BBVA Innovation Edge. Simple Bank (English)

JANUARY 2012
1

simple
The way the world
bank
calls our customer
centric bank

Winning the customer´s trust
Customer centric, the new banking
Top experiences
New areas of growth

also
in this
issue Trending issues
Technology trends Edge January 2012 | SIMPLE BANK
Innovation page 1
Disclaimer: This is confidential information for internal use only. This information must not be disclosed to any third party, must not be used for advertising and/or promotion activities and not be
reproduced in whole or part unless authorized in writing by an authorized representative of BBVA group. © copyright BBVA 2012

new
the secret of

banking is...
simple
T he world has, is, and will probably continue to struggle
through a prolonged period of unparalleled and discontinuous
change. In order to address the shift, businesses and institutions
have been exploring new business/operating models. Some
industries are moving away from traditional “product-focused”
models and beginning to embrace “customer-centric” models

Customer-centric” business models blur the line between traditional
notions of value propositions, channels, and customer relationships. In
the new model, it seems that the Channels are seamlessly integrated and
offer an assortment of “touch points”. The customers, when choosing to
purchase and receive products, freely decide what kind of relationship
they want to maintain at any given moment, for any given reason.

Innovation Edge January 2012 | SIMPLE BANK page 2

Winning the

trust
customer´s

Shift happens and, in the business world,
organizations are looking for new business model
innovations to minimize risks and to maximize
opportunities. The idea is clear: from pushing
products to cultivating customers relationships.


S hift happens and it’s happening every-
where and all of the time. Some would
even say that we are in the midst of a Coper-
Over the last six years, CEOs and leaders
worldwide noticed:

nican Revolution: 2006 The frecuency of change.

1989 The fall of the Berlin Wall. “We are 2008 The velocity of change.
free to choose our future.”
2010 The complexity of change.
1994 Netscape Navigator browser leads
the way. “We can find out anything that Shift in business models
we don’t know already.” In order to tackle the shift, business leaders
and organizations have been exploring new
2002 Blackberry hits the streets. “We business model innovations to minimize
can get stuff done anytime, anywhere.” risks and to maximize opportunities. As a
result of the aforementioned explorations,
2003 MySpace provides our space. “We there seems to a clear transition from “prod-
no longer need advice from an expert; we uct-focused” business models to “customer-
can tap into the wisdom of crowds.” centric” business models.

In the business world, the shift and its influ- Shift in Value Proposition
ence are evident as well. Disruptive changes Traditionally, or from a “product-focused”
in technologies, customers, competitors, and point of view, Customers Relationships and
the environment are wreaking major havoc Channels were used to distribute Value
in the business environment. The last three Propositions (products) to a given Custom-
Global CEO Studies published by IBM shed er Segment. In “customer-centric” business
some light on the CEOs’ perception of change. models, it seems that the Channels are seam-
lessly integrated and offer an assortment of
“touch points”. The customers, when choos-
ing to purchase and receive products, freely
decide what kind of relationship they want
to maintain at any given moment, for any
given reason.


Confidential / Internal use only

The fall of the Berlin Wall
1986
“We are free to choose our future”
November 11, 1989 East Berliners climb onto the Berlin Wall to
celebrate the effective end of the city’s partition, 31st December 1989.


Netscape lead the way
1994
“We can find out anything that we don’t know already”
June 3, 1996 Founder of Netscape James Clark speaks June 3, 1996 in Chicago, IL. Clark, who
founded the Fortune 500 computer systems company Silicon Graphics, founded Netscape in April
1994 with Marc Andreessen which currently employs more than 2000 people in 17 countries.


2002
Blackberry hits the streets
“We can get stuff done anytime, anywhere”
March 5, 2004 A traveler walks past an advertisement for Research In Motion’s BlackBerry
handheld e-mail device March 5, 2004 at O’Hare International Airport in Chicago, Illinois. According
to Don Morrison, chief operating officer of Research In Motion, the maker of the BlackBerry, the
handheld e-mail devices are used by numerous government officials on Capitol Hill.


