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BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
BAI-Finacle Global Banking Innovation Awards 2011
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BAI-Finacle Global Banking Innovation Awards 2011

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2011 marked the inaugural year for the BAI-Finacle Global Banking Innovation
Awards, which recognizes innovation that is reshaping and challenging the way
we do business in the retail banking industry.

http://bit.ly/GPCM8g

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  • 1. BAI-FINACLEGLOBAL BANKINGINNOVATION AWARDS 201 SM 1
  • 2. 2011 marked the inaugural year for the BAI-Finacle Global Banking InnovationAwards, which recognizes innovation that is reshaping and challenging the waywe do business in the retail banking industry.We are proud to congratulate and honor the 4 winning organizations and the16 financial institutions selected as finalists and honorable mentions for 2011.Their accomplishments exemplify the spirit of innovation so critical to successfulorganizations around the world and we commend these leaders for theiroutstanding efforts in transforming the retail banking industry.The innovations described in this booklet have set a new standard of creativity andoriginality for years to come and we hope you are inspired by their achievements.Debbie Bianucci Haragopal MangipudiPresident and Chief Executive Officer, BAI Global Head – Finacle, Infosys PAGE 1
  • 3. METHODOLOGYThe BAI-Finacle Global Banking Innovation Awards are designed specifically to honorbanking organizations for game-changing products, services, practices and otherachievements in retail banking. The Awards recognize the retail banking institution,not specific individuals. Financial institutions from around the world nominated themselvesor were nominated by industry partners and solutions providers. Nominations weresolicited from across the globe — the Americas, Europe, Middle East/Africa (MEA)and Asia-Pacific (APAC).An objective, third-party panel of distinguished senior executives from around the worldconsisting of retail bankers, academics, and consultants reviewed the nominations. Thisgroup, the Innovation Circle Judging Panel, was responsible for selecting the finalists andwinners in the following key categories:• PRODUCT INNOVATION recognizes a new product that has excited customers, created new revenue opportunities or improved the bank’s competitiveness in the market.• SERVICE INNOVATION recognizes excellence in providing an integrated customer experience across channels including mobile, online, social media and branch.• DISRUPTIVE INNOVATION IN BANKING recognizes global impact in terms of redefining business-as-usual in retail banking. The innovative products and services they have launched lead the way for breakthrough banking and are revolutionizing how retail banking institutions serve their customers.• MOST INNOVATIVE BANK OF THE YEAR recognizes a bank that demonstrates an ongoing commitment to innovation and the advancement of retail banking.The selection process involved multiple rounds of evaluation by the Innovation CircleJudging Panel to arrive at category and the overall winner for the Awards. Nominationswere judged against two main criteria — innovation and impact. The panel reviewedand scored all the nominations against this criteria and based on these scores, five – sixfinalists were identified in each category. Then, through a series of in-depth discussions,the panel determined category winners. These deliberations were supplemented byadditional research, including further data submitted by finalists, as well as panelistsreaching out to other industry experts about these innovations. In determining the MostInnovative Bank of the Year, the judges again reviewed all nominations submitted anddeliberated on those who they deemed most demonstrated a culture of innovationand an ongoing commitment to innovation throughout their organization. PAGE 2
  • 4. MOST INNOVATIVE BANK OF THE YEARThe Most Innovative Bank of the Year Award wasawarded to ”la Caixa” Spain, in recognition of itsculture of innovation and its ongoing commitmentto the advancement of retail banking.“la Caixa” exhibits a true culture of innovation through (from left to right)their dedication to develop new-to-the-world products Haragopal Mangipudi, Global Head –and services focused on a model of universal banking. Finacle, Infosys, Benjami Puigdevall, Head of Electronic Channels,“la Caixa” model of operation is based on a strategy “la Caixa”, Debbie Bianucci,of multi-channel operations that enable the efficient President and CEO, BAIcombination of cutting-edge technologies with thequalifications of their employees to provide the best and most complete service to the greatestnumber of clients. “la Caixa’s” culture of innovation includes an innovation framework andprocesses that are supported by all levels of leadership with an organizational strategic planaimed to underscore its vocation to leadership and growth both nationally and internationally.“la Caixa” commitment to innovation is demonstrated through the organization’smanagement model, which is defined by: social commitment; prudence and long-termvision; proximity to customers; excellence in service; qualified, motivated staff; technologicalinnovation; and model of corporate governance. This model allows for innovation acrossthe institution within the product portfolio, in provisions of service and new developments tomeet the ever evolving needs and preferences of consumers worldwide. PAGE 3
