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2012 Jdivanna

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Banking Futures

Banking Futures

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  • Here are the rules: Draw a line to connect one to one, two to two, and three to three. You cannot cross lines You cannot leave the confines of the large rectangle You cannot pass through the small squares This is designed for 13 year old children who can accomplish it in 15 seconds. Conclusions: directions for self-service must be explicit or they confuse customers because customers have preconceived notions of how things should work.
  • Regardless of the method used or targeted sub-segment, what retail banks are discovering is that each financial services product offering must have a clear value proposition and a direct appeal to a specific targeted group and an indirect appeal to other groups. The indirect appeal can be used to link products and services together and offer product bundles that appeal across marker sub-segment, such as loyalty schemes. The key is that value propositions are relative to the customer's perception of value and must be deliberately match to products. Moreover, the value proposition may wax and wane due to changes in a customer's attitude, lifestage, and lifestyle. When a value proposition begins to wane, it presents, for a limited time, an opportunity for the retail bank to offer another product that have a greater appeal based on past customer behaviours.
  • Consumer behaviour is the result of a complex interaction in which many factors most of which will vary from customer to customer and will dynamically change over time due to the factors such as fashion, social conditions, and other influencing forces. There are very few absolute rules to behaviour that is repeatedly influenced by new ideas, approaches, and products that are continually adopted. For retail banks is means that the formula for market segmentation and the alignment of products to customer behaviours is a dynamically occurring process and must be re-evaluated periodically to insure the highest yield per banking product. Oddly, few banks map their customer behaviours to their product offerings.
  • PRG-CKJ016-20040510-10567P1C
  • PRG-CKJ016-20040510-10567P1C
  • Tracey and Wiersema’s value disciplines provides a convenient framework for thinking about how the organization reacts to market conditions as it grows and matures. Knowing which value discipline is the current focus of your organization is the essential to establishing a growth agenda.
  • Technology plays a key role in reshaping the products and services that banks provide to customers. In past decades, access to technology was the primary market differentiator for many institutes as larger banks with more capital to spend on technology set themselves apart from smaller institutions. This is no longer true as the cost of entry into the market for financial services has drop substantially, paving the way for numerous new non-bank providers of financial services. The future of banking is understanding which technologies bring the most value to the various customer segments you have targeted. Market differentiation is derived from the ability to rapidly deploy technology and the level of satisfaction provided to customers. Remember satisfied customers rarely change banks because of delivery technologies, unless the technology is perceived as providing additional value to the relationship.
  • Transcript

    • 1. © 2012 Maris Strategies, ltd. All rights reserved. Rethinking Banking: Innovations from Emerging Markets Dublin February 28, 2012
    • 2. We Must Learn to Think Differently© 2012 Maris Strategies, ltd. All rights reserved. 3 1 2 1 2 3
    • 3. © 2012 Maris Strategies, ltd. All rights reserved. Global Macroeconomic Trends Reshaping the Banking Industry
    • 4. Forecasting the Future© 2012 Maris Strategies, ltd. All rights reserved. Projection Versus Prediction
    • 5. What are the Trends that Influence our Macroeconomic Future?© 2012 Maris Strategies, ltd. All rights reserved. Macroeconomic Future Today’s World Economy Policy Demography Lower growth Higher risk aversion Increased regulation Higher capital requirements Lower recurring investment yield Inflation / deflation Higher economic volatility Scenarios
    • 6. Four Macroeconomic Trends© 2012 Maris Strategies, ltd. All rights reserved. CHANGE IN WORLD ECONOMIC ORDER Has the Americanization of the World Ended? CHANGES IN ECONOMIC ACTIVITY Will emerging economies surpass service economies? CHANGES IN NATIONAL POLICIES Is free market capitalism an answer or a question? CHANGES IN AGGREGATE CONSUMER BEHAVIOR Will global consumerism initiate a global battle for natural resources?
