The document is an agenda for the 12th annual MBA minority student case competition in Cleveland, Ohio hosted by Alternate Hypothesis Consulting. The agenda includes sections on the executive summary, KeyBank's competitive advantages, industry trends, the proposed solution called KeyMet, presentations by team members, return on investment analysis, risks and mitigation strategies, and concluding thoughts.

1. 12TH ANNUAL MBA MINORITY STUDENT CASE COMPETITION
CLEVELAND, OHIO
Presenters
Alternate Hypothesis Consulting
Success in the Digital Age:
Leveraging KeyBank’s Branch Legacy

2. Can you guess what this picture is?
2
 Origins of KeyBank (The Commercial Bank of Albany)
 America's export potential (Agriculture, textiles and chemicals)
 Signed by Dewitt Clinton

3. Agenda
3
Executive Summary
Key Competitive Advantages
Industry Trends
1. Key4Growth, 2. KeySideCar, 3.KeyMelange, 4. KeyAdapt
Mr. Simpson’s KeyBank experience
ROI, Risks and Mitigation
KeyMet – Solution Tenets
Summary and Concluding Thoughts

4. Team Introduction
4
Pravin
Ramasamy Balasundaram
Geethanjali
Mani
Jyothsna
Kakarwada
 6 years of technology consulting
experience (4 years in ERP & SAP
Analytics)
 Cross-functional experience (Biz. Dev.,
Process improvement, pre-sales)
 Technology Evangelist
 Published novelist working on his 2nd
Novel
 5+ years of experience as an IC
design engineer and team lead
 Product management experience
including module design and new
product development analysis
 Plays the role of 'devil's advocate' by
critiquing our team's ideas and
solutions
 4 years of experience as SAP
Consultant
 Expertize in Business Process
Improvement & Client Advisory
 Cross-functional Leadership
experience
 Led multiple SAP HCM
implementations

5. Executive Summary
5
Maximize value of
KeyBank’s existing
branch network
Business Case Solution Objectives
1
2
3
Disruptive technologies have spurred
creation of new products, services, and
delivery models
Internet and Mobile have accelerated
move away from branch visits, while
increasing the number of interactions
A Googolplexian dollar question: Is bank
branch network an asset or a liability?
Maximize
Revenue
Increase
Profitability

6. KeyBank Competitive Advantages
6
47%
% of customers who
feel a bank is not
legitimate without a
branch. Ubiquitous.
Best Checking
Accounts of 2015.
Hassle Free.
Top 10
944
Number of Branches across 13
states. Highly evolved network.
Number of states
where KeyBank has
footprint. Diversity.
13

7. Industry Trends
7
A Tectonic Shift!
Why is retail bank on the
decline?
A no brainer!
Shift in customer from retail
to online
Need for Wholesome
Banking Experience
3,000
50%
Number of bank branches
closed from 2009-2012
% of today’s bank branches
may be obsolete by 2020

8. Solution Tenets
8
KeyAdapt
Internal transformation
KeyMélange
One Teller to rule them all
Key4Growth
New Growth Services
KeySidecar
Incidental Services
Integrated Marketing Communications
Metamorphosis of
KeyBank’s existing
Branch Networks
KeyMet

9. KeyMélange – One Teller to rule them all
9
Key Kiosk
BAU Banking
Fin. Advisory
(Hello Wallet)
Currency
Services
IT returns filing
Printing
Rent a room
Utility Bill
Mobile
Connection
Print Token Here

10. KeySideCar
10
KeyBank
Incidental Services
Strategic
Partnerships
Leverage Internal
Resources
‘Huddle Rooms’
for Biz. meetings

11. KeyAdapt
11
Internal Business process re-engineering through changes to
People & Place
Training
 Hub and Spoke training
 Train the trainer
 Branch layout restructuring
 Nimble and agile props (Ex:
Movable walls)
Branch
Makeover

