Descargar

DIGITAL Financial
Life
Reimagining the client experience
for a digital world
Ernesto Neve
Director de Soluciones | Sector Financiero
Digital EXPERIENCES key takeaways
•
Threat of Disruption from outside the Industry is a reality
•
Banks and Capital Markets have to improve and deliver
Digital Experiences thru disruptive innovation to become
Digital.
•
At Microsoft we are winning Digital Experiences thru
providing a vision and delivering on the state of the possible.
Microsoft Worldwide Financial Services
Grupo dedicado a crear soluciones innovadoras a través de nuestro ecosistema
de Socios de Negocio y hacerlas realidad en el mercado
Banking Industry
Architecture
Network
Interactive
Financial
eXchange Forum
Fundada: 2008
Apoyar y guiar a
la Industria
Bancaria hacia
una arquitectura
flexible alineada
a los objetivos
de Negocio.
Desarrolla
estándares
interoperables
para el
intercambio de
información
financiera
cubriendo los
requerimientos de
FSI global
Society for
Worldwide
Interbank Financial
Telecommunication
Más de 10 mil
bancos y clientes
corporativos en
212 países
intercambian
millones de
mensajes
estandarizados
cada día
European Financial
Management
Association
Promueve la
investigación y
difusión de
conocimiento en
las áreas
relacionadas a
finanzas.
Académicos,
profesionales y
estudiantes de
todo el mundo
Corporate Executive
Board
Líder en Consultoría
de Negocios al año
16k líderes de más de
6k organizaciones
globales en más de
111 países son
equipados con
soluciones accionables
que respondan a la
evolución en los
negocios. 97% del
Fortune 100
CNBV
Norma, regula y
supervisa entidades
financieras.
Pertenece al grupo
ITSG comparte
experiencia, opinión
y mejores prácticas
conoce de riesgos
operativos y
tecnológicos, atiende
a eventos a discutir
riesgos operativos y
contractuales
3
Digital EXPERIENCES key takeaways
•
Threat of Disruption from outside the Industry is a reality
•
Banks and Capital Markets have to improve and deliver
Digital Experiences thru disruptive innovation to become
Digital.
•
At Microsoft we are winning Digital Experiences thru
providing a vision and delivering on the state of the possible.
Technology is
enabling the
evolution from a
Traditional
Private Bank to a
Digital Private
Bank
From
process centric…
ORGANIZE AROUND
CUSTOMER
ORGANIZE AROUND PRODUCTS
LERNS FROM
I N F O R M AT I O N
M U LT I C H A N N E L D E L I V E RY
INDUST R IA L IZ E SERVICE TO
SCALE
I N F O R M AT I O N
C R E AT E S A C T I O N
CONTINUITY OF SERVICES
ACROSS TOUCH POINTS
EXPLORE NE W
SERVICE MODELS TO
GROW
…to persona driven
Today’s systems are
increasingly
challenged to
adapt to quicklyevolving client
preferences and the
speed of business
today
From
process centric…
REAL-TIME PROCESS &
ACROSS CHANNEL
O P E R AT I O N
D I G I TA L - F I R S T
PROCESSES WITH
S E A M L E S S AU TO M AT I O N
…to deliver a holistic Brand
experience
Innovation to
design simple,
easy, intuitive
digital products
that deliver speed,
convenience and
value.
How do you leapfrog?
Fueling Digital
Innovation Worldwide
The Fund provides Fin-Tech companies with
much needed finance, as well as supporting
the digital revolution to ensure Santander’s
customers world-wide benefit from the latest
know-how and innovations across the
Banking Group’s Geographies
“I think of digital as a means to an end:
How do I service and get more loyal
customers: how do I achieve
operational excellence and how do I
change my culture?” she asks. “Those
are my three building blocks and if you
think about it, digital comes into it in
every single one of them.”
Ana Botin
Banco Santander CEO
BBVA Makes Banking Simple
Some thought the price, said to be around $117 million for
a firm with 100,000 customers, was ridiculously high; others
noted that it seemed a bargain compared to the way a
company like Square is being valued at $1.5 billion.