2003
MySpace provides our space
“We no longer need advice from an expert;
we can tap into the wisdom of crowds”
January 20, 2007 MySpace.com co-creators Tom Anderson (C) with producer Efren Ramirez
(L) and Director/Producer Chris Barrett (R) from the film ‘After School’ poses for a portrait during
the 2007 Sundance Film Festival on January 20, 2007 in Park City, Utah.


customer centric,
the
new banking
Demographic change and technology innovation have left a
visible impact on the way that customers interact with their
banks. In a world where the customer has taken the control,
the banks of the future must help each customer to reach his
individual goals.

I n the past, banks built customers’ trust by
ensuring them stability and solidity – by
promising to stay the same forever. But
ers want stability and flexibility; they want
banks that can guarantee their security and
respond to their individual needs. In a world
the world is changing drastically. Custom- where the customer has taken control, the


banks of the future must become the guide into silos, with redundancies in infrastructure
that helps each customer reach her individ- and services causing disparate experiences
ual goals. In the new world, value has less for banking customers. A customer-centric
to do with understanding money, and every- model would require an agile infrastructure,
thing to do with understanding people. which is designed with the customer as the
starting point for products, services, and in-
Currently in the retail-banking sector, the “shift” frastructure. This approach would provide a
is already underway. Many actors (including consistent and unified customer experience
traditional banks, “de novo” banks, and new and, in turn, would allow the banks to capital-
“non-bank” entrants) are exploring and/or ex- ize growth opportunities, such as cross-selling
ecuting new business models. According to and upselling. Of course, “de novo” banks and
the EFMA report, Transforming Retail Banking new entrants have a competitive advantage
to Reflect the New Economic Environment, in that they do not have to worry about di-
many banks realize that the customer-centric gesting the old “spaghetti”.
business models are the future of retail bank-
ing: “The vision of most banks is to provide Given the new reality, the banks and other ac-
their customers with a seamless, fully integrat- tors are responding to the “customer-centric”
ed and uniform experience across all chan- era of banking. This report offers a closer look
nels. (However) many banks are still years at BBVA’s unique response to the shift towards
away from achieving this.” customer-centric banking; and also offers
some concrete examples of customer-centric
One of the main difficulties for the incumbent retail banking experience of other actors; fo-
banks is the “spaghetti” infrastructure of the cusing on Flagships, Mass Market Retail Bank-
current operating model; which are separated ing, and Virtual Banking.


world
top experiences

wide In this inevitable change towards ‘customer centric’
banking, BBVA is leading. Major changes to the BBVA
business model have already begun, with the renewal
of the back-end systems platform and continue with
several front-end projects.

Banks like BNP Paribas, Citibank or HSBC are also
addressing the concerns of the ‘customer-centric’ era
of banking, and testing ways of creating a personal
rapport with customers. The vision of most banks
is to provide their customers with a seamless, fully
integrated and uniform experience across all channels.
Here is how they do it.”


world 1
top experiences

wide

BBVA´s answer
At BBVA, we have been focusing on CCB since 2008; the bank
has been hard at work to ensure that the efficiency side (the
back-end) of the business model would be ready to offer a
customer-centric banking business model. With the goal of
offering complete back-end capabilities for the Customer-
Centric Bank by 2013, BBVA has mapped out its infrastructure
transformation.


E ach new technology delivers value, but
the benefit to our customers and to BBVA
builds exponentially as the technologies are
needs, BBVA is committed to three principles,
which guided in the design of the CCB model:
Accessible Distribution. “BBVA gives
integrated: me different ways to do my banking, any-
where, anytime.” Convenient, trustworthy,
Customer Oriented Service and Produc- and pervasive, channels give customers a
tivity (Commercial Scenarios; New Core range of ways to fit banking easily into the
Banking; Digitalization; Operative Process- shape of their lives.
es Redesign).
Transparent Solutions. “BBVA knows what
Customized Solution (New Core Banking; I need, and offers solutions that fit my life.”
Commercial and Risk Intelligence; Private In a web-based world dominated by social
Cloud; MIS Electronic Financial Record). networks, BBVA has access to enormous
amounts of customer data—and a rich op-
Convenient and Seamless User Interface portunity to provide its clients with solutions
(Commercial and Risk Intelligence; NICE; custom-made to suit their needs. Instead of
Mobile Channel; Public Cloud; New Inter- the expert, whose value comes from know-
net). ing more than his customers, the CCB will
be the tailor who knows his customers bet-
Collaborative Relationship and Smart ter—and can recommend each of them
Processes (MIS Electronic Financial Re- what fits best.
cord; Collaborative Front End; New Inter-
net; Customer Processes Redesign; New Human Understanding. “The people of
Branch Design) BBVA really listen to me. I can always get
the guidance I need to figure out how to
Customer Centric Banking (New Branch get where I want to go.” Instead of selling
Design; “Lola” (Online Banking Virtual As- to their customers, BBVA staff will work
sistant) closely with them—to help clients under-
stand what they really want from their fi-
For the value side (the front-end) of the busi- nancial futures, and map out the steps
ness model, in putting customers at the cen- they’ll need to get there.
ter of experiences that meet their distinctive