  • 5. PRODUCT INNOVATION AWARD WINNERUBank, located in Australia, was announced as the award winner in Product Innovation fortheir UHomeLoan product, which provides a simple, user-friendly mortgage product that en-ables customers to control their mortgage application or refinancing process from startto finish.UBank is part of National Australia Bank Limited. UBank has quickly achieved a significantposition in the deposit taking market in Australia and has a history of award winninginnovation and best in class products and customer advocacy. The UHomeLoan is the firstlending product to be offered by UBank– launched in February 2011. The UHomeLoan is asimple home loan online solution that takes refinancing out of the ‘too hard’ basket and putsthe process a few clicks away. It provides an exceptional online experience, with a competitivepricing structure, that offers consumers a genuine alternative to face to face processes.The UHomeLoan product has a breadth of innovative product features.The UHomeLoan is highly innovative:Fees: To UBank’s knowledge the variable UHomeLoan was the first in Australia with no bankfees whatsoever.Application Process: Puts control in the customer’s hands — it’s quick, simple and intuitive.Customers can submit their application online in under 30 minutes and receive a quickdecision as to whether they’re eligible to proceed to the next stage.Application Tracker: Allows consumers to track their application status online providingfull visibility of the process from start to settlement. It addresses a key frustration — often oncean application is submitted control rests with the lender to keep the applicant updated onprogress. To UBank’s knowledge this is an Australian first.Rewarding loyalty: Customers receive a 0.10% p.a. Loyalty Discount off the variable interestrate when they’ve held a variable rate UHomeLoan for 3 years. PAGE 4
  • 6. SERVICE INNOVATION AWARD WINNERASB Bank, located in New Zealand, was announcedas the award winner in Service Innovation for theASB Virtual Branch on Facebook — an applicationthat allows real-time, secure and private one-to-oneconversations with ASB banking specialists online, (from left to right)building even stronger relationships with customers Anna Curzon (GM Internet Banking),while providing excellent service through their Roger Beaumont (Executive Generalchannel of choice. Manager Marketing & Online) and Simone McCallum (Head of Internet Community Support)ASB’s Virtual Branch on Facebook, allows real-time,secure and private conversations with ASB bankingspecialists who provide confidential advice on a range of products, services, or generalfinancial and banking queries. This could be anything from customers wanting advice ongetting a home loan, how to change money for an overseas trip, how to set up an automaticpayment or just for some simple savings tips. ASB has nine Virtual Branch banking specialistsavailable at any one time and can change staffing levels depending on the number ofcustomers in their Virtual Branch throughout the day. ASB’s banking specialists also have theability to handle more than one chat per session if demand requires it. The Virtual Branch onFacebook is available free to all members of the public, wherever they can access Facebook.The Virtual Branch serves two needs: it fulfills a customer service and brand engagement needfor our existing customers; and it provides another reason why new customers should join ASB.Furthermore, ASB strives to offer its customers the best in banking service. The Virtual Branchcomplements their existing online offering and provides another way for customers to interactwith them to get financial help. In addition, the ASB Virtual Branch community has been ableto engage with each other via the ASB Facebook Wall, and a range of conversations havetaken place — such as product insights/feedback, customer service queries, compliments orcomplaints, and sponsorship or community involvement. PAGE 5
  • 7. DISRUPTIVE INNOVATION IN BANKING AWARD WINNERThe Disruptive Innovation in Banking Award was wonby Citibank, USA for its Smart Banking branch that iscentered around customers, built for the way they liveand designed for them to control through innovativeand interactive technology. (from left to right) Haragopal Mangipudi, Global Head —The Citibank Smart Banking concept was initiated Finacle, Infosys, Dickson Chu, Globalto make banking a simpler, smarter and more Head of Digital Channels and Mobile,customer-centric experience. Rather than being Citibank Global Securities Services, Debbie Bianucci, President anddesigned from an operations perspective, these CEO, BAIbranches were created from the customer’s pointof view. Instead of waiting in line at the teller or taking a number, customers are in controlof an interactive banking experience that offers unmatched service, solutions tailored to theirneeds, and the right tools and information to make them feel confident about managingtheir money.Smart Banking branches offer free wireless connections, as well as screens streamingfinancial news, general news and market information. Customers are able to reach servicerepresentatives through video chat, and they can browse information about Citigroup productson interactive touch video screens, with knowledgeable staff members on hand for assistance.Citibank Smart Banking branches provide a new way to service customers by assembling anarray of creative and intelligent technologies, including:The Disruptive Innovation in Banking Award was won by Citibank, USA for its SmartBanking branch that is centered around customers, built for the way they live and designedfor them to control through innovative and interactive technology.The Citibank SmartBanking concept was initiated to make banking a simpler, smarter and more customer-centricexperience. Rather than being designed from an operations perspective, these branches werecreated from the customer’s point of view. Instead of waiting in line at the teller or taking anumber, customers are in control of an interactive banking experience that offers unmatchedservice, solutions tailored to their needs, and the right tools and information to make themfeel confident about managing their money. Smart Banking branches offer free wirelessContinued PAGE 6
