Top 20 Bank 2.0  Experiences in Spain From Internal Knowledge to SMO Workshop ABI Lab ‘Dai Processi All’utente attraverso ...
Agenda <ul><li>What have banks to do with 2.0?  </li></ul><ul><li>Towards profitability: Market positioning (Matrix) </li>...
What have banks to do with 2.0?
What have banks to do with 2.0?
What have banks to do with 2.0?
What have banks to do with 2.0?
What have banks to do with 2.0?
What have banks to do with 2.0?
Towards profitability: Market positioning (Matrix)
I+D+i: Sabadell & Bankinter Labs & BBVA Open Talent
I+D+i: Caja Extremadura Thinking People Workshop
I+D+i: Caja Extremadura Thinking People Workshop
I+D+i: CECA Innovation & Prospective Blogs
Efficiency: Monitorization with Vigía 2.0 (CECA)
Efficiency: Monitorization with Vigía 2.0 (CECA)
Efficiency using 2.0 as a channel: Commercial Twitter (CECA), Customer Support (BS) & Cancha 2.0 (CAN)
Efficiency: Wiki-Directory (embedded in CECA KM Bar)
Loyalty: My Notebook (CECA)
Loyalty: Virt@ula (la Caixa) & Virtual Campus (Unicaja)
Loyalty: ActiBVA & Planta 29 (BBVA) & Estaestuobra (CM)
Productivity: Melania (CECA)
Productivity: Melania (CECA)
Productivity: Melania (CECA)  New efforts
Productivity: SME Social Network (la Caixa)
Productivity: Intranet SUM (10 spanish saving banks)
Conclussions <ul><li>Banks will succeed in 2.0 if they listen Nicolò di Machiavelli </li></ul><ul><li>Every strategy is OK...
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Top 20 Bank 2.0 experiences in Spain: from internal knowledge to SMO

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Top Bank 2.0 Experiences in Spain, from an internal point of view, based on four approaches:

* Innovation approach: Sabadell Labs & Bankinter Labs & BBVA Open Talent; Caja Extremadura Thinking People Workshop; CECA Innovation Blog.

* Efficiency approach: Monitorization: Vigía 2.0 (CECA); Using 2.0 as an (internal) channel: Commercial Twitter (CECA) & Customer support Banco Sabadell & Cancha 2.0 (Caja Navarra); Wikidirectory (embedded in CECA Knowledge Management Bar)

* Loyalty approach: My Notebook (CECA); Virt@aula (La Caixa) & Virtual Campus (Unicaja); ActiBVA-Planta 29 (BBVA) & Estaestuobra (Caja Madrid).

* Productivity Approach: Melania (CECA); SME Social Network (la Caixa); Intranet Sum (CECA)

Las 20 mejores prácticas en Banca 2.0 y Enterprise 2.0 en España: desde el conocimiento interno al Social Media Optimización, desde cuatro aproximaciones:

* Innovación: Sabadell Labs & Bankinter Labs & BBVA Open Talent; Taller de Pensantes de Caja Extremadura; Blog de Innovación de CECA.

* Eficiencia: Monitorización - Vigía 2.0; Uso del 2.0 como canal interno: Twitter comercial de la CECA; Atención a cliente interno del Banco Sabadell; y Cancha 24 horas; Wikidirectorio (aplicación de la barra de gestión del conocimiento de la CECA)

* Fidelización: Mi Cuaderno (CECA); Virt@ula (la Caixa); Campus Virtual (Unicaja); ActiBVA y Planta 29 (BBVA), y Estaestuobra (Caja Madrid)

* Productividad: Melania (CECA), Red Social de Empresas (la Caixa); Intranet Suma (CECA).