Easy bank

ABIL ATM

Flagship

Kiosk

Walking into de Easy Bank, the customer steps into a
welcoming space where he can do what he needs to
get done, on his own or with help from staff


Easy bank

ABIL ATM

Flagship

Kiosk

BBVA ABIL ATM revolutionary banking machine. ABIL is a revolution
regarding the traditional self-service. It has a large touch screen,
direct access to all common operations and has a surface that allows
support personal items to operate with greater comfort.


Easy bank

ABIL ATM

Flagship

Kiosk

In BBVA Bancomer customers can access specialized advice and
receive personal reassurance, at the same time flagships allow
BBVA to buid out its brand, as well as offer customers day-to-day
banking via the easy bank area of the branch.


Integrated to customer’s social networks
and activities

Easy bank

ABIL ATM

Flagship

Kiosk

These automated banking centers are avaliable
to customers 24 hours a day offering a hassle-
free way to do any of the everday transactions
they need.


Based on customer insights and the three de- bank a chance to create an experience
sign principles, the BBVA CCB model offers: for customers that weaves deeply into
the fabric of their ordinary lives. Examples
More channels, more granular, and high- include: getting cash; making deposits,
ly functional changing address

Consistent, simple, and collaborative uni- My Life. Interestingly, customer modal-
versal user interface ity changes as they move between these
different needs. The same customer who
Real time intelligent processes cares most about convenience when she’s
performing everyday transactions want to
Highly customized solutions based on spend a great deal of time researching op-
customer understanding tions when planning for the long-term. Ex-
amples include: Buying a home, planning
Open to social networks and the web for retirement, saving for education

Touch points
The BBVA Bank of Through a flexible network of virtual and
physical touch points, BBVA offers custom-
the Future: Customer ers a wide range of connections to the ser-

Centric Bank of 2020 vices they need, available when they need
them, in the ways that best fit their lives.
Customer needs
Based on conversations and collaboration By dividing our current branch model into
with customers, BBVA discovered that there a more granular set of components, we will
are two forms of interaction with customers. create an array of options that enable cus-
In other words, there are two kinds of finan- tomers to choose the banking experience
cial needs: My Money (Getting Stuff Done) that feels most comfortable—thereby weav-
and My Life (Financial Well Being). ing their relationship with BBVA more fully
into our customers’ daily lives.
My Money. Because everyday transac-
tions happen so frequently, they offer the At the same time, this modular approach en-


