Facing the Future of Banking Web 2.0 Complete.ppt

© Copyright IBM Corporation 2008
IBM Global Business Services
Daniel Song and Chris Crummey
June 25, 2008
Facing the Future of Banking:
Employ Social Networking to Enhance the
Customer Experience

Banking e-Commerce: What’s Next 2008
Strategy & Change
2
Agenda
How to get started
 Current and Evolving expectations of Customer Segments
 Behavioral Changes expected within customer segments through 2015
 New ways to court the evolving needs of customer segments
 How competition is meeting the needs of the banking consumers
Take a new look at
customer segments
Get a handle on “Web
2.0” and what
opportunities this
presents
 New ways of interacting with your customers
 Heightened expectations for how you interact across multiple channels
 Collaboration and social networks opening up new sources of value
 Web 2.0 Marketplace
 Business Value and Cultural Changes
 IBM’s Web 2.0 Offerings for the Enterprise
 IBM’s Innovation Pipeline
 Summary

Strategy & Change
3
Computing has become increasingly pervasive across all aspects
of a consumers’ life, significantly changing their relationships with
financial services firms
 Today’s customers are more savvy and have heightened expectations for how they
interact with you and their accounts through a variety of touchpoints
 Widespread broadband connectivity and pervasive computing are resetting
expectations and introducing new opportunities to financial services firms
 Old notion of “channel” is being replaced by more fluid customer “touchpoint”
relationship model, supported by the growth in the number and use of mobile digital
devices
 Ubiquitous presence and use of social networking and other Web 2.0 and
collaborative technologies present unique opportunities for financial services firms to
capture business value

Strategy & Change
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What’s changed: key trends supporting the growth in innovative
technologies
 People are ever more
connected and will have greater
expectations for the depth and
breadth of interactivity
 iPod, cell phones, iPhone,
kiosk, and a number of other
touch points enable people to
conduct business transactions
with companies anywhere and
anytime they want
 According to CEA, 72% of
adults in the U.S. have access
to a broadband connection, and
more than half of households in
the U.S. have broadband
subscriptions
 Expanded presence of
broadband communication
technologies, e.g., Hotspots,
Aircards, is revolutionizing how
customers communicate and
transact with financial services
firms
 Rich Internet Applications (RIAs) make it possible to view – but also interact
with – multimedia modules as people learn about products
 Easy, secure, single sign-on to multiple web front ends any place, any time,
enhances user experience, supports B2B, B2C, and B2B portals
 Electronic data capture technologies and digital signature (voice
authentication / electronic / biometric) enable e-application
 Advances in digital and wireless technologies contribute to the upswing in
digital payments (including biometric)
 Improves interactivity and
engages users
 Social Networking capabilities
can aggregate content to
subscribe and share for groups
with a focus interest
 More and more companies
have an increased focus on
innovation through internal
networks and external
partnerships/collaborations
 Demand for innovation and
growth drives Web 2.0 adoption
Broadband &
Pervasive
Touchpoints
Web 2.0 & Social
Networking /
Collaboration
Enabling
Technologies
*RIA: Rich Internet Application; HCI: Human-Computer Interaction

Strategy & Change
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Web 2.0 technologies are increasingly being integrated into
financial service offerings to provide a significantly more
personalized and richer user experience
Rich Internet Applications
 Improves interactivity and
engages users
 Dynamically updates data
 Enhances analysis capabilities
Examples:
 Fidelity myPlan
 Endeca
 Bullpoo.com
Social Networking
 Improves personalization
 Leverages communities to
provide targeted advice
 Enables knowledge sharing
Examples:
 Bullpoo.com
 NetworthIQ.com
 Wesabe.com
 Geezeo.com
Tagging & Ranking
 Automatically pulls related
advice content
 Enables knowledge sharing
 Improves content searching
 Surfaces most popular content
Examples:
 Wesabe.com
 Geezeo.com
Web 2.0 technologies are finding a wide adoption
outside of financial services, and many FS firms
are now determining the right application of these
technologies for their specific needs