    • 7. The Financial Crisis in an Opportunity© 2012 Maris Strategies, ltd. All rights reserved. Chinese word for Crisis Danger Opportunity
    • 8. Real GDP Growth Rates per Capita© 2012 Maris Strategies, ltd. All rights reserved.
    • 9. Real GDP Growth Rates per Capita© 2012 Maris Strategies, ltd. All rights reserved. MEASURE: Annual average growth rates per capita
    • 10. A Shift in Consumption© 2012 Maris Strategies, ltd. All rights reserved.
    • 11. Changing Economic Order© 2012 Maris Strategies, ltd. All rights reserved.
    • 12. China Focuses on Domestic Markets© 2012 Maris Strategies, ltd. All rights reserved.
    • 13. The Changing New World Economic Order© 2012 Maris Strategies, ltd. All rights reserved.
    • 14. Will Emerging Markets Continue to Outpace the Rest?© 2012 Maris Strategies, ltd. All rights reserved. High Growth + Low Debt = Opportunities in Emerging Markets United States United Kingdom Ireland France Japan Growth 2.8% Growth 1.7% Growth 4.0% Growth 1.6% Growth 1.4% Gvt Debt 99.5% Gvt Debt 83.0% Gvt Debt 96.0% Gvt Debt 85.0% Gvt Debt 229.1%
    • 15. Emerging Markets Driving Global GDP Growth© 2012 Maris Strategies, ltd. All rights reserved. Ireland
    • 16. Emergence of Middle Class & Urbanization© 2012 Maris Strategies, ltd. All rights reserved.
    • 17. The Rise of the Emerging Markets’ Middle Class© 2012 Maris Strategies, ltd. All rights reserved.
    • 18. Increases in Trade with Africa 2000 - 2010© 2012 Maris Strategies, ltd. All rights reserved.
    • 19. Transition in the Top 20 Financial Institutions by Market Cap.© 2012 Maris Strategies, ltd. All rights reserved. 1999 2009
    • 20. © 2012 Maris Strategies, ltd. All rights reserved. Socioeconomic Changes
    • 21. Civil Unrest and Unemployment Rates© 2012 Maris Strategies, ltd. All rights reserved. Young populations, high 40% Where is Ireland? youth unemployment 35% Egypt Youth Unemployment Rate Ireland Tunisia 30% Saudi Arabia 25% Lebanon Algeria Jordan Iran 20% Libya Syria Yemen Bahrain Morocco Oman 15% Qatar 10% UAE Kuwait 5% More mature populations lower unemployment 0% 25% 30% 45% 50% 65% 70% 35% 40% 55% 60% % of Population under 24 Years Old
    • 22. Euro Zone Youth Unemployment© 2012 Maris Strategies, ltd. All rights reserved.
    • 23. Global Values and Domestic Concerns© 2012 Maris Strategies, ltd. All rights reserved. Survey of Egyptian Households November 28, 2011 Source: Foreign Policy, December 13, 2011
    • 24. Socioeconomic Forces: Expansion and Compression© 2012 Maris Strategies, ltd. All rights reserved. Number of direct ways to get there Globalization Disintermediation Number of places to go
    • 25. © 2012 Maris Strategies, ltd. All rights reserved. Redefinition of the Value Proposition
    • 26. The Historical Value Proposition for Banking© 2012 Maris Strategies, ltd. All rights reserved. Safety Interest Rates Customers Integrity Value Proposition Return on Investment Shareholders
    • 27. 21st Century Bank’s Value Proposition: Value is Relative© 2012 Maris Strategies, ltd. All rights reserved. Telephone banking Branch ATM ATM Internet Branch of Convenience (Access) (1st generation) (2nd generation) (With linked the future Customers Expanded Remote Services) (Advisory) Hours locations Extended Extends Extended breath of depth of reach Services Service Value Level of Treated like Feel like an individual Customisation and Proposition customer intimacy an account not a number personalisation of Ease of use services Cost Low cost High Quality Security Physically safe Deposits insured Fidelity Accuracy of information Discretion Secrecy Nationalism Corporate Morals Ethics Community (keeping the profits values in the country) Shareholders Profitability Growth Community standing
    • 28. Understanding the Relativity of the Value Equation© 2012 Maris Strategies, ltd. All rights reserved. New York City, USA Nairobi, Kenya
    • 29. Quantitative Easing© 2012 Maris Strategies, ltd. All rights reserved.
