From Complexity to Client Centricity - Business Analytics nel settore bancario

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1 From Complexity to Client Centricity - Business Analytics nel settore bancario IBM Forum Milano, 22 Giugno 2011 Francesca Gandini IBM Associate Partner, Banking Sector f.gandini@it.ibm.com

2 Un recente studio MIT Sloan Management Review e IBM Institute for Business Value dimostra la correlazione positiva tra l utilizzo dei Business Analytics e le performance delle aziende intervistate Top Performers are more likely to use an analytic approach over intuition* 53% of top performers use analytics to guide strategic decisions *within business processes Organizations that lead in analytics outperform those who are just beginning to adopt analytics Source: IBM IBV and MIT Sloan Management Review. 2

3 Il settore bancario in particolare sta investendo in diverse iniziative di Business Analytics, soprattutto di area Marketing e Commerciale, per sostenere la creazione di profitto a lungo termine Building sophisticated insights in client needs Innovate pricing models to be more aligned with client segments and bundling +14% +11% +13% Optimize channels to maximize satisfaction while balancing services and prices 3

4 Le banche intendono investire per arricchire l attuale segmentazione demografica della clientela con informazioni sui bisogni e comportamenti d acquisto, per identificare il valore del cliente e nuove fonti di profitto Modernize client segmentation techniques Which client segmentation method lacks information today? Behavior Segmentation Mature Emerging 3% 6% 3% 4% 21% 23% 32% 34% 38% 36% Client Needs Centric Mature 3% 8% Emerging 2% 7% 19% 16% 31% 32% 38% 44% 0% 20% 40% 60% 80% 100% Disagree Agree 4 Disagree Agree Source: IBM IBV in partnership with the Economist Intelligence Unit surveyed the Top 200 banks (28% Americas, 36% Europe and 36% Asia and Australia) on How will banks compete in the new economic environment Neutral

5 La maggior parte delle banche intervistate ha in atto la revisione delle strutture di prezzo, per adottare modelli più flessibili e modulari in grado di aumentare la fidelizzazione dei clienti What is Needed for Better Pricing Models? Innovating pricing models to be more closely aligned with client segments (loyalty and profit) % 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 25% 13% Standard across the board, regardless of our client relationship Current Future Mature Markets 31% 36% Prices to reflect client holdings across multiple deposit and loans products Self Service Granular Pricing Pricing 1 Bundles 1 Mature 0% 14% Emerging 1% 7% Mature 3% 11% Emerging0% 12% 20% 19% 26% 26% 32% 36% 31% 36% 40% 31% 31% 24% 0% 20% 40% 60% 80% 100% Disagree Disagree Neutral Agree Agree 1 Granular Pricing (i.e., customized prices developed individually based on individual client needs) 1 Self Service Pricing Bundles that let clients chose a bundle of products and channels at pre-set prices 5 Source: IBM IBV in partnership with the Economist Intelligence Unit surveyed the Top 200 banks (28% Americas, 36% Europe and 36% Asia and Australia) on How will banks compete in the new economic environment

6 Anche nel modello distributivo le banche intendono adottare un approccio più orientato al cliente, quando il livello medio di soddisfazione per canale appare ancora medio, ed abilitare la raccolta di ulteriori informazioni di interazione Predicted Channel Use and Current Levels of Satisfaction Current level of Customer Satisfaction High satisfaction ATM Social Media Branch Call Center Internet Mobile Thanks to Web Analytics we succeed in gathering further info and insight on client interaction and e-campaign effectiveness, Senior Executive Top 50 retail bank Average response score Low satisfaction Social media is at the same stage as the internet in the early 90s, Senior Executive Top 50 retail bank No change High Change Predicted Channels Use 6 Source: IBM IBV in partnership with the Economist Intelligence Unit surveyed the Top 200 banks (28% Americas, 36% Europe and 36% Asia and Australia) on How will banks compete in the new economic environment

7 La strategia IBM per i Business Analytics è completamente allineata a quella dei propri clienti e si basa su un portafoglio completo di soluzioni e competenze specifiche More than $14B in Acquisitions Since 2005 More than 10,000 Technical Professionals More than 7,500 Dedicated Consultants Largest Math Department in Private Industry More than 27,000 Business Partner Certifications Social Analytics/Consumer Insight Workload Optimized Systems Advanced Case Management Content Analytics Decision Management Stream Computing Pervasive Content purescale 2011 purexml Autonomic Operations Developer Productivity Deep Compression

