1. Sales and Service Transformation Leads to Exceptional Performance
STEP Up!
Sales and Service
Transformation Leads to
Exceptional
Performance
STEP Up! provides our people with the tools to drive business success through sales and service excellence.
It is a transformational way of doing business that defines and trains consistent national processes.

2. Why STEP Up!? STEP Up! is what we need to Improve on 2008 Performance
Consistent approach to achieving exceptional performance with identified best practices
Straightforward clear operating model, every branch, every day, all the time
Detailed process guidance to support the team on the one best way to execute
Inspection system with standards that are defined and well-articulated
STEP Up! answers a question central to our business: how do we help all of our folks – currently performing at all different levels - be more successful. If we can answer this challenge, the bank – the company -- will be more successful.
As good as our results have been, we know we’re not perfect, and we know we can do better.
STEP Up! is a transformational program -- not a tweak to our processes or the way we structure our business.
It is a program by the field, for the field, designed to bring out the best performance in everyone. It captures the best practices in sales and service as identified by some of our top achievers, so everyone can develop the skills and strategies they need to drive our shared success.
Sales and Service Transformation Leads to Exceptional Performance

3. What is STEP Up!? Tool to Improve Sales & Service Performance
Consistent National Process
Specific Activities & Frequencies
Inspection & Accountability
Investment that will support and enable execution
Training & Communication
Tool kit
Inspection Process
What STEP Up! is Not
Not invented in Court Square
Not just a message to do more
Not a one-time event
STEP Up! is a way of life that we will be living and breathing. It is not a one time event, or campaign. In short, it’s a way to consistently apply what we know to be is the best practice for something, and apply it in every branch, everyday.
There are many things that happen every day, to which we say, “that shouldn't have happened.” There are also many instances in which we say, “that really works. If we could do it this way every day, we’re really getting somewhere.”
Through the development of STEP Up!, we captured those things that really work, documented them, and codified processes that ensure we use them. With our launch of STEP Up!, we are beginning the process of communicating, training, enforcing and inspecting upon those best practices.
It’s how we do business.
Sales and Service Transformation Leads to Exceptional Performance

4. Where Did STEP Up! Come From?
Field Feedback
Accelerated Development Timeframe
8/12 – 14 Division Sales Directors
8/19 – 22 Field Participants
9/9 Division Managers – 1st Draft
9/11 Senior Team – Green Light
10/6 Division Managers – Final Review
Working groups representing all divisions and all job families came together in meetings in August.
STEP Up! is the product of their work, of their definition of the best practices that lead to sales and service excellence.
In late October, our field leadership team came together to train on this new process and to define how we will embed STEP Up! across the business to maximize return.
Sales and Service Transformation Leads to Exceptional Performance

5. Cross Functional Division Teams
Personal Bankers
Business Bankers
Area Directors
AODs and
Assistant
Branch
Managers
The cross-functional division teams came together with one goal in mind:
to define our process in such a way that the organization is substantially
improved and positioned to take advantage of unique market opportunities.
Branch
Managers
Commercial
Banking
Sales and Service Transformation Leads to Exceptional Performance

6. How Was STEP Up! Developed?
Core Tasks
Documented Top
Seller & Manager
Techniques
Core Tasks
Agreed Standards
Documented Best way to Execute in the Process guide
Meetings
Communications and Team meetings
Branch visits and performance reviews
Business reviews
Sales & Service Activities
Sales activity planning
Telemarketing and National Call Nights
Outbound sales
POS utilization
Micromarketing
Lobby and line management
In-Branch activities
Coaching
Administrative Activities
The color coding highlights how the program identifies Core Tasks for each category of work.
Everybody will understand what their role in STEP Up! will be.
STEP Up! considers the core tasks that must occur in every facet of the business, from meetings and coaching, to the way we handle branch administration.
Sessions / Account Opening
Sales and Service Transformation Leads to Exceptional Performance