  • 8. DISRUPTIVE INNOVATION IN BANKING AWARD WINNER(CONTINUED)connections, as well as screens streaming financial news, general news and marketinformation. Customers are able to reach service representatives through video chat, andthey can browse information about Citigroup products on interactive touch video screens,with knowledgeable staff members on hand for assistance. Citibank Smart Banking branchesprovide a new way to service customers by assembling an array of creative and intelligenttechnologies, including:Citi Media Wall — A large, multi-screen LCD system displaying the latest weather, newsand financial data, along with information on Citibank products and services.Citi Service Browser — Interactive touch screens that enable customers to easily obtaininformation and electronic brochures on Citibank products and services.Citi Consulting Room — Video conference services that provide customers with theopportunity to obtain additional expert opinion and consultation from Citibank specialistson a real-time basis.Citi Work Bench — Touch screens that allow customers to connect to their accounts andcomplete their daily banking needs independently at their own pace.Citi 360 Station — A servicing portal that unites the capabilities of the ATM and CitiService Browser, where customers can find financial and Citi-specific information, completetransactions and speak to a Citibank agent, with 24-hour access. PAGE 7
  • 9. INNOVATION CIRCLE JUDGING PANEL The Innovation Circle Judging Panel is a hand-picked, select panel of 10 independent judges that are globally representative and distinguished in their respective fields. Together, they identified potential Award nominees, reviewed applications and finally, selected the category winners and overall Award winner. The judging panel was asked to treat all applications, finalists and Award winners with respect and confidentiality. Judges include: REPRESENTING THE AMERICAS: Matt Calman, Senior Vice President and R&D Executive, Bank of America Matt Calman is Senior Vice President and R&D Executive at Bank of America. He leads the Consumer Bank Research & Development team and the Gateway Innovation Lab. His team combines cutting-edge research with strategies and innovation capabilities to develop new products and services. He leads the bank’s affiliations with the MIT Media Lab and the Microsoft Innovation Outreach Program. In 2009, he led a team with the bank’s strategic partner, China Construction Bank, to create a Product Innovation Lab in Beijing, a first for the Chinese financial services industry. Calman was the business champion and process engineering executive for the bank’s “Check 21” platform, leading business development and industry standards for emerging check image transactions from 2003-2006. He has been with Bank of America for 25 years, authored more than 30 patents and was named Bank of America’s first Inventor of the Year in 2007. He is a board member of the Association of Managers of Innovation, the SmartCard Alliance, and MobeyForum. Calman was an undergraduate engineer at Carnegie-Mellon University and earned his MBA from Georgia State University in 1999. He lives in Charlotte, NC. Tina Dacin, Professor of Strategy and Organizational Behavior, Queen’s School of Business Tina Dacin is the E. Marie Shantz Professor of Strategy and Organizational Behavior in the Queen’s School of Business, Queen’s University, Canada. She is the Director of the Queen’s School of Business Centre for Responsible Leadership and Area Coordinator of the Organizational Behavior group at the school. She is also a member of the University Senate at Queen’s University and Chair of the Principal’s Innovation Fund Committee. Professor Dacin’s research interests include cultural heritage and traditions, social innovation/entrepreneurship, and strategic alliances. Her work has been published in leading management journals including the Academy of Management Journal, Academy of Management Review, Accounting, Organizations, and Society, Journal of Business Ethics, Journal of Management, Journal of World Business, Organization Science, and the Strategic Management Journal. She has also served as Senior/Consulting Editor for Organization Science, Journal of International BusinessContinued PAGE 8
