Customer Relationship Management

Customer Relationship Management
Global Architecture Christopher Williams - General Manager, Global Marketing Services - June 2000 1

Disclaimer The material that follows is a presentation of general background information about the Bank’s activities current at the date of the presentation, 28th June It is information given in a summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriate.

Today I will share with you our CRM journey
Extract from an in-house presentation to a major Financial Services Group “ There are only two banks in the world who are truly pushing the frontiers of customer understanding - one is yourselves and the other is National Australia Group” The Business Banking Board (US) Whilst it is interesting to hear what others say about you - converting vision to action and results is the only success measure Today I will share with you our CRM journey 2

READ ABOVE CRM Best Practices
CRM “best practices” are comprised of three groups of interrelated processes READ ABOVE 2

How CRM is being delivered at The National Business Architecture
The CRM architecture consolidates all customer information for consistent marketing, sales and service processes independent of channel … ensuring closed loop customer processes, which elevate the customer experience. Channel Services Customer Touch Points Operational Campaign Performance Prod Admin Systems CRM/Siebel Physical Outlet Transaction Systems Channel Services Architecture Gateways CRM Front End Cross Channel Architecture Mobile Insight Engines Interaction Management System Personal Banker Master Customer Database The National has always been a relationship focused group CRM has been in our lexicon for decades Advances in warehousing, analytics and front end systems has made it possible to achieve organisational intimacy with customers ECRM - ENTERPRISE CRM I will share our developments, successes and plans for each of the three modules: Warehousing Insight/Analytics/Campaign Management Front End/Sales Force Automation Customer Response Centre Contact Management Analytical * Campaign Management National Leads Internet NCR/Relationship Optimiser* Data Warehouse (SUN/Oracle) Data Mining Customer Interface ATM Kiosks Leads Fulfilment Mail Facsimile Third Party eg. Mail House

CRM Best Practice - Customer Insight
Dataware House Development/CIF Customer Insights Segmentation Customer profitability Behaviour, needs, and attitudes Turning first to Customer Insight Two major drivers: The Global Data Warehouse Integrated customer knowledge available to all Bankers 2

National Leads Underway Customer Management Project
Tailoring Financial Solutions - Our journey from Data to Customer Knowledge and Excellence in Customer Relationship Management Late 80’s, early 90’s Customer Information File MASDA Market Vision National Leads Underway Global Data Warehouse Australia New Zealand We have had a long and continuous investment & learning in CRM systems - capturing benefits at every stage. MASDA was a first class customer relationship Datamart (Full banking profile, Customer Profitability, Segmentation) NATIONAL LEADS 1994 saw the evolvement of our next major CRM platform Daily capture of transactional data for every customer Development of neural networks/campaign management systems Extensive pilots, some CPM (limitations where found) Proof of concept 1997 Completed rollout Australia wide with a good but not perfect CPM System AT THE SAME TIME Started the design and build up of a new CPM system We built bigger and better predictive datamarts Built event analysing systems Launched fully - Australia wide in March 99 CUSTOMER MANAGEMENT PROJECT Loading all our affiliate customer data in the warehouse Developing electronic capture of customer needs Upgrading all our sales tools Customer Management Project This was a massive learning period and it was not always plain sailing Global Data Warehouse (Europe) Banker Desktop Globalisation of Leads 2

Data Warehouse - The Big Picture
GIN General Insurance FIC FAST Source Systems AWSO Bills Trading CAMS CA/SB Cards Fees GA Leasing L.C. Market Entity Other Fees Balance Sheet Costing Sales & Service CHANNEL Customer Initiated Transactions, Genesis Sources & GRIPPS Productivity data MARKET RESEARCH Unit Cost Productivity Data Wholesale Statutory & Financial Reporting (e.g. Other Products) Non-Genesis Sources B A S E DATA WAREHOUSE (Storage) Complete Customer Portfolio Relationship External Competitor and Environmental Data Full Costing & Profitability of Relationship Integrated data structure for all group data Incorporating subsidiaries data - insurance, funds management etc Common customer ID within a country ie. group relationship profile Slice and dice across all datamarts Non customer data/- common data structure prospects Fully operational in Australia and New Zealand Development underway in Europe NOTE: + populate with non customer data - building a consolidated market view PRODUCT External Industry Data Includes FAST & External Industry Data CARD External Market Research Data RISK Cards Other Trans Data Non-Customer Bank Losses Funds Management CRMS Portfolio Risk 2

