engagement, optimize data and insights and drive profitability, this challenge becomes even more critical and in some ways more difficult. Can the next generation of Total Relationship Banking programs help banks build real relationships with their best customers? Today, as the economy continues to recover, forward-thinking institutions understand that re-engaging customers is an essential component of their customer strategy, and critical to building a foundation of sustainable customer loyalty. Banks recognize the commercial importance of better engaging with their customers and many financial institutions are evolving their loyalty strategies away from traditional reward program constructs, and towards new omni-channel, customer-centric marketing efforts. They re creating financially responsible products that help customers better manage their money, while simultaneously building mechanisms to provide more personalized interactions and an improved customer experience: user-friendly mobile applications with location-based personalization; card-linked offers based on actual transaction behaviour; and individualized reward recommendations based on user history or preferences. These efforts all reach customers in more relevant and engaging ways while improving the overall banking experience. While these initiatives are all steps in the right direction, many banks are seeking ways to supplement their traditional product-based loyalty programs with innovative new loyalty models to build relationships outside the traditional card product silos. Enter the next generation of a program model that first gained traction in the last decade: Total Relationship Banking (TRB). These programs, which reward banking customers for interactions across their entire banking relationship, have over a decade of marketplace history behind them. Marketers who explore TRB programs today can both learn from the mistakes and build on the successes of the marketing pioneers who came before them. Now, banks have the opportunity to build a loyalty-marketing engine that delivers a true 360-degree view of the customer relationship. Marketers who explore TRB programs today can both learn from the mistakes and build on the successes of the marketing pioneers who came before them. Now, banks have the opportunity to build a loyalty-marketing engine that delivers a true 360-degree view of the customer relationship.

3 The 360-Degree Bank / 2 50% Percentage of banking customers who opened or closed an account in 2013* 40% Percentage of customers who plan to open or close an account in 2014* >70% Percentage of customers who say they would increase business with their bank if advisory services improved* *Source: Global Consumer Banking Survey 2014: Three opportunities for banks Ernst & Young Global, 2014 (Survey included 32,000 retail banking customers across 43 countries.)

4 3 / The 360-Degree Bank WHY TOTAL RELATIONSHIP BANKING IS GAINING MOMENTUM While not a new concept, TRB has a proven track record of building stronger customer relationships across the enterprise. The inherent benefits of TRB to the bank are well understood: increased acquisition opportunities; more cross-sell and up-sell conversions; reduced product attrition; and higher lifetime customer value and reduced attrition. But other benefits of TRB are becoming equally important which is why many banks are giving TRB a fresh look. Also known as Whole-of-Bank Loyalty, TRB programs reward customers across their entire relationship with a particular financial institution. Customers who enroll in TRB programs earn increased recognition and rewards for using multiple banking products such as cards, DDA and savings accounts, loans, wealth management services, and even insurance products. Members may also enjoy additional benefits based on tenure or lifetime value. In the United States, there are many well-known examples of institutions that have successfully implemented the TRB model: tier-one bank Citibank s successful ThankYou Rewards program; Birmingham, AL-based Regions Bank, which has operated their Relationship Rewards program since 2010; and even Lowell, MA-based community bank Enterprise Bank successfully operates a form of TRB to create meaningful connections with their best customers. Outside of the US, examples include Standard Chartered Bank in the UK and Asia, Banco Popular in Puerto Rico, Axis Bank in India, and IBQ in Qatar. In terms of results, certain programs have shown a significant increase in the number of reward redemptions and those redeemers demonstrated three times more engagement and spend compared to non-redeemers. In another program, members produced 49 percent more revenue-generating activities and were more profitable than non members. Each of these institutions has enjoyed the benefits of TRB programs as outlined above. However, banks are now taking a closer look at TRB for other, heretofore unrevealed benefits. Here s a look at a few of the other key reasons why TRB is gaining momentum: > > Lower organizational costs: By implementing a TRB program, you can reward customers for a variety of behaviours that reduce cost to serve. For instance, you could reward customers who go paperless; who sign up for online bill pay; or who engage with remote deposit capture. Increasing the penetration of these behaviours into your customer base can both improve the customer experience and significantly boost your bottom line. > > Improved customer satisfaction: Customer satisfaction has a big influence on both a bank s current cross-selling performance and its future potential. According to Bain & Company s Customer Loyalty in Retail Banking: Global Edition 2013 report, promoters buy more from banks than detractors do. Gaining more promoters is easier said than done; in developing countries, the negative Net Promoter Score (NPS) gap between a bank s promoters and detractors amounts to 9 percentage points; in developed countries, the difference is 14 points. Aimia s own 2012 research suggests that over $6 billion in topline revenue is currently drifting between banks as customers continue to test the waters by switching their banking relationships. > > Improved predictive modeling: The number one reason consumers cite for switching banks is the onset of key life events such as moving, getting married or starting a new job. These events are generally more predictive of switching than complaints about fees, rates, or poor customer experiences. The ability to predict these key life events is therefore critical to an organization s success. The right TRB strategy not only combines customer dialogue with effective data analysis to help predict major life events, but also enables the bank to communicate offers and benefits in advance of those key events to reduce customer attrition. > > A more unified customer view: According to a 2013 report by Bain & Company, product win rates the share of products bought by customers at their primary bank vary more by bank than by country. In the US, the rates range from 38 percent to 63 percent, with Huntington National Bank leading overall. Several years ago, Huntington began to consolidate customer data and build a unified view across all locations and business units. It replaced its manual sales process with an automated one that made it easier for employees to manage cross-sell and upsell opportunities. TRB programs offer banks a similar opportunity to create a 360-degree view of customers and win more business. These benefits are just some of the reasons why loyalty marketers are taking another look at whole-of-bank programs. Through TRB, financial services organizations can gain a holistic view of their customers, drive relevant and targeted communications, grow high-potential customers, increase retention, and deepen relationships across the bank.

