FY09 Revenue mix for FSI Greater China 2% Canada 3%

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3 APAC 6% Latam 5% Japan 4% FY09 Revenue mix for FSI Greater China 2% Canada 3% India 1% United States 29% Germany 6% MEA 6% Western Europe 19% France 6% UK 6% Central and Eastern Europe 7%

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5 Profit Customers Cost Competition less risk, more clarity more choice, more time do more with less act, not react Manage & Monitor Business Performance Retain & Attract Customers Reduce Cost of Service, IT, & Training Planning & Strategy Execution

6 Business Insight -BI in Financial Services This solution is designed to empower FSI employees to make better decisions. Employees can transform data into knowledge using business intelligence with advanced analytic, visualization, and performance management capabilities. Empower employees to: Deliver Sales & Service Excellence Provide more relevant information and improve decision support Channel, Product & Marketing Optimization Utilize critical business intelligence to unlock business potential Reduce IT Costs & Complexity Leverage low cost platform with broad BI capabilities

7 Business Insight BI in Financial Services Presentation & Collaboration Presentation Reporting & Analysis Data Integration & Warehousing Reporting & Analysis Data Warehousing

8 Improve organizations by providing business insights to all employees, which leads to better, faster, more relevant decisions. Complete and integrated performance management offering. Pervasive delivery of intelligence through Microsoft s integrated BI platform. Enterprise grade and affordable.

9 Office, Excel, SharePoint PC or Mobile SQL Reporting Services SQL Analysis Services SQL Server SQL Integration Services Legacy environments

10 Business Insight BI in Financial Services RICH BUSINESS-USER EXPERIENCE BUSINESS PRODUCTIVITY INFRASTRUCTURE DATA INFRASTRUCTURE & BI PLATFORM

11 Leverage the Microsoft Platform

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13 The BI Marketplace BI Definition Importance Opportunity Reporting, Analysis, Performance Management, Data Warehousing #1 customer spend again (#1 priority, 4 th year in row - Gartner, Jan 2009) BI is recession-proof Faster ROI than applications (ERP/CRM) 40% of market not owned by megavendors Rationalization: From 10 to 3 vendors Competitive Microsoft Value Proposition Oracle, SAP, IBM spent $15B to buy HYSL, BOBJ, COGN. Oracle bought Sun and will use MySQL assets on low end. IBM is activating 4,000 BI consultants in July. BOBJ s contributed to 70% of SAP s software license and support growth in Total Cost of Ownership Adoption/Productivity for the Masses IT Flexibility and Control

14 Business Drivers Top Financial Services Initiatives Many addressed by Business Insight BI in Financial Services 1. Economic, market, and regulatory volatility 2. Innovation in products and business models 3. Demand for performance, liquidity, and growth 4. Emerging client demands for function and relevance 5. Margins compression and operational leverage 6. Creative fraud and security threats 7. Multidirectional globalization 8. Lower barriers to enter and interconnect 9. Retired, emerging, and ethnic segments 10. Fresh advances in technologies and capacity Strategic Responses 1. Creative sources of revenue 2. Improved risk management and transparency 3. Product and function innovation capabilities 4. Improved client experience 5. Streamlined business and technology resources 6. Further globalization of business and sourcing 7. Corporate restructuring and M&A 8. Holistic data governance 9. Interlocked business operations 10. Expansion to niche market segments Technology Initiatives 1. Client and business intelligence 2. Data management, analytics, and optimization 3. Enterprise risk and fraud management solutions 4. IT governance, integration, and modernization 5. Business process management (BPM) 6. Real-time processing power 7. Direct client access portals (multimarket) 8. Open integration and collaboration platforms 9. Client and workforce mobility 10. Multimedia over broadband Internal Use Only Source: TowerGroup

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16 Spotting BI Opportunities Banking Business Scenarios

17 Customer Profitability Determining customer profitability is no easy task for modern banking organizations. Banks can achieve accurate profitability by analyzing the cost of funds, overhead, deposit insurance, as well as a customer s preferred usage of banking services. Customer activity expense vs. income Customer profitability dashboards Customer profitability segmentation Profit contribution by segment Product promotion by profit segment Channel utilization behavior Internal Use Only

18 Branch Performance Bank branches have a tremendous opportunity to impact the success of any banking organization by providing the right services and products, to the right customers, at the best price and at the right time. Deposit/loan growth Deposit mix Customer profit segmentation Household/account growth Loans by branch Loan mix Past due accounts Internal Use Only

19 Marketing Effectiveness Due to increasing costs associated with customer acquisition and retention, bankers must understand the characteristics of successful marketing campaigns and leverage them to ensure continued growth, profitability, and competitive advantage. Measure and analyze campaign results Improve response rates Create desired customer profiles Attract high-end, profitable clients Identify cross-selling and up-selling opportunities Increase the number of profitable products owned by a single household Decrease acquisition times Internal Use Only

20 Risk Management By giving all business decision makers the ability to analyze risk as it relates to their portfolios, customers, or industries, banks can increase profitability and ensure shareholder value. Optimize capital and risk Increase portfolio visibility View integrated risk across the organization Map portfolios by industry to insure compliance Align risks and awards to determine investment opportunity Create risk-aware profiles and alerting Internal Use Only

21 Loan Processing Loan officers, processors, brokers, and lenders need to understand how to decrease the amount of time it takes to move loans through the pipeline, while maintaining the quality of their work. Workflow analysis Application growth by loan officer, processor and broker Pipeline management Pipeline trends Time to approval Approval ratios Internal Use Only

22 Customer Retention Banks can ensure they are not losing customers to the competition by understanding the behaviors and indicators of at-risk customers, and taking timely, corrective action. Customer loss and product cancellation analysis Customer satisfaction scorecards At-risk customer profiles At-risk customer alerting Account behavior analysis Customer appreciation initiatives targeted toward at-risk customers Internal Use Only

23 Customer Example Commercial Card Merchant Services

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30 Have they changed? Project many times lower cost than other MI projects within Barclaycard and deployed!!! From To Team Position Legacy Leading MI available 2 weeks 2 hours Analysis Non-existent Infant :Drill-down view Users 10 technical skilled 100+ business people Tools Business Objects+SAS ProClarity + Excel Information Data Providers Business Insight

31 Lower Cost Faster Time to Market

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