These capabilities underpin our CRM platform
Global Data Warehouse These capabilities underpin our CRM platform Direct Marketing Relationship Channel Marketing Datamart Extermal Datamart Information Data Data • Research & Internal Predictive Marketing Credit Risk Methodologies Databases Warehouse Warehouse Datamart • Market Intelligence Cards Direct Marketing Product Datamart Global HR Life event identification Brand Management The warehouse allows us to view any combination of a customer or groups of customers information (e.g. transaction behaviour, financial needs met and un-met, channel usage and preferences, future needs as discussed with bankers, profitability…) & Communication Information Management Effectiveness Tools Distribution and micro market analysis Database Marketing - Sales Program Intelligent/Predictive Marketing Algorithms Management Campaign Segment Requirements Identification Pricing Statistical & Methodologies Segmentation Optimisation Models methodology & standards Market Individual Opportunities Prospects Leads, cross sell opportunities, behaviour enhancement campaigns, value proposition refinement and new business opportunities 2

Profiler is available on the Banker’s Desk top
Banker Portfolio Relationship Group Kendall Furniture Group Customer List Profit Contribution $ Products/Services Customer Relationship Group Summary Profit Contribution John Kendall (CEO) Needs Met = 1 Asset Quality and Early Warning Transactional Behaviour Peer Group Comparison Risk Reward % X Gap Summary * yet to be implemented refer examples attached Business / Personal Banker ROE READ EACH CIRCLE Profiler is the bankers desktop relationship management tool IT IS A KEY OUTPUT OF THE WAREHOUSE Consolidates/Integrates all data held in datamarts eg: (Products, TXNS, Risk, Asset Quality) Individual P&L Customer Relationship groups Channel Behaviour I WILL NOW SHOW YOU SOME SCREENS FROM OUR LIVE SYSTEMS DAVID ………... 2

Campaign/Contact Management
Targeting high-potential/value customers Customer event detection Delivering the opportunity to the sales force Fulfillment Capturing feedback Tracking result, holding best outcome results Updating models READ ABOVE 2

Best Practice Customer Relationship Management Is
…delivering high quality sales & service leads across all channels, every day to all sales staff. …having “campaigns” for all segments and all financial needs …where each campaign is multi channel, multi offer, multi target - continuous learning loop …alignment of sales activities with retailing and marketing objectives (“customer management and contact”) We have achieved the ability to integrate campaign management for .. any customer any channel any segment any product for any of our business segments/divisions any business priority full alignment of business priorities to banker daily activities.

Where is the National? Where are we going?
Management of complexity: multi segment, multi channel, multi offer We are on the move together The National is ahead of major Australian competitors and has global best practice in Australia for integrated event driven campaign management but we still have lots to achieve Our Target Wells Fargo Schwab The National Australia OUR ESTIMATE OF INDUSTRY KNOWLEDGE WE BELIEVE WE ARE WELL POSITIONED - WHY ARE WE AHEAD ? 1998 Global review by technologies consultant-at that time we were the only financial institution that had linked Warehouse/Customer Transactional Data to multi channel campaign management software and daily online delivery to frontline (Australia wide) Today A couple of financial institutions in Australia are now piloting similar systems At least one has a system that provides weekly feeds through two channels (DM/Business Bankers) GOING FROM PILOT TO FULL SCALE TOOK US 3 YEARS Global (Each of these Global Institutions have elements that we are in the process of building) Channel coverage ATM use for leads , Webb Market coverage Non customers Market Offers Pre-approved lending to customers and non customers ( /DM) IN AUSTRALIA WE HAVE DEVELOPED AND IMPLEMENTED MODELS AND EVENT/CAMPAIGNS FOR RETIREMENT PRODUCTS, FINANCIAL PLANNING, HEALTH INSURANCE ETC IE. FULL FINANCIAL SERVICES CIBC Bank of America AMEX Knowledge Competency