ables us to adapt our presence to the spe- BBVA assistant is available to help.
cific needs of different markets—for example,
to focus on low-cost, more automated chan- Point of Sale Banking & Pocket Bank.
nels in some regions; and a greater number Customers can do basic banking trans-
of flagship stores to serve various needs actions while shopping, using the cashier
such as offering specialized advice, reassur- to perform ATM-like functions; and use
ance, brand building, marketing, client attrac- their phone to perform routine transac-
tion and capture; as well as offer day-to-day tions through local businesses – including
banking via the Easy Bank area of the bank. making deposits and getting cash. These
Anchored to the internet, this flexible, modu- pocket banks extend BBVA reach to more
lar array enables us to tailor our offerings to remote areas where customers cannot
the needs of different customers, while deliv- easily get to a physical branch.
ering bank services across a wide range of
regions effectively and efficiently. ATM. The new BBVA ATMs improve pri-
vacy, ease of use, and simplicity. All opera-
Physical Touch Points tions, including PIN entry, are completed
Flagship. Customers can access special- on a 19-inch touch screen that displays
ized advice and receive personal reas- only information relevant to the transac-
surance; at the same time flagships allow tion at hand. All cash, statements and re-
BBVA to continue to build out its Brand, as ceipts are handled in and out through a
well as offer customers day-to-day bank- single slot.
ing via the Easy Bank area of the branch.
Virtual Touch Points
Easy Bank. Walking into the Easy Bank, the Computer & Web Enabled Phone (Inter-
customer steps into a welcoming space net Banking). By computer and by phone,
where he can do what he needs to get done BBVA’s customers get their banking done
– on his own, or with help from staff. by connecting through a simple, intuitive,
and familiar interface: The Internet Bank of
Kiosk. These automated banking cen- the Future (IBOF). Lola, the online banking
ters are available to customers 24 hours a virtual assistant avatar, offers human-like
day – offering a hassle-free way to do any guidance whenever customers need it.
of the everyday transactions they need.


Remote Support. By phone, video confer- Enhaced value proposition
ence, or in-person, customers can connect BBVA has developed a new Value Proposition,
with BBVA specialists for advice on topics based on the following customer insights:
ranging from home buying to retirement
planning – or for help with simpler trans- Bank the way they want to
actions.
Simple, easy and transparent relationship

Real time resolution

Complete control over their finances


world 2
top experiences

wide

Innovative experiences
in customer centric
banking
Currently, the branch is the main touch point
for retail banking and, as such, banks are
continuing to invest in it. In general, the banks
are utilizing flagships to increase the value of
the brand and/or use them as testing grounds
for new customer experience innovations.


Flagships

Barclays, United Kingdom
Inspired by retail flagships, such as Apple and Nike, Barclays opened its Piccadilly Circus flagship
store at the end of 2008 and announced that they would open 50 more in the near future. Accord-
ing to Barclays, their flagships are more accessible, comfortable, and “simpler for customers” in an
attractive and engaging manner.


Flagships

BNP Paribas, France
Launched in late 2010, BNP Paribas’ flagship aims to “Offer everyone a new experience, a site
open to all; reinvent the relationship with clients and prospective customers, through open-
ness and responsiveness, whether informing people directly or helping them to learn; turn the
branch into a ‘lab’ promoting innovation and new features; and position BNP Paribas as a pio-
neer of innovation.”


Flagships

Citibank, USA
Citibank flagships offer hi-touch, specialist advisory services, and smart banking technologies
to improve the experience for clients across all channels in core markets. With the collabora-
tion with Eight, Inc (responsible for Apple Stores design), the first prototype store debuted in
Singapore in 2008. Over 100 branch-level processes were reengineered. There are even four
patents pending.”


Flagships

CommBank, Australia
Opened in March 2011, CommBank’s flagship aims to offer, “seamless service through state-of-
the-art technology and flexible banking solutions, (their) goal is to solve any financial need (the
customers) may have, all in one place.” Commenwealth Bank’s flagship offers: an online booking
system, interactive touchscreens, NetBank kiosks, iPads and iPod Touches, a welcome concierge
staff, experienced banking specialists, and a professional barista café.


Flagships

Deutsche Bank, Germany
Deutsche Bank’s Q110 is future orientated, simple, and different. Opened in 2005, the flagship
makes bank products more tangible: “customers shop for financial products in off-the-shelf
boxes, like in a supermarket.” Q110 fosters innovation culture at Deutsche Bank by providing a
“playground” for the bank personnel, who are periodically rotated.


Flagships

HSBC, Hong Kong
Opened in 2008, HSBC’s flagship model was part of the bank’s HK$300 million commitment to
revamp its retail presence. “People are shifting from the more traditional, transactional bank-
ing - over the counter - to more sophisticated financial planning, . . . The next step will be find-
ing out how to make use of this good experience to build customer relationship.” The efficient
handling of basic transactions allows customers to “sit down” and discuss wealth manage-
ment issues.


