Switch from Campaign Management to Event based Marketing? KBC Bank & Insurance Eric Vandenbempt June, 2005

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1 Switch from Campaign Management to Event based Marketing? KBC Bank & Insurance Eric Vandenbempt June, 2005

2 Agenda Introduction of KBC Bank & Insurance KBC s Strategic goals CRM and relationship banking Commercial approach Marketing approach Program goals Process Pilot Next steps Contact details 2

3 KBC Bank & Insurance Introduction Switch from campaign management to event based marketing?

4 KBC Group NV KBC Group NV 100% 100% 100% to 100% 100% KBC Bank KBC Insurance KBC Asset Management Kredietbank SA Luxembourg EPB* Gevaert KBC Financial Products KBC Securities Centea CBC Banque CSOB Bank K&H Bank Kredyt Bank NLB Bank Fidea Secura CSOB Pojist'ovna (CZ) CSOB Poistovna (SK) K&H Life (Hu) K&H General Insurance (Argosz - HU) Warta & Warta Vita (PL) NLB Vita (SL)... 4 * European Private Bankers

5 KBC Group NV : Key financials 5 Balance sheet total : 282 bn euros (31-Dec-04) Capital : 12 bn - total risk equity: 21 bn Customer deposits : 164 bn Customer loans: 111 bn Technical provisions, insurance : 17 bn Net profit : Pro forma 12M04 : m euros (ROE : 14%) Solvency levels (pro forma 31-Dec-04) : Tier 1, banking : 10.1% Solvency margin, insurance : 389% Headcount : ca Customers : ca

6 Geographical presence in Europe 6 Top-3-player in Belgium Retail bancassurance Private banking Corporate banking Top-3 bank/insurance player in CEE-5 Czech Republic Hungary Slovakia Poland Slovenia European private banking network : >100 locations across 9 other countries France and Monaco Germany Italy Luxembourg Netherlands Spain Switzerland UK Selective corporate banking network : selective presence in 6 countries outside Belgium and CEE France Germany Ireland Netherlands Spain UK

7 KBC Bank & Insurance Strategic goals Switch from campaign management to event based marketing?

8 Mission statement KBC Bank & Insurance has the ambition to be an independent, medium sized, multi channel bank insurer, with retail customers and SME as target segmentation groups, in selected European countries, based on its expertise in investments, portfolio management and financial markets, with high profit targets, based on efficiency, client centric approach and risk management. To obtain the strategic targets the mid term commercial accents of KBC s Retail & Private banking are relationship management, increase the customer satisfaction, increase efficiency and decrease the risks. 8

9 Belgian market environment Heavy competitive environment Narrow margins on saving accounts and consumer loans Loss in domestic payment Less costumer loyalty Legal obligations... Decrease of customer satisfaction after 1998 s merger (adjust negative evolution in 2004) 9

10 KBC Bank & Insurance CRM and relationship banking Switch from campaign management to event based marketing?

11 CRM and relationship banking Customer centric organization Set up mid 90s Operational > client session in transactions Commercial > relationship banking Customer relationship management Information on customer Understanding ones customer Managing ones business Analyses customer information Data mining via SAS Enterprise Miner TM software Customer segmentation and profile banking 11

12 KBC Bank & Insurance Commercial approach Switch from campaign management to event based marketing?

13 Campaign management Campaign management Set up in 2000 Supported by campaign management tool Commercial support to branches (target groups, central mail, ) Weaknesses Not customer-initiated Product push type campaigns Heavy manual intervention Unstructured response and success tracking Inefficient channel usage 13

14 Conclusion Heavy competitive environment Increase costumer satisfaction Attention to customers needs Adaptation of commercial approach Event based marketing Set up of program 14

15 KBC Bank & Insurance Switch from campaign management to event based marketing?

16 Marketing approach Program goals Process Pilot Next steps 16

17 Marketing approach EBM approach to conduct marketing activities Campaign effectiveness Costumer-initiated Higher response Posibility of testing Ongoing adjustments for continuous improvement Greater productivity Campaigns are set up once Daily run without manual intervention 17