7. How Does STEP Up! Fit in? Inspect Plan Activities Manage Activities
Sales & Service Activities + Process Guides & Standards + Inspection
Plan Activities
Weekly, Monthly, Quarterly, Annual
Manage Activities
Daily Huddle, Midday inspection, EOD recap
Telemarketing (LMS), Outbound
Leverage POS
Micro-Marketing Events
Leverage Partnerships
Action X
Frequency =
Results
Recognize &
Reinforce
Provide Coaching & Training
Observation & Feedback (RTSS)
Success Share
Measure
Sales Dashboards
Activities MIS
CitiMax
Assessment Worksheet
Teller / CSR Referral Tracker
Inspect
We’re familiar with many of these activities, but the key difference in STEP Up! is the addition of the inspection piece.
We inspect, then recognize and reinforce best practices performance.
When we share expectations clearly, it becomes easier to measure results, and follow-up to make sure it’s being done everywhere.
Sales and Service Transformation Leads to Exceptional Performance

8. Commercial Banking Interaction
STEP Up! also launches for CB Team on Jan 1
Kickoff timing is December – Retail Management Will be Invited
Includes:
Retail Partnership
Sales & Service
POB calls with Branch Managers, BBs, and RMs
COI development, events, local community groups/businesses
Joint calling with Branch Staff
Coaching & Mentoring
Sharing best practices and product expertise
Field Activities
Introduce Branch Manage, BB, RM to new to bank customers
Share pipeline reports with Retail Area Managers
Branch Manager/BB on changes in customer relationship – line/loan increases or services issues
Share best practices
RM, BDO, CB AD Standards
Sales and Service
Portfolio/Production Reviews
Visit two Top 50 Customers weekly
Strengthen internal product and business partnerships
Field Activities
Pre-call planning presentations
Development
Product Training
Joint POB calls with CB Area Director / Division Manager
Are we only asking the branches to do this? No.
We all feel better when we’re all in it together.
Commercial Banking is committed to putting a common structure in place, so when the branches are speaking one language, they’re not speaking a different language.
For the RMs, BDOs, CBs, AMs, here are the standards that they are going to live up to, so we’re all on the same page.
Sales and Service Transformation Leads to Exceptional Performance

9. How do We Know this Works?
Our Best Sellers & Managers
Top Sellers 6X to 10X productivity
20% - 35% Lift
In Institutions that Have Implemented This Type of Program
Every year we show the results of the top performers at our Citi Stars event. We think a large part of their being top performers is that they’ve got their arms around best practices.
At the end of 2007 – rolling out Citimax, nobody ever believed that a new compensation plan is really about people making more money. Our people were skeptical that Citimax would deliver.
When we look at 2008 results, Citimax made a huge difference in our performance, and will continue to make a huge contribution as we go into 2009.
By working together, implementing the core practices outlined in STEP Up!, we can deliver on our goals. There will be a learning curve, just as there was with Citimax, but we’ll get through it, and deliver results just as we have with Citimax.
Sales and Service Transformation Leads to Exceptional Performance

10. What Goes Away / Improves – Highlights
We’re Looking at HR, Finance, Operations, Micromarketing…Everything
Project Liberty 1 and 2
HR – New Employee Onboarding – GEID, SOEID, RITS ID, , LAN Access
Communications
Division Meetings Limited to Three Hours Weekly
Weekly CitiMax Area Director Meeting Eliminated
Simplified MIS, Easier to Use, More Clickthroughs
Micromarketing – MasterCard Purchasing Card, in Pilot, to Eliminate Diners>T&E>Approval Complications and provide Immediate Payment Capability
…More to Come
STEP Up! should not be a bureaucratic burden to anyone.
It is there to improve performance.
It is there so we can spend more of our time in the field, so that our folks can spend more of their time talking to customers and working on valued based activities.
Sales and Service Transformation Leads to Exceptional Performance