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  • NOTAS DEL OPOSITOR
  • The majority of spanish banks has little presence in the web 2.0, and this happens due to three structural reasons that are stopping financial sector movements in this way: First of them is that banks has an unproper communication culture: one way, hierarchized, controlled… while web 2.0 goes through little enviroments of interactive communication handled by communities of authors.
  • The second problem is Linus Law, that explains not just that one hundred eyes are better than two, but that there are three stages in progress, and the third of them is leisure (if free softe is succeding is because people have fun developping it), and the problem of banks is that our business is boring. One online bank that operates in Spain and Italy, ING, communicates that they do “fresh banking” to obtain social vinculation supported in this new way to see the relationship.
  • And the third trap is that we maintain a very hard and vertebrated work organization that it hasn’t to do with these new times. Some banks have arrived to that café-branch like the DB one and I am pretty sure none of us will see the empowered worker on the bottom-right.
  • Despite of that, there are 18 millions of people in Spain using Social Media, and so, our clients are there, and our employees are there, so we the banks are trying to do things in social media.
  • This is just an overview of the 20 top banks and saving banks actions in six ways: Corporate Communication : Banks extending their channels as a way to win clients, be more transparent, and generate confidence. Anyway, none the first bank of Spain, Santander nor the first Saving Bank, la Caixa have got profile in Facebook. Otherwise, the other big bank in Spain, BBVA is one of the most active banks, and it gives financial information thorugh Twitter (&amp; it has even a press account) Financial Community .Through Facebook and Twitter profiles, banks are trying to promote the creation of online communities but they have feiled in arriving the youngest audiences: No bank has corporate profile in Tuenti (under 20 social network), space they use just to inform about social probono actions ( la Caixa ) or sport sponsorships ( BBVA ) wasting the opportunity of cultivating the loyalty of those prospect clients. On the other hand, Caja Madrid has developped a website for their youngest clients CMCOOL (like LKXA), in which there are on an integrated way different blogs and multimedia contests. CAN has developped a community of blogs, BANCA CÍVICA (platform of the NGOs who works projects financed by CAN funds). Bankinter even celebrated meetings with bloggers (Bankinter Beers &amp; Blogs). Citigroup personalizes their blog in the President of the bank in a try to humanize the bank. Commercial Promotion .Just a few banks are integrating social media and online platformas of their campaigns to commercialize products and services making the most of the prescription power these channel generate. But the majority of banks use these channels to talk about Corporate Social Responsability, not financial business ( Santander with UNIVERSIA, or CAJA MADRID with estaestuobra). Uno-e (online brand for BBVA) launches specific products for SM users Depósito 16 (prize of 100 € to FCB users who hired)
  • Instant Barometer. The majority of banks does not encourage the debate nor accept criticism tha may be seen by thousand of Internet users. They still maintain a unidirectional communication model without accepting comments ( BNP – Deutsche Bank ), and at the vey best, moderating them (Banc Sabadell or Caixa Galicia). Exception: HSBC , bank that encourages users to leave ideas, suggestions or comments in their blog HSBC: Your point of view” Talent management . There is a widespread use of proffessional use social network LINKEDIN. Some banks publish their job posts there (and they receive job applications through those channels too), CAM is the only one without corporate Linkedin Profile (right now they have launched one).On the other hand, Deutsche Bank which counts with a profile in Facebook dedicated to Human Resources Division and their own channel in Youtube (DB Careers) Customer Support . Is the unresolved matter, the pending coursebook (as we use to say in spanish) of banks, just Banco Sabadell and Caja Navarra supports their client thorugh social networks and Twitter.
  • Banc Sabadell Social Media approach consists in six actions on three stages (LISTEN-COMUNICATE and PARTICIPATE) : 1. Monitor all conversations related to the bank, and establish an internal protocol to react (rep mngmt) 2. Open new customer service channels on Twitter and FCB 3. Ensure content and media distribution on main social network and own blog 4. Evangelization and training of BS employees 5. Empower interaction on social networks (with existing and potential customers) and 6. Value Added services on social networks (ex. Community). I have brought here one of them, more linked to enterprise 2.0, BS Idea. I like the way they invite to participate to their employees, valorating, comentating the ideas (the four bars graphic shows number of ideas, comments, votes and total) Bankinter adds other stakeholders to the innovation proccess. Lets see a short video. BBVA Open Talent is a pure contest (10.000 euros to support tech projects) based on challenges, for example the Mobile Challenge last february to prize the best mobile app for iPhone or Android; or the Facebook Challenge, to prize best FCB financial app. This is pure external, but it is curious that the employees wanted to participate and the bank has linked the Intranet to the contest
