The document discusses the digital transformation of banking and key challenges banks face. It notes that identifying customer needs through analytical functions, innovating banking business through new technologies and channels, and industrializing processes while individualizing are important. FinTech startups are gaining significance with innovative business models. The usage and interlinking of channels is essential for an integrated customer experience. Rapid reaction and adaptation of product cycles to changing customer needs and regulations is a challenge for banks. Digital transformation and the future of banking was the topic of discussion at a PwC Austria event.

1. Kundenbedarf durch
analytische Funktionen
identifizieren
Schwenk in Richtung neuer
Technologien, Channels und
Wegen zum Kunden
Industrialisierung der
Prozesse bei gleichzeitiger
Individualisierung
Innovationen im
Bankgeschäft
überlebens-
notwendig
Nutzung und
Verschränkung der Kanäle
als Voraussetzung für ein
integriertes Kundenerlebnis
FinTech Startups gewinnen mit
innovativen Geschäftsmodellen
an Bedeutung
Plattform
Digitale Transformation und Zukunft des
Bankings
21. April 2015 bei PwC Österreich
Herausforderungen in Banken?
Rasche Reaktion und Anpassung der Produktzyklen auf
Änderung der Kundenbedürfnisse und Regulatorien

3. >600m
accounts
Market cap:
389.9bn
1,4bn users
Market cap:
226.5bn
244m users
Market cap:
177.7bn
155m users
Market cap:
72.4bn
332m users
Market cap:
33.2bn
800m
iTunes Acc.
Market cap:
737.4bn
500m
users
Sold for
USD22bn
117m users
Sold for
USD1.5bn
1bn users
Sold for
USD1.7bn 618m users
Market cap:
$231bn
427k FTE
Market cap:
186bn
200m user
Market cap:
17.6bn
500m users
Market cap:
$73bn
>13m users
Market cap:
808.1m
Yandex
95m users
Market cap:
$4.8bn
>300m
users
(Skype)
Market cap:
353.1bn
141K FTE
Market cap:
$32.4bn
Selection of leading technology companies worldwide
3
Global digital ecosystems are on the rise

4. Termine
• ca. 1 Event / Quartal im PwC Office
• 23. Juni, 22. September, 1. Dezember
• Zeitrahmen von 8:30-10:30 Uhr
Agenda
• Diskussion der jüngsten Trends /
Schwerpunktthemen
• Offene Diskussion durch Teilnehmer
(Chancen, Risiken, Entwicklung
möglicher Strategien)
Ziele
• Diskussion von Fokusthemen
• Informeller / bankenübergreifender
Erfahrungsaustausch & Meinungsbildung
Teilnehmer
• Bereich Strategie, (Digitaler) Vertrieb und
(Segment-)Steuerung, Channel
Management, Innovationsmanagement
• Nach Schwerpunkthema:
Servicedienstleister, Gastsprecher,….
Plattform Digitale Transformation und Zukunft des Bankings

5. Vorstellungsrunde
Name
Firma, Funktion
Bezug zu Digital Transformation

6. The breakthrough of new technologies and its impact on existing
business models is still to come
1999-2007:
Increasing digitalization
S
Social
Media
Mobile
Solutions
Analytics
Cloud
Computing
• New partnering-models
• Flexible value chain networks
• Service-orientation
• Convergence of industries
(Consolidation)
• Internet as sales channel
• New digital market places
• Digitalization of products
• Digitalization of processes
From 2007:
Establishment of disruptive
technologies
Tomorrow:
New digital ecosystems
Change of Business Models
&

7. Three Top Tech Players are leading the Top 5001
10
9
8
7
6
5
4
3
2
1 Apple 737,4bn
Google 389,9bn
Exxon Mobil 359,2bn
Berkshire Hathaway 350,1bn
Microsoft 347,5bn
Wells Fargo 281,3bn
Johnson & Johnson 278,4bn
Wal-Mart 266,8bn
China Mobile 261,5bn
General Electric 255,5bn
Market Cap.
The Rise of Digital Ecosystems: Global technology companies creating
digital ecosystems and preparing the disruption of other industries

8. Four important drivers will change banking in Europe
Important drivers affecting product and service distribution
Increasing
competition
Stricter investor
protection rules
Changing
customer
behaviour
Ongoing
digitization
How are customers
behaving and what are
they demanding?
How do new digital business
models increase market share
and why are they successful?
How do banks use
cooperations, partnerships
and insights to transform
their business into digital?
Banks operate in a
regulated market, what
are key points to be
considered for digital?
Banking Industry

9. Digitisation
New business opportunities New user experience
• Business and user insights:
Real time insights inform about what,
when, and how we interact with users
and how we operate
• New value pools and value shifts:
Opportunities for major shifts in value
occur as market structures and
competitive dynamics are permanently
changed
• Productivity: Efficiency and
effectiveness gains from innovation and
automation: processes, tools,
and work routines
• Personalisation and customisation
• Interactive, immersive experiences
• Real-time data and analytics
• Online- and offline integration
• Content as advertising
• Leveraging the crowd
On the innovation curve digitisation triggers new business
opportunities and enables new user experience in digital channels

