Reshaping the Bank around Pervasive Service Design. IDC Banking Forum Milan, January 10th, 2015

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1 Reshaping the Bank around Pervasive Service Design IDC Banking Forum Milan, January 10th, 2015

2 CUSTOMERS BEHAVIOURS HAS CHANGED Copyright 2012 NTT DATA Copyright 2014 NTT DATA Italia S.p.A. 2

3 Key Customers needs are emerging What Customers want is the ability to access banking services at any time from any location using a better and simpler experience than in branches Addicted to connectivity I am always On I use multiple Devices I stay in multiple locations I want immediate and secure access Addicted to customization I get better deals I save money I want the ultra convenient I want personalized and customizable offers Addicted to freedom I am in control I am better informed I want more social engagement I want more fun Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 3

4 New technology trends allow adoption of Mobile channels Mobile subscription (billion) Laptop & Tablet Smartphone Feature phone Affordable Smart Devices Mobile will become the predominant channel Share of population % 88% 91% 95% 98% 101% 104% 106% Internet users (billion) Ubiquitous Broadband Connectivity By 2018, there will be an additional 0,7 billion internet users Share of population % 35% 38% 40% 42% 44% 46% 47% Source: IDC, 2015 Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 4

5 Propensity to use Digital/Mobile channels is increasing. New Mobile technologies allow for new way of interaction and streamlines the distribution chain of financial services for access to formerly excluded customers Channel usage in 2010 Expected channel usage in , % of sales 2015, % of respondents Consumer finance products Mortgages 73% 80% 12% 4% 32% 72% 47% 10% Branches Agents/Brokers Call center Direct channels Investments 78% 11% 58% 28% Savings accounts 77% 16% 38% 59% Current accounts 84% 9% 53% 43% Source: McKinsey & Co and EFMA, April 2011 Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 5

6 Average products with primary bank highlighting a direct correlation with buy propensity Core deposit products Related deposit products Credit products 7,00 6,28 Other 6,00 5,00 4,00 3,00 2,00 0,55 1,00 3,20 5,14 0,23 0,77 2,73 Fully engaged customers average 1,14 additional product categories with their primary bank than do customers who are "actively disengaged" Customers who are fully engaged bring also $402 in additional revenue per year to their primary bank compared with those who are actively disengaged, 10% greater wallet share in deposit balances and 14% greater wallet share in investments 1,00 0,00 FULLY Engaged 1,54 1, ACTIVELY Disengaged Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 6

7 HOW BANKS CAN EMBRACE THE MOBILE REVOLUTION Copyright 2012 NTT DATA Copyright 2014 NTT DATA Italia S.p.A. 7

8 Banks can leverage their unique asset. Customer Trust Knowledge on Spending Behavior and Purchasing power Awareness of Customer Location (POS, ATM, Branches, Smartphones ) Intrinsically digital products Strong Technology Investment (payment, internet banking, mobile ) Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 8

9 for expanding its footprint along the whole customer journey Leverage Mobile for expanding to the whole e-commerce journey and adopting new mobile related services such as location-based services, rewards & loyalty and couponing Search, evaluation of alternatives Decision making Transaction Post-evaluation Generate demand Map places Price Comparing sites Contacting/ searching the deal Purchase decision Payment Purchase evaluation/ feedback Loyalty/ returning customer Effective tools for location based advertisement and marketing couponing services Mobile apps are capable of real-time location based search Certain test applications support comparing different financial institution New tools are capable of contacting and navigating the consumer to the point of interest Specialized third party websites can compare prices, offers of different financial institution and also the opinions of other customers Mobile payment Purchase feedback can be shared after transaction Experiences, opinions are shareable on social network Reinvented cards are able to collect loyalty points after checkout or specific transactions Examples Cellfire collects unique coupons and discounts AroundMe shows places of interests around the customers according their search input Yelp helps to find the best retailer with evaluations Google Local collects information Google Maps plans routes Segugio.it maps the best prices Foursquare is a place to share customer experience Swipely collects post sales discounts Today bank coverage Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 9

10 WHAT ARE THE MOBILE ENABLERS Copyright 2012 NTT DATA Copyright 2014 NTT DATA Italia S.p.A. 10

11 Innovation in Bank requires a totally new Service Creation approach. Products have to be decomposed into smaller Business Service Elements Reusability is key for reducing time to market Pervasiveness, Personalization and Simplicity are key for customer adoption Be Aware & Get Advice On Board Usage Care Relationship & Channel Model Segmentation & Personalization Model Partnership & Referral Model Pricing & Revenue Model Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 11

12 Savings for Funding which requires a new Operating model Create a separate fast way of working to develop the innovation Improve your foundation making it as efficiently as possible to keep costs down, maximize revenue and free up funds to invest in the new Be Aware & Get Advice On Board Usage Care Become Fast Service Creation Keep Basics Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 12