11. How Can You Help? Champion STEP Up!
Don’t Underestimate Change Management
Focus on Inputs / Activities, Not Just Outputs
High Performers as well as Lower Performers
Inspect
Launch with Your Teams – Videos available 11/6
We need you to be champions of this. We need you to say, “this is mine.”
This is my process. It may be a national program, but it belongs to all of us.
Don’t underestimate how difficult this will be.
People hold onto things for a long time
Change is hard
Often we fool ourselves into thinking that only the lower performers need
attention. The highest performers can also do better. This is a program
designed to bring out the best performance in everyone.
Sales and Service Transformation Leads to Exceptional Performance

12. Building a Customer-Centric Culture.
When service is the foundation of our organization, everything exponentially
gets better.
We’re the leaders, we set the tone
We’ve been challenged by Terri Dial to improve our customer experience.
We have the talent to win the hearts and minds of our customers.
Sales and Service Transformation Leads to Exceptional Performance

13. Where Should We Focus?
Problem Incidence increased in both syndicated and proprietary studies
33% of Citibank customers reported experiencing a problem
Most frequent problems revolve around policy-driven issues and poor service in interpersonal interactions
Problem Resolution has increased but improvement still needed
34% of all problems remain unresolved compared to industry average of 25%
On average, Citibank customers have to wait 11 days to get problems resolved which is substantially higher than the industry average of 6.2 days
In-Person Transactions represent the greatest opportunity for us
Below industry average in ’08
Courtesy and Friendliness show our largest gap versus the competition
All great teams look at how they can improve processes – how they can get
better as a team. Here are the three areas we should focus on:
Problem Incidence is an area of opportunity for us. Project Liberty has helped
us here, but there’s more to do.
Problem Resolution – we’ve made progress, but we can’t have 34% of our
problems remaining unresolved. Especially when we compare it to the industry
benchmark of 25% -- we can do better.
In Person Transactions. You’ll see in the chart at the bottom that this is the
largest gap in our service.
We own and control these things . . .
Together, we can solve them.
Index
Weights
Industry Mean
Citibank
Wtd. Gap
In-Person
40.5%
7.98
7.80
Amount of time spent waiting
21.3%
7.57
7.36 85
Speed of completing the transaction
16.0%
7.87
7.62 76
Courtesy and friendliness of the teller/representative
29.3%
8.11
7.78
182
Knowledge of the teller/representative
15.4%
7.76
7.48 82
Range of services that can be performed
18.0%
7.65 58
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance 13

14. How do we Build a Customer-Centric Culture?
Brand Purpose and Beliefs
“What we believe”
We are relentless in driving winning performance for our clients and our franchise any time, anywhere.
Shared Purpose, Guiding Values and Principles
“What we value”
We are relentless in partnering with our customers... building lifetime relationships... one customer at a time... to anticipate and meet customers’ needs...
We always start with the customer’s needs and have a desire to surpass their expectations . . .
We are determined to win for our customers and company. . .
We create an easy and inviting place for our customers to do business
Customer Experience Model
“Our Promise to our Customers”
W 3
Driven by Nine Action Principles
Moments of Truth
“How we execute on the Promise”
Always Make the first Move (Connect in a great Way)
Every Complaint is an opportunity (Recover with your heart)
Lifetime Customer relationship (Build Loyal Fans with dare)
Client success is our success
Build long-term relationships
Anticipate client needs
Be approachable and connect
Offer solutions
“Woo” Engagement
“Wow” Resolution
“Win” Loyalty
We’ve been given license from the very top of the organization to build a customer- centric culture.
BRAND PURPOSE From the highest levels of the company to every business Citi operates: client success is our success.
SHARED PURPOSE – CBNA -- this is our level This is about what we value as a team. Three times in one sentence we talk about the customer, and this is not by accident.
CUSTOMER EXPERIENCE MODEL: (see next slides for detail). The new training program, Ultimate Secrets, will position us for the future.
MOMENTS OF TRUTH: Where the rubber meets the road. Every year we have 1.2 billion opportunities as a team create these moments.
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