  • 10. INNOVATION CIRCLE JUDGING PANEL (CONTINUED) Studies, Journal of Management Inquiry. She has previously served for multiple terms on the Editorial Review Boards of the Academy of Management Journal, the Academy of Management Review, the Journal of International Business Studies, Strategic Organization and Strategic Management Journal. Professor Dacin teaches courses in leadership, change, and strategy. Professor Dacin advises and speaks to major corporations in the airline, biotechnology, defense, energy, financial services, healthcare, and telecommunications sectors as well as a number of public sector and non-profit organizations. She currently sits on the boards of the Kingston Community Foundation and GRLI, a global advocacy organization for promoting responsible leadership in business schools and organizations. Professor Dacin has received several awards and recognition for research and teaching. Most recently, she was inducted as a Visiting Fellow into Sidney Sussex College at the University of Cambridge, UK and is a Visiting Fellow of the Judge Business School. She has also been a Visiting Professor for several years at the Kellogg School of Management, Northwestern University and the Indian School of Business in Hyderabad, India. REPRESENTING EUROPE: Patrick Desmarès, Secretary General, Efma (European Financial Management Association) Patrick has worked in retail financial services throughout Europe for over 25 years. Patrick is a graduate from HEC, the premier French Business School. He became the head of the Association and its diverse business operations in January 2003. Patrick was highly recognised for his achievements at Efma, which then brought the company to be the privileged neutral meeting point for innovative retail bankers worldwide. Efma is a not-for-profit association specialising in retail financial marketing, formed in 1971 by bankers and insurers. Today, over 3,000 brands in 130 countries are Efma members and these include over 80% of Europe’s largest retail financial institutions. Efma provides a professional forum that enables members to share experiences; promote best practices; and collaborate through alliances and partnerships. This is complemented by regular events, councils, online communities, detailed studies, a journal and a website with extensive information and news. For more information: www.efma.com Michael Lafferty, Chairman, Lafferty Group and co-Chairman, OMFIF (Official Monetary and Financial Institutions Forum) Michael Lafferty is chairman of Lafferty Group, an international research and publishing house with a world- wide clientele. He founded Lafferty Group in 1981 when he left the Financial Times, where he was responsible for banking coverage. He worked on the LEX team and the City Desk and was accountancy correspondent. He is a Fellow of the Institute of Chartered Accountants in England and Wales. Lafferty Group occupies a pre-eminent position in global retail banking, cards and payments, and wealth management – providing financial services groups with research, intelligence, conferences and councils.Continued PAGE 9
  • 11. INNOVATION CIRCLE JUDGING PANEL (CONTINUED) Over 28 years, Lafferty Group has published more than 400 management and research reports, including: The Retail Banking Revolution; Beyond Retail Banking; The Allfinanz Revolution; Life Insurance 2010; Business Banking in the 1990s; Superplayers – dominating consumer finance and credit cards markets worldwide; Private Banking Renaissance; Coming Wars in Investment Management; Foundations of Relationship Banking; Bankers and Payments; and Branch Banking for the 21st Century. Lafferty is also the co-Chairman of the Official Monetary and Financial Institutions Forum (OMFIF), a newly formed forum which provides a premier international focal point for cross-border exchanges of views, experiences and best practice among central banks, sovereign wealth funds, public sector asset managers, supervisory and regulatory bodies, and other public sector debt agencies. Alexey Marey, Member of the Executive Board, Head of Retail Business, Alfa Bank Alexey Marey is responsible for Alfa Bank’s retail business in Russia. He joined Alfa-Bank in September 2004 and was initially employed as Head of Retail Sales and Customer Relations in Moscow. In April 2007 Alexey Marey was appointed Head of Retail Banking and has been a member of the Executive Board since September 2007. Before joining Alfa-Bank, he was a business development manager and regional sales manager at Danone from 1999 to 2004. Prior to his time with Danone, he worked at Gillette International (Moscow) in the areas of logistics, customer service and sales (1998-1999), and as a logistics manager at Duracell Batteries N.V. (1996-1998). Alexey Marey was born in 1977 in Moscow. He graduated from Moscow Aviation Institute’s Economics Department in 1999 with honours degree. He completed training courses for top executives in INSEAD and Harvard Business School. Alexey lives in Moscow, is married, and has two sons. REPRESENTING THE MIDDLE EAST AND AFRICA (MEA): Dr. Jan Hendrik Kraus, General Manager, Group Strategy, Emirates NBD Dr. Jan Hendrik Kraus joined Emirates Bank in January 2007 as Head of Group Strategy. In October 2007, Emirates Bank and National Bank of Dubai (NBD) merged to form Emirates NBD, the largest banking group in the GCC in terms of assets. After coordinating the integration of the two banks, first as the Head of the Integration Office and later as General Manager Integration, Dr. Kraus became General Manager Group Strategy for the combined entity. Prior to joining Emirates Bank, Dr. Kraus worked over seven years for McKinsey & Company as a top management strategy consultant in the areas of retail banking, corporate banking, asset management and insurance. He led several international projects with focus on strategy and business building, sales optimization and marketing. He was member of the European Marketing practice with a particular focus on customer insights initiatives. Prior to McKinsey Dr. Kraus worked for Deutsche Bank in Germany.Continued PAGE 10