Forbes /Tech
“Banks need to take on Amazon and Google or die”
Francisco Gonzalez BBVA CEO
Tencent’s channels
(stores, taxis, ecommerce and
shopping malls) are
much closer to clients
than traditional Bank
channels
WeChat has 40 million
payment users. Celent
estimates WeBank can
import 50 million users
from Tencent WeChat
and QQ before 2016
Tencent’s channels
(stores, taxis, ecommerce and
shopping malls) are
much closer to clients
than traditional Bank
channels
WeChat has 40 million
payment users. Celent
estimates WeBank can
import 50 million users
from Tencent WeChat
and QQ before 2016
Reimagine
the client
experience for
a digital world
» Innovative experiences
» Whenever and wherever engagement
» Remembering every interaction
» Data as a competitive advantage
Reimagine
the client
experience for
a digital world
Going beyond
static signage
to responsive
advertising
Providing
innovative experiences
across touch points
Enabling
remote
advisory
services
Delivering
timely and
relevant offers
and guidance
Enabling
personal
interactions
Branch of the Future
Meem Bank, Saudi Arabia
Assisted Service Terminal
Enabling clients to seamlessly engage with you
whenever and from wherever they want
Right now
While commuting
When a new idea inspires
At home
On vacation
On the trading floor
A remote advisor solution can help increase
responsiveness through innovative service
From
To
ATM/
kiosk
Customer
issue resolution
Branch
Advisor
Online
banking
Online
banking
Contact
center rep
Customer
issue resolution
Contact
center rep
Branch
Advisor

Higher-value connections
Slow/inefficient access to the right expert when needed

Transformative experiences with simplified operations
Challenging to connect with high-value customers

New value with promotions and advertising

Latent, siloed communications


38%
<2 weeks
COST
Reducing client
service costs
Benefits that other
Microsoft customers
have realized
33 %
of enquiries shifted
from branch to video
banking channel
Reduced
waiting time
Face-to-face
experience
=
Bonding and
Client loyalty
Likely to recommend
86% to friends and family
UP
10%
Servicing clients
faster and
reducing queues
in the branch
Reducing
travel
A day in the life | Remote Advisor
Click-to-call
Branch video banking
Expert collaboration
PBX call routing
Advisor presence
Anne is buying a new home
and sees an interactive Skype
ad for mortgages. She “clicks
to call” her bank and is
instantly routed to an
available mortgage specialist.
On her way to work, she
stops by the bank to make a
deposit. She uses video
banking to ask an additional
question about her mortgage
discussion from earlier.
At work, Delve highlights a
research document related to
a new project. She reviews
the findings and calls the
author, who then adds his
finance partner to the call.
Between meetings, she calls
her bank to talk about rates.
The IVR recognizes her
number and routes her call
through the PBX to the
specialist she spoke to earlier.
On a break, Anne checks the
availability of her investment
advisor and see he’s available.
She reviews her portfolio with
him using screen sharing and
video calling.
Benefits
 Reduced cost with efficient
routing to first-available
banker
 Differentiated experience
 Simplified sales and
customer acquisition
Benefits
 Access to experts wherever
they may be in the world
 Reduce staffing costs for
branches
 Improved client retention
through better service
Benefits
 Improved client
satisfaction and employee
productivity
 Easier knowledge sharing
speeds collaboration
Benefits
 Reduced complexity and
cost with enterprise-grade
PBX integration
 Simplified installation with
support for legacy
infrastructure
Benefits
 Faster service saves time
for customers
 Real, personal connections
29
Solution | Remote Advisor
Consumers
Enterprise-grade IVR
and PBX integration
simplifies call routing
Advisors and experts advertise
their availability and respond from
anywhere, on any device, adding
others as appropriate.
Commercial clients
Retirement clients
Skype provides an
easy way for any
client to connect and
collaborate with
advisors and experts
Branch-based video
banking channel enables
retail customers to quickly
connect with experts
Investors
Shift to a more
collaborative
environment where
advisors are easily
accessible and
ready to serve
START
STOP
CONTINUE
 Using Skype for Business for inbound
and outbound client communications
 Promoting traditional phone numbers
as the primary way to call via web
‒ Providing high-value service through
face-to-face interaction
 Becoming instantly accessible to highvalue clients through IM
 Playing “voicemail tag” with clients
‒ Connecting clients with expert
colleagues throughout the business
 Providing collaborative service via
video and screen sharing
 Providing efficient branch connections
to call center experts
 Traveling or forcing clients to come to
your office for face-to-face meetings
 Over-staffing branches with experts
Realizing the branch of the future today with
remote advisory services
Challenge
Strategy
Results
Improve client experience,
while improving banking
efficiency and client
retention
• Delivered new video
banking channel to
connect branch clients
face-to-face with
experts in a call center
• Used existing Lync
infrastructure
• Reduced wait times by 33%
• >40% of customers using new
solution within weeks
• 86% likely to recommend to
family/friends (up 10%)
“The solution has definitely helped Nedbank gain a competitive advantage, putting
us at the forefront of technology and showing that Nedbank is really pioneering
and innovative in its use of technology to service and consult customers.”
