1 managing & servicing clients across geographies - emerging ideas for financial institutions...

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Managing & Servicing Clients across Geographies - Emerging Ideas for Financial Institutions

August 18, 2009

Patrick Y. Ng

Director, Financial Services Industry Business Unit

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The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

Safe Harbor Statement

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China’s High Net Worth Individuals population became the 4th largest in the world. This population has a positive spill-over effect to Financial Institutions in Hong Kong

Source: Cap Gemini Merrill Lynch World Wealth Report 2009

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The ‘well-informed” Client Advisors have a better understanding about HNWI clients. They consider the following tools to be important for servicing clients…

Source: Cap Gemini Merrill Lynch World Wealth Report 2009

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In managing & servicing clients across geographies, Financial Institutions are looking for ways to:

Understand Demographics differences, provide a close proximity via effective Distribution Channel

Manage Data Challenges

Optimize Services Strategies to support multiple cities

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Demographics & Preferred Distribution Channel

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Each Client Segment has a unique Financial Need…

Source: Social Change in Australia: New Implications for Government Agencies, KPMG Australia, 1 April 2008

“BOOMERS”

• Born 1946-1961

• Now aged 46-61

• Idealistic; career-orientated; consumerist

• Promoted ‘young’ and propped

• Peak income earning 1991-2005

• Succession planning, advisory boards, non-exec directors

“GEN X”

• Born 1961-1976

• Now aged 31-46

• Realists; cynical


• Resentful of Boomer focus on Ys in the office

• Must deal with baby boomers in retirement

“GEN Y”

• Born 1976-1991

• Now aged 16-31

• Experiential; ethicists; uncommitted to career; relationships

• Helicopter kids; KIPPERS


• Technology savvy; global thinking

• Inherit boomer wealth

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Gen Y: Market Potential

Source: Wikipedia

15 - 29 301 M

30 - 44 352 M

Gen Y

Gen X

45 - 60 240 MBoomersAge PopulationChina

15 - 34 1959 K

35 - 44 1245 K

Gen Y

Gen X

45 - 64 1899 KBoomersAge PopulationHong Kong

28.4

18.1

27.5% of Population

22.8

26.7

18.2% of Population

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In growing Gen Y clients, Financial Institutions focus on Choice of Products & emerging Distribution Channel

• Increasing use of self research and peer recommendations for banking product selection by Gen Y

• Highlights importance of social networking concepts to drive peer recommendations

• Underweight asset classes in Brokerage, Retirement products, and Bonds highlights Gen Y’s ignorance on the future

• This represents a specific challenge for Wealth Managers when added to increasing age of Boomers and Veterans as they draw down on their retirement assets

Source: Catalysts for Change: The Implications of Gen Y Consumers for Banks. Deloitte

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GraphicalReports

Profile changes

Profile changes

Important messages

Important messages

Transaction categorization

Transaction categorization

Spending trends

Spending trends

Most frequent actionsMost frequent actions

Natural language search

Natural language search

Secure Messaging

Secure Messaging

Key summary

of account

Key summary

of account

Popular Banking Channel for Gen Y: Online, Self-service

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“Brick” & “Click” for Gen X and Gen Y Provide tailored Service via Face-to-face as well as Online for demanding, busy Individuals …

Financial Planning

Portfolio Overview, Tracking, Analysis, and Simulation

Investment

Portfolio Alerts

Online Relationship Manager

Statement

Illustrative

Source: Deutsche Bank website

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• Real-time access to data• Buy / Sell Financial Products• Enable collaboration with social

networking• Anytime, Anywhere

“Click” for Gen X and Gen Y Increasing use of Mobile Devices for Banking, especially among

busy commuters and travelers…

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Managing Data Challenge across Cities

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Customer Data Challenge across multiple geographies ?

Ope

ratio

nsS

ales

& M

arke

ting

City 3City 2City 1

CRM 2CRM 1

Retail + Corporate Banking

TellerMarketing

Retail Banking

TellerMarketing

Retail + Corporate Banking

Teller Marketing

Accounting CIF

Sources Processing

Accounting CIF

Sources Processing

Accounting CIF

Sources Processing

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• Comprehensive and Integrated Analytical Solution provides front-line team a complete view of the customer across mortgage, checking, savings, and credit information sources.

So

luti

on

• Single, integrated view of Customer

• Hides complexity of data

• Ease of use allows rollout to large user population

Ben

efit

s

• Suffered from low recovery rate of customer defaults in Credit Card and Mortgage payments due to incomplete or inaccurate customer information.

• Identify high net worth individuals who are at high risk of bankruptcy and intervene quickly before potential bankruptcy

Ch

alle

ng

e

“From our front-line employees to executive management, the company relies on Oracle Business Intelligence to provide strategic customer and business insight across a number of key data sources, including our multi-terabyte enterprise data warehouse and operational systems. This gives us comprehensive, up-to-the-moment view of our customers and business.”- Senior Manager of Enterprise Information Solutions, a major Canadian Bank

“From our front-line employees to executive management, the company relies on Oracle Business Intelligence to provide strategic customer and business insight across a number of key data sources, including our multi-terabyte enterprise data warehouse and operational systems. This gives us comprehensive, up-to-the-moment view of our customers and business.”- Senior Manager of Enterprise Information Solutions, a major Canadian Bank