Integrated Relationship Management Capability
Customer Contact/ Interview Relationship Management Opportunity Analysis National Leads Sales & Fulfilment Needs Analysis & Capture Customer Satisfaction Retention & Profitability Plan Preparation wealth care plan All our bankers have been trained to undertake full Financial Needs Analysis (Finaps) or where appropriate mini-Finaps This is a process of identifying customer goals, short term needs and longer term plans We capture these needs/goals and hold them in the CIF file/warehouse Predictive model/event leads also triggers Finaps with customers/update of Finaps A continuous learning experience and customer development loop

Customer Needs Record (FINAP)
Other Bankers, eg.Call Centre/ MFP/MMM can access Customer Needs Record for background information and can update data Customer Notes Database 1 Bankers consult with customers to gather financial profile information, using standard mini-FiNAP/ FiNAP process 2 Bankers update Needs Record as new data is gathered. READ EACH STEP Bankers/Specialists (eg financial planners &mobile mortgage managers) can view/update data A similar process is just about to launch for business bankers Financial Needs Analysis captured into source system - this daily feeds to Warehouse and National Leads This supports events/rules for these profiles and “campaign” developed to match timing and specific need Now have 250,000 personal needs profiles captured Data is available to Sales Coaches by BUId Analytical Marketing utilise data to generate marketing activities that arise from customer needs Sales Bankers key collected data into Customer Needs Record in Customer Notes 6

The National Leads System
ATM Mail Personal Bankers DWH SUN/ Oracle Scoring & Event Detection NCR/Teradata Relationship Optimiser Call Centres Call Mail or Combination Campaign Management Software (NCR/Teradata Relationship Optimiser) Leads Source Systems Branches Customers NOW TO THE EXCITING BIT-EXPLAIN THE FLOW Transactional Data System (Teradata) 1 billion lines of customer data, every interaction for every customer over 6 month period Continuous transactional patterns are “mapped” and held for every customer Daily activities (TXNS plus customer enquiries etc. are recorded in the source systems) Data Warehouse hold SAS Enterprise Miner which store all our models/event rules Package Business Bankers Feedback: Responses captured and measured Relationship Optimiser, National’s Integrated Campaign Management Software was developed jointly by the National and NCR (97-99)

I tend to think of the event map as our ECG/seismic monitor
Event Detection Daily Activities (eg. deposits, home loans repayment enquiries) are recorded in source (transaction) systems A continuous (historical) transaction pattern/profile for each customer is kept in a database Queries “trawl” this database every night to search for any unusual changes (which is of interest to us) Any significant changes in a customers transaction pattern is detected (eg. a very large deposit today relative to the average over the previous six months). This is an “event”. Best events (prioritised) are sent daily (every morning) to bankers for action managed by Relationship Optimiser) READ ABOVE I tend to think of the event map as our ECG/seismic monitor TO DATE WE HAVE 60+ EVENT BASED PROGRAMS

National Leads Event Based Campaigns
Examples of Customer Initiated Events Other Events Significant balance change also tracks reduction in account/group balances - retention plan Other Events Include Leasing Payments Investment Needs different rules for large transactions Business Access Cards TXN profiles/EFTPOS on personal Accts TXN profile better value option HL Payout Queries Re-draw Usage AS IS SAID A MOMENT AGO THERE ARE 60+ EVENT SCANS

National Leads Event Based Campaigns
Examples of Account Initiated Events MATURITY PROFILES - INTEGRATED INTO ONE EASY SYSTEM FOR ALL BANKERS

