Banking Innovations Forum 2009 - Bartłomiej Kozakowski, Comarch

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Presentation: Banking Innovations Forum 2009 - Bartłomiej Kozakowski, Comarch

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Banking Innovations Forum 2009 - Bartłomiej Kozakowski, Comarch

  1. 1. Changes in Customer Needs The Driving force of Banking Innovation Banking Innovation Forum Vienna 15th May 2009
  2. 2. Agenda • A few words about Comarch • Process Management • Multichannel strategy • Channel-oriented strategy • Web 2.0 • Process-oriented strategy • Business Process Management • Case Study: Alior Bank
  3. 3. Founder and History • 1993 – Comarch established • Founder & CEO Prof. Janusz Filipiak • University heritage • Initial focus – commercial software based on R&D • 1999 – Warsaw Stock Exchange
  4. 4. Our Diversity is our Strength • ERP Systems • Government & Utilities • Telecommunications • Banking, Insurance & Capital markets • Trade & Services • Infrastructure
  5. 5. Comarch – Leader at Home • Global Headquarters – Krakow • Offices in major Polish cities • Network of 1000 partners • Clients – 57 000 Polish and international firms
  6. 6. Europe and Asia
  7. 7. Global Network
  8. 8. Research and Development EUR
  9. 9. Employment Growth
  10. 10. Revenue and Net profit in Euro
  11. 11. Agenda • A few words about Comarch • Process Management – Multichannel strategy – Channel-oriented strategy – Web 2.0 – Process-oriented strategy – Business Process Management • Case study: Alior Bank
  12. 12. Multichannel strategy... ...from the perspective of an integrator In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB marketing debts credits analytics phone mobile internet Core System Data CRM CRM Base retail kiosk SMS email fax ATM corpo In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  13. 13. Multichannel strategy... ...from the perspective of a customer In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB marketing debts credits analytics Phone mobile internet Core System Data CRM CRM Base retail Kiosk SMS email fax ATM corpo In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  14. 14. Multichannel strategy... ...from the perspective of a customer In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB marketing debts credits analytics Phone mobile internet No connection Core System Data CRM CRM Base retail Kiosk SMS email fax ATM corpo In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  15. 15. Multichannel strategy... ...from the perspective of a customer In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB marketing debts credits analytics Phone mobile internet Core System Data CRM CRM Base retail Kiosk SMS email fax ATM No connection corpo In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  16. 16. Multichannel strategy... ...from the perspective of a customer In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB marketing debts credits analytics Phone mobile internet No connection Core System Data CRM CRM Base retail Kiosk SMS email fax ATM corpo In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  17. 17. (Multi)channel-oriented strategy • Different strategy • Different product lines • Different procedures • Consequences – Many vendors – Huge IT and managerial staff – High maintenance costs – Confused customer
  18. 18. Web 2.0 ... ... even more new channels • Blogs, chats • General social networks – LinkedIn, Facebook • Financial social networks – Prosper, Virgin Money • Podcasts • YouTube • Wiki
  19. 19. Web 2.0 – do we need it? • 98% - never heard of most of the financial social networks • 79% - would not want to use social networks to talk to other customers • 88% do not use social networks for making decisions about financial products “A social Media Strategy for the Banking Industry” – Gartner; 4-03-2009 Data: XII 2009; 3 988 U.S. and U.K. financial products consumers “Gartner Survey: Consumers Weigh in on Multichannel Integration, Web 2.0 and Mobile Banking” – Gartner; 10–10-2008 Data: VI-VIII 2008; 2 081 U.S. and U.K. financial products consumers
  20. 20. Web 2.0 – do we need it? • Mobile banking usage: – 5% of >55 year-olds and 16% of 18-24 year-olds • “My financial services companies need to support me whenever I need them” – 52% of >55 years agreed and 65% of 18-24 • Online banking usage of at least 5 times a month : – 10% of >55 years agreed and around 30% of 18-35 • Podcasts: 26% 19-24 and 1% 55-64 • Visiting a branch at least 5 times a month – 25% regardless of age “A social Media Strategy for the Banking Industry” – Gartner; 4-03-2009 Data: XII 2009; 3 988 U.S. and U.K. financial products consumers “Gartner Survey: Consumers Weigh in on Multichannel Integration, Web 2.0 and Mobile Banking” – Gartner; 10–10-2008 Data: VI-VIII 2008; 2 081 U.S. and U.K. financial products consumers
