Conferencia Simultánea CISCO / Logicalis León Grekin, Director Financial Services - Cisco Systems, Inc. 12º Congreso Internacional de Tecnología para el Negocio Financiero

1. Cómo las tecnologías de colaboración
aumentan la productividad y rentabilidad:
Ejemplos de bancos en todo el mundo
12º Congreso Internacional de Tecnología para el
Negocio Financiero
26 de Junio de 2012
Leon Grekin
Director, Customer Business Transformation
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1

2. Agenda
• Creating Value by Satisfying Business Priorities
• Substantiating how Collaboration Technologies
Satisfy Priorities
• Quantifying Value - Return on Investment from
Collaboration
Cost; Productivity and Revenue Growth
• Preparing for the next wave of Customer Service
Needs
• Conclusion
Today‟s Goal: Provide a perspective from around the world on how
collaboration technologies are used to create business value
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3. Grow Specific Expand Product
Segments Cross-sell
Drive Transactional
Activities to Self Differentiate on
Service Customer Experience
Increase Employee Improve Efficiency
Productivity (Reduce cost)
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4. On site CC Banker
CXO Priority
Expand Product
Cross-sell
Drive volume to Self
service
Differentiate on
Customer Experience
Increase Employee
Productivity
Improve Efficiency
(Reduce cost)
Grow Specific
Segments
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5. Opportunity Overview/Rationale
• Increase cross sales by having virtually a product sales expert
Remote Expert
Branch
accessible at every branch
• Increase sales and product inquiries using centrally managed
Digital Media video displays / advertising for branch locations
• Drive value online by making website more interactive and
Contact
Interactive Web reduce CC handling times
Center
• Capture economies of scale, increase flexibility and reduce CC
CC Virtualization cost by balancing call load across multiple CCs (or branches)
• Communication Enabled Business Process: integrating CRM
UC Enabled Prospecting and telephony to increase prospecting capacity
• Increase reach when out of office by using Single Number
Mobility reach, mobile Presence; reduce airtime costs.
• Improve associate productivity and response to customers by
Banker
Collaboration removing barriers to cross functional collaboration
• Accelerate product launches, new associate training and time
Video On Demand to revenues by enabling desktop video on demand
Overall IP Convergence • Reduce Total Cost of Ownership by converging data and
voice networks.
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6. Virtual Expert into Retail Bank Branch
•  Stop up toUnit Growing at 70%
Business 25%+ Investment products
revenue leakage
yearly rate
 Increase Cross-sell at branches
•  Accelerate New Associate ramp-up
Challenge to ramp up SMB
product skills among bankers
• 10%+ $150+MM/yr Additional from
loan opportunity lost
revenue
slow response and missed leads
• Same solution also used for internal
session: Credit Discussion, RM Training,
• Product Specialist availability
Interviewing candidates.
became in Sales of Investment products
Increase
growth bottleneck
from higher share of mind among Retail
Relationship Managers
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6
Source: CCTG Customer Business Transformation team engagement