OUR CURRENT SCHEDULE OF PROPENSITY MODELS IS 108
Propensity Scoring Summarised data (up to 1600 variables) on customers is stored in Predictive Modelling Datamarts and updated monthly Statistical models (or rules) to profile customer behaviour/needs for various financial services and products are developed from these files. Best leads (ie. highest propensity, highest strike rates) are selected and sent to bankers by Relationship Optimiser for action. Propensity Models Include: New home loans Personal loans for car buyers Retirement income products Health insurance Financial Planning - Female Executives Hidden Premium Customers ie. Premium to industry but Retail to us OUR CURRENT SCHEDULE OF PROPENSITY MODELS IS 108

Relationship/Campaign Managment
Relationship Optimiser manages: how often we communicate with a customer what channel we use and what we offer when we communicate with customers what is the best opportunity to be offered to the customer (ie. prioritisation of leads) Every customer has a propensity score for every propensity model. Every day the best scores filter to the surface and the Campaign Management system selects and delivers KEY FACTORS IN QUANTITY OF LEADS DELIVERED Banker Portfolios - Segment, size, location Workload Management ie capacity Customer Contact Policy - frequency/what Those that are not delivered return to a queue

World class database marketing is: Retirement Income Products
The “cube”, a concept developed at the National, is now used in every Database CRM campaign. The performance of each cell is the basis of selection for the “next round”. Over time the best combination of channel, offer and target market is identified and future campaigns will use only these cells. With this process the “cube” effectively acts as a continuous improvement process. Channel World class database marketing is:   Offer   leads across all channels campaigns for all needs and segments multi channel, multi offer, multi target alignment of sales activities with marketing and marketing objectives Control groups   Propensity model   Directives   Reticents Rule 1   More information (Booklet) Good example of our integrated financial solutions story Each “cube”/cell represents one Vector/Campaign Design Any combination of the offer, channel, target /segment I WILL NOW SHOW YOU A FEW SCREENS FROM THE NATIONAL LEADS SYSTEM AS USED BY BANKERS DAVID…..  Rule 2  MFP appointment Seminar Mail – no follow up call Telephone with mail confirmation (NFM call centre) Mail with follow up of non respondents by NFM call centre PB call (PFS customers only) Mail first – PB follow up (PFS customers only) Mail first – CSA follow up (RFS customers only) Retirement Income Products

Six month period ending
For the six month period ending April 2000, both AFS and NFM drawdowns continue to increase reaching a combined total of almost $3 billion. NFM drawdowns have doubled since August 1999. Total Drawdowns from National Leads Campaigns (inclusive of NFM drawdowns) Six monthly rolling reporting period ($ million) $3.0 Billion in new product sales to customers ie:new product opened with balance different from zero. These results are sustainable because they are based on customer behaviour and needs, not on temporary marketing activities Long term sustainability and relevance to our customers is our platform for long term growth. SOW Six month period ending

Bank product sales components
The National Leads Sales/Events campaign schedule covered 34 different integrated (bank and NFM products) campaigns $27.54 $44.33 $217.56 $168.80 $17.70 $19.21 $345.83 $263.87 $2.13 $59.37 $391.32 $109.81 $175.82 $242.09 $5.72 $3.14 $55.31 $15.72 $145.23 $13.17 $48.81 $22.83 $115.24 $16.98 $99.01 $4.57 $6.19 $73.46 $80.72 $1.89 $0.58 $0.04 $0.27 $135.11 $0 $50 $100 $150 $200 $250 $300 $350 $400 Drawdowns by Campaign for November 1999 to April 2000 All figures shown in Millions See next page Bank product sales components Circled “event” program investment - significant balance increase across a multiplicity of their product holding that demonstrates a need for advice on investment. Different scan for large deposit/s. Triggers event back to all bankers Result of $391 million in new bank product sales (excluding the balances that triggered the event)