  • Main input of this Thinking People Workshop is to be born just during the crisis. Caja Extremadura is a medium sized saving bank involved in a merge right now, and they detected the need (improve, change, share, difference from the others, compete, brand) and found into the crisis a context of opportunity. The aim was building a platform of experiences to boost a permanent innovation culture, they talked to many many people of the staff, the project was supported by the executive director Miguel Ángel Barra (with a post in the Intranet and even he went to the two days event with the finalists). They achieved
  • They achieved 200 hundred ideas, specially about efficiency, specially from the branches, the ideas were shortlisted by the Committe of Efficiency and presented to the Steering Committe, and the main prize was a cruise
  • 4 years ago Committee of Innovation in CECA, in which there are representation of the managers of the main areas decided to launch this blog to FIRST GOAL report innovations in financial sector / SECOND : capturing ideas from employees. How? With an anual contest. I am going to show you from the Internet FORESIGHT BLOG - http://melania.ceca.es/melania/blog.nsf/ Once you invent an structure, make it clonable. And so you can use it getting the most of scale economies, for almost everything.
  • Second quadrant is efiiciency. Remember the matrix engagement – investment. We have talked about examples of innovation, that is the goal you can go if you achieve engagement and have little budget for; but if you don’t need engagement, nor investment, you should search for efficiency, and the first step in social media efficiency is to listen, and see, what th Conversation is telling about our bank
  • This pyramid shows almost all the conversations about us: our content, the mentions in mass communication media and of course the social media ones. All of thos buzz surface to the top, and the queestion is if the things that appear on the top of the pyramid are the things we want our stakeholders to listen. The solution is just listening (not forbidding, not controlling, just listen and try this chats about us to be nice). It is important the tech, but it is more important the culture (none of the users has asked us to give access to all the staff through the Intranet, for example –we can do that-). If you want to react conveniently the best way for is to distribute the reaction, not to let the control just in the hands of the Communications department, as a new or future press-clipping.
  • Commercial Twitter is a tool on demand built by our area to the Operational &amp; Markets one chich needed a tool to talk about their visits to saving banks in these moments we are re-structuring. And you can see the activity: a box to write, alerts to receive the news, a search tool where you can choose a saving banks. Cancha 24 h is a new way to understand multichannel approach: skype, facebook, twitter, telephone banking, mobile… has an integrated point of view of the client in Caja Navarra. Caja Navarra is one of the top innovative banks in Spain, due to several cultural reasons. Among them, they let 30minutes a day to all of their staff to think about innovations. The third case is Banc Sabadell, we have talked about them, it is pretty similar to Caja Navarra case: they use Twitter for customer support, they are the leaders on this, and so, they use twitter as you can see, for internal support: suggestions and problems of the branches, of the client managers have this sistem to canalize it and over all track the results.
  • This is a floating bar we use to manage daily work at a workstation. It’s like Google’s bar but it is a KM bar. It allows me to manage several applications at a time, including the ones I use most. So, it is personalized to each employee or department, and allow me to change an app quickly. It contains a link to my destktop, to my email, to my Intranet, to my Notebook, to my website, to a multiseearch engine that searches in Google, in Melania, in my Intranet, in diccionaries, in enciclopedis, in financial dictionarys, at a time. But which I want to show you is the wiki directory, that means the contact information shared by many many people, even of different organization, on a wiki way. (entrar – añadir un contacto – buscar Rafa Pozo)
  • The new concept of loyalty is ECONOMY OF EMOTIONS AND EXPERIENCES. Bottom right part of the matrix. This is my notebook, mine, as an employee of CECA, and I can see first of all the things I must do (here my manager may publish on my notebook, on an integrated way with the email I see his instructions); I also can se the documents I need to read now, the documents nice to have, and the documents to keep for later. This is an incredible use for folders concept. I myself can create my own folders, and move documents from one folder to another; the editors can create folders too for me; my department can create folders for groups. And then I have got on an integrated way a new concept of social intranet. Editors also do things for me: can talk to Risk Department to prepare a serial about Basilea III, or can interview people in CECA in order I as an employee know their trades. Below, I can also read a serial about people and tradesin CECA, and excellent action to promote we know each other. It is just an example, because the team who are managing Mi Notebook