12. Key4Growth
12
Introducing Media Walls
Equip Key Bankers with Tablets Predictive Analytics

13. Mr. Simpson’s experience
13
KeyMet
Before
10:00 AM
Amazon Locker
9:15 AM
Café Meeting
with Investor
11:00 AM
2:00 PM
Meeting with
Financial advisor
4:00 PM
I’m too tired. Let
me bank online
9:15 AM
Let me go straight
to KeyBank.
Lockers, Printer,
Café, Advisor and
Huddle room.
They have it all!
After

14. Integrated Marketing Communication
14
Now that we have seen how KeyMet initiative helps improved branch
revenue and profitability, there needs to be consistency in
KeyBank’s communication and messages across various media.
Why? What? How?
Consistent Messaging
“A single window to
world of banking”
“NextGen Banking”
“Convenience
Banking”
Multi-Channel Marketing
 Active presence in
social media to
promote discussions
 Redesign and rebrand
KeyBank’s marketing
messages in hoardings
 Ads during TV Shows
Tectonic shift in banking
 Make every single Key
Banker understand the
gravity of the changes
 Change without
communication is recipe
for disaster
 Empower all Key Bankers

15. Return on Investment
15
-2500000
-2000000
-1500000
-1000000
-500000
0
500000
1000000
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37
Net Income
Time(in Quarters)2017 2024
Break-even Point

16. ROI & Timeline estimates for
16
KeyMet
2020Jan, 2017
Technology
Upgrade
Infrastructure
Upgrade
Kiosk
Development
Ongoing
Training
1/01/2017 - 31/12/2020
Key Adapt
1/01/2017 - 1/1/2019Key4Growth
1/01/2017 -
1/6/2018
Key Mélange
Jun, 2017 Jan, 2018 Jun, 2019Jun, 2018 Jan, 2019 Jan, 2019 Jun, 20192017
Analytics
Upgrade

17. Risks and Mitigation
17
Recommendation Risks Mitigation
Key Sidecar  Contractual complexities
 Partner with ‘minimalist-transaction’
oriented organizations and services
KeyAdapt
 Workforce’s resistance to
change and training
 Positive reinforcement (awards,
incentives)
Key4Growth
 Investments for redesigning
individual bank branches
 Technology deprecation
 Leverage a single architecture firm to
minimize costs
 Focus on simplicity/austerity
 Periodic software upgrades and audits
KeyMélange
 Communicating new brand
image and services
 Breach of Privacy
 Integrated marketing communication
 Biometric logins and cyber security
audits

18. Summary and Concluding Thoughts
18
KeyMet
Tectonic Shift in
Banking
 Growth Services
 Incidental Services
 Internal Change
 One-Stop Shop

19. Thank You!
Thank You!
FCOB and KeyBank

20. Thank You!
Questions?

21. Thank You!
Appendix

22. References
22
 EFMA, “The future of banking branch networks”, December 2012
 http://www.huffingtonpost.com/gobankingrates/we-ranked-the-10-best-
che_b_6502390.html
 http://voxglobal.com/intersection/2014/07/the-future-of-retail-
banking/#sthash.g1TbCWVb.dpuf
 https://www.capgemini-consulting.com/the-future-of-bank-branches
 McKinsey & Company, The Future of U.S. Retail Banking Distribution
 Harvard Business Review: https://hbr.org/2009/09/what-service-customers-really-want
 http://www.zipcar.com/press/releases/15years
 Tower Group; McKinsey & Co., Novantas

23. Financials – Pro Forma Income Statement
23

24. Assumptions
24
 Our project costs are for one prototype branch only. However, many of the costs will be
reduced because of economies of scale.
 Costs for ongoing R&D activities like Facial recognition and Biometric activities are not
included in the calculation.
 Revenue generated from new customer acquisition and employee engagement are not
included in the calculation.
 There will be ongoing training and maintenance.
 No depreciation has been considered.
 Model assumes steady value of USD and no inflation.