Painel III - Inovação nos modelos de negócios para novos valores de competitividade Convidados: (1) EY (Ernst & Young) - Luis Marini, Audit Partner & Office Managing Partner Campinas; (2) KPMG - Oliver Cunningham, Sócio-diretor (FS Industry Lead - Management Consulting); (3) SPI (Integradora) - Élcio Brito - Diretor de Operações para Projetos de Automação. PhD Elétrica/Escola Politécnica-USP. Mediador: Marcelo Pinto - Diretor de Marketing e Alianças para a PPI-Multitask e Líder do Grupo de Trabalho MESA no Brasil - Manufacturing Enterprise Solutions Association.

1. ProIndústria 2017
24-25 outubro - Fórum de Negócios e Educação para a Indústria Digital
Oliver Cunningham
KPMG Consultores Independentes Ltda.
Sócio de Serviços Financeiros e Head de Transformação
Candidate MSc Digital Currencies, University of Nicosia / Future Commerce, MIT /
Adminsitrator, FMU
PAINEL III - INOVAÇÃO NOS MODELOS DE
NEGÓCIOS PARA NOVOS VALORES DE
COMPETITIVIDADE

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KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
2
“Nóspassamosalémdaerada
inovação.Nossomundoestásendo
reescritocompletamente.”
-Leonard Brody para KPMGVoice

3. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
3
4. A Estratégia
de Transformação Digital
2. Desafios de Hoje
3. Desafios de
Amanhã
1. Por que Agora?

4. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
4
REVOLUÇÃODIGITALEMOBILE
Principais direcionadores
de transformação:
das empresas estão
em alguma fase de
transformação do seu
modelo de negócios
DISRUPÇÃO
TECNOLÓGICACLIENTE
#2
93%
Fonte: 2013 KPMG tecnologia inovação &
inquéritos de transformação de negócios

5. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
5
OQueéDisrupçãoDigital?
Em 5 anos, a
maneira como
acessamos nosso
dinheiro será
totalmente
diferente
68%
53%33%
33%
Acredito que eles
não precisarão de
uma instituição
bancária
Não acho que
um banco
oferece algo
diferente de
outros bancos
Estão abertos a
mudar de
banco nos
próximos 90
dias
Disrupção digital é a mudança que
ocorre quando novas tecnologias
digitais e modelos de negócios
afetam a proposta de valor de bens e
serviços existentes.

6. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
6
ExpectativasdosClientes
88%
Me Conheça!
Acham frustrante quando
provedores não conseguem
manter sua promessa de serviço
Saber o que cliente busca – soluções
baseadas no ciclo de vida do cliente –
Customização
Manter a promessa de serviço ao
cliente
Ter os melhores interesses
85%
Me Permita!
Estão frustrados quando uma
empresa não é fácil para se
fazer negócio
Transacionar em qualquer lugar, a
qualquer hora e de qualquer maneira
Ser simples e transparente
58%
Me surpreenda!
Estão frustrados com experiências
inconsistentes através de
diferentes canais
Personalizar a experiência do usuário
Expandir os serviços para os
momentos que são importantes do
consumidor
79%
Me entenda!
Estão frustrados quando
uma empresa faz propostas
redundantes
Entender o que o consumidor
pensa e quer
Usar o discernimento para envolver o
cliente em ofertas e interações relevantes
Reconhecimento através de
recompensas por fidelidade
Oferecer experiência omni-channel
integrada e consistente

7. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
7
EvoluçãodosCanaisdeDistribuição
Fonte: 2017, Febraban| **Cisco IBSG |
Winning Strategies for Omnichannel Banking
Alta
Baixa
Cross-selling
(Aumenta retenção)
Lealdade
(Escolha do Cliente)
Retenção
(Banco Principal)**
CALL CENTERS
1,3 bi transações
-7% de redução de 2015
CORRESPONDENTES
BANCÁRIOS
5,1 bi transações
59% de crescimento
de 2015
10 bi transações
Mesmo que 2015
14,8 bi transações
-16% de redução
de 2015
6,6 bi transações
-15% de redução
de 2015
5,3 bi transações
20% de crescimento de 2015
21,9 bi transações
95% de crescimento de
2015
CANAIS DE
DISTRIBUIÇÃO
BANCÁRIOS -
BRASIL
INTERNET
BANKING
MOBILE
AGÊNCIA
POS
ATM

8. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
8
OsModelosTradicionaisestãoUltrapassados
Inovação
EMPRESA A CLIENTES
Competição por
Produtos / Preço
EMPRESA B
Dados Dados
Mercado
Processos
Demorados
Altos Investimentos Poucas Ideias Valor
Ofertado Fixo
01
Clientes Passivos02
Dados
Subutilizados
03

9. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
9
SendoSubstituídosporNovosModelosdeNegócio
Rápida
Experimentação
Baixo Investimento Várias Ideias Valor Ofertado
Customizável
Inovação
Competição por
Valor
Mercado
01
Clientes Integrados02
Dados como
Estratégia
03
EMPRESA A
CLIENTES EMPRESA B
Dados
CLIENTES
EMPRESA C
RECOMENDAÇÕES
TERCEIROS
MÍDIA SOCIAL
CLIENTES

10. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
10
SurgindoEmpresascomNovosModelosdeNegócio
DISRUPÇÃO
DIGITAL
O QUE TODAS AS EMPRESAS ACIMA TEM EM COMUM?
Leve em ativos
Ricos em Dados
Baseada em plataforma
Focada no cliente
Elas são

11. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
11
ECurvasExponenciais
Tempo Para Atingir 50 Milhões De UsuáriosANOS
38
ANOS
13
ANOS
4
ANOS
3
ANOS
1
MESES
9
DIAS
35

12. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
12
4. A Estratégia
de Transformação Digital
2. Desafios de Hoje
3. Desafios de
Amanhã
1. Por que Agora?

13. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
13
ComoasEmpresasestãoseTransformando?
29% das organizações completou um programa de transformação
nos últimos 2 anos.
38% inicia uma transformação em sua organização focando
numa função específica.
19% acreditam que são altamente capazes de desenvolver uma estratégia
de transformação baseada numa análise sólida do seu negócio atual

14. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
14
OndeasEmpresasEstãoFalhando?
Dizem que suas organizações não são altamente capazes de
executar um plano de implementação para construir e operacionalizar
um novo modelo operacional.
admitiram que suas métricas de
performance não são alinhadas com o
objetivo de transformação
As transformações que
começam com uma
tecnologia específica (e não
com objetivos estratégicos)
são DUAS vezes mais
prováveis de falhar.

15. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
15
4. A Estratégia
de Transformação Digital
2. Desafios de Hoje
3. Desafios de
Amanhã
1. Por que Agora?

16. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
16
NovaCadeiadeValor

17. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
17
MigrandodaGeneralização
Bancos
Provedores de
todos os
serviços
Apenas 7% dos
produtos bancários são
ofertados digitalmente
de ponta-a-ponta.
Bancos
Comerciais
Investimento
Corretoras
Bancos de
Consumo
Seguros
Transferência
de Recursos
Family Offices
Gerando
oportunidade de
Nichos de Mercado

18. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
18
ParaaEspecializaçãoemcadaNichodoMercado

19. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
19
LiçõesdasStartups
Pensar Digitalmente
‘Customer Centricity’ na Prática
Trabalhar Digitalmente
• Acompanhar o que a tecnologia pode fazer e integrar isso na
vida das pessoas para prover a melhor possível experiência
para seus clientes
• Sem sistematicamente conectar com seus clientes e
desenhar tudo em função deles tudo é teoria:
• Testes com usuários semanais
• Processos desenhados baseados em ‘personas’ que
evoluem constantemente
• NPS a cada ponto do Lifecylce do cliente
• Equipe interdepartamental assegurando integração de
experiência
Método Lean Start Up
• Há coisas que simplesmente máquinas fazem melhor
- Fazer dados fluir
- Analisar dados
• Startups estão nascendo puramente digitais
• Minimum Viable Product
• Interações aceleradas
• Abandono do modelo de plano rígido
Assumir Riscos como Organização
• Grandes Organizações não gostam de assumir riscos
• Como criar agilidade para poder errar pequeno e barato?
Assumir Riscos No Nível Pessoal
• A razão pela qual grandes organizações não gostam de correr
riscos é porque não faz sentido para os indivíduos por trás dela
• Cultura ‘Safe to Fail’
• Encorajar ´Intrapreneurship’

20. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
20
BarreirasCulturaisàTransformaçãoDigital
As organizações não têm uma visão clara de estratégia digital
“O perigo para as organizações não é cair no
desuso, como vivido por agências de viagens ou
Kodak. O perigo é que modelos de negócio
inovadores tomem pedaços de cada parte dos
portfólios de produtos — roubando seus melhores
clientes e forçando redução de taxas”
• Redesenho do ciclo de
desenvolvimento de produto
• Inovação Contínua baseada na
evolução das necessidades dos
clientes
• Uso constante de Data Analytics
01
Sua cultura não é adequada para mudança rápida02
As organizações são relutantes para abraçar projetos disruptivos03
As organizações não conseguem recrutar / retendo talentos tecnológicos04
Falta de clareza sobre oportunidades de Fintech para perseguir05
Mudança Cultural

21. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
21
4. A Estratégia
de Transformação Digital
2. Desafios de Hoje
3. Desafios de
Amanhã
1. Por que Agora?

22. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
22
EstratégiasparaTransformaçãoDigital
Diferenciação em
UX
Segurança
Comportamental
Alta
Personalização
Pagamentos
Seguros
Crowdsourcing
Design com foco
Mobile
Open Innovation
Parcerias de
Distribuição
Aconselhamento
Móvel
Comparação
Social
Gamificação
Minimum Viable
Offer
Serviço ao
Cliente Social
Produtos e Serviços
com Realidade
Aumentada
Serviço ao
Cliente Digital

23. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
23
FrameworkparaTransformaçãoDigital

24. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
24
ModeloPlataformaeEfeitosdeRede
Foco no Produto
Customização limitada
Unidade de Valor
determinada pela
empresa
Sem Interação entre
participantes
Modelo Tradicional (Pipeline)
Modelo Plataforma
Foco no Valor
Alta Customização
Unidade de Valor
determinada pela
necessidade do
cliente
Interação entre
participantes e
geração de valor

25. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
25
Ecossistemas

26. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
26
EmpresasprecisamsetornarAmbidestras
Futuro
Atual
ValorOfertado/
Comofazer?
Modelo de Oferta/
O que fazer?
Atual Futuro
Core
Transformação A
Transformação B

27. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
27
CompetênciasdeInovação

28. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
28
JornadadaTransformaçãoDigital

29. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other
member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Oliver Cunningham
Sócio
Head de Transformation
Serviços Financeiros
KPMG, Brasil
+55 11 3940 3115
+55 11 3940 1812
oecunningham@kpmg.com.br