bbva innovation edge. customer experience (english)

107
NOVEMBER 2013 7 Designing customer experiences for value Customer Experience Customers at the Front & Center of Business Customer Experience & Banking Hello Omnichannel! Omnichannels for FSs Trending issues Technology trends also in this issue

Upload: bbva-innovation-center

Post on 17-Aug-2014

1.089 views

Category:

Economy & Finance


4 download

DESCRIPTION

BBVA Innovation Edge’s seventh issue will provide you very interesting and useful information about the last trends regarding omnichannel strategies and customer experience. 'BBVA InnovationEdge' is the first corporate multiplatform magazine focused on innovation. Each edition features articles, analysis and huge information about a particular theme. The main purpose of the magazine is to express the new trends and the upcoming technologies that may impact to the financial industry.

TRANSCRIPT

Page 1: BBVA Innovation Edge. Customer Experience (English)

NOVEMBER 2013 7

Designing customer experiences for value

Customer Experience

Customers at the Front & Center of BusinessCustomer Experience & BankingHello Omnichannel!Omnichannels for FSs

Trending issues

Technology trends

also in this issue

Page 2: BBVA Innovation Edge. Customer Experience (English)
Page 3: BBVA Innovation Edge. Customer Experience (English)

Corporate social responsibility at

the sales coalface – no more only

'what's in it for me'

Page 4: BBVA Innovation Edge. Customer Experience (English)

Customer experience management (CX) will replace CRMs

Page 5: BBVA Innovation Edge. Customer Experience (English)

Customers control the

buying process

Page 6: BBVA Innovation Edge. Customer Experience (English)

Salespeople become financial

managers

Page 7: BBVA Innovation Edge. Customer Experience (English)

The rise of smartphones

in sales

Page 8: BBVA Innovation Edge. Customer Experience (English)

Marketing (as we know it)

is dead

Page 9: BBVA Innovation Edge. Customer Experience (English)

Breaking the chain of ignorance,

upping the pace of transformation

Page 10: BBVA Innovation Edge. Customer Experience (English)

Empathy, the new

sales edge

Page 11: BBVA Innovation Edge. Customer Experience (English)

The university of selling

Page 12: BBVA Innovation Edge. Customer Experience (English)

Instant access to solutions

Page 13: BBVA Innovation Edge. Customer Experience (English)

Sales leadership in uncertain times;

stop managing and start leading

Page 14: BBVA Innovation Edge. Customer Experience (English)

Delivering real value beyond

product and price

Page 15: BBVA Innovation Edge. Customer Experience (English)

Customers at the Front & Center of BusinessChanges in technology are forcing change onto business models. We are moving away from product-centric models and moving towards customer-centric models. Leading companies are discovering ways to harness this shift by placing customers at the front and center of business.

Page 16: BBVA Innovation Edge. Customer Experience (English)

Ready for customer-centricityCustomers are living increasingly digital lives, with access to tech-

nology and information that enable them to make better and

more-efficient decisions across their day-to-day interactions with

companies and other individuals. Understanding the underpin-

nings of this digital life, the ecosystem that is driving customer

adoption and how this integrates into existing face-to-face inter-

actions will be key to banks and financial services companies

flourishing through the next five years.

Source: Gartner | The Nexus of Forces: Social, Mobile, Cloud, and Information, June 2012 Gartner | Agenda Overview for Banking and Investment Services, January 2013 image: i95dev | Applying Gartner’s Nexus of Forces to Retail, March 2013

Nexus of Forces: the convergence of major technology trends; setting the table for the post-product era: Welcome to customer-centricity.

Information

Delivery

Behaviour

Social

Access

MobileContext

Cloud

Page 17: BBVA Innovation Edge. Customer Experience (English)

Customers are now in controlCustomers now hold the power in their re-

lationships with banks. They are more con-

nected, vocal, and on the lookout for strong-

er relationships than ever before.

