Targeting and Serving the Mass Affluent Client. November 13, 2014

Transcription

1 Targeting and Serving the Mass Affluent Client November 13, 2014

2 ROBERT MULHALL Managing Director, Accenture Distribution & Marketing Services, Banking North America Background Robert Mulhall is a native Irishman, now living in New York. He has an undergraduate degree in Physics, Masters in Finance and is a Chartered Financial Analyst (CFA). Prior to joining Accenture, Robert has over 18 years FS experience working for Allied Irish Banks (AIB) in Ireland. His specialisms range from Business Intelligence, e-commerce, Digital Transformation and Change Management. While at AIB, Robert held roles up to senior executive management in BI, CRM, P&L / Sales Management of a Region of the retail bank and most recently Head of Direct Channels. Functional Expertise: Digital Strategy Distribution & Marketing Strategy Omni-Channel Customer Experience Retail & Small Business Banking Business Process Redesign Operating Model Design & Transformation Selected Relevant Experience: Robert is a Managing Director in the Financial Services sector, specializing in digital transformation and helping clients formulate their retail distribution strategy. Robert s focus is on integrated channel offerings and customer management strategies through segmentation, channel transformation and analytics. While at AIB, as Head of Direct Channels, he had responsibility for the strategic development and management of online, mobile, contact and selfservice channels across the retail, commercial and corporate bank across Ireland and the UK. He led AIB s digital transformation to the customer enabling a radical redefinition of AIB s distribution and customer management strategy. Robert leads Accenture s Distribution & Marketing Consulting Service for Banking Clients in North America, supporting clients in formulating their distribution strategy embracing digital, CRM and customer analytics. Articles & Publications: Authored and published article on 2014 North America Consumer Digital Banking Survey: The Digital Disruption in Banking (May 2014) Selected Projects: Leading Omni-channel Strategy & Roadmap for leading US Retail Bank Leading distribution transformation strategy at leading retail banking player in US Engaged on Global Wealth management Customer Experience Strategy for leading NA Wealth Management Provider Page 2

3 THE CONSUMER IS LOOKING FOR SOMETHING DIFFERENT FROM BANKS: The traditional industry providers are under attack 27% would consider a branchless digital bank Q: If these companies offered banking services how likely would you be to bank with them? 71% consider their banking relationship to be transactional rather than relationship driven Likely to bank with (Likely/Very likely) (n=3805) Page 3

4 BUSINESS AT RISK Accenture expects disruptive business models to threaten up to 32% of banks revenues by 2020 % of Banking Revenues at Risk by 2020 % of revenue at risk 32% 25% 8% 17% 16% 29% 79% 83% Overall Banking Payments Mortgage Consumer Credit Disruptive Business Models (non-exhaustive) Square PayPal Starbucks Crowd Mortgage Family Mortgage Quicken Zopa Fidor Asset Management / Bank assurance Charles Schwab Deposits Mint Simple Current Account Bluebird Moven Credit Cards Wonga Lending Club Source: Accenture The Everyday Bank. December 2013 Page 4

5 THE CONSUMER IS LOOKING FOR SOMETHING DIFFERENT FROM BANKS: A gap exists in the current offering available in the market 51% want their bank to proactively recommend products and services for their financial needs New Entrants 48% are interested in spending analysis that is forward looking and in real time Common Characteristics Branchless with a focus on mobile offerings Project image of being socially conscious Provides simple, transparent fee structure with basic account features. As of yet none have a lending product. Focused on customer centricity / empowerment Moven s mission is to tear down and completely rebuild way customers connect with their money. Personal financial management tools are central to the offering not an after thought.. Page 5

6 BUYING BEHAVIORS HAVE CHANGED Understanding the consumers new behavior around buying product is key to designing a successful Omnichannel Strategy & Experience 75% consumers in the U.S. use at least one online channel to learn about products & services 51% of U.S. consumers say online channels offer more convenience 55% of prospective buyers that encountered a frustrating experience started considering different providers 84% find it frustrating if there are gaps between service promised & delivered 82% of U.S. consumers are frustrated if they cannot trust how companies use personal data Discover Consider Expectation Promise Evaluate Reality Delivery Purchase Use 19% get frustrated when available personnel info is not used to tailor offers and interactions 40% frustrated when not able to purchase or get service via mobile 48% read reviews on products and services online and 31% get influenced by them In the U.S., 45% are highly satisfied with current providers across sectors, yet only 30% feel very loyal towards them 51% of switchers are driven by poor customer service factors when considering new providers Source: Accenture s 2012 Global Consumer Pulse Research Page 6