  21. 21. Web 2.0 – do we need it? • People who are likely to use Web 2.0 – Those aged 25 – 34 – College students and those in full-time employment – Consumers with a variety of methods for accessing the Internet – Consumers with high income “A social Media Strategy for the Banking Industry” – Gartner; 4-03-2009 Data: XII 2009; 3 988 U.S. and U.K. financial products consumers “Gartner Survey: Consumers Weigh in on Multichannel Integration, Web 2.0 and Mobile Banking” – Gartner; 10–10-2008 Data: VI-VIII 2008; 2 081 U.S. and U.K. financial products consumers
  22. 22. Web 2.0 – do we need it? • Advantages – Greater transparency – More coherent customer engagement – Enhanced communications opportunities – Enhanced branding opportunities – Customer communication style preferences • Not having Web 2.0 may damage the bank “A social Media Strategy for the Banking Industry” – Gartner; 4-03-2009 Data: XII 2009; 3 988 U.S. and U.K. financial products consumers “Gartner Survey: Consumers Weigh in on Multichannel Integration, Web 2.0 and Mobile Banking” – Gartner; 10–10-2008 Data: VI-VIII 2008; 2 081 U.S. and U.K. financial products consumers
  23. 23. (Multi)channel-oriented strategy In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB Lending In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB Mint Prosper Wesebe Facebook YouTube Club mortgages debts credits analytics kiosk mobile internet Core System Data CRM CRM Base retail Phone SMS email fax ATM 2nd corpo Wiki MySpace LinkedIn Blog Twitter World In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB In/Out DB
  24. 24. Process-oriented strategy • Workflow ... Yes Source Data Start Collect data account modification? Yes No Print the End confirmation Input Is it correct? recipient data form No
  25. 25. Workflow at a bank • Credit / loan / mortgages processing • Customer Relationship Management • Documents processing • Training • Much data (payments, transactions, charges) • Sales opportunity triggers
  26. 26. Workflow – general advantages • Less error-prone, less risk • Increased efficiency • Higher accuracy • Less cost-consuming; reduction of hidden cost • Easier to develop • Any change affects all channels • Cross channel consistency • More cross and up-sale opportunities • Better relationship with customers • Better process visibility
  27. 27. Workflow – two approaches • BPMS – Business Process Management Suite • Integrating Platform
  28. 28. Integrating platform In / Out DB DB DB DB DB DB DB DB mortgages debts credits analytics phone mobile internet Integrating platform Core System Data CRM CRM Base retail kiosk SMS email fax ATM corpo DB DB DB DB DB DB DB
  29. 29. Workflow – Integrating Platform • When – many good applications – low budget – need for only major channel process integration • Relative Disadvantages – Less flexible • Relative Advantages – Less cost-consuming – No need for major changes within IT systems
  30. 30. BPMS approach Web 2.0 Channels CRM Analytics Core System Contact ATM Center Internet Banking IN / OUT
  31. 31. Workflow – BPMS • When – Some processes are already managed by a BPM • Relative Disadvantages – More cost-consuming at the beginning – More complex • Relative Advantages – Open standard – Less cost-consuming at later stages – Flexible
  32. 32. Agenda • A few words about Comarch • Process Management – Multichannel strategy – Channel-oriented strategy – Web 2.0 – Process-oriented strategy – Business Process Management • Case study: Alior Bank
  33. 33. Alior Bank • Key facts: – the biggest banking start-up in European banking in the last 30 years – funded by the Carlo Tassara Group – equity injection of € 500 M paid in full – formal creation of Alior Bank SA in April 2008 • Main objectives: – Broad range of modern financial products – Modern and effective IT system – Forecast: 2-4% market capture (in 2012)
  34. 34. Alior’s IT systems
  35. 35. Alior - workflow • Combination of BPMS and Systems Integration approaches – Channels integration – CRM operations – Credit and documents management – Analytics – Event triggers
  36. 36. Thank You Bartlomiej Kozakowski Business Development Manager info@comarch.com www.finance.comarch.com

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