Innovation at CaixaBank 4 th July Innovation in Digital banking. Liderazgo, confianza y compromiso social

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1 Innovation at CaixaBank 4 th July 2014 Innovation in Digital banking 1

2 CaixaBank Mobile Services Adapting our digital relationship to mobility mbanking Time to reach 100K mobile customers accessing mobile banking services: 1 year 1 month 1 week 1 day 12 hours hours hours

3 To perform Digital Banking for an incumbent means Being efficient with an extensive network and being leaders in multichannel management... Branches: The most widespread network (16.9% market share) (4) Breakdown of branch market share + ATMs: largest network in Spain 9710 ATMs 17.5% market share (1) 72.05% absorption ratio (2) 8.6% 10.4% 11.2% 10.1% 29.6% 7.0% 12.7% 61% 15.5% 26.1% 5713 Branches + Online banking: European leader 9 million clients 35.0% market share (1) 80.0% absorption ratio for companies (3) 7.7% 10.0% 17.7% 23.2% Mobile banking: Overall leader 25.3% 17.9% 17.0% million customers 12% of transactions are conducted with mobiles 19.0% Ceuta 10.0% Melilla Source: Nielsen (online banking and mobile market shares) (1) Latest available data (2) During branch opening hours. Operations considered: withdrawals, cash deposits, updates, payment of bills and deposit of cheques. Latest available data (3) Operations considered: domestic banking transfers, buying/selling shares, bill discounting and acceptance of bills. Latest available data (4) December

4 How is this relationship evolving? Electronic channels continue increasing operative and commercial absorption Operations by channel Millions of operations on each channel - Accrued for all of 2013 Total operations 2,216 2,889 3,723 4,073 4,214 4,852 5,830 Businesses Direct Debts ATMs Internet % 19% 17% 19% 16% 15% 15% % 16% 16% 20% % 13% % 13% 20% % % 42% 30% % % 15% 14% % 10% % 50% Branch % % % % 10% 9% 9%

5 And our internal roles as well Supported by channels and by optimising internal processes, the work at branches will centre on customer service and sales productivity 3 of every 4 employees does sales work Time that employees spend (percent of daily work) 52% 47% 42% 37% 33% 31% 26% 25% 24% 24% The layout of the branch space must contribute to this change of business focus 48% 53% 58% 63% 67% 69% 74% 75% 76% 76% Time spent on operations Time available for commercial business 5

6 Providing also mobility to our employees CaixaBank employees mobility: new devices SmartPhones More than 4,500 currently in use devices by Dec 14 All the staff by March 15 SmartPCs Currently up to devices by Dec 14 All the staff by Dec 15 6

7 And a strong customized focus on clients Segmented business model sustained by high quality growth A specialized network (2008) Wealth Banking Corporate Banking 13.6 million customers Business volume breakdown 1 : As of March 2014 Specialized managers (2009) Private Banking Affluent Banking Business Banking SME Banking Retail banking (the main pillar) 9 1 Business Banking SME Banking Private Banking 2 Affluent Banking Corporate Banking 6% 9% 4% 10% 23% 48% Individuals (assets managed range, million ) Companies (turnover range, million ) Retail Banking (1) Loans + customer funds. Excludes RE developers and public institutions (2) Including Wealth Banking 7

8 We must convert talent into ideas CaixaBank s innovation model: organization and processes Internal innovation Opportunity identification with business areas Innovation process with employees and clients and business areas as sponsors Definition of projects and initiatives External Innovation Knowledge and Technology transfer New capability building Innovation network Development of external innovation network with the objective to collaborate with academic institutions, banks, other companies Identification of new ideas and discussion with business areas 8

9 Internal talent throughout Innova Internal Innovation: INNOVA: crowdsourcing platform of ideas from employees Along 2013 we had a strong and growing participation, even better in 2014: employees participated in 2013 (86,7%) Business Areas as sponsors ideas/comments/likes in suggestions in the new suggestion box in Q4 13 Overall 17 activities since launch in December