7 A NEW CUSTOMER SEGMENT IS EMERGING GENERATION D Characteristics are unexpected and important 196,302,908 U.S. Population ages ,000,000 U.S. Population ages who are online Gen D Characteristics Higher Net Worth Higher Income More Optimism Trans-Age Demographic Different Purchasing Behavior Higher Service Demand 75,432,000 Generation D Generation D: people who are deeply digital, integrating online and social technologies into the fabric of their lives Millennials 20,160,000 (45% are Gen D) Gen X 27,387,000 (51% are Gen D) Boomers 27,885,000 (39% are Gen D) Source: US Population Data from US Census and the Pew Internet & American Life Project Page 7

8 Number of Transactions (millions) Rationale for human contact (branch / contact center) changes continuing to drive significant value Number of transaction per channel ($M, 2012) Reasons for Engagement by Channel 5,000 5yr CAGR 4,000 3,000 Mobile Online 17.1% 66% 7.8% ,000 Call center -1.9% ,000 Branch -4.5% 44% f 2014e 2014e 2015e % Call % Online The increasing use of web/ mobile and the rise of self-service banking requires a full interchangeable use of the different channels to perform every customer action (use/ buy products) to create a true multichannel strategy Sources: Accenture: The Digital Branch, March 2014; ClickFox Page 8

9 COMPETING IN THIS NEW REALITY DIGITAL OFFER CREATION Products for the Digital Age FS and non-fs Easy, online, accessible Personal, configurable Value Added Personal Banking Advisor Renewed Branch Role Pre-Sale Engagement Modern and Relevant Brand DISTINCTIVE CUSTOMER EXPERIENCE Omni-channel Engagement Simple, intuitive, attractive, coherent End-to-end services across all channels Personalized and relevant client interaction HIGH VALUE HUMAN TOUCH Focused, integrated touch-points New physical formats Remote advice Leverage passive contact (i.e. payments) Service Excellence Save, Spend, Transfer, Borrow Engaging Digital Interfaces EXTENDED ECOSYSTEM Extend the value chain to meet clients lifecycle needs Grant access to the Ecosystem Single view of customer Real-time aggregation of product/offers Page 9

10 Dan Massey Head of Digital Channel Mr. Massey leads SunTrust s Digital Channel. The scope of Digital Channel includes daily management and capability enhancements for suntrust.com, Online Banking, Mobile and Tablet Banking, Digital Money Movement and Digital Sales. Digital Channel management responsibilities include driving digital sales and selfservice transaction adoption, translating business strategy into required digital capabilities, investment and prioritization, execution, deployment and realization of business value from Digital channel implementations. Mr. Massey has been with SunTrust for over 20 years and has held a variety of positions covering sales, operations, technology, large program management, information delivery and performance management. Mr. Massey graduated from Virginia Commonwealth University and holds his Certified Mortgage Banker designation. Page 10

11 SunTrust Franchise Overview SunTrust Banks, Inc. is the 10th largest financial services holding company in the U.S., with $182 billion in total assets as of June 30, SunTrust Flag SunTrust Footprint Legend: Footprint Businesses Business Banking Commercial Banking Private Wealth Management Domestic Wealth Management Institutional Investment Solutions International Wealth Management Retail Banking Expanded Businesses Commercial Real Estate Corporate Banking Private Wealth Management GenSpring Sports & Entertainment Group National Businesses Consumer Lending Investment Banking Mortgage RidgeWorth Dimension Value (Rank 1 ) Dimension Value (Rank) Assets Deposits Loans Market Cap. 2 $182 billion (10 th ) $136 billion (10 th ) $131 billion (8 th ) $19.5 billion Bank branches ATMs Clients 1,533 (8 th ) 2,214 ~4.5 million Page 11

12 The Mass Affluent Client Affluent Grow deeper relationships with current clients 74% of STI Consumer deposits 96% of STI investments Prime Affluent 19% of STI Clients 34-55, >$100K investments, lending needs Retiring 28% of STI Clients 55+, >$250K investments Other Affluent and Wealthy 53% of STI Clients >$100K investments Sandwich Generation Big Wallet: Avg. HHLD Revenue Opportunity is about $8,500 annually Financially active: Avg. # Services per Household is between 12 and 14 Use numerous providers: 4-5 Financial Institutions Expects Service Excellence, Value ease of doing business Uses Branch, Online, Phone, Mobile STI In Footprint Household Opportunity % Increase Segment Revenue $461MM $MM Affluent Segment Revenue 8.2% CAGR Non STI ,559 2,020 60% Prime Affluent 107 Retirees Page 12

13 Growth Strategy Retain and Deepen Segment strategy will inform how we optimize the client experience across the value chain Channel Strategy Critical client engagement points across the value chain Client Experience Strategy Segment Strategy Solutions Strategy Shop and Browse Sell and Fulfill Service and CRM Resolve client experience pain points across the value chain to drive improved retention Marketing Strategy Leverage analytical insights, marketing tactics and sales and service process enhancements to deepen relationships Page 13