8 Customer segmentation according to lifetime value and campaign optimization Advanced analytics estimates customer lifetime value for banks and optimize commercial actions accordingly in respect of budget availability, improving customer insight and campaign effectiveness Business challenge In a highly competitive financial market, Banca Carige needs a more sophisticated segmentation approach of its customer to drive more efficient marketing campaigns and allocate commercial budget resources accordingly to maximize profitability. Banca Carige sees the opportunity to reinvent customer relationship, adopting new CRM analytical models and tools, in order to enlarge client knowledge, increase customer satisfaction and manage relationship discontinuity. Solution Adoption of an innovative CRM solution, based on advance analytics methodology and tool developed by IBM Zurich Laboratory, aimed to define customer current and potential value (customer equity and lifetime value - CELM). The CELM solution is based on a CRM Datamart, in which all significant client data are collected for analytical purpose: algorithms measure multiple customer behaviors variables (demographics, historical value, loyalty ) and data mining functionalities support propensity/churn analysis, to determine customers value. The predictive modeling (Customer Dynamics) embedded in the CELM solution evaluates the impact of campaigns and assess incremental customer value generated, planning commercial activities in the medium terms accordingly Benefits Integrated view and deeper knowledge, analytical based, of bank s customer value and buying behaviors, increasing customer satisfaction and optimizing commercial activities ROI: +6x in client acquisition; +2bp in product sales increased efficiency in contact management (better targeting and higher list refresh frequency) increase in campaign redemption (first outcomes in pilot areas) With greater control over marketing activities efficiency, I can now better allocates budget and resource to each effort, driving the best profitability. Solution components: IBM GBS BAO consulting services in AA&O IBM GBS Research asset (CELM) and consulting support IBM GBS FSS industry expertise IBM Infospherewarehouse for CRM Datamart and ETL 8

9 Offer flexibility in product bundling and pricing Product Catalog and Rule Engine enable an integrated and flexible product bundling and pricing management processes to support offering innovation and personalization and the reduction in time to market for new offers Business challenge BNPP faces a number of challenges, in offer and price management, mainly due to a very competitive market: Offer flexibility to marketing for creating more pertinent and complex packaged offers Improve the offer management process from creation to distribution Maximize direct involvement of product managers on offers creation process over IT Production, in real-time, of offers tailored to customer profile and requirements (pricing / filtering) Ease tariff definition process to increase the number of yearly revisions (one per year today) Solution IBM supported BNPP in the implementation of an integrated Offer Flexibility and Dynamic Pricing Solution based on the following functionalities: product catalog (MDM for PIM) to support offer creation process (bundling, eligibility and pricing rules and offer campaign) pricing rule engine for dynamic pricing estimation and deploy, according to client eligibility, product bundling, channel selection, etc options selected pricing configurator, integrated in the Commercial Desktop, to offer near real time composition and pricing negotiation with customer based on relationship Solution components: IBM GBS BAO consulting services in AA&O IBM GBS FSS industry expertise IBM MDM for PIM (product Catalog) IBM ILOG BRMS (rule engine) primaria banca francese Benefits Offers innovation (ie: new personal services bundled with traditional check accounts) Reduction in time to market for new offers Increase in customer satisfaction (personalized offers and pricing) and profitability leveraging price elasticity 9

10 Multichannel and multiwave campaign management CRM industry specific capabilities and solution enable integrated outbound/inbound campaign management and a multichannel view and orchestration of all the contacts with customers Business challenge Reengineering of current campaign management processes also through the adoption of a new platform, able to support an integrated approach to outbound and inbound actions in a multichannel environment (branch office, call center, mailing, web and sms). Improve campaign targeting, according to client micro segmentation. Support increasing campaign volumes and complexity (customer life-cycle campaigns) Solution Adoption of IBM UNICA solution and consulting capabilities to support the implementation of a new campaign management approach, based on enhanced client segmentation for improve targeting according to customer life-cycle and on the outbound/inbound integration on all the contact channel. The solution supports a greater volume of more complex campaigns with greater performance levels and allows for a higher degree of flexibility and engineering in designing recurring campaigns. Thanks to the new approach and solution BBVA has a full vision of its customers profile and contacts hystory Solution components: IBM GBS BAO consulting services IBM GBS FSS/CC&I industry expertise IBM UNICA primaria banca spagnola Benefits Increase in performance: campaigns monthy Increase in contacts: 6 to 10 milion contacts monthly recurring active campaign internal CoC: 15 skilled senior end users 10

11 Grazie per l attenzione Applying Science to the Art of Marketing with Customer, Marketing and Sales Analytics Gain Insights. Optimize Results. 11