New product balance after lead despatched
The Investment Needs program produced an outstanding sales result. By providing bankers with details of significant increase in customers deposit holdings they were able to make proactive contact. That contact resulted in the following product drawdown profile. November April 2000 $ By Campaign from previous page $391.32 $250.00 $231.53 $200.00 $150.00 $ Million Lead resulted in contacts with customers and produced the new product sale profile NOTE New product balance after lead despatched $103.76 $100.00 $50.00 $32.84 $12.48 $4.62 $4.24 $1.50 $0.30 $0.05 $0.00 TERM HOME LOANS PERSONAL OTHER PERSONAL BUSINESS PERSONAL CARDS RURAL DEPOSITS DEPOSITS LENDING LENDING LOANS BUSINESS

Results of Term Deposit Program
0% 10% 20% 30% 40% November 1999 December 1999 January 2000 February 2000 March 2000 April 2000 17% 18% 19% 21% Term Deposit Drawdowns (LHS) Market Share 2000 (RHS) Market Share 1999 (RHS) Market Share 2000 Market Share 1999 Selected National Leads campaigns generating Term Deposit Drawdowns : Campaign Start Date Leads Contacted TD increase to next tier 12843 TD bonus rate 12870 Retirement Retention 1853 Deposits -Y2K 1542 This example shows how this Campaign management and event detection can be (and is being used) to drive results Growth in retail deposit market share is a function of many attributes - customer base, SOW improvement, cash build up following cessation of market investments etc etc. However, to ensure that we capitalised on market opportunities in & around the end of 99 we lifted all the lead cealings/limits and had all Bankers focus on deposit/investment leads nationally. Focus sales team on business priorities

Drawdowns for 6 months to April 2000
430,872 294,762 $2,946.6 No. of Leads No. of Customers Total Drawdowns ($ Million) $10,000 per customer at a few dollars cost Lower acquisition costs and high return. 10%/15% of our customer base every few months CUSTOMER CONTACT POLICY 600,000 ANNUALLY - 20% OF CUSTOMERS ANNUALLY

National Leads: Next Steps in Journey
2000 Non-Customer Target USA GB Global National Leads BNZ UK/Europe MNB Expand National Leads Channels to: ATM Voice Internet After a six year journey in Australia we are now deploying to our global business in NZ, UK and US taking advantage of of our learnings. Doing it at a fraction of the cost and time. We are also aiming at the substantial market for potential customers in GB/USA We will increase our target markets while reducing our costs with the extended use of new channels, (25% of DM costs) , ATM etc External Customers Accessing external data sources Dev’t capacity to target offers to non-customers

Format National Leads sends offer to customer, via Response held in National Leads Campaign Management System. Next action triggered automatically One next step is the link to latest technology with our campaign management systems and practised sales teams Structured response from customers linked to National Leads will ensure that we manage marketing in a very disciplined way Note that customer selects: type of response which channel what he/she wants us to do A similar development for ATMs is underway National Leads sends confirmation of customer response, via

Product Design/Flexibility Embraces a Tailored Financial Solution
One National Product meets five needs, while still one single product. NATIONAL’S FLEXIPLUS FACILITY Needs Features Funding - Home Loan other secured lending Payments/transaction - Deposits, withdrawals, transfers Savings - Savings tax effective, at lending rate Channel - Accessible via Web, ATM, Branch Information - One statement David tells me that many analysts seek information on product count to benchmark relationship depth National focuses on integrated solutions for customers What are needs profiles How are we satisfying those needs Packaging

Product & Arrangement Per Customer
8 6 4 2 MAY 2000 RETAIL BUSINESS No Borrowings Report only < 10,000 Totally satisfied with a business cheque Account or BMA Many with card access Custom Package Retail Agri Private Premium Total Products/Arrangements per Customer

