Globálny pohľad: Technologické trendy formujúce budúcnosť finančných služieb. Michal Kopanič, Partner Deloitte

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1 Globálny pohľad: Technologické trendy formujúce budúcnosť finančných služieb Michal Kopanič, Partner Deloitte

2 I N T H E L A S T T W O Y E A R S W E V E S E E N nine times M O R E D ATA created than in the entire history of humanity. 2 Copyright 2016 Deloitte Development LLC. All rights reserved.

3 People have changed And business needs to change as well. 3 Copyright 2016 Deloitte Development LLC. All rights reserved.

4 World of Insurance

5 1 Individualization of insurance Most customers continue to buy insurance as assets owners but increased assets connectivity and knowledge about behavior offer insurers much more insights about empirical factors that drive risks, resulting in pricing and coverage personalization.

6 2 Insurance as Portfolio Customer is still measured on very granular level thanks to insights but requires coverage only for the limited time (e.g. only when undertaking risk or activity).

7 3 Off-the-shelf Insurance Personal assets policies become standardized to the point that consumers can buy them off-the shelves. This will happen when risks are homogeneous; driven by automation and asset sharing.

8 4 Insurance as Utility Insurance becomes commoditized but not attached to the owner because customer owns only a small portion of risk while sharing economy proliferates.

9 T A C T I C A L M O V E M E N T S CEE insurers have already taken steps to face the digital challenges Have your client done everything they could to be ready as well? TRIGLAV U B I D R I V I N G A P P After successful deployment in Slovenia, The insurer launched usage-based insurance also in Croatia. The app has k installations on Android only. EUROINS 2 M Boosts! FinTech initiative launched to realize strategic leadership goals of the group Talent, efforts pooling both externally and internally from the firm Disruptive startups incubation & capital support VIG ~ 2 5 M i n t h e A g e n d a Genesis is the group s digitization project including: AI- and Robotics-driven automation Apps development e.g. Claims mgmt., Sales IoT-enabled insurance and customers integration Blockchain use cases PZU 4 5 M V C & D I G I T A L I Z A T I O N PZU set-up Witelo tech investment fund with committed minimum 45M funding and PZU Lab (collaborates with tech accelerators). In addition the giant aims to rollout the complete digital operations model by E.g.: Product personalization 360 customer view Multichannel & paperless customer service B I G B A N G T R A N S F O R M A T I O N S UNIQA 7 5 M u n t i l Committed 75M on its digital transformation by Example investment areas: Innovation culture setup efforts Customer experience continuous digitization Operations digital transformation Conscious digital bets that may pay off in future Adjustments to firm s organizational structure Sources: Deloitte analysis of Companies websites; Additionally: Telematicnews.info, play.gogle.com, itunes.apple.com, amodo.eu, Euroins: xprimm.com, VIG: wyborcza.biz, PZU: rp.pl, witelofind.com.

10 GRANULAR Driven by: Granularization of risk units; unpooling of risks Market development scenarios, shaped by technology trends 1 2 Individualization of Insurance Insurance as Portfolio Status quo today 0 ASSET OWNERSHIP BASED USAGE BASED Driven by: Episodic consumption of insurance 3 4 Off-the-shelf Insurance Insurance as Utility COMMODITIZED Driven by: Commoditization of risk

11 Banking world

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14 Digital banking become mainstream really?! Average occurrence of the word digital" in annual reports of the 20 biggest European banks grew from average 1 in 2011 up to 55 in Interestingly, vast majority of banks considers itself a leader Functionalities benchmarked Assessed banks 238 Assessed FinTechs 10 REAL current accounts investigated thoroughly by Deloitte proprietary framework based on customer research. REAL insights, without vague truisms. Customers surveyed +8k 38 Covered markets Digital channels Customer journey steps Mystery shopper researchers 3 14

15 EMEA market is highly diversified from digital maturity point of view Digital champions Digital smart followers Digital adopters Digital latecomers PL RU ES CZ FI FR AT BE BG HR DK EE IS IE IL CH TR NO ZA DE HU IT LT LU NL JO KW LB LV QA RO RS SK SE UK SA SI AE SK Note: To achieve comparable data, country averages are based on the results of the top 5 biggest banks in given market in terms of assets. Countries within the 4 categories are in alphabetical order the position of the flag within the group does not imply the score against other countries from the same group. 15

