1. Talent Programme 11.01.2012

2. 2 Pro-activity and a stronger focus on the right customer service are key elements in Sampo Bank positioning PRO-ACTIVE Active and easy to reach in all channels PRODUCT-ORIENTED Products for everybody RE-ACTIVE Traditional big bank attitude SOLUTION-ORIENTED Solutions for customers with most potential

3. 3 Agenda 1. Development of banking – what drives customer centricity? 2. Fees and prices up – costs down – recipe for customer centricity? 3. Multichannel sales – can we offer value and yet earn money? What tools are needed to run professional MCS What skills are required to run successful MCS Case: more revenues with less costs

4. 4 1. Development of banking – what drives customer centricity?

5. 5 Development of banking – what drives customer centricity? – Case Sampo Bank Development phases I-III  From bank driven cost cutting self service approach to.... customer & bank driven two way multichannel communication & sales PHASE I (1991 – 2000) PHASE II (2001-2010) PHASE III (2011  ) Bank & Cost driven... - Cost cutting/efficiency - Customers from Branch to Web - Self service technology Bank & Product driven... - Activity (meetings & simple sales) - Outbound multichannel approach - Self-service enablers Customer & Bank driven... - Service concepts focus on preferred target groups - Activity & cross sales - Two way communication & new channels - Digital sales and optimisation - Personalisation

6. 6 Development of banking – what drives customer centricity? External environment Own performance ->In most cases bank driven, not customer driven ->Parity with satisfaction and profitability

7. 7 2. Fees and prices up – costs down! Easy, but how do we attract and charm good customers at the same time ->One step ahead – two steps backwards! ->Banks are an obvious target for aggrevation

8. 8 3. Multichannel Sales – can we offer value and yet earn money? Tools Skills Case: More revenue with less costs!

9. 9 Multi-channel customer contacting – value chain “system is as good as any individual area” Source data Group Data warehouse (EDW) Multichannel Tool  Activity engine  Score models  Target group selection  Automated lead generation  Channel optimisation Data Mart Automated channel interfaces Branch eBanking Contact Center Mailings Business Online eMail/SMS Homepage Portal/inbound Mass Media and sponsorship + Response / behaviour data Data: internal & external Customer analytics and campaign management Channel functionality Customer’s process Defines targeting possibilities for customers and non-customers; data quality, access to internal & external data crucial Enables systematic management of customer contacts within MCT’s scope; core coordination function in customer contact activity Choice of channel mix based on efficiency and customer preference; ideally integrated production & distribution (e.g. straight-through process in eBank) Determines business relevance from demand side

10. Long-term Development path of Multi Channel Campaign Management

11. 11 For internal use Business case example using call centre Expected sales funnel

12. 12 For internal use Business case example using call centre Sales details

13. 13 For internal use Business case example using branches Expected sales funnel

14. 14 For internal use Business case example using branches Sales details

15. 15 For internal use Appendices

16. Scoring matrix of the development path enablers