Flagships

Raiffeisen Bank, Switzerland
Designed by world-renowned design firm NAU, “Raiffeisen’s flagship branch on Zurich’s Kreuz-
platz dissolves traditional barriers between customer and employee, creating a new type of
‘open bank’, a space of encounter. Advanced technologies make banking infrastructure largely
invisible. ... This lounge feels more like a high-end retail environment than a traditional bank in-
terior.” The flagship opened its doors in early 2011.


Flagships

Skandia, Sweden
Opened in early 2011, “everything is aimed at creating the right experience for the client.”
Skandia believes that “a committed and involved client is also a more loyal customer and
can be a greater act as an ambassador for us.” “In today’s world of consumer power, finan-
cial turmoil and demand for transparency even banks must be open and accessible: a place
that can make people’s dreams and ideas come through.” The flagship opened in early 2011.


Mass
market
banking

BRE, Poland (MultiBank)
Established in 2001, MultiBank is a combination of traditional banking and modern banking,
offering comprehensive services in the Financial Services Centers across the country. Multi-
Bank’s strategy is to “continue to attract young and sophisticated clients and accompany them
as their affluence increases over time remaining their bank partner for life.” As part of the
bank’s plan, the IT infrastructure design is streamlined so that BRE can offer multiple services
efficiently, by having a market leading open-architecture.


Mass
market
banking

CheBanca, Italy
Launched in 2008, CheBanca is both a physical and virtual branch. It’s an innovative model
based on client’s emotions, with the goal of providing an ideal banking experience where the
primary attributes such as security, transparency, convenience, disinterest (treated as equals),
etc. Everything is geared towards the client: physical space, employees, user interfaces, and
multi-channel integration; all orientated to satisfy the clients’ needs or wants.


Mass
market
banking

GE Money Bank, Czech Republic
GEMB is all about service, “providing easily accessible, simple, and beneficial products and ser-
vices to retail and SME clients.” GEMB’s strategy creates a “we” relationship by accompanying
clients to “do something” (task oriented) or to “ask something” (question oriented).


Virtual
banking

ASB Bank, New Zealand
In September 2010 ASB Bank opened its door to the world’s first virtual branch in Facebook. Custom-
ers can log on to the service via Facebook and have real-time, secure conversations with ASB staff.
The general manager of ASB, Anna Curzon, states, “Customers will be able to chat with our dedicated
team about any issues - from home loan options, to simple savings tips, or how to access foreign cur-
rency for an overseas trip. The Virtual Branch will be able to carry out the same services as our con-
tact centre.” Initially, the virtual branch was launched to gauge customer interest.


Virtual
banking

Simple, USA
“Imagine, for a moment, a bank that doesn’t suck. A bank that doesn’t gouge you with fees. A
bank that doesn’t treat you like crap. A bank that cares about design, but gets out of your way. …
A bank that’s building a platform for the future of personal finance.“ According to Simple, “while
your money is FDIC-insured and held with our bank partner, we provide the tools and customer
support you need to manage, understand, and automate your everyday spending and saving.


Virtual
banking

Bobber Interactive, USA
Winner of FinovateSpring 2010 Best of Show award, Bobber “provides young adults an innova-
tive FDIC‐insured payment and savings platform that combines social media and game psychol-
ogy to drive user acquisition, engagement and loyalty. The company is targeting the 30 million
Gen Y consumers. … Bobber will also drive opt‐in lead generation for financial institutions.” As
of December 2011, Bobber Interactive is in Beta (invite only).


Virtual
banking

SmartyPig, USA
Opened in 2008, SmartyPig was the first online banking application that combines Web 2.0 with
social networking. SmartyPig allows customers to open goal-based savings accounts, earn a
competitive interest rate, invite their friends and family members to help them reach their goals,
and then get the most money for their money through cash incentive and smart spending pro-
grams. … SmartyPig has been deemed “Bank 2.0” by leading American financial technology
opinion makers for being the only true banking application that is social.”


the new areas of
growth for
banks By 2020, most of
the consumers
will demand retail
banking products and
services specifically
designed to meet
or exceed their
Have you ever changed
needs or desires
your main bank?
(such as mobility,
social, simplicity,
transparency, etc.).