  • 12. INNOVATION CIRCLE JUDGING PANEL (CONTINUED) Dr. Kraus studied Business Administration in Germany and Berkeley, California. He holds a degree from University of Muenster, Germany. He also holds a PhD in Finance for his work on pricing in the mutual fund industry based on insights on customer buying behavior. Terry Moodley, Chief Executive, Personal & Business Banking, Standard Bank, Africa Terry Moodley (46) has obtained a B.Com degree through Unisa, a post graduate diploma in Management, a MBA from the Henley Management College and completed the Senior Executive Programme at Stanford. Prior to Standard Bank, Terry was the Managing Director of Tasc Settlement, a division of Sanlam, Financial Director of Sappi Fine Papers and also worked for Barlows and Anglo American. He joined the Standard Bank Group in February 2002 and was responsible for Retail Operations. In 2004, Terry was appointed as the Global Head of Personal and Business Banking Credit. This role saw him managing all of PBB Credit for Standard Bank worldwide which includes; Home Loans, Vehicle and Asset Finance, Credit Cards and Personal & Business Lending. In May 2009 Terry took on the new role of Chief Executive Personal & Business Banking Africa. This role includes the expansion of Standard Bank’s existing footprint and the development of entry strategies and execution in new markets across African continents. Terry has also served as a member on various Boards such as; SBV, RCS and Sabric. Terry believes in the future possibilities of Africa and the leading role Standard Bank can play, in enriching the lives of Africans across the African continent. REPRESENTING ASIA-PACIFIC (APAC): Wei Hong Ching, Senior Executive Vice President, Head of Global Consumer Financial Services, OCBC Bank Ching assumed his current position in April 2007 and is responsible for building OCBC Bank’s consumer banking business in its key markets. In his tenure with OCBC Bank, he has held senior management responsibilities across various roles including chief financial officer, head of group operations and technology and head of transaction banking. He has more than 25 years’ experience in regional finance, corporate banking and cash management. Before joining the group, he was director of corporate finance, Philips Electronics Asia Pacific. He also held senior regional assignments in Bank of America and was treasurer at Union Carbide Asia Pacific.Continued PAGE 11
  • 13. INNOVATION CIRCLE JUDGING PANEL (CONTINUED) Genaro “Genju” V. Lapez, Executive Vice President and Head of the Consumer Finance Center, Union Bank of the Phillipines Genaro “Genju” Lapez is Executive Vice President and Head of the Consumer Finance Center at Union Bank of the Philippines. Mr. Lapez has held this role since 2008 and leads the bank’s retail and consumer assets business. Previously, Mr. Lapez amassed a wealth of experience in consumer brands, specifically in marketing and newbusiness development and built a solid track record in transformations and turnarounds withleadership roles in companies such as Nabisco International, San Miguel Corporation, RoyalNumico, Revlon and Proctor & Gamble. An experienced, multi-cultural and multi-dimensionalbusiness leader, Mr. Lapez has enjoyed a track record of dramatic growth within the businessunits he has touched.Mr. Lapez is a graduate of Ateneo de Manila University with a Bachelor of Science inManagement Engineering. Sam Plowman, Executive General Manager, Direct Banking, National Australia Bank (NAB) Sam Plowman is Executive General Manager of Direct Banking at National Australia Bank (NAB). As head of Direct Banking, Sam oversees sales and service for all of NAB’s Australian Call Centers, internet and mobile banking operations as well as the ATM and self-service channel. Focused on improved customer interaction for NAB, Mr. Plowman leads efforts to constantly improvecustomer satisfaction, sales capacity and improve digital functionality and interactivity.Prior to joining NAB, Mr. Plowman was Global Head of Online Banking at Australia andNew Zealand Banking Group (ANZ), where he was responsible for ANZ’s portfolio of onlinebanking sites and led innovation for ANZ’s digital channels.Sam completed his undergraduate degree in Business Marketing at the Royal MelbourneInstitute of Technology (RMIT) and received his graduate degree in Finance from the SecuritiesInstitute of Australia. PAGE 12
  • 14. PRODUCT INNOVATION AWARD FINALISTS Congratulations to the finalists of the 2011 BAI-Finacle Global Banking Innovation Awards for Product Innovation. These finalists have all launched new products that have excited customers, created new revenue opportunities or improved the bank’s competitiveness in the market. Australia UHomeLoan UBank is part of National Australia Bank Limited. UBank has quickly achieved a significant position in the deposit taking market in Australia and has a history of award winning innovation and best in class products and customer advocacy. The UHomeLoan is the first lending product to be offered by UBank– launched in February 2011. The UHomeLoan is a simple home loan online solution that takes refinancing out of the ‘too hard’ basket and puts the process a few clicks away. It provides an exceptional online experience, with a competitive pricing structure, that offers consumers a genuine alternative to face to face processes. The UHomeLoan product has a breadth of innovative product features. Germany FidorPay Account e-wallet The FidorPay Account e-wallet from Fidor Bank offers a great combination of banking, e-commerce and social media. The FidorPay Account, is an