18 Marketing approach Process efficiency Structured response Channel optimisation Each channel can focus its resources on business priority Costumer oriented and greater loyalty Customer needs pull, no push Contact management to avoid over-contacts Satisfied customers Greater loyalty and profitability 18

19 Program goals Direct goals Increase share of wallet in key customer segment Reduce marketing cost Indirect goals Increase customer satisfaction Increase sales (hits) Support commercial approach in branches Gain more benefit of (limited) commercial time in branches 19

20 Process Set up of process Identify industry-specific business opportunities Use customer initiated events to increase personalized banking Qualify events in commercial leads Customised communication at the most opportune time when the customer is likely to have a need Prompt action via the most appropriate channel Branch organization support Follow up and evaluation 20

21 Process Event based marketing : Offering of the right solution to the right person (customer) on the right time through the most appropriate channel Step 1 Step 2 Step 3 Step 4 Event detection & qualification Lead Prioritisation & scripts Action & lead follow up Report & evaluation 21

22 Process Event detection Life cycle / Moments of Truth Customer behaviour Contract related (expiry date, end of loan contract, ) Interaction with customer (web, ATM s, ) Operational systems (incoming/outgoing payments, ) External events (market news, actions of competitors, ) 22

23 Process Event qualification Constraint on the type of customer Customer segmentation model Customers profile (relationship to customer needs) Age Contact frequency Potential ROI Ease of execution 23

24 Process Examples of events Deposit start / stop Dormant account First internet transaction First use of credit card Loan simulation transaction on Internet banking Withdrawel unusual amount Transfer to other bank/insurance company First job Graduation Buying foreign currency... 24

25 Process Lead prioritisation Customer contact frequency Strategic value Capability of branch Type of commercial leads Time critical lead Less time critical lead Additional information Effectiveness % Time - Days 25

26 Process Scripts Outcome of the campaign Business objectives to achieve Communication (content, channel, ) Multi step approach how to (re)act on customer response(s) Future considerations 26

27 Process Action Real time / online commercial action Daily planning and (de)briefing Commercial action of branch employees Lead follow up Real time follow up Multi step transactions 27

28 Process Example of online lead generation (simplified) Client session Customer initiates a transaction at branch or call center Transaction is to buy foreign currency Customer accepts close of sale Automatically event capture for cross selling opportunity Customer information V lead priority Proposition of travel insurance 28

29 Process Example of moment of truth lead (simplified) Customer initiates loan simulation on internet banking Event capture Commercial lead to branch Customer does (not) accept sale proposition Customer information Lead generation Proposition via to customer 29

30 Process Report Online reporting on leads (E2E-monitoring of commercial leads branch application) Reporting sales success > branch manager > regional manager Evaluation Process and script evaluation Adjust approach (multi step, scripts, event generation and qualification, channel usage, ) Learning organisation 30

31 Pilot & milestones 2004 Consultancy and study Defining commercial and organizational concept Defining data model and infrastructure 2005 ICT development of front end transaction branches (Action and lead follow up) Event qualification, lead prioritisation and reporting through end user computing Implementation in 3 pilots (17 branches, organized in 3 branch clusters ) Starting with 15 commercial leads 31

32 2005 What s next? Co-existance of event based marketing and other commercial transaction (planning, commercial information on customer, calender, ) Evaluation of pilots (after 6 months) 2006 (in house?) ICT development > Leads prioritization system > Connection to output infrastructure Success story? > Reporting Come and hear at Business implementation next year s SAS Forum!? > Extend number of branches > Introduce new leads 32

33 Contact details Eric Vandenbempt head of department Marketing Services Address : KBC Bank & Insurance MKS Marketing Services Eric Vandenbempt Brusselsesteenweg 100 B-3000 Leuven Phone : +32 (0) Mobile : +32 (0) eric.vandenbempt@kbc.be Website : 33