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Web 2.0 is progressing into the mainstream (1 of 2)
0% 10% 20% 30% 40% 50%
Blogs, Wikis
RSS
Innovation
solicitation
Online
communities
Mash-ups
Use now Plan to use
Partnering with customers
 60% of large companies (plan to) invite
customers to contribute content that explains,
supports, promotes or enhances their products.
 47% of companies (plan to) treat customers as
co-developers of products that they constantly
improve in a continual “beta” testing phase.
 58% say that their use of the web to partner
with customers will impact on some or all parts
of their business
Source: Serious business, Web 2.0 goes corporate, Economist Intelligence Unit survey, January 2007
How early adopters are using Web 2.0
(percentage of respondents)
Smith Barney e-mails clients about
investment opportunities and is now
considering using RSS so customers can
select information they want delivered:
fluctuations in rates, new products/services
Case

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Web 2.0 is progressing into the mainstream (2 of 2)
0% 10% 20% 30% 40% 50% 60%
Risk
Legal
Procurement
HR
Finance
SCM
R&D
Other mng
Operations
Strategy
IT
Research
Customer service
Marketing/Sales
Where Web 2.0 will be applied
Investing in online communities
 71% are already using or plan to use
online communities for marketing, product
development
 65% are using blogs or wikis to initiate
converstaions either inside or outside the
company
Citigroup and ING have started using
wikis for knowledge management
where processes need to be followed or
in large projects where there is lots of
terminology
Case

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Among other benefits, Web 2.0 is expected to reduce costs and
increase revenues
0% 10% 20% 30% 40%
0%
10%
20%
30%
40%
Acquiring new customers
Customer service/support
Product/service innovation
Marketing/advertising/
public relations
Customer retention
Account management
Online sales
Service delivery
Logistics and distribution
In-person sales
Increasing revenue impact of Web 2.0
Reducing cost impact of Web 2.0
N=406

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Early adopters - Blogging
Jacques Kemp, CEO, ING
Asia/Pacific: “I also hope that the
‘interactivity’ this site allows will give
you a chance to express your opinions.”
Wells Fargo: "We’re here to start a
conversation with you"
RBC: The Innovator Blog is your
inside source for advice and
guidance on the RBC Next Great
Innovator Challenge
Blogs are an excellent venue for
sharing information and creating
connections. Companies that want to
improve innovation within their own
enterprise are discovering the value of
deploying a blog server internally

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Early adopters - Podcasts
Wells Fargo: "Listen to Wells Fargo
financial insights, Whenever, wherever
you want”
UMB and BMO Podcasts: The Ins and Outs of Retirement
Plans, Credit Ratings and Scores, Basics of a Home Equity Line,
Investing in Your Twenties, The Car Buying Experience
Firms could greatly improve customer
advocacy by providing podcasts that
enable a customer to subscribe to
content and listen to it or view it
whenever it is convenient
Wachovia: Wachovia customers,
prospects and visitors to the site can
access and subscribe to a weekly
economic podcast at no charge

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Early adopters - RSS
Fidelity:
 Audio and video recordings that can be delivered
via XML/RSS
 MP3’s and/or video formats (wmv, mov, etc.)
 10% of US consumers use podcasts and a steady
increase is expected
American Express offers four different types of feeds for
six types of readers: Google, MyYahoo, MyAOL, Bloglines,
Pluck, Newsgator
Vanguard provides RSS feeds
to MyYahoo & Blogline
Atom and RSS enable customers to
subscribe to content instead of visiting
a site to acquire it . Firms should
develop capabilities to capitalize on
the fundamental shift in how customers
receive information

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Early adopters - RIA
Fidelity uses RIA’s in its myPlan Snapshot
where a user can change the time, money or
investment dial to project assets based on an
average or poorly performing market
Endeca Latitude lets non-technical business users
access, discover, and analyze business data with one
set of tools—without needing to involve the IT
department for custom queries and reports
T Rowe Price are equipping plan
administrators with collaborative
resources to facilitate a more
interactive and communal experience
Ability to slice and
dice data
users can dig into and
explore data from
across the enterprise –
Firms should leverage Rich internet
applications (RIA) design to provide an
engaging, interactive user experience
to meet increasing customer
expectations