5 The 360-Degree Bank / 4 CROSS-SELLING: THE GOLDEN OPPORTUNITY According to a recent Bain and Company report, a surprisingly large opportunity exists to sell new products to existing banking customers roughly 65 percent of new product sales, on average, are won by customers primary banks. By helping to break down data silos and provide a customer-centric view, TRB programs are an ideal tool to help financial institutions cross-sell and improve product penetration across their customer base. PERCENTAGE OF NEW PRODUCTS PURCHASED AT PRIMARY BANKS 100% 80% % % % 0 A huge share of customers in most countries are buying new banking products. PERCENTAGE OF RESPONDENTS WHO PURCHASED AT LEAST ONE NEW PRODUCT IN THE LAST YEAR 100% 80% 60% 40% 20% 0 China Thailand Russia India Indonesia Hong Kong Mexico South Korea Chile Argentina Singapore Poland Spain Italy Germany Norway UK France Sweden Finland US Australia Belgium Denmark Canada Japan Netherlands Denmark Italy Finland Russia France Spain Argentina Sweden Mexico Poland Norway Chile China Japan Australia India Indonesia Belgium Thailand Canada Netherlands South Korea Singapore Hong Kong US Germany UK Developed countries (63%) Developing countries (66%) Developed countries (52%) Developing countries (84%) Sources: Bain & Company/Research Now and Bain & Company/GMI NPS surveys, (Countries classified as developed are based on the World Bank s high-income category; the developing countries are based on its middle- and low-income categories.)

6 5 / The 360-Degree Bank BUILDING THE 360-DEGREE BANK In the extremely competitive financial services industry, institutions battle every day to win the precious percentage points of market share. In this environment, retention and cross-selling opportunities are tantamount to success. Only those institutions that approach loyalty marketing as part of their overall customer strategy will possess the tools to win this battle for customer share. By providing a platform to reward customers across product lines, TRB programs can be a powerful weapon in the battle for customer relationships. But given the complexity inherent in building a whole-of-bank program, where do you begin? Here s the good news: Total Relationship Banking has a decade s long track record of experimentation, success stories, and lessons learned. If you re thinking about embarking on the journey toward building a 360-degree bank, begin by talking with marketers who have been in the trenches designing and implementing whole-of-bank programs. In the meantime, here are five key best practices to consider: > > Build support in the C-suite. The move from card-based reward programs to a whole-of-bank program requires a cross-functional team of stakeholders from product managers, to finance, IT, and even the human resources department to work in concert to achieve a successful outcome. To successfully launch a TRB program, therefore, C-level support for the initiative is a prerequisite to success. Work with your senior executives to establish project governance, agree on timing and budget, and empower key staff to make the decisions required to move the project forward. > > Focus program design on behaviour change. Effective loyalty program design begins with business goals in mind, and then focuses the design on rewarding those changes in customer behaviour that help the business achieve those goals. In a well-designed program, corporate and program goals are in alignment. Begin your design process by asking questions that help achieve that alignment. What behaviours are you seeking to change? How much can you afford to reward for achieving those changes? How will you define and measure success? Answering these questions will ensure that your program is an extension of your overall customer strategy, and not simply a marketing tactic. > > Look through your customers eyes. The history of Total Relationship Banking is littered with programs that fail to generate sufficient earning velocity outside of card products, which in turn provides little incentive for customers to consolidate their banking relationships. To overcome this danger, evaluate your program design through the eyes of your customers. Are the rewards compelling enough to encourage cross-selling? Is the value proposition clear and transparent? Are your program rules easy to understand? Only by building a program with your customer in mind can you achieve your organizational goals. > > Find the right technology platform. When it comes to implementing the right technology platform to run your TRB program, build-vs.-buy will be one of the most important decisions you ll make. Fortunately, next-generation loyalty platforms make that decision much easier than it used to be. Best-in-class loyalty platforms combine elegant software design, built-in analytic expertise, campaign management, multi-channel communications, and mobile integration. To choose the right platform, look beyond the specifications sheet for a provider with the potential to become not just a vendor, but also a valued strategic partner. > > Harness your data. Once it s launched and humming, your TRB program will become a fount of customer data. To build a holistic view of your customer relationships, you ll need to build in-house or outsource the analytical expertise required to get the most value out of your data. Loyalty analytics allow you to provide relevant, personalized, and valued rewards, offers, and communications to your best customers. What s more, loyalty analytics can help you identify those critical life-stage events most predictive of cross-selling opportunities. The potential benefits of TRB programs are so compelling that every bank should include the model in their consideration set. The tools and technology required to implement a whole-of-bank program are readily available, and the available case studies can help you both avoid the pitfalls of this model and replicate the success stories. The benefits are within reach increased retention, increased yield from best customers, greater share of wallet, and deeper, more valuable customer relationships. One last piece of advice: be patient. Total Relationship Banking programs are logistically complex to implement, and moving too rapidly will strain your budget and your resources. But the potential benefits for both the bank and your customers are worth the wait. By building the 360-degree bank, you can begin to see the world through your customers eyes.

