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From transaction to relationCatrin Fransson, Head of Retail© Swedbank
Retail – PrerequisitesStrong macro expected to drive earnings     g         p                     g                       ...
RetailCommission income increasingly important                           gy pSEKm5 000                                    ...
RetailEmpowering frontline by enhanced steering model  p      g            y                 g Key performance indicators ...
RetailMarket leader in most segments                        gPrivate customers                                            ...
RetailFrom transaction to relation                       Increase income                       – structured way           ...
RetailIncreased customer satisfaction and profitability through service concepts                                    p     ...
RetailFocused segments for future growth          g                 g                                                     ...
Retail – Channel strategySimplifying day-to-day banking activities   p y g y           y       g                          ...
RetailCompetence & Staffing a key possibility and challenge   p                g     yp          y            g           ...
RetailMore efficient processes               p                                                                            ...
RetailSummary      y          12
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Swedbank CMD Catrin Fransson

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From transaction to relation, Catrin Fransson, Head of Retail

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Swedbank CMD Catrin Fransson

  1. 1. From transaction to relationCatrin Fransson, Head of Retail© Swedbank
  2. 2. Retail – PrerequisitesStrong macro expected to drive earnings g p g • Swedish economy strong • Continued interest rate hikes from the Macroeconomics Riksbank expected (started 2010) • Weak corporate lending but strong private mortgage demand • Expenses expected to remain stable Stable financials through crisis • Core funding ratio at present levels or lower • Modest balance sheet growth • Re-pricing or replacing low yielding assets Excellent credit quality q y • Focus on return rather than balance sheet growth 2
  3. 3. RetailCommission income increasingly important gy pSEKm5 000 NII Re-pricing or replacing low yielding assets – modest growth4 000 Corporate C t3 000 Private NCI Service concepts support net2 000 commission income growth1 000 through higher product penetration penetration, especially in savings & investments 0 Total NCI Savings & Investments Payments Other Largest contributors Share of Change to NCI NCI 2010 Asset management 47% 9% Payments 38% 2% Insurance 5% 17% Brokerage 3% neg 3
  4. 4. RetailEmpowering frontline by enhanced steering model p g y g Key performance indicators (KPI) Changes from earlier: Profitability P&L, Balance sheet Income change • Empowering the frontline Cost/income ratio – Full balance sheet responsibility at b ibilit t branch l h level l Credit impairments RAROC • Minimise KPI´s from 26 to 6 Loan/Deposit ratio • Strong local connection Sales activities Prioritised products Fokus** Fokus – Tool for performance management 4
  5. 5. RetailMarket leader in most segments gPrivate customers Corporate customers Segment Customer Market Market Share of Segment Customer Market Market Share of base position share* revenue base position share revenue Private 19 000 1 21% 5% Public 230 1 55% 3% Banking Sector Affluent 514 000 1 30% 39% Midcorp 1 200 4 9% 4% Emerging 340 000 1 32% 15% SME 10 170 2 19% 15% Affluent Retail 355 000 1 40% 20% SSE 40 400 1 30% 14% Mortgage Retail 2 274 000 1 46% 19% Micro 168 000 1 30% 40% Youth & 538 000 1 n/a 2% Forestry & 31 200 1 60% 11% children agriculture Associations 71 000 1 30% 13%• Potential in more structural approach to existing customer base• Profitability varies significantly between different segments for private• Potential in corporate segments where relative market share is low*Source: E- indicator 5
  6. 6. RetailFrom transaction to relation Increase income – structured way to manage customer b t base More Channel efficient strategy t t processes Competence and staffing 6
  7. 7. RetailIncreased customer satisfaction and profitability through service concepts p y g p Increase income – structured way to manage customer base More Channel efficient strategy processes Compe Compe- tence andCustomer base in segments: staffing Private Banking Service No. of Pot.client Profitability Loyalty Product Affluent concepts clients base change change change Emerging affluent E i ffl Private 8 000 19 000 n/a +8 n/a Banking Retail with housing loans Premium 6 304 525 000 ~ 5-10% +9 + 2,1 Retail with salary account Retail other Nyckelkund N k lk d 13 129 330 000 ~ 5 10% 5-10% +6 +13 1,3 Mer Low volume customers Nyckelkund 208 305 1 550 000 ~ 5-10% +6 + 2,0 Youth (age < 18) Customer with service concept Customer with card and Internet Bank • Ambition to have half of total Others customer base in service concepts • Current run rate ~25 000 new service concept customers a month 7
  8. 8. RetailFocused segments for future growth g g Increase income – structured way to manage customer base More Channel efficient strategy processes Compe Compe- tence and staffing • New launch 2010 Private Banking ate a g – segmentation, recruitments, improved g , , p offering • AuM increased by SEK 15bn in 2010 • Launch of Premium 2010 Affluent • Potential to increase AuM • S i concepts enable reallocation of Service t bl ll ti f SME resources • New corporate contact center • Repricing • Grow with existing contacts Midcorp • Aiming for 20% of new deals • Increased RAROC • 50 new Midcorp customers 2010 8
  9. 9. Retail – Channel strategySimplifying day-to-day banking activities p y g y y g Increase income – structured way to manage customers More Channel base efficient strategy processes Compe Compe- tence and Self service Personal service staffing Telephone Telephone Branches Web log ins Banking Banking Improve customers’ experience 340 + 24 million 5.2 5 2 million 200 000 in all channels 256* per month per month per month No 1 No 1 No 1-2 No 1-2 • Internet – increased business capabilities Million customers 4 • Mobile – payment services 3 • Telephone – further develop p p advising service for affluent and 2 Internet Bank corporate customers Mobile Bank 1 • B Branch offices – more fl ibl h ffi flexible 0 fleet of branch offices with lower 2006 2007 2008 2009 2010 fixed cost* Savings banks branches 9
  10. 10. RetailCompetence & Staffing a key possibility and challenge p g yp y g Increase income – structured way to manage customer base More Channel efficient strategy processes Compe Compe- tence and staffingNumber of employees • Staffing according to customer7 000 base in all branches6 000 • Optimise allocation of resources5 000 • Competence change, competence development and4 000 generation shift ti hift3 000 • Leadership – branch office head 2005 2006 2007 2008 2009 2010 in partly new role 10
  11. 11. RetailMore efficient processes p IncreaseAverage cash balance income – structured way to manage(in ATMs, instorage and in transit) Channel customer base More efficient strategy processesSEKbn Compe Compe-3.5 tence and3.5 staffing3.03.0 Free up time through:2.52.5 • More efficient processes2.02.0 – Take out more than 200 0001.51.5 hours annually from lending process1.01.0 – Reduce cash handling –0.50.5 annual costs of SEK 1bn0.0000.000 2007 2008 2009 2010 Monthly average Annual average 11
  12. 12. RetailSummary y 12

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