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Early adopters – Social Networking
Windsor's Motor City Community Credit Union is among
the Canadian organizations with a profile on MySpace. “It's a great
channel, it's very cost-efficient.” - Mike Quinlan, marketing director
of the credit union
Wells Fargo: Created a social networking
site on myspace.com
HSBC YourPointOfView.com: HSBC is interested in
individual differences. To demonstrate the point, this unique
site provides a way to observe, investigate and interact with
the opinions held by people around the world
Firms could leverage social networking
to build a strong brand, expand
customer base, increase market
differentiation, and develop new
business models in an increasingly
competitive environment
TD Canada Trust launched
Split it in Facebook.com - a no-
hassle, budget-sharing tool that
enables you to share bills with
your roommates around the world

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Early adopters – 3D Virtual World
Wells Fargo:
 September 2005 Pilot with Stage Coach Island in Second Life
 November 2006 created Virtual World Stage Coach Island in
Active Worlds
The Royal Bank is putting a big push on attracting new
immigrants as customers. The bank has already created a
Cantonese avatar for its Chinese language website
ABN AMRO
 Opened December 2006
 Purchased 25 islands in Second Life
 Organizing seminars, recruiting new staff
ING
 Opening Virtual Holland: A place where
people can set up a small business, build a
new house or design new products either
on your own or together Firms should remain agile by
responding to emerging business
models, particularly in an increasingly
volatile business environment
characterized by innovation and
intense competition

Strategy & Change
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Agenda
How to get started
 Current Characteristics of Customer Segments
Take a new look at
customer segments
2.0” and what
opportunities this
presents
 Summary

Strategy & Change
16
Characteristics of customer segments today provide insight
into future expectations and un-met service needs
Bank Customers of Today
Note: Percent of population and percent of total assets controlled are represented only for people 18 and older
Source: Forrester Research, 2004; IBM Institute for Business Value
Gen Yers
(18-28)
Gen Xers
(29-39)
Boomers
(40-57)
Seniors
(58+)
10% of population
5% of assets
20% of population
16% of assets
40% of population
39% of assets
30% of population
41% of assets
 Highly tech-savvy;
most prevalent online
users
 Individualistic, fickle
 Shop around, price
sensitive
 Need validation
 Generally tech-savvy
 Entrepreneurial
 Researchers, shop
around
 Not averse to debt
 Greatest portion of
mass-affluent
 Not inclined to use a
single provider
 Moderate users of
online banking; data
security, privacy key
 Price sensitive
 Need assistance
researching,
purchasing
 Bombarded with
ineffective offers
 Not getting the help
they need
 Research online, but
find educational
material poor
 No single, preferred
provider
 Beginning to seek
greater online
access, functionality
 Moderately loyal
 High expectations
for cross-channel
experience not being
met
 Heavy use of branch
and call center for
assistance and
validation
 Few additional
purchases, but also
least skeptical of
bank-provided info
Who Are
They?
Value Today
Current
Relationship
with Banks
Towards
2015