13 Digital BU 1 BU 2 BU 3 BU 1 BU 2 BU 3 BU 1 BU 2 BU 3 BU 1 BU 2 BU 3 Digital Service Provider new Organizational structures. Instead of a traditional hierarchical organization that reinforces a silos based structure, transformed Organization will experiment loosely connected structures This encourage self-organization into cross-organizational and multidisciplinary teams Silo Digital Hub Multidisciplinary Outsourced HQ HQ HQ HQ S B S S S S Digital change agent B B B S B Op Fast IT Slow IT Fast IT Slow IT Fast IT Slow IT Op Slow IT Op Fast IT Fast IT Slow IT Op Slow IT Op S Strategy B Budget Op Operations Coordination Sharing Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 13

14 new Partnership models. Partnership model have to move from a Traditional one (Customer Supplier) to a more Wirearchical model (fintech partners, Startup, VC, R&D, Universities ) Shift the digital business from a linear relationship to a dynamic value ecosystem Supplier Production Supply Chain Marketing Customer R&D VC Fintech Partners Traditional Suppliers Startup OUs Universities Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 14

15 new Investment Evaluation/Monitoring practices Traditional financial tools are designed for stable market environments, but fail when applied to innovation under conditions of uncertainty and rapid change. Newer investment methodology evaluate the costs of doing nothing and monitor Value creation Set a group of criteria to select the most meaningful initiatives to start with VALUE IMPACTS FEASIBILITY Projected cash stream from investing in an innovation More likely cash flow resulting from doing nothing Monitor progress (using Coorti and Split tests) Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 15

16 and a new Service Creation process A reshaped Service Creation process which acts as the enterprise glue which keep together two parts of the new Operating model using, show quickly small but concrete results and scale-up successful projects by contamination of other areas monitoring agile teams for security/risk compliance Seeding Digital Checkup Horizon Design Sprouting Governance Growing Service Creation Blossoming Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 16

17 Digital Checkup is our approach to drive Banks towards their digital awareness positioning them inside the Readiness Matrix through the evaluation of 2x5 drivers Your Digital Readiness Products & Offering Customer Value Channels Processes Architecture & Technology Tomorrow Today Your Transformation Ability Regulation Competitors & New Entrants Third Party Mngt Governance & Approach Organization & Skills Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 17

18 Our Full Lifecycle of Mobile Services Implementation & Management Mobile Application Development User Experience (UX) Native Device Development (ios, BlackBerry, Android, Windows Phone) Cross-Platform Development Enterprise Mobile App Development (SAP, Oracle, SalesForce) Mobile Testing Services Accelerated Mobile Test Automation On Demand Performance Testing/ Benchmarking Accessibility Testing NTT Remote Test Kit Mobile App Mgmt & Infra Services Mobile Infrastructure and Hosting Mobile Device Management & Security Enterprise App Store Unified Communications Dual Persona Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 18

19 Copyright 2012 NTT DATA Copyright 2014 NTT DATA Italia S.p.A. 19 CASE STUDY

20 Hello bank! is part of a wider BPN Paribas / BNL Relationship strategy for Retail Bank Private Bank Hello bank! Promoters Clients that use different channels but don't avoid the branch as point of reference for operations/ counseling/ buying experience Clients with important assets that require a dedicated management and ask for a one-to-one relationship with a trustworthy consultant Digital Clients that do not desire physical interaction with the Bank, using new digital technologies meanwhile keeping relationships when required Affluent Clients that need a trustworthy consultant for their investments' choice X-selling Retention Retention Income Acquisition Less Costs Acquisition Income Branch ATM CRSC Relation Internet Mobile Social Promoters manager Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 20 Source: BNP Paribas Group Fourth Quarter Results (13 th February 2014)

21 We help spend better Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 21

22 and to save more in a different, social perspective! Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 22

23 The assistance model integrates self-service management mode with highly customizable caring & support features thanks to synergies between Contact Center and Hello! Team Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 23

24 Hello bank! Business Architecture Customer Acquisition User & Customer Experience Lean Organization: 3 Functional Managers Less than 40 Operating Resources User Experience Design User & Customer Interaction Design Web & Mobile Sites Content mgmt. Project Management (vs. IT) Customer Acquisition Budget Acquisition Partnership Digital Marketing for Acquisition Interface with Brand Communication Customer Development Customer Relationship & Cross Selling Customer Satisfaction & Service Level Excellence Sales Animation & Chang mgmt. Communication Compliance Legal Branches BNL CFO Information Technology Operations HR Copyright 2012 NTT DATA Copyright 2015 NTT DATA Italia S.p.A. 24

25 MAURO GIORGI, SVP FINANCIAL SERVICES https://twitter.com/aqualung61 COPYRIGHT 2015 NTT DATA ITALIA S.P.A.

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