— Stelios Vakis, Program Executive of Integrated Channel Strategy, Nedbank
Cambios en el Sector Financiero
“Para asegurar su crecimiento en
el futuro, los bancos deben
transformar fundamentalmente
su economía, negocio, y cultura.”
“La integración
multicanal, junto con un
mayor énfasis en
desarrollar estrategias
para el canal móvil,
puede ayudar a que los
bancos mejoren la
experiencia del cliente.”
- Capgemini
–
- McKinsey & Company
“Un cambio fundamental en
la forma en que los bancos
involucran e interactúan con
los clientes es la clave para
afrontar el desafío.”
- Encuesta Accenture para
Consumidores
Cambios en el Sector Financiero
“La integración
multicanal, junto con
un mayor énfasis en
desarrollar estrategias
para el canal móvil,
puede ayudar a que los
bancos mejoren la
experiencia del cliente.”
- Capgemini
“Para asegurar su crecimiento en
el futuro, los bancos deben
transformar fundamentalmente
su economía, negocio, y
cultura.”
–
- McKinsey & Company
“Un cambio fundamental
en la forma en que los
bancos involucran e
interactúan con los
clientes es la clave para
afrontar el desafío.”
- Encuesta de Accenture
para Consumidores
Desconfianza
2013
Mundo 40%
Italia 72%
España 76%
Desconfianza
2012
Mundo 22%
Italia 48%
España 58%
Desconfianza
Mercados
Emergentes
2013 28%
2012 25%
Cada día el cliente toma más control de la
relación con su banco. Los bancos necesitan
adoptar esta tendencia y ofrecer más poder a
sus clientes.
Desconfianza
2013
Mundo 40%
Italia 72%
España 76%
Cada vez más frecuente es ver que un cliente
opera con más de un banco y que su
disposición a cambiar de banco aumenta
En respuesta la banca debe entender este comportamiento y
cambiar la forma como interactúa con sus clientes Es necesario
que dirijan el cambio ofreciendo a sus clientes mayor flexibilidad
opciones de control y reconfigurar su modelo de negocio
alrededor de las necesidades del cliente Dar más poder al cliente
puede no ser cómodo sin embargo los bancos que lo entiendan
ahora serán más exitosos en el largo plazo.
Desconfianza
2012
Mundo 22%
Italia 48%
España 58%
Desconfianza
Mercados
Emergentes
2013 28%
2012 25%
Competitividad en el entorno Mexicano
En caso de que sí esté pensando en contratar servicios de
outsourcing, ¿en qué rubros de los mencionados está
considerando hacerlo?
¿Su organización ha contratado en los últimos tres años
funciones bajo el esquema de outsourcing?
77 %
75 %
68 %
69 %
72 %
2013
2012
2011
2010
2009
32 % 31 %
25 %
28 %
23 %
¿Qué tan importantes son las siguientes estrategias para conducir a su organización hacia
un crecimiento global o regional durante los siguientes tres años?
16%
Si
No
40%
44%
50%
56%
33%
31%
69%
Sí
La crisis que va de salida
¿Considera que México ya salió
de la crisis financiera de 20082009?
No
39 %
33%
34%
47%
35%
61%
27%
2%
KPMG – Perspectivas de la Alta Dirección 2013
41%
37%
Construir
Relaciones
1%
1%
7%
2%
0%
Desarrollar
nuevos productos
12%
3%
2%
Programas de
lealtad y servicio
7%
Enfocarse en
productos
2%
0%
15%
19%
5%
5%
3%
Penetrar en
nuevos mercados
12%
2%
Formar alianzas
estratégicas
7%
Alcanzar
crecimiento a
¿En que porcentaje los planes de su compañía harán uso en 2012 y piensa que utilizará en 2016 estas tecnologías de punta?