36% yes
The customer-centric
banking experience
may help the banks
to explore new

7%planning
opportunities. Many
financial institutions
are trying to move
towards it. Some are

57% no
doing it in different
ways, but, are they
effective? 

US population by generation

Percent change 2010-2020 -2%

Percent change 2010-2020 -16%

Percent change 2010-2020 +16%
2020 32% 29% 37%

2015 33% 37% 30%

2010 34% 45% 21%

GEN X BOOMERS GEN Y


T he shift towards “customer-centric”
banking is manifesting itself in different
forms and flavors. The retail banks, both tra-
Demographic change
and technology
ditional and “de novo” types, seem to have a innovation have left a
preference for physical touch points, while
the new entrants prefer virtual touch points,
visible impact on the
particularly mobile and internet. way that customers
Many banks and other financial institutions
interact with their
are trying to move towards a “customer-cen- banks. In a world
tric” banking experience. Some are doing it where the customers
by offering eye-popping flagships; others are
offering simpler yet effective mass retail bank- has taken the control,
ing experience. Are they effective? As an ana- the banks of the
lyst from Jack Morton summarizes, “But is the
physical remodeling of a bank branch to emu-
future must help each
late an Apple Store, or the addition of more customer to reach his
financial advisers to a bank’s staff, really go-
ing to be enough to adequately redefine the
individual goals.
customer experience at a bank branch? Or
Reiterating the finding from EFMA’s Retail Fi-
are these simply nothing more than stopgap
nancial Services Strategic Insights and Best
measures and speed bumps along the way to
Practices, “The vision of most banks is to
branch obsolescence?
provide their customers with a seamless, ful-
ly integrated and uniform experience across
As for virtual banking, there are also some
all channels. (However) many banks are still
major changes as well; customers can access
years away from achieving this.”
comprehensive banking services 24 hours, 7
days a week, and 365 days of the year. Though
virtual banking offers accessibility to custom- Opportunities for
ers, it also invites competition; as they are only Customer-Centric Banks
The customer-centric bank branches may
one click away. It seems that a radical change
help the banks explore new areas of growth.
in paradigm is underway.


The flagships or the mass-market retail transition from a traditional Boomer orien-
branches can be “living labs;” a fertile testing tated business of today to a Gen Y oriented
ground to explore new ways to doing busi- business of the future to ensure the surviv-
ness, helping banks continue to develop and ability or sustainability of the retail business
deliver products that delight and “wow” the by designing, developing, and executing a
customers. Also, the physical branches can sophisticated Customer-Centric banking
increase brand awareness and equity by of- model.
fering tangible and real-world experiences
of banking to customers. Potential Bumps in the road
As previously mentioned, retail banking
Also, many pundits have talked about the providers must make a smooth and (hope-
changing of the guards: the decline of the fully) profitable transition from 2011 to 2020.
boomers and the rise of Generation Y, with Banking providers must correctly manage
Gen X going where the majority goes. In re- the complete life cycle of the customers; but
gards to retail banking, a study conducted must do so for three distinct generations and
Cisco’s Internet Business Solutions Group all at once! Who said it would be easy? As
(IBSG) in February 2010, suggests that by one member of EFMA succinctly expressed,
offering value propositions that satisfies the “instead of looking at the branch of the fu-
banking needs of younger customers (Gen ture, banks should be looking at the future of
Y or Millennials), the banks may capture the branches.”
around 5 to 10 percent of additional growth
by increasing the cross-selling ratios, offer- If the changing of the guards wasn’t com-
ing targeted value propositions, and increas- plex enough, new technologies will continue
ing customer acquisition. to wreak havoc on some banking providers,
especially the traditional banks; as new tech-
Gen Y is going to be the biggest customer nologies and applications (such as mobile,
segment for retail banks by 2020 and they social, cloud, and who knows what else) will
will demand retail banking products and force the banks to react to consumers’ ex-
services specifically designed to meet or pectation. At the same time, the new tech-
exceed their needs or desires (such as mo- nologies will provide “pick and shovels” to
bility, social, simplicity, transparency, etc.). both current and new competitors, making
Banks must correctly manage a smooth it more difficult to “strike gold.”