7. Remote Expert
Customer One Click Easy
Closure
At Branch Initiation Collaboration
 Client at branch • Expert Presence  Manager does  Qualified lead
 Contacts Relationship on screen introductions
 Client agrees to
Manager/  Expert takes over product and
Branch Manager • Click onto “green”
expert tentative rates
 Identifies SMB  If needed, turns to
opportunity collaboration to share  Schedule site visit
• Immediate voice
 Both go to “SMB Room” documents,
and video (in  Remote Print/Scan
– Two seat station spreadsheets or fill
window) – Documents
– Privacy forms together
– Agreements
– Premium space in • Expert sees both – Marketing
Branch/Ambiance Manager and Materials
– Always ready Client
Revenue
Leakage
Reduced
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8. Rich Video Interaction at 24x7
 Anytime Banker room collocated with branch
• Separate 24x7 access with with card & door swipe reader
Regional Florida Bank bank 63 branches,
• Combination of full service ATM and Virtual Bankerdays a
Competing with National Players offering 7 can replicate all
branch banking
week services
 Today can serve clients at the Moment of need without additional
• staffing challenge to offer personalized services on
Costly
extended hours
 After today live in 4 locations going to 30
 Kiosk are self service, but “new client ambassadors” does a walk-
through for new clients at the time of on-boarding
• Next Generation services will include
“Our banking hours takingto top banks
• Threat to loose sharenow the most
screen sharing for are immediate
attractive in the market." – Riverside
applications of Anytime Bankers
10-15% and product value simulations
Bank CEO Vernon new products
are leads to Smith
Source: CBT/Cisco Advanced Services - Client Interview
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9. • 10 year old financial company revamp:
• 100% virtual. Owned by 3 Suisses International
and Cetelem
• 250.000 + clients and 200 remote advisors and
experts
• Innovative and Unique Services :
– Video Conferencing with Personal Banker
– MonaScan: Secure exchange of digitalized
documents with advisor
– Digitalized checks credited on bank account
(mandatory physical mail delivery of check D+4)
– Virtual Vault: lifelong storage of scanned or faxed
files on monabanq’s website
– Electronic Signature: Allows client to subscribe /
buy new financial products from Monabanq
without having to visit branch. Validation of
subscription from bank to customer through e-mail
and/or SMS.
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10. UC Enabled Prospecting
EXAMPLE: Communications Enabled
Business Process
Click on client Phone dials CRM notes field
number out pops-up
Ease of use: Time Savings: Better interaction:
Outbound  Customer call  CRM notes screen for gets
• Click to dial
date/time/number and opened up immediately
• No mis-keyed calls duration instantly logged on  Ease of use helps higher note
CRM capture compliance
 Quick redial if busy during/after call
 Next: At end of call, system
calls back. Asks FA to record
verbal note for text
transcription into CRM notes
Caller name Agent accepts call Notes field pops-
Inbound resolution + info on screen up
Time Savings Ease of use: Better interaction:
 Call gets automatically logged on  Mouse-click convenience  Prior notes immediately
CRM available
 Phone can answer on hands free
 Key elements of client information mode  Next: At the end of the call,
presented on Phone or PC screen system calls back. Asks FA to
 If Advisor can’t take call it can be record verbal note for text
flagged for call back transcription into CRM notes
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11. Before:
On the phone
In a meeting
Branch Greeter •Poor customer experience
-Answers call (or •Sub-optimal use of branch resources
puts on hold)
-Identifies caller need
•No differentiation
-If no one seems available in branch tells for premium clients
customer to call contact center Available
Contact Center
On the phone
With Collaboration & UC:
In a meeting
•Superior customer experience
•Greeter free to service in-branch customers
•Next: integration with
Automated Call routing to CRM to differentiate
the best available resource
premium clients
Branch or CC Cisco Confidential 11
© 2010 Cisco and/or its affiliates. All rights reserved.
Available

12. Scenario
• Representative in a call with client
needs escalate to supervisor. Need to
share client information
From Video-Room
to…
Flow:
• Rep with one click sends e-mail to supervisor with link
to an instant web collaboration session
• Supervisor clicks link and default browser gets
www. secu/EA16ID09THAIRHSMR
launched shows contents of rep’s active screen (e.g.
client profile and status)
• Solution avoids need for Supervisor to login into
system and enter customer info, and allows for
interactivity (e.g. switch control, follow mouse/pointer).
More Effective Communication – Shift form verbal to visual, saved time, increased
productivity, better customer experience
© 2010 Cisco and/or its affiliates. All rights reserved.
2-3 minutes saved per use Cisco Confidential 12