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Banks will have to alter how they serve these segments in the
future in light of varying degrees of behavioral changes
Bank Customers in 2015: Behavioral Changes
How Will
They Bank?
Value in 2015
How Will
Banks Court
Future
Customers?
Gen Zers
(18-27)
Gen Yers
(28-38)
Gen Xers
(39-49)
Boomers
(50-67)
Seniors
(68+)
15% of population
5% of assets
20% of population
10% of assets
15% of population
15% of assets
30% of population
35% of assets
20% of population
35% of assets
 Demonstrating little
loyalty
 Focusing on
consumption, with
minimal savings
 Demanding mobile
banking
 Demanding personal
control but rapid
bank response
 Managing large
number of life events
(moving, marriage,
children) that require
financial decisions
 Focusing on longer-
term goals
 Building significant
wealth via
investments,
educational
savings, retirement
assets
 Becoming
increasingly
conservative
 Focusing on
wealth
preservation,
transfer, retirement
 Using multiple
providers
 Continuing to be
conservative and
price sensitive
 Offer on-line services,
basic products
 Strive to grow with
customers, who are
willing to share info
 Technology
leadership
 Offer consultative,
collaborative approach
to sales, service (incl
online)
 Create bundled,
flexible products
 Lifestyle branding
 Technology leadership
 Offer non-traditional
banking products to
satisfy life stage
needs
 Provide greater
access to onsite and
remote specialists
 Transition
consumers to
preservation-based
products, services
 Enhance multi-
channel delivery
experience, highly
demanded by this
segment
 Enhance
transparency in
customer service
 Offer consultative
approach to sales
 Enhance branding
for security,
advocacy
Behavioral Change to 2015
Radical Gradual
Note: Percent of population and percent of total assets controlled are represented only for people 18 and older
Source: Forrester Research; IBM Institute for Business Value

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Future customer needs require advanced online capabilities around
account management, transaction and payments, and advice
How Will
They Bank?
Value in 2015
How Will
Banks Court
Future
Customers?
 Enhance
transparency in
customer service
approach to sales
for security,
advocacy
 Transition
consumers to
preservation-based
products, services
 Enhance multi-
channel delivery
experience, highly
demanded by this
segment
banking products to
satisfy life stage
needs
 Provide greater
remote specialists
online)
 Create bundled,
flexible products
basic products
customers, who are
 Technology
leadership
 Using multiple
providers
conservative and
price sensitive
 Becoming
increasingly
conservative
 Focusing on
wealth
preservation,
term goals
wealth via
investments,
educational
savings, retirement
assets
control but rapid
bank response
 Managing large
(moving, marriage,
financial decisions
loyalty
 Focusing on
consumption, with
minimal savings
banking
20% of population
35% of assets
30% of population
35% of assets
15% of population
15% of assets
20% of population
10% of assets
15% of population
5% of assets
Seniors
(68+)
Boomers
(50-67)
Gen Xers
(39-49)
Gen Yers
(28-38)
Gen Zers
(18-27)
Radical Gradual
How Will
They Bank?
Value in 2015
How Will
Banks Court
Future
Customers?
 Enhance
transparency in
customer service
approach to sales
for security,
advocacy
 Transition
consumers to
preservation-based
products, services
 Enhance multi-
channel delivery
experience, highly
demanded by this
segment
banking products to
satisfy life stage
needs
 Provide greater
remote specialists
online)
 Create bundled,
flexible products
basic products
customers, who are
 Technology
leadership
 Using multiple
providers
conservative and
price sensitive
 Becoming
increasingly
conservative
 Focusing on
wealth
preservation,
term goals
wealth via
investments,
educational
savings, retirement
assets
control but rapid
bank response
 Managing large
(moving, marriage,
financial decisions
loyalty
 Focusing on
consumption, with
minimal savings
banking
20% of population
35% of assets
30% of population
35% of assets
15% of population
15% of assets
20% of population
10% of assets
15% of population
5% of assets
Seniors
(68+)
Boomers
(50-67)
Gen Xers
(39-49)
Gen Yers
(28-38)
Gen Zers
(18-27)
Radical Gradual
Future Customer
Needs
Strategic Bank Response
Account
management (360o
view of customer/
household)
Account and Relationship Management
 Reduce customer frustration/improve customer satisfaction
 Promote customer self-service
 Promote customer stickiness by offering personalized portal service
 Promote systems and channel integration to support customer focus
 Promote synergies and increase efficiencies across channels
 Deepen existing customer relationships
More personal
control, rapid bank
response, and
mobile banking
Transaction and Payments
 Accelerate transaction processing times and decrease costs
 Respond to changing customer demands
 Increase customer self-service of complex products (e.g. trading
options)
Short and Long-term
financial planning
Online Advice
Educate customers and support decision making
Effort based online advice offering
Free access to more sophisticated advice tools
Integrate advice into transaction processes
Educate customers and support decision making