Source: EFMA/Peppers&Rogers Group

Customer Experience in Retail Banking, 2010

not just a product or service They want a partner in their daily lives,

Page 18: BBVA Innovation Edge. Customer Experience (English)

People are the new channelIn a digital and social age, pipes are less important. People are the chan-

nel. You don’t own or rent them. You can’t control them. You can only

serve and support them. This new world is disorienting because pipes

and people work very differently as channels. Pipes flow out; people

flow in. Content is pushed out through pipes, but pulled in through peo-

ple. This reversal is shifting the balance of power.

Source: Harvard Business Review | People Are the New Channel, April 2013

You can’t control them!

Content is pushed out through!

Content is pulled in through

Flow out!

Flow in!

You can only serve and support them!

Page 19: BBVA Innovation Edge. Customer Experience (English)

CX (Customer Experience) is increasingly a top of mind issueCompetitive differentiators of the past—man-

ufacturing strength, distribution power, and

information mastery—have each been com-

moditized and are now easily accessible to

every company (and, let’s face it, any enter-

prising individual with a smartphone). This has

led to mass digital disruption and dissolution

of traditional industry boundaries.

The field of customer experience has risen to

prominence over the past several years be-

cause we’ve entered a new era: the age of the

customer. As we approach the end of 2012, the

business discipline of customer experience, or

CX, has gone mainstream. It’s acknowledged

as a key competitive differentiator, even by

those who prefer spreadsheets to sticky notes.

Source: Forrester | Outside In: The Power of Putting Customers at the Center of Your Business, 2013

Page 20: BBVA Innovation Edge. Customer Experience (English)

Other industries are focusing on customer experienceOver the past seven years, Forrester has observed an increase in

the number of companies that have a single executive leading cus-

tomer experiences efforts for a business unit or entire company.

Whether firms call them a chief customer officer (CCO) or give them

some other label, Forrester sees an increasing number of executives

accountable for customer experience efforts across a business unit

or an enterprise.

2012

16 %

24 %

9 %

5 %

6 %

4 %

8 %

5 %

1 %

5 %

1 %

2 %

1 %

2 %

2 %

1 %

1 %

2 %

2013

17 %

15 %

15 %

10 %

8 %

7 %

5 %

4 %

3 %

3 %

3 %

3 %

2 %

2 %

2 %

1 %

1 %

1 %

1 %

1 %

Software

Professional services

Financial services

Utilities

Healthcare

Telecommunications services

Business services

Retail

Automotive

Consumer products manufacturing

Food manufacturer

Transportation services

Art. entertainment and recreation

Beverage manufacturer

Industrial manufacturing

Commercial printing

Education

Media

Restaurant, bars, and food services

Wholesale

Page 21: BBVA Innovation Edge. Customer Experience (English)

The rise of the Chief Customer OfficerCCOs will play an increasingly critical role

for firms—not just in helping them differenti-

ate based on great experiences, but also in

adopting new business architectures and op-

erating models made possible by new capa-

bilities like digitally connected products and

services, mobile computing,social networks,

and dynamic partner networks.

Source: Forrester Research | The Rise of the Chief Customer Officer, January 2011

Successful CCOs will move their company…

from a reactive find-and-fix

mentality to one that aligns…

…employees, partners, processes, and technologies…

…around customer goals and uses emerging capabilities to deliver new value.

Page 22: BBVA Innovation Edge. Customer Experience (English)

Customer Experience &

BankingIn a crowded banking market, just having good

branch locations with high-level service and competitive rates are not going to cut it. Banks must

find ways to remain relevant in the future Financial Services industry by embracing CX as a key element

of a sustainable, competitive business model.

Page 23: BBVA Innovation Edge. Customer Experience (English)

Just 5% depositsare held by banks

competing in regions with less than 15 Fls.

38

89

28 Banks competing in a typical

MSA

82 82

40

24

66% of all deposits

are held by banks competing in

regions with more than 15 Fls.

613

< 10 11-15 Financial

Institutions 16-20 21-30 31-50 51-75 76-100 > 101

If I need banking services nearby, how many providers are there?