In depth A list of links to other useful tools and resources that you may find useful as a
supplement to the information offered on the ‘Simple Bank’ report.

Books & publications
Business Model Generation framework. Alex Osterwalder, 2009

IBM | 2010 Chief Executive Officer Study

Booz Allen Hamilton | The Customer Centric Organization. 2004

Ernst & Young | A new era of customer expectation: Global Consumer Banking Survey 2011

PricewaterhouseCoopers | Getting to Know You: Building a Customer-Centric Business Mod-
el for Retail Banks. 2011

Brett King, Bank 2.0 How customer behaviour and technology will change the future of finan-
cial services

“True Virtual Banking Has Arrived”. Online Banking Report, 198 (October 2011)


In depth
On the web
Barclays pilots Microsoft Surface in new flagship concept branch

Is It a Branch? Or a Store? It’s Deutsche Bank’s Q110

Branch experience for GE Money bank

Flagship sets sail

Raiffeisen Bank Zurich by NAU

Banking future vision
Citi - Japan Flagship Branch Prototype

Commonwealth Bank - Vision for 2013, we’re improving customer service

BBVA The Bank of the Future

CScout Trend: Q110 in Second Life

Crea International projected and developed the new concept for CheBanca!

Bobber Interactive, Winner of FinovateSpring 2010

What is Smartypig?


Summaries of the
most relevant news
of selected topics that
have been published
over the course of the
month based on its
relevance to the Banking
industry. The summaries
were prepared by the
editorial board. Further
information is made
available for each given
topic.
Trending issues Technology trends
In the following
section, we outline
the upcoming

also
technologies
that will change
everything, with

in this predictions on what
may come of them

issue
in financial industry.


Trending issues
In this section, readers will find summaries of the most relevant news of selected topics that have been
published over the course of the month based on its relevance to the Banking industry. The summa-
ries were prepared by the editorial board. Further information is made available for each given topic.

Core banking platform Crowd finance
Internet irruption causes so much data in the world and Digital Marketing of brands use all forms of digital
its support is very expensive. There are some trends advertising channels A process where small amounts are
searching new ways of save money and energy. money raised for a definite purpose, Crowd finance sources
funds collectively from individuals. In other words, the
New formats money comes from a wide range of individuals and not
Based on design principles focused on customer insights, from a single entity. Read more about it here.
New formats offers retail banking customers more
channels which are more granular and highly functional; App ecosystem
a consistent, simple, and collaborative universal user Nomadic uses of information are driving a new plethora of
interface; real-time intelligent processes; highly personalized applications and a wealthy market.
solutions; and is open to social networks and the web.
New Gizmo era
Mobile banking There are new amazing devices that will make us wiser and
Banking industry is changing its appearance to the healthier.
customer to make their transactions easier. Relevant news
about mobile banking platforms (which enable customers New banking concepts
to access financial services, such as transfers, bill payments, Banks around the world continuously explore new
balance information and investment options) can be found approaches to strengthen customer relationships, both
here. in the virtual and the physical worlds; including Virtual
assistants, natural language search tools, new marketing
Enterprise 2.0 tools, different segmentation (children, gen Y,…) etc. This
Big companies are using 2.0 tools that makes section will cover news along these lines.
communications easier beyond email.
Join & enjoy
Mobile payments Gamification has become an important trending issue,
Big actors are launching new mobile payment solutions and “games” are not going to be just games anymore.
that will be most important than cash in a nearly future. Companies are taking this trend and using it as an essential
tool.
Social Media
Social Media are becoming more specialized in Smart cities + urban mobility
different areas and users begin to use them as a new Different companies from different industries are looking
communication channel. for business models that let them be present in the near
future.
Digital Marketing
Digital Marketing of brands use all forms of digital Health
advertising channels to reach consumers, including social New tools will let us take our health control and manage it
media, via a wide range of delivery mechanisms such as in a easier way,
mobile phones, sms/mms, display / banner ads, etc.