    • 30. American Version of Quantitative Easing© 2012 Maris Strategies, ltd. All rights reserved.
    • 31. Understanding the Relativity of the Value Equation© 2012 Maris Strategies, ltd. All rights reserved. Value is not Simply “Price = Costs Plus a Profit Margin” Satisfaction of Needs Fulfilment of desires Value = Resources Used Everything required to meet desires Global Annual Production 2010 130 million carats
    • 32. Value is Relative© 2012 Maris Strategies, ltd. All rights reserved. Value perceived value for Proposition = value + money + convenience
    • 33. © 2012 Maris Strategies, ltd. All rights reserved. Understanding Global Customers
    • 34. How Bankers See Themselves and Customers© 2012 Maris Strategies, ltd. All rights reserved.
    • 35. The Realities of Banking…it’s Messy© 2012 Maris Strategies, ltd. All rights reserved.
    • 36. No, this is Not a Queue for Excellent Service© 2012 Maris Strategies, ltd. All rights reserved.
    • 37. The Duality of a Retail Banking Transaction© 2012 Maris Strategies, ltd. All rights reserved.
    • 38. The Dichotomy Summarized© 2012 Maris Strategies, ltd. All rights reserved. Customer’s View
    • 39. Developing Customer Intelligence© 2012 Maris Strategies, ltd. All rights reserved. Branch Bank Manager’s Handbook Managers should be in No new current frequent communications accounts should be with the head office and opened without with each other knowledge of, or full concerning the character enquiry into, the of customers, changes circumstances and in partnerships, bill character of transactions and other customers. banking interests.
    • 40. © 2012 Maris Strategies, ltd. All rights reserved. Customer Behaviour
    • 41. Understanding Customer Behaviour© 2012 Maris Strategies, ltd. All rights reserved. Fixed interest Variable interest Credit Fixed periods of repayment Payments Debit Variable periods Transactions of repayment Savings Current or checking accounts Deposits Good interest rates Customer Precautions Access to money Behaviours Insurance Safety Links to mortgages Ease of investment Speculations Investments Convenience
    • 42. Case Study: Austria© 2012 Maris Strategies, ltd. All rights reserved. innovation independence implementation Breaking New Ground in High Net Worth
    • 43. The Black Experience: Euram “UHNW” Card© 2012 Maris Strategies, ltd. All rights reserved. Customers who appreciate luxury service, value privacy and remain understated in their habits “For those who have, not for those that want to have”
    • 44. Demographic Factors: The Changing World© 2012 Maris Strategies, ltd. All rights reserved. ?
    • 45. Europe Contrasted with Emerging Economies© 2012 Maris Strategies, ltd. All rights reserved. Czech Republic Jordan Kenya Source: Population Action International 2007
    • 46. Are Customer Behaviours Predictable?© 2012 Maris Strategies, ltd. All rights reserved. Black Death Outbreaks % of Meat In Peasant Diet Shops Markets Fairs Ad-hoc Gatherings Wage Rates of a Thatcher Population of England 1086 1200 1300 1400 1500 1600 1700 1800 1900 2000
    • 47. The Big Question for Europe and the United States© 2012 Maris Strategies, ltd. All rights reserved. Leave it or Spend it?
    • 48. Developing Customer Intelligence© 2012 Maris Strategies, ltd. All rights reserved. Do customers always know what they really want?