National Integrated Marketing Activities Are Centred Around Customer Needs
Campaigns as of June 2000 Needs Funding Investment Risk Management Payments Information Non Bank Retirement Internet Banker/ Online Banker Non Bank Deposits House and Contents Non Home Loan Channel Migration Bank Deposits Superannuation Home Loan General Other Other Branch Various Life Other Total Tailoring Financial Solutions to Customer Needs via National Leads delivered a 300% increase in cross sales versus National’s average. Average Sales per customer $5,000 p.a. Average Sales of NL’s targeted Customer $16,000 p.a. 96 operational campaign in June is a low number Banker capacity/end of year tax planning cycle Normally 150/170 operational at any one time Private 5 1 1 7 Premium 3 1 12 5 2 2 1 1 1 1 1 1 1 1 1 34 Retail 5 2 1 11 3 2 1 1 1 1 1 1 1 1 1 3 36 Package 2 1 4 2 1 1 1 1 1 14 Custom 2 2 4 Rural 1 1 Total 8 6 4 32 11 5 4 2 3 2 5 2 3 2 3 4 96

CRM Best Practices Excellence in Service Delivery
Easy enrollment through customer choice of touchpoints Tiered service Contact management provides knowledge of relationship, transaction history, and transaction status Seamless cross channels The campaign/Contact Management System that I have just outlined is the core engine for understanding customer needs We are now ready to deploy Enterprise Relationship Management Systems that achieve excellence in service delivery 2

CRM provides a true multi channel proposition
Technology is now allowing customers to choose where, when and how their financial services are delivered… “anywhere, anytime, anyway” Our internal outward delivery of customer relationship capability now needs to be matched by a universal customer experience This will be a familiar story to those that follow the explosion in CRM technologies 2

CRM Customer Experience Vision
Customer focused marketing, sales and service, and the following seven themes 1. Anytime, anywhere access and navigation to 2. friendly, capable, proactive resources which have 3. organisational memory and can execute a 4. streamlined, personalised, secure process to create a 5. consistent and totally satisfactory customer experience while demonstrating a track record of 6. continuous improvement and 7. superior profitability. This is what we must achieve as touch points expand, customer becomes mobile The very essence of our power positioning TAILORED FINANACIAL SOLUTIONS 2

ANOTHER VISION OF CORE SUCCESS ELEMENTS
CRM Vision “Clicks and Mortar” Customer Centricity 360 degree View of the Customer Customer Process Excellence Consistent Interaction Handling Common Technical Architecture Alternative Interaction Methods 24 hour Customer Relationship Anytime / Anywhere Access ANOTHER VISION OF CORE SUCCESS ELEMENTS 2

How CRM is being delivered at The National
The National have brought together Siebel as the technology platform provider and Andersen Consulting as the system integrator partner to enable the realisation of the CRM Vision. The CRM Centre of Excellence has been established to ensure integration of Regional needs with Global Best Practice. CRM Centre of Excellence Program Management Technology Enablement Operational Support Help Desk Global Consistent Customer Experience Organisation and Human Performance Partnership Global Best Practice Regional Needs We have engaged in a major project to deliver a Siebel Financial Services Platform (Siebel 2000) to our bankers/customer response centre platform It leverages, as you will see shortly, all the competencies that we have built up over the last decade or so 2

How CRM is being delivered at The National - Business Architecture
The CRM architecture consolidates all customer information for consistent marketing, sales and service processes independent of channel … ensuring closed loop customer processes, which elevate the customer experience. Internet Customer Contact Centre Back Office Outlets Middleware Customer interaction, conversations - will be real time via any channel Dovetails with our existing CRM architecture I think of the desktop product as our “Operating System” a la Window 2000 Siebel Sales Force Data warehouse Customers National Leads/Relationship Optimiser 2

The centralised approach reduces the overall labour costs compared to four separate regional projects due to reduced overlapping tasks. It also ensures CRM delivers one Global Solution which achieves a consistent global customer experience. We have established a global design centre approach Utilise the Siebel 2000 product as global best practice and manage minor variation and deliver a solution to each region Significant speed to market advantages and obvious cost benefits Again, thinking globally - developing a global best practice methodology 2