14 Client Experience is a key differentiator SunTrust will compete based on a differentiated client experience value proposition. The Digital experience for teammates and clients is a key contributor. SummitView LightStream Page 14

15 The Client Journey Page 15

16 Leverage the Digital experience to increase adoption and deepen relationships Goal: More than 90% of transactions will be automated or performed with more convenient digital tools Hypothesis: Up to 50% of sales will occur through digital channels 77% 14% 83% 16% 87% 90% 13% 10% Clients are using digital to shop and browse, but are often choosing to complete the account opening process in the branch 63% 67% 74% 80% Future ATM/IVR Digital A significant portion of the accounts opened on-line are not becoming quality active accounts Hypothesis is being revisited to look at growth tied to quality product sales (Deposits, Credit Card and Consumer Lending by channel (Digital, Branch and Call Center) Future Growth Driven By: Higher penetration of self-service deposits (ATM/Mobile) Mobile/Tablet self-service penetration Migration of client interactions from Branch/Call Center to Self-Svc Page 16

17 Thousands Thousands Thousands Thousands Increase Digital adoption: Lead with Mobile 2,500 Mobile/Tablet: # of Clients 40,000 Mobile/Tablet: # of Interactions Mobile/Tablet Penetration 2,000 1,500 1, % % 370 TBD 760 YE Q Future Thousands 30,000 20,000 10, % 5, % 9,500 TBD 9,000 YE Q Future Online Banking Penetration 2,200 2,100 2,000 1,900 1,800 1,700 1,600 Online Banking: # of Clients +6% % 100 TBD 1,800 YE Q Future 20,000 19,000 18,000 17,000 16,000 15,000 Online Banking: # of Interactions (1%) (6%) (100) (1,200) 19,500 (TBD) YE Q Future 1,000 Monthly Mobile/Tablet Deposits Mobile Deposit Growth TBD +50% % YE Q Future Page 17

18 Create Deeper Relationships Better leverage client insight to deliver the right message to the right client at the right time in the right channel Reduce the test and learn cycle Improve offer productivity Client views retirement planning Resource Center content Client makes a large Money Market transfer to DDA in Online Banking Premier Banker contacts client about transfer and offers to discuss retirement planning Client visits branch for retirement check-in Day 1 Day 2 Day 3 Day 4 Premier Banker message is presented Lead generated to Premier Banker Premier Banker schedules appointment with client Page 18

19 Key challenges and lessons learned Client Experience Lead with desired future state sales and service client experience, while executing quick hit opportunities along the way Capability Investment Developing a compelling strategic vision is imperative to secure foundational and direct value investments in a constrained economic environment Cross-functional Alignment Align organizational silos by connecting strategy, tactics, goals and financial return commitments Page 19

20 How We Will Win Big Bet A Differentiated SunTrust Affluent Client Experience I II III Initiatives Optimize Premier Team Model Deliver a Differentiated Experience Product and Service Offers Tailored to the Affluent I Expand Premier Households 11x by 2018 Grow Premier Teams (Premier Bankers and Financial Advisors) almost 2x by 2018 II Define the future state sales and service client experience value chain Identify and execute quick win opportunities III Relationship-based product offering that provides rewards for deepening with SunTrust Page 20

21 David B. Partain, VP, Wealth Management, Northern Trust David Partain is a senior marketing veteran within the fastchanging financial services industry including marketing stints in B2B at a couple of asset management firms and B2C with Northern Trust. During his time at Northern Trust, David has been responsible for ensuring the marketing integration of a recent purchase of a regional registered investment advisory firm. This entailed training internal advisors and integrating external marketing of an investment approach from 33 clients and 4 advisors to thousands of clients and an equal number of advisors. Over the past year he has moved into more of a digital role that makes sure Northern Trust Wealth Management is strategically responsive to new digital developments within the financial services industry and is aligned across various technology & marketing efforts. David is an avid soccer fan whose tweets often reflect his strong opinions on the glory of Manchester United. Page 21 NTAC:3NS-20

22 Snapshot Northern Trust Assets Under Custody $6.0 Trillion Assets Under Management $924.4 Billion Active Management Passive/Index Management Manager of Managers AUM Page 22 NTAC:3NS-20

23 Increasing Digital Adoption MEETING EACH GENERATION WHERE THEY ARE desktop mobile tablet 6 handles text alerts 9 playlists corp group individual 1 board mobile friendly print to digital only videos dominate Page 23 NTAC:3NS-20

24 Increasing Digital Adoption EQUIPING EACH GENERATION WITH THE TOOLS TO SUCCEED. present Npads BYOD personalized proprietary software Page 24 NTAC:3NS-20