    • 49. Are Customer Behaviours Predictable?© 2012 Maris Strategies, ltd. All rights reserved. Preferred Banking Methods Youth Market 40% 35% 30% Internet 25% Branches 20% ATM 15% Mail 10% Call Centre 5% Mobile 0% 2007 2008 2009
    • 50. © 2012 Maris Strategies, ltd. All rights reserved. Example India
    • 51. Use of Social Media by Private Sector Banks in India© 2012 Maris Strategies, ltd. All rights reserved. Source: Simplify360
    • 52. India’s Mobile Banking Users© 2012 Maris Strategies, ltd. All rights reserved. (in millions and % market share) All others ICICI Bank, 17.75, 10.72, 25% 40% Mobile banking users – Income profile HDFC, 9.1, 21% SBI, 6.13, 14% 60% of mobile banking users in India fall into the Rs 1 to 5 Lakh income groupSource: Vital Analytics
    • 53. Nature of Mobile Banking Services in India© 2012 Maris Strategies, ltd. All rights reserved. Request a Cheching Cheque Book, Account Balance 19.11% Inquiry, 39.97% PaymentReminders, 20.92% Status of Cheques, View Last Three 21.06% Transactions, 28.15%Source: Vital Analytics
    • 54. © 2012 Maris Strategies, ltd. All rights reserved. What is Our Value Discipline?
    • 55. The Value Discipline© 2012 Maris Strategies, ltd. All rights reserved. Product Leaders hip offer super innov t ima a per ma in t maket ing ior aion, ge, nd for nce heir r s S hift to S hift to Inves tment C us tomer proliferate new products always be firs t & s ervices -or- -or- always be right s treamline operations Operational E xc ellenc e C us tomer Intimac y offer t bestcombinaion ofl pr r ia it ing he t ow ice, el bil y, offer exper a ice a cust t aong w h ing t dv nd omizaion l it a ea ofpur se in t maket nd se cha heir r s pr s a ser ices t ensur t cust ’s success oduct nd v o e he omer S hift to Viability s tandardize the cus tomer interface -or- cus tomize the cus tomer interface
    • 56. Strategy Alignment Drives the Customer Experience© 2012 Maris Strategies, ltd. All rights reserved. Product Leadership 2.8 European Data 2.6 2.4 How Most 2.2 Banks Actually Behave What Most Banks Believe Operational Customer Excellence Intimacy Source: Maris Strategies Financial Services Diagnostic Workshop
    • 57. Customer Facing Organizational Structures© 2012 Maris Strategies, ltd. All rights reserved. Type Focus Do stuff Value Chain Buy stuff Distribute It Product to It Define Harness Get closure on Value Shop Opportunities Resources each task Opportunities Value Network Establish Broker Add Value Customer Relationship Relationship Adapted from Stabell and Fjeldstad
    • 58. The Organizational Achilles Heel© 2012 Maris Strategies, ltd. All rights reserved. Product Operational Customer Leadership Excellence Intimacy Hierarchical Cost Value chain Control (Product focus) Delivery Focus Matrix Harness Value shop Resources (Opportunity focus) Networked Develop & Maintain Value network Relationships (Customer focus) Adapted from Stabell and Fjeldstad
    • 59. Customer Synchronization© 2012 Maris Strategies, ltd. All rights reserved. Growing Bank Mature Bank Declining Bank Revenue Cost Revenue Revenue Cost Cost New bank or new product Working in a fixed but Losing customers fluctuating profit margin or profits
    • 60. Management Attitudes and Customer Focus© 2012 Maris Strategies, ltd. All rights reserved. Growth Strategy Competitive Strategy Survival Strategy Corporate Cost containment Mentality R&D Zone of False Sense Downsizing Investment Outsourcing of Strategy Security Innovation Employee Attitude Enthusiastic Optimism Next Quarter Focused Panic - Search for Next Job Cost Revenue Revenue Economics Revenue Cost Cost Outsourced Process Refined Business Process Defined Process Sold off Employment Scramble for Talent Downsize Re-organize Labour Human Resources Skill Alignment Policies & Benefits Outplacement, Terminations, Organization Talent retention
    • 61. Focus Strategy on Customers and Top-Line Growth© 2012 Maris Strategies, ltd. All rights reserved. Top-line Growth Revenues Profitability Failure point Bottom-line Savings Costs Q1 Q2 Q3 Q4 Q5
    • 62. ROI is Dead: Measure Return on Process (ROP)© 2012 Maris Strategies, ltd. All rights reserved. The Need for a Process Focus IT Project 1 IT Project 2 IT Project 3 ROI 22% ROI 8% ROI 11% Value £1million Value £350K Value £425K Loan Loan Application Infrastructure Underwriting Settlement Processing Process Input: Process Output: • Loan Volume Return On Process • Loan Volume (ROP) • Profit / Loss
    • 63. © 2012 Maris Strategies, ltd. All rights reserved. New Competitors
    • 64. Non-bank Banks?© 2012 Maris Strategies, ltd. All rights reserved.