The approach is to develop a global solution based on the MNC Siebel implementation; deploy to AFS in Feb 2001 and deliver two global releases in 2001 which provide increased functionality 1999 2000 2001 Sept Oct Nov Dec Jan June Dec Jan Siebel Selected Live in MNC Call Centre 31May MNC Release Global Design A RELEASE PLAN THAT TOUCHES ALL CORE INTERACTION POINTS SCALEABILITY I WILL NOW SHOW YO A FEW STOCK SCREENS DAVID ………. AFS Deployment Release 1 Feb Global Release 1 Release Q2 Confirmation of region/ timing for 2001 releases Global Release 2 2

A Single View of the Customer Customer Response Centre
Banker Internet The single view of the customer Simultaneous view A Banker/Customer can see the same information - via “pushing” data to the customer Mobile Planner

Sales/Service Channels Sales/Service Channels
Global Release One The scope of CRM is Sales and Service across each Retailer in three global releases. In Scope -18 Months Sales/Service Channels Sales/Service Channels Financial Services Centre/Suites Full Service Branch (non teller) Call Centre Private Banking Suites Business Banking Centre Mobile Bankers (remote connectivity) External Referral Partners Products & Services Internet Front End Sales - Order Taking Sales - Needs Based Service - Enquiry Service - Aftercare Marketing - Customer Insight at Point of Interaction Marketing - Campaign Management Cross Sell / Up Sell Referral Management The overall GR1 scope encompasses functionality, products, channels and deployment plans Functionality: Customer facing processes involving a banker or call centre agent: Sales-related enquires, customer and prospect identification, National Leads integration, pre-sales activity, needs assessment, application data capture for personal products only, campaign management, sales performance reporting and tracking Profile update, customer complaints/issues/request, contact and referral management Initial Deployment: Michigan National - Lansing Call Centre, 13 Premium bankers (subset of above functionality) Australia – 271 Collins Street (Business Banking, Package Business, Retail Banking, Premium Banking ) Melbourne Call Centre 2

Global Release One Products: Personal Loans Credit Cards Mortgages
The scope of CRM is Sales and Service across each Retailer in three global releases. Products Personal Loans Credit Cards Mortgages Overdrafts Business Lending Cheque Savings Term Deposits Financial Planning (initial & record only) Leasing Insurance Investments In Scope -18 Months Products: Personal Loans Credit Cards Mortgages Overdrafts Business Lending Cheques Savings Term Deposits 2

READ SLOWLY CRM Benefits
A fully implemented CRM solution will give the National the ability to maximise the life time value of its customers. It coordinates all customer access channels together to produce products and services that are worth far more than the sum of their parts. This is achieved by: Being able to easily cross sell products and services to customers that those products are relevant to. Providing a single, consistent view of the customer across the enterprise. Enabling National staff to see all communications, contact and interaction history across all channels with the bank. The integration of front end systems to a single/ fewer front ends for users. Providing a consistent message, brand and experience to customers across all channels. Enabling better understanding of customers hence better retention rates. Reducing marketing costs by only targeting those customers with a propensity to buy. READ SLOWLY 2

CRM benefits have been quantified
Andersen Consulting banking client experiences demonstrates outstanding results IN MY VIEW, THE RESULTS ARE OBVIOUS BUT IT JUST DOES’NT HAPPEN 2

CRM benefits have been quantified
Results from Siebel’s independently conducted customer satisfaction surveys further support the benefits derived through its implementation YOU WILL HAVE SEEN THIS AD IN AUSTRALIAN PAPERS RECENTLY 2

CRM benefits supporting the implementation
The National is focusing in on two core benefit streams resulting form the CRM implementation: Sales +5% Customer Retention +2.5% We are being conservative here Rationale Industry sources* document improvements in retention rates of 2.5% - 4.0%and improvements in sales rates of 5% - 8.0% following CRM implementations. Business case assumes that benefits will take time to emerge – assume 30% in Year 1, a 70% in Year 2 and 100% beyond. 5 Year Discounted Benefits $328m 2

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