13. New Revenue
- New Products & Service Fees
- Increased Share of Wallet
- Avoid Revenue leakage
- Customer Base Growth Business
Transformation
Business agility and market
differentiation
Hours Redirected to Higher Value Activities
Business Value
- Hourly Cost
- Revenues per Employee
Employee
Productivity
Collaboration and efficiency
IP Convergence Hard IT Cost Savings
Unified Communications ROI – - HW & SW
Help fund new platform - Bandwidth
- Maintenance and Ops.
Innovation
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14. Phase Two
Phase One Integrated UC
Phase Zero Basic UC CRM voice Notes
Rich Caller ID
Single Number Reach Auto Availability (Presence)
Leverage What Virtual Expert
Mobility/Visual VoiceMail
You Have Unified Messaging (just Remote Mentoring
Push Web/Screen Sharing notification) Video Client Meeting
WebCast meetings Basic Caller ID (?)
Meeting Replay
Remote Access to Apps Ongoing UC TCO Savings $800k/yr
$13MM/yr Revenues $24MM/yr Revenues
$120k T&E Cost Avoided 40,000 FA hrs saved $1.7MM T&E Cost Avoided
70,000+ FA hrs saved ($5.4MM Equivalent) 8,900 FA hrs saved
($ 9.2MM Equivalent) ($1.2MM Equivalent)
$37MM/yr in additional revenues
~ 60 FTEs in FA time Savings
2.6 MM costs savings/avoided
60-90 days 3-6 Months 6-12 Months
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15. TCO SAVINGS HAS GROWN DRAMATICALLY OVER EACH ERA
IP Convergence
5 YR TCO SAVINGS BY SOURCE
($ MM) ILLUSTRATIVE
“Hard” MACs Teleworker
20 20 15
Savings
Maintenance 20 Connectivity
20 Mobility
20
- 50 Equipment 4 Calling card
Toll
Travel
Bypasss 7 Facilities 18 Avoidance
Support 15
& Staff Corp. Contact
22 „Swing‟ 50 Center
Space Virtualization
Sales Office
27 Density
Employee
“Soft” 30 Productivity
Saving
IT Budget Enterprise Budget
Old School Enhanced New World
$ 25 MM $71 MM $234 MM
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16. Benchmark 10% Cost Reduction in FS from e.g.:
Voice Connectivity
1 • Clean Up PSTN lines (e.g. from 5.6/site to 3/site)
$1,772k
• Consolidate data and voice T1s on DS3s on large sites
• Route NY local calls through Memphis LD ($.10 to $0.04).
• Optimize use of PRIs and DIDs
Cabling, • Reduce 40% of new cabling costs through convergence on
2
$1,570 k data cables.
3 Maintenance and • Maintenance reduction 20% first estimate
MACs $897k • Moves Adds and Changes reduced by 80%
• LD toll bypass for site to site
LD Transport 20% cost reduction
4 • LD tail end hop off/Least cost rt.
$882k
• Least cost routing across 72 sites (fr. 3.8
cents to 2.1cents/min)
• International – 10% Saving
5 Personnel • 20% of IT resources freed up from centralized control
$881K simplification and increased self service. (benchmark)
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17. Detail
Push Web Screen WebCasts and Meeting Replay
Reduce Customer Churn Improve new associate/trainee revenue performance
% Customer $ Churn 1% 1-2% in value - interview - Improve attendance to product meetings
Churn reduction 30% 50% impact - interview New Associate Revenue Average (3yrs or less) 96,106
Average Revenue per FA 360,000 4th year associate revenue 259,018
Scr. Push impact/FA $ 1,080 Revenue gap 162,912
Number of Fas 1120 % close of revenue gap 10%
MK Revenue value $ 1,209,600 Revenue gap recovery per associate 16,291
Increase closing Les than 3 yrs Fas 168
Impact on closing 2% Addl.2-5% of revenues MK addtl. Revenue impact 2,736,922
Average revenue per FA 360,000
Impact per FA 7,200 Reduce Mileage Travel Costs
MK Revenue Value $ 8,064,000 % of Fas in remote locations 20%
# of meeting trips avoided per month 2
Increase communication effectiveness Average distance roundtrip (mi) 70
Average Calls per day 45 40 to 55 - Interview Mileage cost ($) 0.32
Calls Impacted by Web push 20% 15 to 30% Cost savings per FA 537.6
Average call length (min) 5 3 to 15 min MK Mileage cost savings 120,422
Call duration reduction 20%
Total impacted time (min/day) 9 Average travel time to meeting/video location 2
Hours/yr/FA 37.5 Hours saved per FA/yr 48
Revenue Value of Hours/FA 4909 MK Hours saved 10752
MK Revenue value 5,498,182 MK Revenue Value of hours 1,407,535
Replace some in-person meetings
Number of travel hours/week 3 3-4 hours form interviews
Replacement potential 5% Potential for 5-10% of meetings
Working Weeks/yr 50
Yearly hours avoided 7.5
FA Revenue value 982
MK Revenue Value 1,099,636
TOTAL REV OPPORTUNITY WEB PUSH: 15,871,418 TOTAL REV OPPORTUNITY WEBCAST & REPLAY 4,144,456
Total Cost Avoidance 120,422
Total Phase Zero Revenue 20,015,874
Total Phase Zero Margin+ Cost Avoidance 3,122,804
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17