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Customer Segments:
They make financial
decisions on their own
Have the motivation and
confidence to research and
make financial decisions
without the help of an
advisor.
They are the most savvy of
the four types of financial
consumer
Self-Directed
Source: Forrester, Segmenting Financial Consumers, January 13, 2006; IBM Institute for Business Value Analysis
Validators Delegators Avoiders
Delegators look for
someone else to make
financial decisions for them
Delegators are often bored
or confused by financial
services
They like to talk to
people when dealing with
their finances
Validators seek help
and reassurance
managing their finances
Validators take an
interest in their
finances and
understand most
financial products
69% say that they keep
careful track of their
finances
Avoiders are either
indifferent to financial
services or actively
dislike the subject
Unlike Delegators, most
Avoiders distrust both
financial firms and
financial advisors, so
they don’t seek advice
Their finances appear to
be in the worst state

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Many financial institutions have already adopted online
functionalities to support the needs of the future customer
Account Relationship
Management
Ability to view all online accounts
View all accounts within a single
household
Seamless channel transitions
Multi-channel service
Aggregated view of all online accounts
Transactions and Payments
Ability to transact or take action
directly from account summary
information
Advanced transaction search
capability by sorting
Transfer funds to and from all
internal, external and international
accounts (including wire transfers)
Ability to make secure mobile
payments
Online payments by using
temporary account
Specialized online chat functionality to
support customer service and sales
Online click-to-callback capability
Contact advisor or manager (email or
contact information) directly from
authenticated user site
Consistent authorization process across
channels (VRU, ATM, branch, online)
Automated pop up box with chat/phone
Transactions can be initiated and
completed across channels seamlessly
Leading Practices for Online Functionalities
Online Advice
Leading
Practices
(Functionalities)
Samples
Strategic
Focus

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Competitive Example: Optimize Account Functionality
www.bankofamerica.com
Key Features:
 An aggregated view of accounts at Bank of
America and other institutions, including:
 Fidelity
 Vanguard
 American Express
 Google Mail
 Marriott Rewards
 Once logged-in, customers can view
information and produce charts across all
aggregated accounts
Insights:
 Bank of America establishes a single source of
information by providing a single point of
access
 Customers are incented to become more
frequent users of the Web site, giving Bank of
America an engaged and sticky marketing
audience
 My Portfolio improves the overall online
banking experience by allowing access to a
broad range of peripheral accounts
Account Aggregation: My Portfolio by Bank of America aggregates a
variety of accounts from multiple financial services providers
Account Management

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www.wachovia.com
Key Features:
 One login to access account balances and
transact across both Wachovia and non-
Wachovia accounts
 Provides online, user-initiated funds transfer
of between Wachovia accounts (including
between savings and checking to/from
brokerage accounts (Fig. 1)
 Consolidates information from checking,
savings, money market, investment, credit
and frequent flyer accounts
 Customer service tab enables single
repository for self-service access to client
profile information
Insights:
 Data systems integrate with several back-end
systems to provide a comprehensive “Front
Page” view of each customer relationship
 Single sign on to aggregated accounts
provides convenience and flexibility to clients
Transfers Funds: Wachovia’s “One Stop” provides users with a single
sign-on to access and transfer funds between all internal accounts
Competitive Example: Optimize User Experience
1
Transaction and Payments

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Seamless Channel Transitions: E*TRADE Financial offers
assistance to customers through proactive chat invitations and a choice
of interaction channels
www.etrade.com
Key Features:
 E*TRADE’S chat invitations are
displayed based on business rules
and the time a user spends on a
given screen (Fig. 1)
 A phone number and a link to live
chat are offered throughout the site
(Fig. 2)
 If a user declines the chat
invitation, E*TRADE provides
direct contact information for a
Mortgage Advisor, with the ability
to have the contact information
sent via e-mail (Fig. 3)
Insights:
 Offering multiple methods of
contact caters to many different
types of users
 Chat invitations proactively offer
assistance to prospective
customers which leads to customer
acquisition and increased
customer satisfaction
 Providing direct contact information
for a Mortgage Advisor is
convenient for users and
establishes a sense of trust and
customer advocacy
1
2
3
Online Advice