  • La Caixa is the third school in Spain. Thet chose the e-learning formula to train new employees whan they substitute retired ones 10 years ago, and have improved the platform making it more and more social. One of the things I love more is the mash up concept that integrates blog, wiki, forums, live sessions, multimedia areas, and RSS feed systems. Specially, I would enhance the functionality of creating employees files (like the yellow pages) to create selfgroups –groups of my interest, for instance the people I share a project with- to create value networks. They have trained 20.000 employees; 3 million hours of training; 1 million messages among the employees; and 5 million visits to these messages. The other example is UNIECAMPUS, the virtual campus of Unicaja, has been launched this year for their 4.700 employees to detect, construction, elaboration and spread of knowledge. It has built virtual communities to promote interaction and provides of a wide spread of tehnical documents. It has virtual classrooms, libraries with internal and external (for example ours) information, consulting to an expert functionality about financial products, taxes, risks…, communication tools (email, forum, news, sugggestions…), and training secretary (to ask for a course, etc)
  • BBVA Strategy is based in this lema: from publicity to content: we used to have boutiques and we launched webs (as visit cards, point of sell, but just for customers and stakeholders, and bad reflection of the reality of the company); we used to have tellers and then we opened webs sith social tools to go to the stret for a walk (dialog, improves the presence, the reality of the company starts to flow, but they continued going just to stakeholders); so then they went to the piazza del popolo (CIBBVA, BBVA Open Talent, Youtube channel, Liga BBVA Calcio.com…). And then the wondered that just they knew where to talk, what to talk about? And they launched TuCuentas (calculates patterns of income and expenditure in their online banking), future values (CSR), ActiBVA… The main goal that BBVA had lanching these blogs was increasing their employee loyalty, because 29th Floor is a network of their employee blogs. And this is the germ of an idea, ActiBVA, that is also a blog network on financial advice, in which the BBVA employees participate actively. So the next step has been this year with the launch of GET THE MOST OF YOUR BANK campaign, protagonized by the more than 1.000 client managers of BBVA. So, Enterprise 2.0 in BBVA starts allowing the employees to create a blog; after opening these blogs to earn image returns; after, focusing these activity on financial advice; and opening these capability to promote the personal touch. And Estaestuobra is pretty similar, we the saving banks are like casse di risparmio, have no shareholders but stakeholders, and we invest 2000 millions of euros in social works via NGOs, so Caja Madrid has given voice to thes NGOs to tell their projects with a network of blogs. It is no so internal but it has had internal impact in terms of knowledge about the social soul of the bank: motivation, messages for the employees, etc.
  • Productivity, top right of the graphic. I want to start with my job: Melania. It is a knowledge management platform of the 8.500 directives from central services of the still 40 saving banks. This is my balance scorecard to drive Melania to 2.0.
  • MELANIA is the knowledge-management platform that joins the more than 8.200 directives of the 40 SAVING BANKS in SPAIN. It is a daily tool used by CECA and saving banks to share documents and to manage projects together MELANIA brings together lots of databases on financial, legal and services issues, than CECA, Saving Banks and other institutions, like Banco de España, EU, etc., make avalaible to the banks. Working together, departments of CECA and Melania team are in charge of updating those DB “ Virtual Cities” or “clubs” within MELANIA take up the city center of the Map and groups different professional families of Cajas (for instance, directives of Quality meet through Melania’s Club of Calidad) Complementaryly to the different DV accesed from the city map, opened as free access to the whole population of Melania , Clubs are restricted to the authorized directives and proffesionals MELANIA network has contact in every Saving Bank with its Knowledge Manager who is, lately, the one who authorizes or not the requisitions fron his/her Caja When a citizen of Melania enters in his/her Club, content is first-organized with a cover estructured in four columns: first of them give enter to the different sections of the club (agenda with contact details of the other members of the club, interesting links, Committes Tool, Meeting Acts, docs, etc.)
  • http://www.youtube.com/watch?v=-5kHfQoiLnU&amp;feature=player_embedded Online Community Caixaempresa is the exclusive social network La Caixa has just launched for their clients. Clients have to receive an invitation from its branch. It gives a personal page to the user, and another one for his or her business. The one for the business will be open in the Internet and has several resources like video, localization map, images or documents download. It is external, I am not going to enter in deep, I want just remark that has had internal impacts regarding the different people in La Caixa that have something to do with the business with SMEs are involved in the project and supports the clients to meet each other and monitor their needs in terms of credits, guarantees, backing support, etc.
  • http://melania.ceca.es/MELANIA/intranets/intranet/index.htm This Intranet Sum is a cooperation project among 10 saving banks that has shared how their intranets are to find a sum of the whole of them in which like a “least common multiple” of all their intranets contents, where every content appears just one tim but all the contents appear, and each content at least exists in one of the banks. Phisically these contents have been ordeeres simulating an intranet and its navigation indexes.
  • 1. Remember Niccolo de Macchiavelli: IL FINE GIUSTIFICA I MEZZI
  • Transcript of "Top 20 Bank 2.0 experiences in Spain: from internal knowledge to SMO "