Social Media: Marketing
Mobility: Fuerza de Ventas
80%
29%
80%
53%
SaaS: Plataforma de Soluciones
80%
47%
Social Media: Servicio
41%
Cloud: Plataforma de Soluciones
41%
Cloud: Desarrollo y Pruebas
Celent’s 2012 CIO/CTO Survey
87%
47%
Mobility: Prospectación
Social Media: Suscripción
87%
71%
Social Media: Grupos Internos
Mobility: Clientes
93%
59%
80%
73%
47%
29%
Usando en 2012
73%
73%
Espera usar en 2016
Don Pepers – Pepers & Rogers
The CRM revolution 1993
Más clientes para mis productos
Ampliar la cobertura
Inversiones en adquisición
A mercado abierto
MÁS productos para mis clientes
Conocimiento del Cliente
Customer 1:1
Upselling
Cross selling
Lealtad del Cliente
Una Visión de Cliente
Hacer que su Institución se Centre más en el Cliente
Evolución de
productos y
servicios más
rápidamente
Personalice
la experiencia
del cliente
Visión 360º
del Perfil
del Cliente
Optimice sus
procesos de
cumplimiento
regulatorio
Cumplimiento
Mejore
sus márgenes
e impulse
el crecimiento
Mobility
► Nuevos y diferentes
tipos de servicios
► Cambiando el estilo de
trabajo
► Conectividad “Alwayson“
► Expectativa creciente de
acceso a aplicaciones y
datos en cualquier lugar
Social
► Migración cultural en
la interacción de la
gente
► Atracción Online de
clientes es ahora un
diferenciador de
negocios
► Nuevas formas de
conectar y compartir
Cloud
► Disminución de las
Barreras de entrada
(conectividad,
dispositivos, canales)
► Modelos de desarrollo
flexibles
► Eficiencia en la entrega
de aplicaciones
► Velocidad en la salida al
mercado
Big data
► Crecimiento en datos
masivos
► Disponibilidad de
datos de terceros
► Globalización de
mercados
► Audiencias de clientes
más segmentadas
Mobility
► Nuevos y diferentes
tipos de servicios
► Cambiando el estilo de
trabajo
► Conectividad “Alwayson“
► Expectativa creciente de
acceso a aplicaciones y
datos en cualquier lugar
Social
► Migración cultural en
la interacción de la
gente
► Atracción Online de
clientes es ahora un
diferenciador de
negocios
► Nuevas formas de
conectar y compartir
Cloud
► Disminución de las
Barreras de entrada
(conectividad,
dispositivos, canales)
► Modelos de desarrollo
flexibles
► Eficiencia en la entrega
de aplicaciones
► Velocidad en la salida al
mercado
Big data
► Crecimiento en datos
masivos
► Disponibilidad de
datos de terceros
► Globalización de
mercados
► Audiencias de clientes
más segmentadas
Movilidad
Movilidad
Social
Casi
de los trabajadores
de la información utilizan al menos
un dispositivo propio en el
trabajo
Nube
El consumidor
móvil
Cambiando
Estilos de Trabajo
95%
Big Data
80%
de
los trabajadores
realizan labores
afuera de la
oficina
2/3
Casi
de los consumidores usan su
smartphone para obtener
información de productos,
marcas o destinos por lo menos
3-4 veces a la semana
Para
2016
,
smartphones y tabletas
estarán en los bolsillos de
MIL
QUINIENTOS
Millones
de consumidores
globales
Devices
LATIN AMERICA
Population
COUNTRIES / REGIONS
( Est. 2011 )
Argentina
Bolivia
Brasil
Chile
Colombia
Costa Rica
Cuba
Republica Dominicana
Ecuador
El Salvador
Guatemala
Honduras
México
Nicaragua
Panamá
Paraguay
Perú
Puerto Rico
Uruguay
Venezuela
TOTAL
Internet
Users, 31Dec-11
42,192,494 28,000,000
10,290,003
1,985,970
205,716,890 81,798,000
17,461,369 10,000,000
45,239,079 25,000,000
2,000,000
4,636,348
11,075,244
2,572,779
10,190,453
4,643,393
15,223,680
4,075,500
6,090,646
1,491,480
14,099,032
2,280,000
8,296,693
1,319,174
114,975,406 42,000,000
5,727,707
783,800
3,510,045
1,503,441
6,459,058
1,523,273
29,248,943
9,973,244
3,690,923
1,771,643
3,308,535
1,855,000
28,047,938 12,097,156
585,480,486 236,673,853
% Population
Users %
( Penetration )
in Region
66.36%
19.30%
39.76%
57.27%