Credit Card BusinessCredit Card

Data7 TB

MortgageCenter

Mortgage Data3 TB

Retail Banking BusinessChecking &

Savings Data2 TB

Oracle Business Intelligence

Oracle Business Intelligence

Case Study A leading Consumer Bank in Canada

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Customer Data Challenges in ChinaLatest technology addressing data cleansing and data de-duplication challenges in China

• 简体与繁体李鵬偉 <-> 李鹏伟 ,吳濤 <-> 吴涛

• 中文姓氏名称差异欧阳 <-> 阳，萧 <-> 肖

• 语音匹配，而不管拼音语调孙广昌 <-> 孙光畅姜春男 <-> 蒋春南

• 简体中文与繁体中文泰興市東岳大街 82 號 <-> 泰兴市东岳大街 82 号

• 阿拉伯数字与中文大写数字广州市园圃路三百零一号 <-> 广州市园圃路 301 号

• 省略地址中夹杂中国少数名族名称海南省保亭黎族苗族自治县 <-> 海南省保亭自治县

• 对与门牌号码的简略表达杭州市梅花三胜 1 栋 1 单元 202 房 <-> 杭州市梅花三胜 1 号楼 1-202

个人姓名的中文匹配地址的中文匹配 1

机构组织的中文匹配地址的中文匹配 2

• 简体中文与繁体中文东莞市茶山国丰针织厂 <-> 東莞市茶山國豐針織廠

• 阿拉伯数字中国人民解放军第 306 医院 <-> 中国人民解放军第三零六医院

• 省略名称中夹杂中国少数名族名称新疆维吾尔族自治区博文公司 <-> 新疆自治区博文公司

• 省略组织类别 ( 股份 , 有限 , 责任 , 公司 )泸州老窖集团有限责任公司 <-> 泸州老窖

• 不考虑地区级别名称安徽省黄山市春雨旅行社 <-> 安徽黄山春雨旅行社

• 没有考虑地区级别名称 ( 省 , 市 , 自治区 , 县 , 区 , 镇 )

河北省张家口市东河沿 77 号 <-> 河北张家口东河沿 77号

• 对有些知名地区设置 Edit-list ( 编辑列表 ) 规则广东省广州市 <-> 广州市

• 减少城市名称的权重河南省信阳市平桥大道 138 号 <-> 平桥大道 138 号

• 对接到地址元素的 Edit-list （编辑列表）规则黄埔大道康乐园小区 3A-656 <-> 黄浦路康乐园 3A-

656

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Service Efficiency & Productivity

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Increasing Service Efficiency & Productivity across CitiesBest Practice: 3-D Skills-Based Routing

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• Each Agent has:• Actual Skills• Virtual Skills• Proficiency• Workgroup Linkage

Skill Proficiency

Mandarin Speaking 45%

Computer Skills 40%

Cost Basis 30%

Location Preference

20%

Troubleshooting 60%


Agent Skill & Proficiency Agent Skill & Proficiency

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• Each Workgroup has:• Skill Requirements• Agent associations• Supervisors• Project Linkage


Workgroup Skill Requirements Workgroup Skill Requirements

Mandarin Speaking

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• Agent Actual Skills

• Workgroup Requirements

• Agent Virtual Skills

3-D Algorithm is Automatically Calculated for Optimal Agent Skills and Workgroup Requirements

3-D Algorithm is Automatically Calculated for Optimal Agent Skills and Workgroup Requirements


3-D

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Managing & Servicing Clients across GeographiesComprehensive Siebel CRM Solution for Financial Institutions

Siebel CallCenter

Siebel MobileSales /

Social CRM

SiebelSelf Service

Siebel BranchTeller

Mobile InternetFinancial Advisor

Call Center Channel PartnerDirect MailBranch/Teller

Application Integration ArchitecuturePre-packaged Integration Packs

Master Data Management

Oracle Business Intelligence Enterprise Edition

Oracle Intelligent Offer Generation

Universal Customer Master Data QualityUniversal Product Master

SiebelMarketing

SiebelLoyalty

Siebel Contact Center

Anywhere

Siebel Partner

Relationship Mgmt

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Global Financial Services Leadership Summit

September 11-12

Sheraton Hotel

September 11-12

Sheraton Hotel

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We cordially invite you to attend our Global Financial Services Leadership Summit in HK on Sept. 11/12th

Joshua Cooper Ramo – Author of "The Age of the Unthinkable"

David Potterton – Vice President of Global Research, Financial Insights

Manoj Bhojwani – Vice President, Global Finance Technology, JPMorgan Chase

Paul Ventisii – Global Head of Information Technology, HSBC Security Services

Patrick Eltridge – Head, Strategy Architecture and Design, Standard Chartered

Bank

Cormac Kelly – Head of Consumer Banking Technology & Operations, DBS Bank

Vikram Sud – Chief Operating Officer, Kotak Bank

……..

…..

Joshua Cooper Ramo – Author of "The Age of the Unthinkable"

David Potterton – Vice President of Global Research, Financial Insights

Manoj Bhojwani – Vice President, Global Finance Technology, JPMorgan Chase

Paul Ventisii – Global Head of Information Technology, HSBC Security Services

Patrick Eltridge – Head, Strategy Architecture and Design, Standard Chartered

Bank

Cormac Kelly – Head of Consumer Banking Technology & Operations, DBS Bank

Vikram Sud – Chief Operating Officer, Kotak Bank

……..

…..

Featured Speakers

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