Personal Financial Services - Achieving growth Peter Hawkins Head of Personal Financial Services

Transcription

Personal Financial Services - Achieving growth Peter Hawkins Head of Personal Financial Services
Personal Financial Services
- Achieving growth
Peter Hawkins
Head of Personal Financial Services
18 July 2000
Today’s agenda:
Specialisation and growth
1)
Product businesses
2)
New customer businesses
3)
Tomorrow’s growth
1) Specialist product businesses
– Cards
– Mortgages
– Funds Management and Insurance
– anz.com
In November 1997 we separated product from
distribution:
•
•
It has delivered:
–
Higher profits/ lower costs
–
Strong individual product businesses
–
Doubled sales
–
200,000 more customers
–
Increased share of wallet
More recently, customer segmentation was overlaid on distribution
Financial performance
Profit
$m
Income
%
%
400
3.70
300
3.50
38
200
3.30
36
100
3.10
0
2.90
Mar-99
75
Sep-99
%
70
%
Cost to Assets (RHS)
65
3
Sep-99
Mar-00
Provisioning
80
60
40
60
55
32
$m
100
4
2
Cost to Income (LHS)
20
0
50
1
Mar-99
Sep-99
Mar-00
40
34
Non Interest Income (RHS)
Mar-99
Mar-00
Costs
Net Interest Margin (LHS)
Mar-99
Sep-99
Actual Credit Costs
Economic Credit Costs
Mar-00
Cards
30
Share of Personal Profit
9%
%
Share of Credit Card Spend
25
20
15
Jun-94
May-96
Apr-98
Mar-00
Key Initiatives and Strategy
• Continue to improve and leverage QTV programs
Cards Growth
Cardholders (m)
Cards Issued (plastics)
Outstandings ($b)
(Growth)
• Build leadership in e-commerce acquiring and other
high growth merchant acquiring segments
AUS
2.0
2.9
2.4
35%
NZ
0.3
0.4
0.3
12%
• Implement common operating platform (Vision Plus)
in Australia and New Zealand
• Acquisition through cross-sell to other Personal
customers
• Leverage acquisition of EFTPOS New Zealand
Mortgages
15
Share of Personal Profit
%
Market Share
14
19%
13
12
11
10
Jun-94
New Sales by Origination Source
1H 2000
Origin 14%
ANZ Network
63%
Third Party
Introducers
23%
ANZ Branded
Jun-96
Jun-98
Apr-00
Key Initiatives and Strategy
•
•
•
•
Leading products
Broad distribution
Active database marketing campaigns
Cost management
– 4 account processing systems into 1
– 4 processing centres into 2
– 24% reduction in cost/asset ratio (1st half)
– 28% annual increase in Auto Approval rate
• Funding flexibility
Mortgages
100
%
Channel Comparison
Origin
75
TPMI
50
ANZ Network
25
1.2
%
New Lending Mortgage Margins
0.8
0.4
0
0
140
120
100
80
60
40
20
0
Drawdowns
(#)
$
Drawdowns
($)
ANZ Network
TPMI
Origin
Cross sell of third party mortgages has
been effective:
Average Loan Life EVA
Index 100
• 86% customers have an ANZ deposit
account
• 51% have an ANZ credit card
ANZ Network
TPMI
Origin
Funds Management
Share of Personal Profit
15000
15%
$m
Funds under Management
10000
5000
0
Mar-99
Sep-99
Mar-00
Total Retail FUM inc Gateway
Total Retail & Wholesale FUM
Strategy
Ranking
Assirt Retail FUM
#7
Assirt Retail Inflow
#10
New experienced management team in place
• Leverage bank distribution
strengths/customers
• Optimise products and features
• Reposition Asset Management
• Leverage off universal a/c and targeted
marketing to grow IFA channel
anz.com
Internet Banking Signups
300,000
Active Users
80
Internet Banking
60
Phone Banking
250,000
40
Australia
200,000
150,000
20
100,000
0
New Zealand
50,000
% of Active Customers
0
Oct-99
Jun-00
Internet Transactions
(% of Total)
40
30
Feb-00
Average number of
transactions per visit
Internet Banking Users
% of Total Relationships
10.2
8.9
8.9
7.9
5.1
Direct Banking Logins
20
10
BPAY Transactions
ANZ
0
Oct-99
Feb-00
WBC
NAB
St G
CBA
Jun-00
Source: Ord Minnett and Roy Morgan Research
anz.com
Online Applications - Credit
Cards
2000
Internet Banking Customers
300
1500
Index: 100 = average retail customer
1000
200
500
100
0
0
Oct-99
Lending
Balance
%
Deposit
Balance
Number
Profit
of Products
ANZ E*Trade
Share of contract notes
30
Attrition
Feb-00
myanz.com
• Their ANZ account
balances
• Australian and overseas
news
• Stock prices, market wrap
and watchlist
15
• Horoscopes
0
• Entertainment news
Nov-99
Jan-00
Mar-00
May-00
Jun-00
• ANZ products and financial
tools
• Their share portfolio via
ANZ’s My Portfolio
service
• Sport news
• Search engine
• Weather
• Favourite links
• Travel information
myanz.com
The separation of product from distribution has
driven strong performance across products
while increasing the network effectiveness
Index
250
200
Sales events
150
Service events
100
Australasian Distribution staff (FTE)
Jan1999 = 10,600
May 2000 = 8,975
50
0
Jan-99
Apr-99
Jul-99
Oct-99
Jan-00
Apr-00
2) New customer businesses
– Wealth Management
– Small Business
– General Banking
We are now moving from a product/ distribution
focus to product and customer focus
3 Customer Businesses
Wealth
Management
•
•
•
Small
Business
General
Banking
3 Product Businesses
Funds
Management
Creation of three customer businesses
–
wealth management
–
small business
–
general banking
Keeping strong product monolines
–
operational efficiency
–
functional expertise
–
third party distribution
Drive to market leadership for anz.com
Cards
Mortgages
anz.com
Personal
eCommerce
100%
Small
Business
75%
Wealth
Management
50%
25%
General
Banking
0%
Number of