18. Detail
Phase One
Single Number Reach
Average # of voice mails/day 10 10 to 15 - Interviews
Retrieval time per voice mail 0.50 minutes
% avoided with SNR 20%
Time saved per day/FA $ 1.0 minutes
Time saved per year/FA 4.50 Hours
Total time for all Fas 5,040 Hours/yr
Equivalent Revenue Value $ 659,782
Equivalent Margin Value $ 98,967
Basic Caller ID
Avoiding Irrelevant calls
Inbound calls/day 12 10 to 15
Calls that could have been screened out 10% 15 to 30%
Average call length (min) 4 3-5 min
Wasted time (min/day) 5
Hours/yr/FA 22
Total Time recovered 24,192
Equivalent Revenue Value $ 3,166,953
Call Mistakenly sent to assistant
Inbounf calls/day 12 10 to 15
Calls mis forwarded to assistant 10%
Minutes of FA time 2
Time penalty with transfer 2 minutes
Total Time FA/yr 11 hours
Total Time Recovered 12,096 hours
Value Equivalent $ 1,583,476
Total Time Recovered 41,328
Revenue Equivalent value $ 5,413,968
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19. Remote Mentoring
Improve new associate/trainee revenue performance
- Improve attendance to product meetings
New Associate Revenue Average (3yrs or less) 96,106
4th year associate revenue 259,018
Revenue gap 162,912
% close of revenue gap 25%
Revenue gap recovery per associate 40,728
Les than 3 yrs Fas 523
MK addtl. Revenue impact 21,300,744
Video Client Meetings
Travel Costs
Client Air travel trips/yr 10
% of travel avoided 10%
Cost per trip 1500
Average cost save per FA/yr 1500
Total Cost Save for MK 1,680,000
Travel Time avoided
Average Travel Time 8 hrs
Hours saved per FA/yr 8 hrs
hours saved across all Fas 8,960
Revenue Value of hours 1,173,760
Virtual Expert for Regions Branches
Regions Leads/Week 1 Interview
% Reschedule 20% Interview
% Reschedued lost 25% Benchmark
Leads lost/yr 2.6
Lead Closure Rate 60% Interview
Average Value of a Closure 900 Assumes average 400 clients per FA
Value of lost leads/Branch $ 1,404.00
Number of Regions Branches 1,900
Value of total leads $ 2,667,600
Total Phase 2 Time savings 8,960 hours
Total Phase 2 Cost Avoidance $ 1,680,000
Total Phase 2 New Revenue $ 23,968,344
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21. 21

22. Customer Satisfaction
Average Handling Time
First Time Call Resolution ILLUSTRATIVE
(% of calls)
100% Bottom Top Exceptional
Performers Performers Performers
60%
increase
0%
1 2 3 4 5
Maturity/Functionality Level
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23. Changes in KPI Performance Imply in Quantifiable $ Impact
CC METRIC IMPROVEMENT AND VALUE CREATED ILLUSTRATIVE
Cost Savings: 32 seconds reduction in Average Handling Time from IVR authentication
32 sec/300sec=10.7% freed agent time
As is 300 sec. Value of freed time = Percentage of time
Line of Business X
freed x Total Agent FTE x Average Salary
To be 268 sec. 0
10.7% freed x 1430 FTE x $163,000 =
2,486,290/yr
New Revenues: Increased Cross Sell from bringing from Zero to 1% offered and 30.7% close
ratio with cross-sell pop-ups (CTI & CRM integration)
0.0% (As is) Value of Cross-sell =
Offer rate
Total Live Agent calls x % cross-sell offer x
1.0% (To be)
% close ratio x Average revenue per
product
0.0% (As is) 11,640,000 calls x 1% offered x 30.7%
Close rate closed x $170 /product=6,074,920/yr
To be 30.7%
(To be)
Source: Company A; APQC Database; Team Analysis
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24. 1. Vimos ejemplos de como bancos al rededor del mundo estan
usando tecnologias de colaboracion
2. Estas tecnologías cuando bien integradas a procesos y modelos
de negocio pueden ayudar a los bancos a gestionar prioridades
conflictantes
3. Aun cuando los beneficios de estas tecnologías parezcan
intangibles, se les puede calcular valor y retorno de inversión
4. El “contact center” esta evolucionando y puede ser la manera de
atender al cliente del futuro, de forma económica.
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25. Thank you.