55.26%
43.14%
23.23%
45.57%
26.77%
24.49%
16.17%
15.90%
36.53%
13.68%
42.83%
23.58%
34.10%
48.00%
56.07%
43.13%
36.56%
11.83%
0.84%
34.56%
4.23%
10.56%
0.85%
1.09%
1.96%
1.72%
0.63%
0.96%
0.56%
17.75%
0.33%
0.64%
0.64%
4.21%
0.75%
0.78%
5.11%
100.00%
Mobile cellular
subscribers
Penetration
Rate
Facebook
31-Dec-12
55,132,579
7,602,293
240,944,033
21,852,242
47,763,330
3,904,400
9,667,544
16,741,730
8,720,230
14,590,021
7,348,575
98,766,779
4,001,098
5,381,123
6,560,500
26,394,444
4,739,005
30,666,438
610,776,364
130.67% 19,037,240
73.88%
1,641,060
117.12% 51,173,660
125.15%
9,378,480
105.58% 16,825,840
84.21%
1,889,620
0.00%
n/a
94.87%
2,793,220
109.97%
4,101,020
143.17%
1,491,480
103.48%
2,104,160
88.57%
1,213,800
85.90% 38,463,860
69.86%
712,800
153.31%
1,014,160
101.57%
1,014,680
90.24%
8,204,560
0.00%
1,291,160
143.24%
1,517,340
109.34%
9,661,340
96.51% 173,529,480
Penetration
Rate vs
Population
45.12%
15.95%
24.88%
53.71%
37.19%
40.76%
n/a
27.41%
26.94%
24.49%
14.92%
14.63%
33.45%
12.44%
28.89%
15.71%
28.05%
34.98%
45.86%
34.45%
29.47%
Penetration
Rate vs
Internet Users
67.99%
82.63%
62.56%
93.78%
67.30%
94.48%
n/a
60.15%
100.63%
100.00%
92.29%
92.01%
91.58%
90.94%
67.46%
66.61%
82.27%
72.88%
81.80%
79.86%
81.43%
LATIN AMERICA
Population
COUNTRIES / REGIONS
( Est. 2011 )
Argentina
Bolivia
Brasil
Chile
Colombia
Costa Rica
Cuba
Republica Dominicana
Ecuador
El Salvador
Guatemala
Honduras
México
Nicaragua
Panamá
Paraguay
Perú
Puerto Rico
Uruguay
Venezuela
TOTAL
Internet
Users, 31Dec-11
42,192,494 28,000,000
10,290,003
1,985,970
205,716,890 81,798,000
17,461,369 10,000,000
45,239,079 25,000,000
2,000,000
4,636,348
11,075,244
2,572,779
10,190,453
4,643,393
15,223,680
4,075,500
6,090,646
1,491,480
14,099,032
2,280,000
8,296,693
1,319,174
114,975,406 42,000,000
5,727,707
783,800
3,510,045
1,503,441
6,459,058
1,523,273
29,248,943
9,973,244
3,690,923
1,771,643
3,308,535
1,855,000
28,047,938 12,097,156
585,480,486 236,673,853
% Population
Users %
( Penetration )
in Region
66.36%
19.30%
39.76%
57.27%
55.26%
43.14%
23.23%
45.57%
26.77%
24.49%
16.17%
15.90%
36.53%
13.68%
42.83%
23.58%
34.10%
48.00%
56.07%
43.13%
36.56%
11.83%
0.84%
34.56%
4.23%
10.56%
0.85%
1.09%
1.96%
1.72%
0.63%
0.96%
0.56%
17.75%
0.33%
0.64%
0.64%
4.21%
0.75%
0.78%
5.11%
100.00%
Mobile cellular
subscribers
Penetration
Rate
Facebook
31-Dec-12
55,132,579
7,602,293
240,944,033
21,852,242
47,763,330
3,904,400
9,667,544
16,741,730
8,720,230
14,590,021
7,348,575
98,766,779
4,001,098
5,381,123
6,560,500
26,394,444
4,739,005
30,666,438
610,776,364
130.67% 19,037,240
73.88%
1,641,060
117.12% 51,173,660
125.15%
9,378,480
105.58% 16,825,840
84.21%
1,889,620
0.00%
n/a
94.87%
2,793,220
109.97%
4,101,020
143.17%
1,491,480
103.48%
2,104,160
88.57%
1,213,800
85.90% 38,463,860
69.86%
712,800
153.31%
1,014,160
101.57%
1,014,680
90.24%
8,204,560
0.00%
1,291,160
143.24%
1,517,340
109.34%
9,661,340
96.51% 173,529,480
Penetration
Rate vs
Population
45.12%
15.95%
24.88%
53.71%
37.19%
40.76%
n/a
27.41%
26.94%
24.49%
14.92%
14.63%
33.45%
12.44%
28.89%
15.71%
28.05%
34.98%
45.86%
34.45%
29.47%
Penetration
Rate vs
Internet Users
67.99%
82.63%
62.56%
93.78%
67.30%
94.48%
n/a
60.15%
100.63%
100.00%
92.29%
92.01%
91.58%
90.94%
67.46%
66.61%
82.27%
72.88%
81.80%
79.86%
81.43%
LATIN AMERICA
Population
COUNTRIES / REGIONS
( Est. 2011 )
Argentina
Bolivia
Brasil
Chile
Colombia
Costa Rica
Cuba
Republica Dominicana
Ecuador
El Salvador
Guatemala
Honduras
México
Nicaragua
Panamá
Paraguay
Perú
Puerto Rico
Uruguay
Venezuela
TOTAL
Internet
Users, 31Dec-11
42,192,494 28,000,000
10,290,003
1,985,970
205,716,890 81,798,000
17,461,369 10,000,000
45,239,079 25,000,000
2,000,000
4,636,348
11,075,244