16 Digital Banking Maturity Digital champions offer a wide range of functionalities relevant for customers and a compelling User Experience No maturity with no pressure A Foreign Digital champions as attackers High Digital champions will compete for highly demanding clients fueled by implementation of PSD2 AT ZA BG SK A CZ NO FI PL FR RU TR ES CH A B FinTechs as challengers of status quo Banking sectors which will not live up to market pressure will face competition not only from other countries, but also FinTechs BE HR HU IE IL RO IT LT DK EE DE IS LU NL B Low LV RS SI SE UK Low Market pressure on the banking sector High 16

17 Disruptive change requires disruptive response The battle for customer is fought in five fields... Connectivity Digitization Experience Innovation Exponentials Data Insights 17

18 Mobile banking Disruptive change requires disruptive response Although there is a clear age digitalization path % of customers active in channel 40% CE Bank example 35% 30% 25% 20% 15% 10% 5% 65+ 1Q15 1Q16 1Q17 1Q Q16 1Q17 1Q % 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 1Q16 1Q17 Internet banking Current digital natives will account for >60% of population by 2035 Source: Deloitte past project experience and analysis Q15 1Q16 1Q17 R 2 =0, <24 1Q15 1Q17 1Q16 1Q17 1Q16 1Q15 Digital natives switching from internet banking to mobile 18

19 Disruptive change requires disruptive response there is still 43% of traditional customers Customer segment by channel usage (SK) DIGITAL ONLY CARDS ONLY 18% 9% 43% 39% OMNICHANNEL of traditional customers BRANCH ONLY 34% Source: Deloitte past project experience and analysis 19

20 Disruptive change requires disruptive response Migration of clients to digital channels is gaining momentum, changing the model and nature of f2f contact Branches share in total transactions retail banking Mobile banking in total transactions retail banking 60% -8% 50% 40% +52% 40% Slovakia 5% 20% F F 42% -9% 32% 26% 13% +29% 27% 46% EMEA F F Source: Alior Bank, UBS Evidence Lab 20

21 Disruptive change requires disruptive response Omni-channel customers are becoming the most profitable ~50% of customers expect their bank to be omnichannel Number of channels indicated as important 1 % customers Omnichannel customers are the most profitable Average revenue per customer EUR / year 4 channels 47% 0 7% 1 channel 3% +94% +100% 47% Channel usage: OMNICHANNEL DIGITAL ONLY BRANCH ONLY channels 18% 2 channels 15% Branch Internet 2 Mobile 2 1. Number of customers indicating the qualities Has a wide branch network, Has good internet banking, Has good mobile banking You can easily get something done in the call center as important or very important in an ideal bank 2. At least 1 login in a month; mobile customers are younger ~30% are below 25 Source: Deloitte project experience 21

22 Disruptive change requires disruptive response Importance of sales in remote channels is growing, strongly focusing on lending Traditional channels Remote channels CE SEE CIS Cash loan (income, M EUR) 88% 12% 62% 38% 99% 1% 82% 18% % 3% 82% 18% Credit card (income, M EUR) 92% 8% 70% 30% 98% 2% 82% 18% 94% 6% 77% 23% CE region includes: Czech Republic, Slovakia & Hungary. SEE region includes: Romania, Bulgaria, Croatia, Serbia, Albania, Bosnia and Hercegowina, Kosowo. CIS includes: Russia, Belarus, Ukraine. Source: Deloitte analysis based on: internal benchmarks, Finalta, data from public report by Bain & Company 22

23 Disruptive change requires disruptive response The battle for customer is fought in five fields Differentiated channel preferences Evolving f2f contacts role Demand for Omnichannel Digital sales increase Leveraging technology Customer preferences varies and can not be simply explained by demographics More advisory and assistance, less service and transactions Banks have to invest in coherent customer experience in all channels Growing number of digital interactions should be monetized by increased sales Biometrics, Fintechs, Roboadvisory and Chatbots across channels 23

24 Disruptive change requires disruptive response Pace of technological invention drives the change in the industry Biometrics Roboadvisory/ digital investing FinTechs Chatbots Biometrics is becoming a common and safe solution for identifying customers, especially in digital channels Roboadvisory may be a distinguishing feature in the Affluent segment and support for advisors in deepening relationships with clients Banks, thanks to cooperation with FinTechs, will be able to expand their competences in digital channels Chatbots using artificial intelligence are improving the way of communication with bank and can be an alternative to handling simple transactions by call centre 24

25 Thank you