    • 65. Market Aggregation© 2012 Maris Strategies, ltd. All rights reserved.
    • 66. The Nature of Money is Changing© 2012 Maris Strategies, ltd. All rights reserved.
    • 67. How did People Send Money within Kenya in 2006?© 2012 Maris Strategies, ltd. All rights reserved.
    • 68. How did People send Money within Kenya in 2009?© 2012 Maris Strategies, ltd. All rights reserved.
    • 69. M-Pesa: Person to Person Transfers Trend© 2012 Maris Strategies, ltd. All rights reserved.
    • 70. Growth and Innovation© 2012 Maris Strategies, ltd. All rights reserved. $141,842,258.90 USD
    • 71. Key Numbers and Developments© 2012 Maris Strategies, ltd. All rights reserved. Central Bank of Kenya is in the process of finalizing regulations that will allow non bank outlets and platforms such as M-PESA as a channel for formal deposit taking. National Statistics on Banks – (Dec. 2011) M-Pesa (since 2007) Banks 43 • 82% of mobile customers us M-Pesa Branches 1,056 • 14.9 million people ATMs 2,205 POS Machines 16,604 (68% of the working population) Pre-Paid Cards 22,405 • 32,000 agents Credit Cards 122,212 Debit Cards 8,548,390 Value of Transactions: Kshs 57bn ($0.614bn USD) total value Kshs 314bn ($3.15bn USD) of all card transactions (credit, debit, transferred between April to Sept 2011 pre-paid, etc.)
    • 72. New Innovations from M-Pesa© 2012 Maris Strategies, ltd. All rights reserved. Intercontinental Transfers International Transfers Vodacom Tanzania reduces M-Pesa rates M-Pesa reduced mobile money transfer fees by up to 75%, transfers now Sh50 ($0.03USD) per transaction. Transfer money Kenya to Tanzania. Shareholder Rewards Corporate Solutions • Customer to Business (Pay Bill Service) Receive your Safaricom • Business to Consumer (Bulk Payments Services) dividends by M-PESA
    • 73. The People’s Bank of China licenses non-bank Transactions© 2012 Maris Strategies, ltd. All rights reserved.
    • 74. © 2012 Maris Strategies, ltd. All rights reserved. Do Banks Still Make Sense?
    • 75. Innovation is Not Invention© 2012 Maris Strategies, ltd. All rights reserved. Michael Jordaan, CEO, FNB Bank, Innovation is the ability to differentiate. As disruptive technologies and business models challenge banks, innovation is no longer just a competitive advantage but rather a competitive imperative.
    • 76. Innovation / Adoption Rates Often Differ© 2012 Maris Strategies, ltd. All rights reserved. Swivel TV 1990s 1939 2004 Projection TV 2005
    • 77. Pod People© 2012 Maris Strategies, ltd. All rights reserved.
    • 78. Do I Need a Bank to Lend me Money?© 2012 Maris Strategies, ltd. All rights reserved.
    • 79. Competition from External non-Bank Entities© 2012 Maris Strategies, ltd. All rights reserved.
    • 80. 2010: Crowdfunding Platforms 29© 2012 Maris Strategies, ltd. All rights reserved.