10. Generally, there are two different business model approaches and
players in the banking industry
"I already have an established digital platform
and a strong online DNA that I would like use in
order to move into new industries and to
generate new revenues."
"I solve a very specific customer problem in the
financial world by profound technological or
procedural changes that offer added value to
customers."
Self-image Self-image
Digital Banking Player
Solution-oriented business model approach
• Pace and flexibility in the
implementation of online
business models & security
due to existing structures
• Being able to set up new
products and services quickly
• Established market position &
online DNA (employees)
• Co-dependencies to scale
products faster (iPhone with
Apple Pay)
• Deep know-how about the
digital customers, their needs,
and digital distribution
channels
Capabilities
Pure Digital Player
Platform-driven business model approach
• Know-how and expertise in the
financial industry and the
challenges
• Specific procedural and
technological solutions
• Pace in the implementation of
ideas and disruptive
innovations
• Agile approach and fast
adaptability
• Strong expertise on digital
target groups and their needs
Capabilities
Banking
Industry

11. PersonalFinanceManagement
Asset&WealthManagement
LendingOperations
PaymentTransactions
Fintechs acting in silosTraditional bank as full service provider
Traditional bank
Personal Finance
Management
Asset & Wealth
Management
Payment
Transactions
Crowd
Funding &
P2P
Lending
Bank Loan
Platform
Crowd
Investing
Online Broker
Investment
Platforms
Mobile Bank
Mobile
Payment
Online
Payment
E-Wallet
Financial
Management
Savings
Management
P2P
Lending
with Bank
Lending
Operations
Digital disruption will hit banks bit by bit – FinTechs are leading the
way

12. A wide range of banks are already partnering, collaborating, or
prototyping with FinTechs

13.  Screening of startups & investors
 Matchmaking between startups
& investors
 Consulting for Intern. Growth &
Scaling
 Assistance in Fundraising & Exits
 Build up of infrastructures for growth through resources and
access
For investors
PwC Accelerator
PwC Accelerator
PwC’s Accelerator International Network

14. Diskussion & Fragen

15. Zukunft des Private Banking?
• Diskussion Herausforderungen im Private Banking
• Digitaler Generationswechsel
• Übergreifende Plattform-Lösungen (live Prototyp)
Compliance im Digitalen Zeitalter?
• Diskussion regulatorischer Herausforderungen
• Sicherstellung der Erfüllung der Compliance-Anforderungen in
digitalen Geschäftsmodellen?
Prozessautomatisierung
• Automatisierungspotenziale im digitalen Zeitalter
• Plattform- und Architekturvoraussetzungen
• Demo Workflow-Systeme
Zukunft der Filiale?
• Anpassung des Filalnetzes an Kundenbedürfnisse
• Filialnetzwerkoptimierung und Filialtypologien
• Integration mit digitalen Vertriebskanälen
Mögliche Fokusthemen für die kommende Plattform am 23. Juni

16. Do you know PwC?
• We have more than 180,000
employees
• Thereof more than 2,000 experts
in the fields of digital
transformation including customer
strategy, multi-access and
analytics/big-data
• We supported many similar
projects with international HVB
peers but also outside financial
services
• We know how to establish trust as
we are the Nr.1 in IT security and
analytics/forensics
• We safeguard the realization of
any digital transformation through
our integrated and agile approach
• We have strong partnerships in
the digital ecosystem
• 150 Experts
• CoE: Digital
Transformati
on
UK
• 1,100 Experts
• Technology
Institute
• Mobile Lab
US
• 90 Experts
• CoE: Retail
Banking
• CoE: Mobile
• CoE: CRM
Germany /
Austria
PwC’s global network:
> 2,000 “digital” experts
PwC global Digital
Transformation Hub
Our team’s expertise
Strategists
Information
Architects
Engineers
Creative
Designers
Technologists
Data Scientists Researchers
Ethnographers
• 75 Experts
• CoE: Digital
Transformati
on
Australia
• 650 Experts
• Delivery &
Innovation
Lab
India,
China
• 80 Experts
EU others
PwC is one of the largest consulting firms in the field of digital
transformation

17. Programme Management
EvolveStrategize
& Assess
Design Construct Implement Operate Review
Günther Seyer
Technology Consulting
T: +43 676 833 77 5118
M: guenther.seyer@at.pwc.com
Julia Tanasic
Digital Transformation
T: +49 170 1575846
M: julia.tanasic@de.pwc.com
Enrico Reiche
PwC’s Accelerator
T: +49 151 16781604
M: enrico.reiche@de.pwc.com
Johannes Wolfslehner
Strategy & Operations
T: +43 699 16305315
M: johannes.wolfslehner@at.pwc.com
Ihr Umsetzungspartner im Bereich Digital Transformation