e-wallet that covers all the requirements of a digital lifestyle, combined with the options a banking license can deliver. To the retail customer, FidorPay Account is the heart of a modern web based cash management. E-commerce professionals will use their corporate FidorPay Account for easy and very cost efficient handling of their web-transactions. By using the FidorPay Account, users can simply transfer money for any reason, e. g. for shopping. Fidor Bank community members can send, lend or borrow money via FidorPay Account in a simple but safe way just by using their e-mail address, mobile phone number or Twitter account. Furthermore, users are able to perform all of their banking transactions, such as time deposits, bankbooks as well as investments in precious metals, in 10 (in the future more than 100) different foreign currencies or virtual currencies, with just one account. Continued PAGE 13
  • 15. PRODUCT INNOVATION AWARD FINALISTS (CONTINUED) PolandThe Citi Mobile Application with B2T (Bump to Transfer) Function Citi Handlowy’s aimwas to launch an innovative mobile application which would give customers the convenienceof banking and instant access to their account on the go with an element of fun. Using Bumpto Transfer technology allowed Citi Handlowy to give their clients new functionality of peer topeer money transfers in a very simple way, by bumping two smart phones. PolandMultifunctional Payment Cards Citi Handlowy is the first bank in Poland to introduce amultifunctional payment card that can be used not only as an electronic ticket (Citibank PublicTransport Payment Card), but also as a method of payment for parking meters, swimmingpools and zoos. Combining MIFARE and EMV (Europay, Mastercard, Visa) standards withcontactless technology brings together the best qualities of both. It also enables futureimprovements of the product by encoding new applications into the device, such as a studentID card, electronic purse/wallet, or electronic signature. This is especially important, as nosingle standard for such an electronic device has been established yet. TurkeyAkbank “Send Money” Mobile Phone Application The Akbank “Send Money”application can be used by all Akbank customers who have mobile phones with iPhone,BlackBerry, Android, j2me and Symbian operating systems. With the “Send Money”application — marking a milestone in mobile banking — Akbank customers can sendmoney via all operators (Turkcell, Vodafone, Avea) in only 20 seconds. The “Send Money”application is available to all Akbank customers. To access this application, Akbankcustomers need only to own a mobile phone and a password registered with Akbank.Through “Send Money,” Akbank customers can send money from accounts or from creditcards to an Akbank ATM, deposited into a checking account, or applied to an Akbankbranded credit card. The receivers of the funds need not be Akbank customers. PAGE 14
  • 16. SERVICE INNOVATION AWARD FINALISTS Congratulations to the finalists of the 2011 BAI-Finacle Global Banking Innovation Awards for Service Innovation. These finalists have all launched services that provide an integrated customer experience across channels including mobile, online, social media and branch. India The ICT based Financial Inclusion Project in Punjab National Bank In order to extend its reach to the deep rural areas, PNB is relying on smart card based technology for delivering financial services under the “Financial Inclusion” project. PNB’s model is a branchless, offline transaction model enabled with smart card technology that has a biometric authentication mechanism. It has also incorporated a Key Management System for authentication and securing offline transactions. Business Correspondents (BC) agents have designated areas of operation in which they provide financial services to the customers. BC agents use hand-held terminals for authentication and execution of financial transactions as per the customers’ request. The Key Management System has been implemented in accordance with IBA-IDRBT open standards to achieve interoperability. New Zealand ASB’s Virtual Branch on Facebook ASB’s Virtual Branch on Facebook, allows real-time, secure and private conversations with ASB banking specialists who provide confidential advice on a range of products, services, or general financial and banking queries. This could be anything from customers wanting advice on getting a home loan, how to change money for an overseas trip, how to set up an automatic payment or just for some simple savings tips. ASB has nine Virtual Branch banking specialists available at any one time and can change staffing levels depending on the number of customers in the Virtual Branch throughout the day. ASB banking specialists also have the ability to handle more than one chat per session if demand requires it. The Virtual Branch on Facebook is available free to all members of the public, wherever they can access Facebook.Continued PAGE 15