    • 81. 2011: Crowdfunding Platforms 340© 2012 Maris Strategies, ltd. All rights reserved.
    • 82. Value Proposition© 2012 Maris Strategies, ltd. All rights reserved.
    • 83. Social Lending: Anti-bank Branding© 2012 Maris Strategies, ltd. All rights reserved.
    • 84. Northern Ireland© 2012 Maris Strategies, ltd. All rights reserved. Apr 2010 Linking 400 Investors to 900 Entrepreneurs €26Million JAN 2011
    • 85. This Can’t Happen in Ireland© 2012 Maris Strategies, ltd. All rights reserved. Approved Social Lending Organisations in IrelandLinking Investors to Entrepreneurs Specialising in microfinance for Dublin 2010 business start up throughout Ireland. Specialising in community enterprise and social infrastructure throughout Ireland. supported by Bank of America Merrill Lynch
    • 86. Microfinance was Invented in Ireland© 2012 Maris Strategies, ltd. All rights reserved. Jonathan Swift’s Irish Loan Funds 1787 Loans £5 to £10 to poor industrious tradesmen 20 week loan - weekly instalments 2 to 4 shillings Co-signed by 2 neighbours Spawned a new industry (microlending) Led to 1824 legislation to liberalize the Irish banking system By 1840 the Loan Funds Industry was serving 20% of Irish population Irish loan funds were very capable of tackling the prospect of defaulting borrowers, it was faulty management and increased competition from banks that eventually led to their demise.
    • 87. China’s Top 15 Social Networks© 2012 Maris Strategies, ltd. All rights reserved.
    • 88. Life-Stage Approach to Banking© 2012 Maris Strategies, ltd. All rights reserved. Car (s) Rent Purchase home Second home Retirement dwelling 20s & 30s 40s single single Young 50s & 60s Child Child support Final adult with / without Retirement College expenses Alimony partner Divorce Retirement savings & income Travel Wedding Saving for a 20s & 30s 40s purchase married married or event Child-care expense Child’s college Insurance (health, life, car, renters, home owner)
    • 89. Lifestyle Approach to Banking© 2012 Maris Strategies, ltd. All rights reserved. Culture / Religion Spenders/Borrowers Savers/Bargain Hunters Social Attitude Income Levels Trust Savings Convenience Behaviours Search Price Compare Select Ship $100+ $60-100k Eastern / Western Demographic Profiles Defined lifestyle behaviours US Baby-boomer $40-60k $0-$40k income $40k-$100k $100k+ <$40k Defined life-stage behaviours
    • 90. Rethinking the Bank© 2012 Maris Strategies, ltd. All rights reserved. Cashless, paperless with no back office
    • 91. Capitec, Really Knowning the Customer© 2012 Maris Strategies, ltd. All rights reserved.
    • 92. No Technology Group and a New Customer Experience© 2012 Maris Strategies, ltd. All rights reserved.
    • 93. Demographic-based Campaigns on ATM© 2012 Maris Strategies, ltd. All rights reserved. 3 Mortgage High Net Worth Student Internet Car Loan Debit Card Banking Personal Insurance Opportunity Opportunity Loan Mid-income Internet Banking Cross-Sell Opportunity Opportunity Ad campaign chosen 2 Profile mapped to based on demographic demographic … Customer behaviour compared with others to decide product promotion 4 … and delivered to ATM John Smith Other Customers Mortgage Mortgage Life Style Life Style Internet Banking Car loan Credit Credit Car loan 6 No interest Card Card shown. Life Stage Life Stage Proceed with service and feedback to 1 Profile Card read to obtain Customer Profile Name: John Smith Acc No: 667 389 245 Sort Co: 78-00-21 5 Bank: ABank Yes chosen. Initiate sale Age: 22 Address: 18a Shore Court
    • 94. Example: Consumer Banking Segment-Product Matrix© 2012 Maris Strategies, ltd. All rights reserved. Consumer Banking HR CFO Legal IT Sales Marketing Mortgage Credit Card Loans Investments Brand CRM Insight Loyalty Direct Standard Premium Growth Income Program Orientated Orientated Home Auto Lines Equity Of Regions Credit North South East West Segments Youth Builders & Borrowers Accumulators Preservers
    • 95. © 2012 Maris Strategies, ltd. All rights reserved. Banking Products
    • 96. The Key is Matching Products to Customers© 2012 Maris Strategies, ltd. All rights reserved. Cross-Sell Ratios in Cross-Sell Ratios in Retail Banks Number of products per customer European Banking 3.5 USA 2.9 3.0 2.5 UK 2.5 2.0 Germany 2.0 1.5 1.5 1.25 Italy 1.0 Spain 0.5 France 0 Internet banks Internet brokers Special providers (e-customers) (all customers) Traditional Banks Traditional BanksScandinavia 6.0 0.0 1.0 2.0 3.0 4.0 Number of products per customer
    • 97. Denmark© 2012 Maris Strategies, ltd. All rights reserved.