2,572,779
10,190,453
4,643,393
15,223,680
4,075,500
6,090,646
1,491,480
14,099,032
2,280,000
8,296,693
1,319,174
114,975,406 42,000,000
5,727,707
783,800
3,510,045
1,503,441
6,459,058
1,523,273
29,248,943
9,973,244
3,690,923
1,771,643
3,308,535
1,855,000
28,047,938 12,097,156
585,480,486 236,673,853
% Population
Users %
( Penetration )
in Region
66.36%
19.30%
39.76%
57.27%
55.26%
43.14%
23.23%
45.57%
26.77%
24.49%
16.17%
15.90%
36.53%
13.68%
42.83%
23.58%
34.10%
48.00%
56.07%
43.13%
36.56%
11.83%
0.84%
34.56%
4.23%
10.56%
0.85%
1.09%
1.96%
1.72%
0.63%
0.96%
0.56%
17.75%
0.33%
0.64%
0.64%
4.21%
0.75%
0.78%
5.11%
100.00%
Mobile cellular
subscribers
Penetration
Rate
Facebook
31-Dec-12
55,132,579
7,602,293
240,944,033
21,852,242
47,763,330
3,904,400
9,667,544
16,741,730
8,720,230
14,590,021
7,348,575
98,766,779
4,001,098
5,381,123
6,560,500
26,394,444
4,739,005
30,666,438
610,776,364
130.67% 19,037,240
73.88%
1,641,060
117.12% 51,173,660
125.15%
9,378,480
105.58% 16,825,840
84.21%
1,889,620
0.00%
n/a
94.87%
2,793,220
109.97%
4,101,020
143.17%
1,491,480
103.48%
2,104,160
88.57%
1,213,800
85.90% 38,463,860
69.86%
712,800
153.31%
1,014,160
101.57%
1,014,680
90.24%
8,204,560
0.00%
1,291,160
143.24%
1,517,340
109.34%
9,661,340
96.51% 173,529,480
Penetration
Rate vs
Population
45.12%
15.95%
24.88%
53.71%
37.19%
40.76%
n/a
27.41%
26.94%
24.49%
14.92%
14.63%
33.45%
12.44%
28.89%
15.71%
28.05%
34.98%
45.86%
34.45%
29.47%
Penetration
Rate vs
Internet Users
67.99%
82.63%
62.56%
93.78%
67.30%
94.48%
n/a
60.15%
100.63%
100.00%
92.29%
92.01%
91.58%
90.94%
67.46%
66.61%
82.27%
72.88%
81.80%
79.86%
81.43%
América Latina y México: Es la oportunidad Real?
Venta de Smartphone en Latinoamérica como porcentaje del
total de teléfonos vendidos
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
2008
2009
2010
2011
2012
2013
2014
2015
2016
ENTREGAR SOLUCIONES
PERSONALIZADAS CON ACCESO
SEGURO A SUS DATOS.
OFRECER EXPERIENCIAS
FINANCIERAS AFINES AL CLIENTE
QUE GENEREN CONFIANZA.
MAXIMIZAR EL TIEMPO EN QUE
TIENE AL CLIENTE ENFRENTE
Nuestra visión para la Empresa
Cuatro Megatendencias de IT que dominarán la siguiente década
Mobility
► Nuevos y diferentes
tipos de servicios
► Cambiando el estilo de
trabajo
► Conectividad “Alwayson“
► Expectativa creciente de
acceso a aplicaciones y
datos en cualquier lugar
Social
► Migración cultural en
la interacción de la
gente
► Atracción Online de
clientes es ahora un
diferenciador de
negocios
► Nuevas formas de
conectar y compartir
Gartner: What's Hot in CRM in 2012
Sales
Service
Mobile Sales Tablets/Smartphones
Peer-to-Peer Community
E-Commerce
Marketing
Web Storefront
Digital marketing
Social CRM sales
Intelligent Agent
Interface
SEO
Social Monitoring
and Analytics
SaaS SFA
Mobile support
Mobile Device
Storefront
Lead management
Lead management
SaaS CSS
Social and
F-Commerce
Loyalty management
Configure, Price,
Quote
Web self-service
Distributed Order
Management
Inbound marketing
Price Optimization
Service experience analytics
Catalog/PIM
and decisioning
Sales Content and
Collaboration
Knowledge mgmt for
service resolution
Sales Incentive
Compensation
Feedback management
Forecast and
Pipeline
Sales Training
Clientelling
Marketing resource
mgmt
Partner, distributed
and field marketing
Predictive analytics
Mobile Payments
Marketing performance
measurement
Social Sense
and Respond
Web Analytics
Facebook Marketing
Video for
Customer Service
SaaS and IaaS for
E-Commerce
Mobile marketing
apps
Voice of the Customer
Multichannel
Inventory
Integrated Marketing
Management
Las Redes Sociales… la riega uno
Las Redes Sociales…y Otro
Las Redes Sociales…y OTRO
Las Redes Sociales…costos de la vida real
Campaña AXA Ups!