15. A Balanced Customer – Centric Model
Clear, Consistent Customer-Centric Strategy for the Business
Unified message, proven training, Process improvement Discipline
Consistent Balanced Approach to Running the Business
Balance across our key drivers
Accountability for Results
Clear expectations, internal and external metrics
Each company creates a unique customer experience through a set of five inter-related aspects of their business.
It’s all about balance – The Five “P”s
All these things have to be focused on the customer.
We do this by thinking about:
- How we speak as leaders to our folks -- the language we use.
- How many times do we talk about sales versus service?
One out of two?
One out of Three?
Our people will take the hill with us, but we have to talk about what matters with a balanced perspective.
Sales and Service Transformation Leads to Exceptional Performance 15

16. Ultimate Secrets – A Catalyst for Cultural Change
Program adopted across multiple organizations within the US and Globally – building towards a common language and customer experience
26,000 Citi Employees have been trained between March 2006 – August 2008
Ultimate Secrets is a cultural change in the way we interact with our clients
Directly links and reinforces Client First, Shared Values and One Citi branding
The Customer Interaction Model is based on a relationship vs. a transaction
Simple, easy to understand, and proven training experience
Incorporates the best concepts from iconic brands like the Ritz-Carlton, FedEx and Singapore Airlines
Supports the “One Citi” vision
Creates a consistent, branded service delivery across multiple touch points including branches, back office, call centers, etc.
Links to overall Citi Business Strategies and drives Quality Metrics
Net Promoter Score, Loyalty Factors, mystery shop, external benchmarks
Supports better Problem Resolution at first point of contact – a key opportunity for Citi
Why Ultimate Secrets? One customer, one customer experience globally.
Brings a message home that we can unite around one program.
A program was rolled out in Asia Pac. We brought that over, and it’s everything we want and need, and it takes us to the next level.
Let me be clear that this is for every part of our business (front, middle, back). Our teams in the back office have already started and we know from their feedback that this will set up apart from our peers.
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

17. Customer Experience Progression Model
LOYALTY
To Secure
LOYAL
Customers
“WIN”
Service
RECOVERY
To Improve
RETENTION
Of Customers
“WOW”
Customer
ENGAGEMENT
To Better
ATTRACT
Customers
“WOO”
Referrals
Portfolio Growth
Build Relationships New and Existing
Engagement: The “woo-ing” phase, building relationships and connecting with our customers.
Service Recovery – doing it right the first time, problem resolution in real time, and wow-ing the customer.
Customer Loyalty – winning their hearts and minds – getting the referrals, gaining and keeping customers for life.
Better Deeper Greater
Share of Mind Share of Wallet Share of Heart
Relationship Profitability = Quality + Longevity
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

18. What are the Nine Action Principles?
Ultimate Secrets centers around Nine Action Principles comprised of our promise to the client and creating the foundation to Woo, Wow and Win with every interaction, every day with our clients!
P roject Professionally
R espond Actively
O bserve Intently
M ake Personal Connections
I dentify Service Gaps
S olve Issues Promptly
E stablish Emotional Bond
M eet Unexpressed Needs
E ncourage Commitment
There are nine principles that drive the behavioral components around Ultimate Secrets.
If you look down the page, you can see that the 9-principles spell out “Promise Me “. This is our promise to our customers.
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance 18

19. Service Secret # 1: WOO The Customers
Mission
To ATTRACT Customers By Establishing Immediate Rapport
and Initiating Meaningful Customer Conversations
Action Principles
PRO
Please
Reach
Out
1. Project Professionally
2. Respond Actively
3. Observe Intently
Connect In A GREAT Way
Check Your Image
Assess
Satisfaction
Radiate
Interest
Thank
Warmly
Greet
First
Extend Help
Establishing relationships and business rapport. Reaching out and connecting with them.
The “Action Principles” in each of these slides are the key customer expectations.
See models below that are used in Ultimate Secrets training.
Check Your Image
Connect In A Great Way
VISUAL: How You Look
VERBAL: What You Say
VOCAL: How You Say It
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

