2 External Sales Strategy 10 Mar08 Final

HBEG External Sales Strategy Presentation to Halla Sakr HBEG DMD, PFS/Branches March 2008

Strategic Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Destination Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Opportunities/Situation Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

1. Population ,[object Object],[object Object],[object Object]

2. Market Share ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

2(a) Market Share - General Market Share - still dominated by the public sector banks. CBE Website

2(b) Market Share – Competition PFS Assets/Liabilities

2(c) Market Share – Competition PFS Loans/Deposits

2(d) Market Share – Credit Cards ,[object Object],[object Object]

2(e) Market Share - Credit Cards Growth -15.2 -13.8 -1.3 -1.0 Growth in HSBC Market Share 8.3 (8% as at 2Q06) 9.5 9.7 HSBC Market Share 44.2 15.9 11.7 26.6 Growth in HSBC CIF 71.2 18.2 13.2 27.9 Growth in market Visa CIF Cumm. (02–05) % 2005 % 2004 % 2003 % Visa Card (Credit Cards)

2(f) Market Share - Credit Cards Growth 250.0 7.7 225.0 Growth in HSBC Market Share 1.4 1.3 0.4 HSBC Market Share 659.8 76.8 329.6 82.7 Growth in HSBC CIF 142.6 71.9 (49.6%-SEP06) 41.2 - Growth in market MasterCard CIF Cumm. (03–05) % 2005 % 2004 % 2003 % MasterCard (Credit Cards)

2(g) Market Share - Credit Cards Rank / Share 1 / 29% 1 / 30% Visa Gold Retail Spend 1 / 24% 1 / 27% Visa Gold CIF 5 / 2.2% 6 / 2.6% 6 / MasterCard Retail Spend 6 / 1.4% 6 / 1.3% 7 / MasterCard CIF 2 / 12% 3 / 10% Visa Classic Retail Spend 3 / 7% 2 / 8% Visa Classis CIF 2005 2004 2003 2002 Credit Cards

3(a) Competition - General ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

3(b) Competition – External Sales ,[object Object],[object Object],[object Object],[object Object],[object Object]

4. Life Cycle Management ,[object Object],[object Object],[object Object]

5. Services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

6. Embedded Value ,[object Object],[object Object],[object Object],[object Object],[object Object]

7. Geographic Coverage ,[object Object],[object Object],[object Object]

External Sales Strategies ,[object Object],[object Object],[object Object],[object Object]

TIMBRE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

TIMBRE - Mexico ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

TIMBRE - India ,[object Object],[object Object],[object Object],[object Object],[object Object]

Set-up 2001; 14 Direct Sales Staff

TIMBRE – Egypt (Direct Sales) HBEG Direct Sales Team; set-up Y2001; 14 sales representatives

The Ideal Sales Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Ideal Sales Model - Implementation Options

Model A – HBEG External Sales ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Model A - Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Models B – External Sales Company ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Model B – Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Models C / D – Outsourced Sales Force ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Models C / D …cont ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Models C and D – Financials (2/day)

Models C and D – Financials (1.5/day) Low sales (1.5/day); productivity nil; cost growth 10%

Models C and D – Financials (3/day) Higher sales (3/day); productivity 12%; cost growth 8%

Model C - Advantages ,[object Object],[object Object],[object Object],[object Object]

Model D - Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object]

Key Considerations -1 0 1 Rating

Recommendations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

2 External Sales Strategy 10 Mar08 Final

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