Las Redes Sociales…casos de la vida real
Ups… Campaña AXA!
¡Lo dicho, dicho está! Y el daño puede ser enorme
59
Las Redes Sociales…se vale regarla pero…
Arreglarla Rapidito!!!
Understanding your clients better
How can you
deliver a
segment
of one
experience?
Remembering the
details of every
interaction,
whether in-person,
via phone, email, or
social media
Personal
offers that are
always
relevant and
timely
Connected
conversations
across all
touch points
Expert service
with highlyknowledgeable
advisors
62
Nuestra visión para la Empresa
Cuatro Megatendencias de IT que dominarán la siguiente década
Social
► Migración cultural en
la interacción de la
gente
► Atracción Online de
clientes es ahora un
diferenciador de
negocios
► Nuevas formas de
conectar y compartir
Cloud
► Disminución de las
Barreras de entrada
(conectividad,
dispositivos, canales)
► Modelos de desarrollo
flexibles
► Eficiencia en la entrega
de aplicaciones
► Velocidad en la salida al
mercado
Diseñada para el Cumplimiento de las Instituciones
Financieras
Escuchamos a los Clientes y Autoridades
Seguridad
Seguridad de Clase Mundial
Totalmente documentada
Presentaciones
Soporte O365 Black Belt
Transparencia
Cumplimiento
Cumplimiento con la CNBV
Documentación legal para los
mercados más relevantes
Programa de Cumplimiento
Formal
Datos
Derecho de inspección por
parte de las autoridades
Políticas claras de acceso y
resguardo de la información
Derecho de inspección de las
Instituciones (limitado)
No divulgación voluntaria
No uso de la información para
publicidad
Estamos comprometidos
con la transparencia
para ayudarle a cumplir
con sus necesidades
reglamentarias
Solicitamos opinión de
las autoridades para
satisfacer los requisitos
de cumplimiento
normativo
Sus características,
incluyendo aquellas que
permite el
cumplimiento
normativo, están
diseñadas en base a la
retroalimentación de los
clientes
Continuamos adaptando
y evolucionando las
características de Office
365 que permiten el
cumplimiento con la
regulación Mexicana
Insight 360
Shifting Customer Behavior is Driving Change For Banks
Omni-Channel
Personalized Care
Switching Economy
“I expect my bank to engage
with me where I spend time.”
“I want my bank to give me the
answers to my needs.”
“I am willing to try banking
alternatives.“
71%
consider their banking
relationship to be transactional
rather than relationship driven
Source: Accenture Research
51%
want their bank to proactively
recommend products and services
for their financial needs
72%
of millennials would be likely to bank
with non-financial services company
with which they do business with.
Achieving the Everyday Bank Vision with Insight 360
Insight 360
Insight 360 harnesses the Power of 3
Leverages leading customer analytics
tools to create actionable insights
Enables real-time insights to drive decisions
and reactions to your customers most pressing
requests
?
INSURANCE
Delivers an omni-channel experience by
enabling recommendations across any channel
Provides multiple deployment options to support
most bank systems environments and strategies
Accenture extensive banking and
analytics expertise and insight.
Microsoft’s enterprise technology
& solutions for banking
Avanade’s architecture, technical
and integration services
68
Insight 360 turns insights into actions in an
omni-channel world
From
Incoherent and uncoordinated view
To
Relevant and timely–next best action/offer
Customers
Customers

Complex environments that are costly to maintain

Reduced effort to build analytic models

Decreasing relevancy

Accurate next-best-action activities

Slow innovation, test and learn cycles

Omni-channel orchestration
15-25%
Lift in cross-selling
efficiency
5-15%
Improvement in
customer satisfaction
Shift from a
product-centric
dialog to the
desired customer
centric dialog
Solution | Insight 360
Mobile and web
CRM (branch,
contact center,
social, email, etc.)