    1. 1. Top 20 Bank 2.0 Experiences in Spain From Internal Knowledge to SMO Workshop ABI Lab ‘Dai Processi All’utente attraverso la Intranet’. Milano, 1º dicembre 2010 Francisco Álvarez, Redactor Jefe de Melania. Servicios Gestión del Conocimiento. CECA
    2. 2. Agenda <ul><li>What have banks to do with 2.0? </li></ul><ul><li>Towards profitability: Market positioning (Matrix) </li></ul><ul><li>Innovation approach </li></ul><ul><ul><li>Sabadell Labs & Bankinter Labs & BBVA Open Talent </li></ul></ul><ul><ul><li>Caja Extremadura Thinking People Workshop </li></ul></ul><ul><ul><li>CECA Innovation Blog </li></ul></ul><ul><li>Efficiency approach </li></ul><ul><ul><li>Monitorization: Vigía 2.0 (CECA) </li></ul></ul><ul><ul><li>Using 2.0 as an (internal) channel: Commercial Twitter (CECA) & Customer support Banco Sabadell & Cancha 2.0 (Caja Navarra) </li></ul></ul><ul><ul><li>Wikidirectory (embedded in CECA Knowledge Management Bar) </li></ul></ul><ul><li>Loyalty approach </li></ul><ul><ul><li>My Notebook (CECA) </li></ul></ul><ul><ul><li>Virt@aula (La Caixa) & Virtual Campus (Unicaja) </li></ul></ul><ul><ul><li>ActiBVA-Planta 29 (BBVA) & Estaestuobra (Caja Madrid) </li></ul></ul><ul><li>Productivity approach </li></ul><ul><ul><li>Melania (CECA) </li></ul></ul><ul><ul><li>SME Social Network (la Caixa) </li></ul></ul><ul><ul><li>Intranet Sum (CECA) </li></ul></ul><ul><li>Conclussions </li></ul>
    3. 3. What have banks to do with 2.0?
    4. 4. What have banks to do with 2.0?
    5. 5. What have banks to do with 2.0?
    6. 6. What have banks to do with 2.0?
    7. 7. What have banks to do with 2.0?
    8. 8. What have banks to do with 2.0?
    9. 9. Towards profitability: Market positioning (Matrix)
    10. 10. I+D+i: Sabadell & Bankinter Labs & BBVA Open Talent
    11. 11. I+D+i: Caja Extremadura Thinking People Workshop
    12. 12. I+D+i: Caja Extremadura Thinking People Workshop
    13. 13. I+D+i: CECA Innovation & Prospective Blogs
    14. 14. Efficiency: Monitorization with Vigía 2.0 (CECA)
    15. 15. Efficiency: Monitorization with Vigía 2.0 (CECA)
    16. 16. Efficiency using 2.0 as a channel: Commercial Twitter (CECA), Customer Support (BS) & Cancha 2.0 (CAN)
    17. 17. Efficiency: Wiki-Directory (embedded in CECA KM Bar)
    18. 18. Loyalty: My Notebook (CECA)
    19. 19. Loyalty: Virt@ula (la Caixa) & Virtual Campus (Unicaja)
    20. 20. Loyalty: ActiBVA & Planta 29 (BBVA) & Estaestuobra (CM)
    21. 21. Productivity: Melania (CECA)
    22. 22. Productivity: Melania (CECA)
    23. 23. Productivity: Melania (CECA) New efforts
    24. 24. Productivity: SME Social Network (la Caixa)
    25. 25. Productivity: Intranet SUM (10 spanish saving banks)
    26. 26. Conclussions <ul><li>Banks will succeed in 2.0 if they listen Nicolò di Machiavelli </li></ul><ul><li>Every strategy is OK, even with little investment or engagement… </li></ul><ul><li>… just if generates Social Media ROI that is </li></ul><ul><ul><li>IOR = Impact Of Relationships </li></ul></ul><ul><ul><ul><li>In terms of innovation (employees ideas that bring business) </li></ul></ul></ul><ul><ul><ul><li>… of efficiency (listen, monitorize, react and use the channels) </li></ul></ul></ul><ul><ul><ul><li>… of loyalty (make your employees bring their knowledge together) </li></ul></ul></ul><ul><ul><ul><li>… of productivity (your stakeholders bring your business together) </li></ul></ul></ul>
    27. 27. Grazzie per prestarmi ascolto

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