7 The 360-Degree Bank / 6 ABOUT THE AUTHOR Rami El-Zeini, Vice President, Business Development Financial Services Rami El-Zeini leads a team which creates and delivers consumer and employee loyalty programs for clients and prospects. An industry veteran, with over 15 years of experience serving Fortune 500 companies, Rami has a proven track record helping clients design, build, and manage impactful loyalty solutions. In his current role, Rami is charged with helping drive Aimia s new business development efforts in the United States. While his primary focus is on the financial services market, he has also led successful marketing and loyalty engagements in other industries including, retail, telecommunications and entertainment. Throughout his career at Aimia, Rami has held several leadership roles and has led teams focused on various disciplines including: Client Services, Business Development and Reward Fulfillment. Rami has been a speaker and panelist at industry events such as BAI and the DMA and has also contributed articles to industry publications such as Loyalty Management Magazine. Before joining Aimia in 2004, Rami spent four years with Dun and Bradstreet (D&B), where he led several major account relationships and developed strategies to drive customer acquisition, reduce portfolio risk, and manage supply chain effectiveness for financial services organizations such as Bank One, Chase, Discover, Transamerica, CNA Insurance, First National Bank of Omaha, and others. Prior to this, Rami worked in sales and sales training roles with Schering-Plough and TransUnion. Rami earned a Bachelor of Arts degree in Communication Studies from the University of Iowa. About Aimia Aimia Inc. ( Aimia ) is a global leader in loyalty management. Employing more than 4,300 people in 20 countries worldwide, Aimia offers clients, partners and members proven expertise in launching and managing coalition loyalty programs, delivering proprietary loyalty services, creating value through loyalty analytics and driving innovation in the emerging digital, mobile and social communications spaces. Aimia owns and operates Aeroplan, Canada s premier coalition loyalty program, Nectar, the United Kingdom s largest coalition loyalty program, Nectar Italia, and Smart Button, a leading provider of SaaS loyalty solutions. In addition, Aimia owns stakes in Air Miles Middle East, Mexico s leading coalition loyalty program Club Premier, Brazil s Prismah Fidelidade, China Rewards the first coalition loyalty program in China that enables members to earn and redeem a common currency, and i2c, a joint venture with Sainsbury s offering insight and data analytics services in the UK to retailers and suppliers. Aimia also holds minority positions in Cardlytics, a US-based private company operating in card-linked marketing for electronic banking and Think Big, the owner and operator of BIG AirAsia and Tune Group s loyalty program. Aimia is listed on the Toronto Stock Exchange (TSX: AIM). For more information, visit us at

8 PEOPLE BETTER RESULTS PLATFORM On your journey from chaos to competitive edge, Aimia unites unmatched global expertise with our highly configurable secure loyalty platform to give you a loyalty advantage unlike any other. To see how our loyalty insights can deliver results for your business, contact aimia.com

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