20. Service Secret # 2: WOW The Customers
Mission
To RETAIN Customers By Providing Delightful Experiences And Delivering A Sustainable Value Proposition
Action Principles
MIS
Make It
Special
4. Make Personal Connections
5. Identify Service Gaps
6. Solve Issues Promptly
Apply the FEEL Skills
Recover With Your HEART
Feel
Their Pain
Hear Out
Retaining our customers for a lifetime. Doing it right the first time and making it special.
To create that memory, we need to Make It Special.
Two models used in the training: FEEL skills and “HEART.”
Empathize Sincerely
Live In
The
Moment
Accept Shortcoming
Express
Your
Concern
Regain Trust
Take Action
Eliminate
TDIs
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

21. Service Secret # 3: WIN The Customers
Mission
To Secure LOYAL Customers By Establishing Deep Connections And Creating Reciprocal Lifelong Relationships
Action Principles
EME
Exceed My
Expectations
7. Establish Emotional Bond
8. Meet Unexpressed Needs
9. Encourage Commitment
Apply the CARE Skills
Build Loyal Fans With DARE
Delight
Each
Moment
Keeping the customer connection meaningful over time. Clients have an expectations around these key Action Principles – to go beyond what’s merely expected.
You can see from these and the other models like “CARE” and “DARE,” that this training is very unique. It creates a bond between the customer and our employees.
Choose
Your
Attitudes
Express
Your
Gratitude
Ask for
Negative
Feedback
Exceed
Expectations
LIFETIME
CUSTOMER
RELATIONSHIP
Accept
Responsibility
Reflect
Positive
Energy
Recover
Service
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

22. Citibank Client Services (CCS) Results
Business Group
FY’07 (Top Box)
Aug ‘08
Movement
Client Escalation Unit
38.4%
55.3%
Up 16.9%
TeleSales
48.4%
70.7%
Up 22.3%
Premium Client Services
52.5%
73.5%
Up 21.0%
Business Banking Client Services
50.6%
Up 22.9%
Primerica
62.3%
75.7%
Up 13.4%
Internet Client Services
44.7%
56.0%
Up 11.3%
New Account Servicing
34.9%
Up 21.1%
New Account Opening
56.2%
57.1%
Up 0.90%
Results: 20% improvement in Top Box Rep Sat 53% (Jul’07)  73% (Aug’08)
Results: 20% improvement in Top Box Customer Satisfaction 44% (Jul’07)  64% (Aug’08)
These are the results
These are significant moves in a very short period of time. Every one in the group experienced a significant lift.
Anecdote: Vendor who administers the survey called us half way into the survey, astounded at the positive upswing in the results from previous surveys.
On April 1, 2008, we moved from a five point to a ten point scale to line up with Cards and Mortgage. Our goal is currently 64%.
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance

23. Next Steps Ultimate Secrets Training for CBNA Leadership
Revise existing programs and service measurements to align with Ultimate Secrets
Refine internal metrics to be statistically valid and random 1Q ’09
Revise Mystery Shop categories and questions to align – Target 1Q ’09
Revise Real Time Feedback categories and questions to align – Target 1Q ’09
Develop a “Meeting in a Box” to launch program to field 1Q ’09
Create training plan and schedule for full in the branches
Determine best strategy for implementation
Develop metrics and tracking to monitor progress
Next Steps: Ultimate Secrets Training for CBNA Leadership
Targeted for 1Q09: Revise existing programs and service
measurements to align with Ultimate Secrets:
Refine internal metrics to be statistically valid and random
Revise Mystery Shop categories and questions to align
Revise Real Time Feedback categories and questions to align
Develop a “Meeting in a Box” to launch program to the field for 1Q09
Create training plan strategy for implementation, and metrics/tracking to
monitor progress.
Sales and Service Transformation Leads to Exceptional Performance
Sales and Service Transformation Leads to Exceptional Performance 23