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Multi-Channel Service: Fidelity is the leader in multi-channel
offerings, by offering the most channel choices and the most advanced
customer service technology
Significant Features
 Out of all competitors analyzed, Fidelity is the
only firm to offer online chat
 To provide efficient customer service,
users are asked whether they are a client
or visitor at initial chat inquiry
 Clients are then asked to login, which
enables the chat representative to access
account details
Online Advice

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Proactive advice offerings, such as Financial Engines, integrates
personal information into its advice offering to provide more
personalized and meaningful recommendations
 Financial Engines enables users to add
additional account information to improve the
accuracy of their retirement forecast
 Clients can make easy updates to their
retirement strategy by moving sliders on key
decision variables
 Clients can immediately see the impact of their
updates through side by side comparison of
results
 Clients can view their retirement forecast under
three different market performance scenarios
(poor, average and excellent market performance)

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BullPoo.com is a personalized investment tool that focuses on
communities and blogs to enable users to collaborate and share
investment ideas
 Bullpoo.com encourages the collaboration
and sharing of investment ideas by enabling
users to create and share blogs
 Discussions can be started by leaving
comments on blog entries
 Users can find common topics of interest
by searching keywords or tags (users like
to use stock tickers)
 Users can track and compare their
investment performance with others through
Bullpoo.com’s My Personal Portfolio tool
 Users can create a portfolio and track
gains and losses
 Users can also download their portfolio
information into excel or as a CSV file
 Users can enter rank their portfolio to see
how it performs against other user
portfolios

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Wesabe.com is a financial account tracker that utilizes tagging to
deliver tips and advice to users who share common financial goals
 Wesabe.com helps users achieve their
financial objectives by delivering tips and
advice from other users who share a common
goals
 Users can create goals or join one that
has already been created
 Users automatically receive tips and advice
based on the tags or keywords associated
with their transactions

Strategy & Change
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28
Agenda
How to get started
 Current Characteristics of Customer Segments
Take a new look at
customer segments
2.0” and what
opportunities this
presents
 Summary

Strategy & Change
29
Web 1.0 Web 2.0
•Data to People
•User Experience
•Social Networking
•Sharing
•Trust, Reputation
•End User Contribution
•More it used more value

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30
Web 2.0 & IBM Strategy
Technology
Web 2.0
Sites
Techniques
“Services”
RSS
AJAX
Atom
XML
REST
PHP Flex
Mashups
Tagging
Tag Clouds
Folksonomy
Blogging
wikis
Microformats
Semantic Tagging

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What is driving this at IBM???

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Wisdom of the Crowds
http://www.flickr.com/photos/kewlio/102295714/

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Sharing & Collaboration - Organically
http://www.flickr.com/photos/monas_fotoalbum/214995019/

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End User Created Content
http://www.flickr.com/photos/bluemarla/229631339/

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Consumer driven content
vs.
vs.

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40

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Knowledge Trail (Digital)
http://www.flickr.com/photos/dvirreznik/2592601447/

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Experts vs Natural Champions
http://www.nba.com/media/celtics/wallpaper_finals2008_banner17_1024768.jpg
http://www.flickr.com/photos/summitcheese/197359430

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43
Cultural Shift – Self Help – Why do people share?
http://www.flickr.com/photos/jwlphotography/2186365129/
How to make a
mess and blame it
on your sister for
Dummies
Avoiding Blame for
Dummies

Strategy & Change
44
Search vs Discovery
http://www.flickr.com/photos/nachosan/638127/

Strategy & Change
45
Knowledge Accidents
http://www.flickr.com/photos/hobbes187/2183271006/