Customers
FUM
Develop a Wealth Management offer that will
truly differentiate us
Share of Personal Profit
45
40
35
30
25
20
15
10
5
0
Sep-97
14%
Strategy
Share of High Net Worth
Customers
CBA
Westpac
ANZ
NAB
•
Schwab-like offer, but with higher level
of lending
•
extensive third party offering for FM &
I, in addition to proprietary FM product
•
heavily bricks-and-clicks
•
underpinned by Universal Account
CMA
•
offers customers choice from a menu
of options
– advice
– product
– value
St George
Jun-98
Mar-99
Dec-99 Source: Roy Morgan Research
Recapture Small Business market share
Share of Personal Profit
9%
Strategy
Make separate Business Unit for focus:
•
end-to-end product and service delivery with
control over all levers of business
•
full relationship-based offer with segmentspecific products
%
Small Business Share of
Debt
16
14
•
develop third-party originator channel
•
coalesce small business e-Commerce
•
integrated seamless offering across
relationship, branches, call centres, internet
12
•
10
8
Jan-98
Jul-98
Jan-99
Jul-99
50,000 customers already online (20%)
Jan-00
Source: Greenwich Associates
A General Banking business focused on continuing to
improve productivity and the customer experience
Strategy
•
Share of Personal Profit
optimise sales and service
delivery for general banking
33%
customers
•
formation of unit with
accountability for infrastructure
supporting majority of customers
•
Branch Activity
10
Share of Mass
Customers
transaction products creates
single responsibility for customer
8
6
CBA
4
WBC
2
0
No. A/cs
(m)
Branch
Transactions
Withdrawals (m) per A/C
NAB
ANZ
St George
control over both distribution and
experience and migration to selfserviced channels
•
leverage information analytics
capabilities for sales efficiency
3) Tomorrow’s growth
– Building capabilities
The CRM capabilities we are building deliver a
comprehensive, end-to-end revolution of the
customer experience and relationship
•
Our
Objectives
Create a seamless customer experience across channels,
products, service and sales
• Recreate relationship management by providing insightful
customer information at all touch points
• Change the selling paradigm: “when they’re in your space, be
ready to sell”
• Focus proactive selling through rich profiling
• Align credit and pricing decisions to the risk, behavioural, and
value profile of the customer
• Deliver straight through processing to both improve service
levels and reduce costs
The customer database provides a mature data
warehouse environment
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
• established 1996
• group-wide coverage
• comprehensive customer and product data
• customer profitability
Channels
Operations
Customers
Campaign management provides
comprehensive data analysis and modelling
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
Channels
Operations
•
continuous marketing capability
•
Valex campaign management tool
•
multiple daily targeted campaigns
•
trigger events
Customers
The customer decisioning engine provides
central customer management capability
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
Channels
Operations
•
Strata software decision engine
•
sophisticated models to:
–
–
–
profile customers
predict behaviour
create actionable decisions
Customers
Customer value drives how the customer base
is segmented and managed
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
Channels
Operations
Examples of customer initiatives:
• propensity of buy models to target offers to best prospects
• attrition risk predictors to get in early if good customers look shaky
• target offers of better sales and service to qualifying customers
Customers
Enterprise “factory” operations support
differentiated selling and servicing by customer
segment
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
Channels
Operations
Customers
Examples of operational decisions:
• make better credit assessments, for a new card, or transaction authorisation
• replace a “one size fits all” approach to collections with a segmented approach
Customers are afforded multiple access
channels and managed to maximise
relationship value
Front Office
Customer
Database
Campaign
Management
Customer
Decision
Strategies
Channels
Operations
• Sales and Service Platform
– browser based
– Getronics
– multi-channel
• Processing efficiencies and
enhanced customer experience
Customers
This is a substantial program which will deliver
end-to-end transformation
•
reengineering and automating servicing and credit fulfilment processes
•
total capital investment in excess of $200 million
•
deployment of over $100 million in improved infrastructure to deliver a paperless
environment
–
–
–
–
–
communications bandwidth to branches
specialist peripherals such as scanners
high performance workstations at all touchpoints
windows 2000
middleware
•
payback of about 2 years
•
sales uplift of 5% in business case
–
•
other organisations have experienced up to 25% uplift
implementation begins November 2000, completed by end 2001
Summary: Personal Financial Services
• Specialist Product Businesses well established
• Customer Businesses being elevated
• Capabilities being built to drive tomorrow’s growth