  • 17. SERVICE INNOVATION AWARD FINALISTS (CONTINUED) Singapore DBS Remix — A new bank branch concept promoting co-creation, digital innovation and financial literacy DBS Remix is a new concept branch that redefines conventional branch banking. Located at *SCAPE in the heart of Orchard Road, the new DBS branch leverages technology extensively to offer a unique banking experience. Information and services are provided through a combination of high-tech touch screens and other electronic channels which makes banking with DBS easy and hassle-free. Customers are also engaged through social media platforms and co-creation programmes that seek to deepen interaction and relationships. Although relatively small at 1,200 square feet, the branch is designed to enable creative use of the space after the branch has closed for the day. At night, the branch is available to be transformed into a venue for communities of like-minded people to network and learn more about financial literacy in an engaging way. DBS Remix is the first bank branch concept that goes beyond banking in engaging customers and the community. This is why DBS Remix is called “A bank by day, financial playground by night.” Singapore FRANK by OCBC (Frankly Speaking) — a service approach to reach students and young adults (aged 18-28) FRANK by OCBC is a new extension of the OCBC Bank brand customized for young people — students and young working adults (aged 18 to 28). ‘FRANK by OCBC’ engages the youth and young working adults segment in non-traditional ways. These comprise of three key building blocks: Unique Channels Customers will be served in FRANK retail stores, which are designed differently than a traditional branch, allowing the FRANK customer to take his time to browse, touch and ask questions about the products and his banking needs. It is modelled after a shopping experience that youths and young working adults are familiar with and love doing. Recognising that the Internet and social media space plays an integral part of this segment’s psychographic, a dedicated and interactive website — FRANKbyOCBC.com — is created for customers to track their cash positions and cash flows, as well as set budgets and savings goals. FRANK also uses Facebook to engage with its customers through regular updates on financial tips, promotions and topics that are relevant to a young working adult.Continued PAGE 16
  • 18. SERVICE INNOVATION AWARD FINALISTS (CONTINUED)Unique Products• Based on research conducted by OCBC, the bank decided to turn debit and credit cards into an instrument which youths and young adults can use to express their individualism, by allowing them to choose card designs.• FRANK customers can enjoy privileges and discounts at popular online retailers and fashion blog shops and can enjoy bigger discounts if they gather friends to make group purchases.• FRANK Accounts — customers can create “savings jars” (sub accounts) to apportion their savings to achieve different financial goals.Unique BrandingThe edgy and refreshing FRANK branding is a deviation from OCBC Bank’s more seriouscorporate image. This shows the Bank’s commitment to reach out to this segment.Notwithstanding this, both brands convey progressiveness, trust and honesty. SpainLínia Oberta ”la Caixa” has brought the best of their institution, employees and clients toprovide personalized attention on the web with Línia Oberta. Línia Oberta has become a toolthat brings customers closer to the branches and maintains ongoing contact without the needfor a physical presence. Línia Oberta has evolved from a transactional site to a sales channel,where users can find products and services adapted to their unique needs and contractthem from the site. Apart from this, ”la Caixa” has incorporated assessment tools that let theuser evaluate almost all the information and transactions available, so that the site can becontinually improved. PAGE 17
  • 19. DISRUPTIVE INNOVATION IN BANKING AWARD FINALISTS Congratulations to the finalists of the 2011 BAI-Finacle Global Banking Innovation Awards for Disruptive Innovation in Banking. These finalists have redefined business as usual in retail banking and as a result, have had significant global impact on the retail banking industry. The innovative products and services they have launched lead the way for breakthrough banking and are revolutionizing how retail banking institutions serve their customers. United States Deposit Image ATMs With deposit image ATMs, checks can be inserted into the ATM with no envelopes or deposit slips needed. Check images and a list of cash deposited appear right on the ATM receipt to verify deposits on the spot for customers seeking deposit validation. Bank of America’s entire network of ATMs and all back office systems are check image enabled so transactions can be made through self-service avenues and cleared and posted more quickly without the need to process paper checks. The vast majority of deposits flow straight through without requiring handling or intervention, making the deposit process easier with later deadlines and less human interaction saving valuable time and resources. Bank of America has significantly improved customer satisfaction and reduced the overall cost of the deposit process as a result of deposit image ATMs. United States The Citibank Smart Banking branch is a revolutionary concept for the retail banking industry — a departure from traditional branches that is centered around customers, built for the way they live and designed for them to control through innovative and interactive technology The Citibank Smart Banking concept was initiated to make banking a simpler, smarter and more customer-centric experience. Rather than being designed from an operations perspective, these branches were created from the customer’s point of view. Instead of waiting in line at the teller or taking a number, customers are in control of an interactive banking experience that offers unmatched service, solutions tailored to their needs, and the right tools and information to make them feel confident about managing their money. Smart Banking branches offer free wireless connections, as well as screens streaming financial news, general news and market information. Customers are able to reach service representatives through video chat, and they can browse information about Citigroup products on interactive touch video screens, with knowledgeable staff members on hand for assistance.Continued PAGE 18