Microsoft
Dynamics
CRM
Churn
Deposit
systems
Customer
Analytic
Record (CAR)
Loan
systems
External
data
+
Azure
Cross-sell
Real-time decision rules
Payments
A comprehensive and patented model aggregates
data from across the organization
Present more
relevant and timely
actions and offers
across all channels
CAR and predictive models are
integrated with all CRM
functions, including marketing
automation, sales and service
Other
experience
systems
Next best actions are also
incorporated into website (e.g.
Sitecore), Adobe Marketing
Suite, mobile apps, etc.
Propensity modeling and segmentation predicts the next
best actions and offers for each customer
START
STOP
CONTINUE
 Utilizing analytics models to drive
servicing, sales, and marketing
interactions
 Making generic offers to customers
that have a low propensity to succeed
‒ Increasing the speed of innovation
with test-and-learn lifecycles
 Breaking trust with customers by not
coordinating channel interaction
‒ Refining existing models to tune next
best actions and offers
 Being slow to react to changes in
customer demographics, behavior, or
transactions
‒ Looking for opportunities to
incorporate machine learning
capabilities increase relevancy
 Building models in easy to use and
manage AzureML
 Provide relevant customer actions and
offers in a coordinated manner across
all omni-channel interactions
Functional Application Architecture
1)
From Insight 360 and backend systems customer
profile information, including household
information are deduced and aggregated to a
customer analytical record as well as holistic
customer overview in CRM
Email
Contact
Center
Mobile
Social
Web
Branch
Next Best Action API
SMS
2)
Actions
Channel Coordinator API
Marketing
Automation
3 360 Customer Overview
Sales
Service
3)
Mobi/WMS
Marketing
Rules
2
X-sell
Churn
AzureML
or R
1
DWH
CRM
3rd Party
Data
and making it actionable…
By exposing the models and NBA matrix in the
application for high-touch interaction.
Dynamics CRM
Marketing
Analytics Predictive Models to drive
automation …
Using predictive models (‘Churn’ or ‘X-sell’) as
well as real-time decision rules, next best actions
and offers are evaluated per customer.
Customers
4
Turning data into insights …
Model
Registry
Predictive Models
4)
…across channels
Elevate customer experience with coordinated
messaging, that is relevant, up-to-date, and
timely.
CAR
Legend
Backend
systems
Insight 360
Microsoft CRM
WMS/Sitecore
Dynamics Marketing
AzureML or R
A day in the life | Insight 360
Anne, consumer, using
website at home
Anne, using mobile device
Banker (he or she, update
below to match), reviewing
mortgage data (Dynamics
CRM) on PC, possibly on
phone to talk with Anne.
Another shot of Anne using
PC, tablet or mobile device
Another shot of Anne,
possibly filling out a survey.
Relevant offers
Seamless interactions
Automated actions
Next best action
Satisfaction survey
Anne, an existing customer,
logs into her bank’s website.
She’s presented with offers
that have been pre-scored for
her and explores an offer for
a new mortgage loan.
The next day, she uses her
mobile device to continue
where she left off, refining
numbers and looking at new
scenarios. She asks to speak
with a mortgage originator.
The banker is tasked via CRM
to contact Anne and is
presented with all of her
information and history. He
updates CRM with new
information from his call.
When Anne logs in later in
the week, she doesn’t see an
ad for a mortgage, but is
rather presented with an offer
to show the updated status of
her mortgage application.
After the loan has closed and
she’s received funds, Anne is
automatically sent a survey.
Her sentiment is captured
and the data is used in
subsequent analytics scoring
Benefits
 Pre-scoring offers
improves relevancy
 Interactions with offers are
tracked centrally for further
analysis
 All channels use a common
analytics API
Benefits
 In-process interactions can
be easily resumed from
any device
 Activity data centrally
captured
 Visibility into next best
action offers from CRM
Benefits
 Coordinated processes for
customer interaction
 Comprehensive view of
customer information
 Clear historical record of all
interactions
Benefits
 Coordinated next best
actions versus generic ads
 Provides information at an
appropriate time to help
close business
Benefits
 Centralized triggers can
automatically fire
downstream activities
 Centralized transactional,
behavioral and sentiment
data can be used to help
increase relevancy of offers
73
Digital EXPERIENCES key takeaways
•
Threat of Disruption from outside the Industry is a reality
•
Banks have to improve and deliver Digital Experiences thru
disruptive innovation to become a Digital Bank.
•
At Microsoft we are winning Digital Experiences thru
providing a vision and delivering on the state of the possible.