Trending issues

Core banking
platform Centros de datos que
New formats usan chips de teléfonos
inteligentes
Mobile banking No es ningún secreto que los centros de datos
cada vez se enfrentan a mayores exigencias
Enterprise 2.0 (hay que almacenar en algún sitio todos
esos 800 millones de perfiles de Facebook).
No es sorprendente que las compañías que
Mobile payments operan estos almacenes estén preocupadas
por los costes de uso de toda esa energía.
En septiembre, Google anunció que sus
Social Media operaciones globales usaban de forma continua
260 millones de megavatios de potencia,
aproximadamente un cuarto de la energía
Digital Marketing generada por una planta de energía nuclear.

Source: technologyreview | 14 noviembre 2011
Crowd finance

App ecosystem

New Gizmo era
New banking
concepts
Join & enjoy

Smart cities +
urban mobility

Health


Trending issues

Core banking
platform

New formats

Mobile banking
Enterprise 2.0

Mobile payments
Social Media

Digital Marketing
Virgin Money: What
Crowd finance Making ‘Everyone Better
App ecosystem
Off’ Means at the Branch
Level
New Gizmo era What does making “everyone better off” mean
at the branch level to Virgin Money, which
New banking yesterday agreed to acquire Northern Rock
from the British government for $1.18 billion?
concepts Rather, than describe it, we offer some images
of Virgin Money’s current and future branches.
Join & enjoy
Source: Bank Innovation. November 18, 2011

Smart cities +
urban mobility

Health


Trending issues

Core banking
platform

New formats

Mobile banking
Enterprise 2.0 BBVA y Bankia
lanzan el pago con
Mobile payments tarjeta sin
Social Media
firma ni pin
BBVA y Bankia han lanzado un nuevo
Digital Marketing servicio conjunto que permitirá al
cliente realizar pagos de hasta 20
euros con tarjeta sólo con acercarla
Crowd finance a un lector y sin necesidad de firmar
recibo ni teclear número pin, según
App ecosystem anunciaron ambas entidades.

Source: EUROPA PRESS
New Gizmo era
Mobile banking trends to watch out
New banking for in 2012
concepts
Mobile banking will continue to grow next year across
a multiple fronts. Not only will more banks jump
Join & enjoy into mobile with optimized sites and application, but
financial institutions will also build their existing mobile
programs with a variety of new services.
Smart cities +
urban mobility Source: Mobile Comerce daily, December 30, 2011

Health


Trending issues

Core banking
platform

New formats

Mobile banking
Enterprise 2.0

Mobile payments
Social Media

Digital Marketing

Crowd finance Google persuades Spanish bank
BBVA to use the cloud
App ecosystem The bank would use Google applications like email, calendar, docs,
chat, video conferencing and other collaboration tools to “achieve
New Gizmo era a cultural change” and get “the whole company working together”
across the 26 countries where BBVA is based.
New banking Source: BBC News, January 11, 2012
concepts
Join & enjoy

Smart cities +
urban mobility

Health


Trending issues

Core banking
platform

New formats

Mobile banking
Enterprise 2.0

Mobile payments El móvil reemplazará al pago en
efectivo en 2016, según PayPal.
Social Media
En 2016, utilizaremos nuestros teléfonos móviles como método de
pago de bienes y servicios casi en mayor medida que las compras
Digital Marketing en efectivo, con cheques o tarjetas. Así al menos lo considera
PayPal, que ha publicado un informe (Money: The Digital Tipping
Crowd finance Point), llevado a cabo por Forrester, según el cual 45 millones
de británicos utilizan ya un móvil y cerca de la mida de los 550
compradores móviles encuestados (49 por ciento) aseguran que
App ecosystem se están planteando utilizar su terminal para comprar bienes y
servicios al menos una vez cada tres meses..
New Gizmo era Source: IDG

New banking
concepts Adiós Google Checkout,
hola Google Wallet
Join & enjoy Nuevos movimientos de la
compañía líder de Internet con
los que reorganizar su oferta de
Smart cities + servicios online..
urban mobility Source: Desarrolloweb.com,
November 21, 2011
Health


BBVA Innovation Edge. Simple Bank (English)

BBVA Innovation Edge. Simple Bank (English)

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