Customer Service Division
Sales & Service in the post-integration network
Gail Kelly, Mukesh Parekh & Neil Schafer
18 July 2001
Customer Service Division
Sales & Service in the post-integration network
Gail Kelly, Mukesh Parekh & Neil Schafer
18 July 2001
DisclaimerDisclaimer
The material that follows is a presentation of general background information about the Bank’s activities current at the date of the presentation, 18 July 2001. It is information given in 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.
AgendaAgenda
1. Overview - Goals & Strategy
2. Network Integration
3. Business Outcomes
To be To be
the best the best
brands in brands in
helping helping
customers customers
manage manage
and build and build
wealthwealth
To be To be
the best the best
brands in brands in
helping helping
customers customers
manage manage
and build and build
wealthwealth
Vision & GoalsVision & Goals
Group Vision CSD Goals
1. Build a team of people who are willing, able and empowered
2. Differentiate the Group on service
3. Maximise sales effectiveness across all channels and segments
4. Transform to a customer focussed distribution model
5. Reduce costs through maximum efficiency and productivity +
6. Complete Integration on time/within budget
Sales & Service 2000+ - Platform for Change Sales & Service 2000+ - Platform for Change
• New sales leadership & reward system
• Target group - front-line leaders & managers
• Key Principles;
- Ownership - Accountability - Outcomes - Reward
• Key Components;
- Increased authority - Focussed performance measurement - Flexible workplace arrangements - Variable remuneration - Upskilling & coaching - business acumen & leadership skills
AgendaAgenda
1. Overview - Goals & Strategy
2. Network Integration
3. Business Outcomes
Network Integration - Key Milestones Network Integration - Key Milestones
New
Network
Structure
Transaction
Bridge
Channel
Integration
Systems Conversion
October 2000
January 2001
May 2001
June2001
Integration of network
structures and people
Allowing Colonial
Customers to transact at CBA
Branch, ATM &
Call Centre integration
Conversion of Colonial accounts
to CBA systems
Highlights - Overall Program Highlights - Overall Program
• Transaction bridge designed and built for testing in 90 days
• 279 branch amalgamations and 89 Colonial branch sites rebadged over 7 weekends
• 500 ATM movements
• 5,100 pieces of equipment deployed in network
• 1,950 staff completed Orientation workshops
• 39,600 hours of call centre staff training
• 1 million Product conversion mailing packs sent to customers
• 1.3 million accounts converted
New Network Structure - Key Principles New Network Structure - Key Principles
• Rapid & smooth transition
• Leverage best elements of CBA & Colonial
• Embed “Sales & Service 2000+”
• Retain quality people
• Minimise customer disruption
• Streamlined & customer-focussed
Key Changes Key Changes
• Number of Areas reduced from 125 to 70
• Of 70 Area Managers - 22 former Colonial Franchisees
• Single Model - Area & Franchise structures merged
• Business Banking;
- Dedicated Structure & Focus
• Personal Banking;
- Dedicated Focus on Managed Funds Business
- Allfinanz Strategy
““Allfinanz” strategy Allfinanz” strategy
• Largest customer base
• Growth opportunity - effective cross-sell & referral
• Grouping of Advisory/Insurance staff - specialist stream
• “Team” approach within Areas (referrals);
- Branch Sales & Service
- Mobile Bankers
- Advisors/Consultants/Insurance
- Relationship Managers
- Small Business Sales
Business Banking Business Banking
• Distinct delivery models - “Middle Market” & “Small”
• “Middle Market”;
- Separate reporting line to State General Manager
- New Regional Manager positions established
- Streamlined & rationalised Business Banking Centres
• “Small Business”;
- Sales teams within Areas
- Centralised, telephone-based account servicing
Positive OutcomesPositive Outcomes
• All milestones achieved on or ahead of schedule
• Strong business momentum
• Tracking to business case costs & synergies
• Public assurances being met
Keys to SuccessKeys to Success
• Line management ownership at local level
• New network structure (best-of-the-best)
• Focus on business
• Managing dual networks
• Support - Queue Walkers, Advocates, Training, Diary
• Meticulous planning & execution
AgendaAgenda
1. Overview - Goals & Strategy
2. Network Integration
3. Business Outcomes
Sales & Service 2000+Sales & Service 2000+
Cultural Change
“This is where I work”
“This is my
business”
Key Performance IndicatorsKey Performance Indicators
Sales
Service
Customer Management
Leadership & People
Sales Sales
• Growing momentum in key markets
• Record Home Loan volumes
• Commercial Lending
• Managed Funds
Service Quality Service Quality
• New standards & measurement - all key channels
• Service a KPI for all network leaders
• Linked to year-end remuneration
• Communication, training, reinforcement
• Extra focus during integration
Customer ManagementCustomer Management
• Transaction migration - customer education
• Ongoing promotion of self-service options
• Over 2000/01;
- EzyBanking customer numbers up over 200% - NetBank transactions +200% - EFTPOS transactions +40% - ATM transactions +6% - Over 2 million customer service calls per week - “Over-the-Counter” transactions < 16%
Leadership & PeopleLeadership & People
• Gallup Staff Survey - significant improvement
• Positive trends;
- Absenteeism - Turnover • Differentiated approach across key job families;
- Recruitment - Employment Arrangements - Accreditation & Upskilling - Remuneration & Reward
Summary Summary
• Platforms for Growth
• Growing business momentum
• Future potential