Strategy & Change
46

Strategy & Change
47

Strategy & Change
48
Value of Lotus Connections
 Create dynamic
networks to work
together
 Remove the barriers
between you, your
colleagues,.
 Uncover and gain
advantage from the
people in your
organization
 Easily find the people
you need to help you
get your job done
48
Employees IT Managers Executives
 Help people work
smarter and deliver
results by connecting
communities of people
and knowledge
 Help improve the
speed of execution in
your organization
 Help protect valuable
intellectual property
and capital.
 Stay connected to the
"pulse" of your
organization
 Uncover and gain
advantage from
everyone in the
company
 Provide employees with
a way to share their
unique opinions,
talents, and expertise
 Drive growth by
empowering vibrant
communities of people
 Close the "feedback
loop" between
customers

Strategy & Change
49
Product and Integration Strategy – Three Tier
Search
1. Out of the Box – 6
Services
2. Integration to
productivity tools
3. Integration into
Tier 3 type
applications and
services
INCREASE ADOPTION RATE

Strategy & Change
50
•Corporate “Facebook”
•Automatically Generated
•Reporting Structure
•Colleagues
•Recent Posts
•Contact Information
•Tag Cloud
•Links

Strategy & Change
51
•Shared Bookmarks (Any
URL)
•Find Related People
•Watch Who, What is
important to you
•Tag Cloud to see expertise
•Leave Knowledge Trail

Strategy & Change
52
52
•Communication vehicle for
people of similar interests
•Provide key collaboration
services
•Single place for membership
– Drives other applications
•Integration with IBM’s
Advanced Real Time
Technology

Strategy & Change
53
•Powerful tool to provide a
voice for Experts and Natural
Champions
•Rate , rank and share
content

Strategy & Change
54
54
•Fits between e-mail and
teamspaces
•Do not use your inbox for
everything
•Process vs tool focused

Strategy & Change
55
Profiles and Business Card
•Pivot off of person
•Hover your mouse Business
Card
•Integrate into any place that
has HTML
•Out of the box integration
with:
•MS Office / MS Outlook
•Lotus Notes
•Lotus Sametime
•Lotus Quickr

Strategy & Change
56
RSS Feeds
Integration

Strategy & Change
57
Integration into
Portal to look up
Employees
Integration into
Portal to see what
my “Inner circle” is
sharing

Strategy & Change
58
Integration into Portal Search
•Integrated Search Results
•Experts - “Lotus Atlas”
•Blue area = Created by
Employees = Social Value
•Web Hits at the bottom left
•Tabs at top to focus search

Strategy & Change
59
59
•Solution on top of Lotus
Connections
•Lotus Atlas (Internal Small
Blue)
•Expertise Location
visualization
•Personal visualization

Strategy & Change
60
Social Software on Blackberry

Strategy & Change
61
Financial Institution Customer Examples
61
Benefits / ROI Example
Faster creation and communication of
critical ad-hoc research by company
analysts
Decrease Costs
Decrease Time to Communicate
Increased Revenue
Reduced Risk
A financial services firm increases
access to critical research from
financial analysts by using
communities, social bookmarking, and
activities to share immediate market
insights and work together on
creating new research analysis
reports more quickly
Faster development of high
performing human resources
Improve Employee Mentoring
Improve Employee Retention
Reduced Project Risk
A global banking firm increases the
quality and depth of their
industry/geography/product based
financial analysts by connecting
online their senior and junior

Strategy & Change
62
Driving Innovation at IBM

Strategy & Change
63
Summary
 URL to Lotus Connections
– http://www-306.ibm.com/software/lotus/products/connections/
– Blogs, YouTube Videos, Articles, etc.
 Test Drive this on Lotus Greenhouse
– http://www-306.ibm.com/software/lotus/news/greenhouse.html
 Lotus Atlas – Software Services
– http://www-306.ibm.com/software/lotus/services/socialsoftware.html

Strategy & Change
64
Thank You

Facing the Future of Banking Web 2.0 Complete.ppt

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