    • 98. Bank of New Zealand© 2012 Maris Strategies, ltd. All rights reserved.
    • 99. Customer Dashboards© 2012 Maris Strategies, ltd. All rights reserved. • Dash Boards
    • 100. In the Future Customers are in Control© 2012 Maris Strategies, ltd. All rights reserved.  Payment system Who will issue this card:  Bank accounts A bank? A telco? A media company?  Customer loyalty card  Points card  Gift card  Membership card  Business card  ID card  Prepaid card  Schedule / Time card  Cafeteria card  Ticketing / Transportation  Security access card  Debit card  Telephone card
    • 101. The Right Card to fit a Lifestyle© 2012 Maris Strategies, ltd. All rights reserved.
    • 102. Divorcing Your Account from Your Card© 2012 Maris Strategies, ltd. All rights reserved. Turn my cards off (default) Cards Accounts Turn on my VISA for 1 hour Turn on my card in a foreign country Turn on my MasterCard for 100 Dirham
    • 103. © 2012 Maris Strategies, ltd. All rights reserved. Distribution
    • 104. The Nexus of Banking in the Future© 2012 Maris Strategies, ltd. All rights reserved. Social preferences Lifestyle l l us Approach na tura io l g io l ig ca Re Cu R el Lo Styles Targeted behaviours Lifestage Stages Approach Banking products / services Life events Delivery technologies
    • 105. Multi-Channel Growth© 2012 Maris Strategies, ltd. All rights reserved. 2010³ 2000³ 1990³ 1980³ 1970³ …0³Time
    • 106. Barawa Bank© 2012 Maris Strategies, ltd. All rights reserved.
    • 107. Mauritius: Mauritius Commercial Bank© 2012 Maris Strategies, ltd. All rights reserved.
    • 108. Philippines: Premiere Bank© 2012 Maris Strategies, ltd. All rights reserved. 38 online branches. Bank for the entrepreneurs and SMEs. Consumer Finance (Personal, Salary and Auto Loans), Factoring of Receivables and the Purchase of Contract-to-sell Receivables.
    • 109. Turkey: Ziraat Bank© 2012 Maris Strategies, ltd. All rights reserved. Video Teller Machine The VTM technology is aimed for small towns which do not have Ziraat Bank branches or big shopping centres where there is a need for a lot of employees. The system recognizes the users from their fingerprints and then lets them get all the private banking services they would have in a “normal” branch.
    • 110. Canada: Aboriginal Banking© 2012 Maris Strategies, ltd. All rights reserved.
    • 111. South Africa: Mineworkers Bank© 2012 Maris Strategies, ltd. All rights reserved.
    • 112. Tanzania: Women’s Banking© 2012 Maris Strategies, ltd. All rights reserved.
    • 113. Turkey: Technocrats© 2012 Maris Strategies, ltd. All rights reserved.
    • 114. © 2012 Maris Strategies, ltd. All rights reserved. Thank you for your time Joseph A. DiVanna

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