  • 20. DISRUPTIVE INNOVATION IN BANKING AWARD FINALISTS(CONTINUED) United StatesFirst U.S. Deployment of Video Teller Technology Deployment of a video teller systemthat functions as an interface between in-branch members and centrally-located tellers,extending “live” banking hours and automating common teller window transactions. PortugalSurprising the marketplace with a new value proposition and banking concept thatincluded a new image and a new range of products and service channels targetedat “young-at-heart” clients This new concept of banking, launched in the market duringthe first part of 2010, is directly aligned with the five brand values of ActivoBank: simplicity,transparency, accessibility, trustworthy and innovation. The innovation consisted of theimplementation of the following strategic workstreams: Expanding the service channels offerthrough the development of integrated apps; launching a mobile site optimized for any mobiledisplay; launching a new website; having a strong presence in social networks; full integrationof ActivoBank channels; rebranding through a new name, brand and image and a completelynew branch concept. SpainThe Bankinter solution for NFC allows users to make purchases, access publictransportation and communicate using the same SIM card In late 2009, Bankinterdefined a multi-partner Near Field Communications (NFC) project which simultaneouslyaddresses the needs of mobile, banking and transportation users with a single UICC (UniversalIntegrated Circuit Card) user token. This market leading, differentiated approach led to VISAauthorization for the payment application, and helped win Transportation Authority support forthe project. Thanks to an agreement with KPN, Bankinter is currently offering mobile services asan MVNO. They are conscious that their dual role as a bank and mobile operator gives them afirst-mover competitive advantage as convergence between banks and mobile operators slowlytakes place across the globe. South AfricaThe Associate Model Employee Reward Program The Associate Model changed the wayFirst National Bank, a division of FirstRand Ltd, pays bonuses to its staff on an outperformancebasis within the Banking Channels Segment. There is no guaranteed bonus paymentagreement in place for management, but in this model, the top 200 revenue generatingbranches compete against each other to write their own bonuses. The Associate Model rewardstop performers for sustained and continuous outperformance, and provides a clear line of sightbetween branch performance and reward. In First National Bank Employee Surveys, rewardand remuneration are typically rated poorly for satisfaction, but with the Associate Model – thissatisfaction is now within the control of the employees! A first for retail banking branches inSouth Africa. PAGE 19
  • 21. HONORABLE MENTIONS FOR SOCIAL INNOVATIONDuring the nominations evaluation and deliberations, two institutionsparticularly stood out for their efforts towards social innovation in retailbanking. Congratulations to these institutions who show a real commitmentto understanding the needs of their customer base and developing solutionsto meet those needs. IndiaThe ICT based Financial Inclusion Project in Punjab National Bank In order to extend itsreach to the deep rural areas, PNB is relying on smart card based technology for deliveringfinancial services under the “Financial Inclusion” project. PNB’s model is a branchless, offlinetransaction model enabled with smart card technology that has a biometric authenticationmechanism. It has also incorporated a Key Management System for authentication andsecuring offline transactions. Business Correspondents (BC) agents have designated areasof operation in which they provide financial services to the customers. BC agents usehand-held terminals for authentication and execution of financial transactions as per thecustomers’ request. The Key Management System has been implemented in accordance withIBA-IDRBT open standards to achieve interoperability. Peru‘Agente BCP: The Financial Inclusion Project’ — Branchless Offline Transactions AgenteBCP is a service channel that consists of alliances with small retailers (such as pharmacies,grocery stores, etc) that provide customers with banking transactions. In July 2011, Bancode Crédito del Perú BCP became the first bank of Peru to provide bank services throughthe Titicaca Lake Islands, providing bank services to a complete native community. A largeproportion of Peruvians live in areas where there are no traditional bank branches, and onlyaround a quarter have access to banking services. Agente BCP provides the partner outlet witha small device slightly larger than an EFT/POS terminal. The store clerk enters the details ofthe customer’s desired banking transaction using a touch screen and a small keyboard. A PINpad provides a means of customer verification, and the equipment has an online connectionto BCP enabling secure, real-time transactions. The most commonly used transaction types atAgente BCP are deposit, cash withdrawal, utility bill payments and balance enquiry. Banco deCrédito del Perú BCP now has alliances with over 4,200 small businesses that perform 16% ofthe bank’s transactions, over 90 transactions per day. PAGE 20

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