10 Internal Innovation: Inspira ns Our Customers talent throughout Inspira ns Inspira ns is our tool for engaging our clients in CaixaBank s innovation proccess Starting Point We ask our customers to share with us their ideas Analysis We analize their suggestions, talking with each customer in less than 24 hours Design Then customers take position by selecting top ranked ideas Implementation We contact with all these customers, giving our thanks for their cooperation A new social network for expanding innovation based on clients participation in customized new products and services 10

11 Innovation Network External talent throughout an external Innovation Network IBM Microsoft Oracle Technology Massachussets Institute of Technology Center for Digital Business Computer Science and Artificial Intelligence Lab Discussion with venture capitals and startups Participation in forums: Finovate Future of banking Social and demographic changes Experts (local and international) Ogilvy (through coolhunting network) Consulting companies Banks 11

12 CaixaBank Internet Banking Addressed to digital attention clients Multichannel relationship model Línea Abierta Live A non-intrusive model for business relationships where the client will have: personalized attention through their digital advisor The most innovative contact tools Are focused on business actions to increase sales in electronic channels The digital attention clients can contact their advisors through: Requesting a call from their advisor Initiating a chat Through a video call Requesting to contact the advisor through the innovative virtual desk Writing on the Wall 12

13 CaixaBank Internet Banking moving towards a Sales and Relationship oriented channel Multichannel relationship model The Wall The Wall, a new communication channel between the client and the personal banking advisor Giving our advisors the opportunity to enhance their personal relationship with their customers and promote business opportunities. Messages and documents exchange Signing assessment contracts Personalized offers and information Videoconference service Signing online operations prepared in branch More than clients have activated their wall. More than personal banking advisors used their Wall with their clients. 13

14 CaixaBank Mobile Services Mobile: today is ranked #2 in number of transactions, and growing mbanking Línea Abierta mobile Multidevice 400 functions available Over 100M transactions/month 2M customers/month 6% companies Personal Banking Accounts Cards Shares Funds Deposits... Companies CaixaConfirming Cashflow Multisign... 14

15 CaixaBank Mobile Services Developing Apps, currently up to 70 Apps CaixaMóvil Store 3million Downloads for year Financial Apps Educational Apps Non-Financial Apps Research Apps Social Apps Other channels The first financial institution with its own app store Apps for all the different types of devices 15

16 CaixaBank Mobile Services We move quickly to reach new technological functionalities mpayment Leader in NFC initiatives Pilots to date NFC Experience MWC participants NFC Experience MWC ,500 users New Tap Contactless Conceived to be stuck to the back of a cellphone Bracelet with Contactless chip inside Over 1200 contactless ATMs Over 350K Contactless POS 16

17 CaixaBank Mobile Services Including latest technologies Apps Wearable Apps Google Glasses Native App for Google Glasses with branch offices locator and currency converter Sony SmartWatch First financial institution in Europe with a smartwatch app to monitor your favorite stocks. Avaliable from Feb-14 Avaliable from Feb-14 17

18 Having a presence allows us to learn along the whole process... Our Spin-Offs and Start-Ups: to expand along the payments value chain to tap new revenue streams Consumer Services Payment Device Issuer Acquirer Merchant Devices 18

19 Big Data: Conceptual definition All this requires Intelligence = More complex IT systems OPERATIONAL SYSTEMS Customer product applications tab SOCIAL MEDIA STRUCTURED DATA SOCIAL NETWORKS Digital web content UNSTRUCTURED DATA 19

20 Big Data: Real Time Decision RTD, creating a more personalized user experience in the Home Banking... What s new? I have a Customer What kind of decisions can we make? Home Banking provides multiple business opportunities in each customer visit RTD Which Promotion? Which Products? Let me find the optimal choice for this customer right now Promo Offer Content Product Which Contact Method? RTD continuously refines and adjusts personalized value by tracking and learning from actual customer behavior More than 50 decisions by second in rush hour 20

21 Thank you very much! For further information, please contact: Joan Rosás, Head of International Financial Institutions 21