25 Key Challenges Overcoming internal silo s to deliver best in class client experience According to the Northern Trust Client Satisfaction survey, Clients want to have the Northern Trust experience no matter where they are or what process/technology they choose to interact and conduct business with us Long-term ROI projects are tough to get approval for in this age of dwindling resources and budgets Page 25 NTAC:3NS-20

26 Lessons Learned Consistent internal communications and extensive training aligned with accountability are key components to driving change and enhancing the relationship between sales and marketing If you have ever purchased an Apple product, you can immediately spot the distinctive look and sleek feel of the packaging. That sense of specialness is what our clients and prospects have grown to expect from all of their vendor relationships Page 26 NTAC:3NS-20

27 Trends/ Predictions The banking industry will be unrecognizable from what it is today and organizations will either offer average consumers an omni-channel digitally-dominated experience competing on price or high net worth consumers an omni-channel full-service advisory experience indifferent to price but ultra high touch Page 27 NTAC:3NS-20

28 Trends/ Predictions Just like music is now dependent on itunes banking will be all about the platform and the ability of the average consumer to choose which individual service (checking, loans, etc.) they want within their platform which will be either based on brand, price, service level or advice from their personal crowd Page 28 NTAC:3NS-20

29 David Conover, President, EverBank Wealth Management, Inc. President and CEO of EverBank Wealth Management, Inc. and EverTrade Direct Brokerage, Inc., leading teams providing investment services to a primarily consumer direct client base. Also, Director of EverBank Advisor Services, which provides online banking products and services through independent broker dealers and RIAs. Previously, Director with Merrill Lynch; and SVP and Sr. Trust Officer with Merrill Lynch Trust Company Page 29 NTAC:3NS-20

30 EverBank Page 30

31 EverBank THE DIGITAL EVOLUTION As the US retail banking landscape evolves from physical to digital, traditional providers need a radically new approach to distribution one that combines a simpler, yet more comprehensive branch offering with the continuous innovation of seamless digital services. Page 31

32 EverBank PRE FINANCIAL CRISIS DURING CRISIS NEW NORMAL INDUSTRY CHANGES: WHAT WE SEE Information Imbalance (power held by advisor/firms) Little ability for consumers to access products outside advisor / firms Face-to-face is primary channel Technology is expensive Consumers hired one firm for majority of assets Less regulation Start of the information era Rise of affordable and accessible technology (both for the consumer and the institution) Exodus to cash, away from advisor Clients firing advisors / switching of firms Deep mistrust of advisors and investment industry Start of heavy government control of industry Information imbalance on side of consumer (consumer has the power) Products are commodities and are easily accessible outside advisors Technology is ultra-affordable and accessible Consumers not keeping all their eggs in one basket Continued media and Hollywood coverage / scrutiny of industry Compliance and risk management expenses skyrocket for firms New firm on every corner M&A and consolidation Continued M&A, competition fierce Page 32

33 EverBank RAPID JUMP IN ONLINE SALES The Internet is now the most frequently accessed distribution channel on a monthly basis well above the branch. While branches saw a year-on-year decrease in sales of higher margin products the Internet managed triple-digit growth across several such categories Source: Page 33

34 EverBank CLIENTS PREFER OMNI-CHANNEL EXPERIENCE, DIGITAL IS ESSENTIAL Branches remain very important but digital banking is becoming essential. Consumers view online banking as the single most important area for banks to invest in and develop. 80% of them use this channel at least once a month. Digital channels are enabling customers to more frequently interact with their bank, most active online and mobile banking customers use these channels at least weekly. Source: Page 34

35 EverBank MOBILE BANKING IS SKYROCKETING Mobile banking activity has increased nearly 50 percent since 2012, with nearly one-third of customers active at least once a month. Mobile use has almost overtaken the ATM in its perceived importance to customers. More than a third (37 percent) of survey respondents also expect to use mobile banking more in future. Source: Page 35

36 EverBank PREDICTIONS FOR 2015 AND BEYOND COMPETITIVE LINES BLURRED: convergence of investment products with banking products Outsourcing non-core competencies e.g., Fidelity, along with investment management and brokerage services, offers basic checking accounts, debit and credit cards, and other non-investment savings vehicles Rise of the Robo-Advisors Mobile client experience is a must Evolving Investment Model Competitive lines blurring CLIENT HAS THE POWER Information accessibility and abundance means more vetting, more switching, smarter more informed consumers Fee pressures and pushback Clients maintain many relationships Clients want to truly understand where their money is and how it s doing 24/7 Goals based investing Clients maintain many relationships Client demands changing / Client has power Page 36

37 EverBank KEY TAKEAWAYS KNOW YOUR TARGET CLIENT SEGMENT(S) OUTSOURCE NON-CORE-CAPABILITIES DIGITAL DISRUPTION IS HAPPENING CLIENT EXPERIENCE IS KEY Page 37