Competition is intense, with 28 Banks competing in a typical geo-graphic area

Source: Optirate | Retail

Banking is more competi-

tive than most believe, 2011

There’s a lot!!! For example, in the US, there are more

than 15,000 Financial Institutions; about 7,800 banks

and 7600 credit unions. In a typical metropolitan set-

ting, a depositor will have more than 50 banking pro-

viders competing to capture the deposit. Needless

to say, just keeping the money safe isn’t going to be

enough to win the business. At the end of the day,

whoever consistently offers the best experience for

the customer will win.

% Deposits

Nº MSA ( Metropolitan Statistical Area )

18%

4%

6%9%

13%

1%

7%

41%

Page 24: BBVA Innovation Edge. Customer Experience (English)

And if we add direct banks into the mix ...

Source: TNS | Direct Banks and the Future of Retail Banking, 2012

Not only do consumers have lots of nearby banks offering financial services, they also have ac-

cess to “direct banks” (aka “branchless”) ... and they are capturing the customers’ attention and

their business.

Share of New and Lost Primary Bank Relationships

2000 2006 2008 2010 2011 2012

2005 2007 2009 Proj

Share of New Relationships

24 REGIONAL BANKS

Share of Lost Relationships

29% 30%

28%28%

Share of New Relationships

BOFA, CHASE, WELLS

Share of Lost Relationships

37% 35%

34%

30%

Share of New Relationships

4 DIRECT BANKS

Share of Lost Relationships

3.5%

8.0%

1.0%07%

Net share gain

Share of Lost Relationships

COMM. BKS & CUS

Share of New Relationships

41%

31%

28%

32%Net share loss

2000 2006 2008 2010 2011 2012

2005 2007 2009 Proj

Page 25: BBVA Innovation Edge. Customer Experience (English)

Customer Experience & ROI Despite an increased focus on customer ex-

perience initiatives by banks of all sizes, new

research has found that not all of these efforts

may be resulting in revenue growth ... Part of

the problem is a lack of association by banks

between customer experience initiatives and a

tangible ROI.

The important question is which activities lead

to revenue growth.

By evaluating activities being implemented at

growth and non-growth banks, the research

found that there were four fundamental cus-

tomer experience practices that could be di-

rectly tied to revenue growth at financial insti-

tutions.

The practices that were found to be most cor-

related with financial performance:

Utilizing a decision-making process that emphasizes the customer

Establishing a goal for customer experience improvement

Sharing a common definition of what a positive customer experience is

Taking action on individual customer feedback

Page 26: BBVA Innovation Edge. Customer Experience (English)

Source: Bank Marketing Strategy | All Bank Customer Ex-

perience Initiatives are Not Created Equal, June 2013

The two most important differentiators are

that growth banks have invested in technol-

ogy that helps to close the loop between cus-

tomers who report a problem, indicate a need

or recognize an employee who performs well.

Growth banks and credit unions also have a set

of criteria they follow when prioritizing, funding

and resourcing customer-aligned initiatives.

Non-Growth Banks Growth Banks

CX PRACTICES OF GROWTH VS. NON-GROWTH BANKSThere are four foundational customer experi-

ence practices that differentiate Growth Banks

from their Non-Growth competitors.

ESTABLISHED GOALS FOR IMPROVEMENT

42%

69%

COMMON UNDERSTANDING OF CX

29%

63%

29%

71%

TAKE INDIVIDUAL ACTION CUSTOMER FEEDBACK

points

27points

34

points

42

DISCIPLINED DECISION MAKING AROUND THE CUSTOMER

21%

60%

points

39

Page 27: BBVA Innovation Edge. Customer Experience (English)

Competition in the financial services is heating up

The fastest growing financial services institutions are retailers, grocery store chains and automotive companies. They have adopted the omnichannel (approach) more aggressively than the banking industry

Source: The Banker | Social Banking in the Omnichannel Era

Ralph Silva

It’s getting rather crowded in the FS space. “Banks are no longer just com-

peting with each other, they are also at war with a growing number of retail-

ers and innovative start-ups that employ social media tactics to offer sought-

after services.

In the retail world, a customer can order an item online and pick it up in the

store. They can go into a store and ask for a particular item to be delivered to

their home (or in the store). This type of service is no longer just multichan-

nel or cross-channel; it is omnichannel – a seamless and integrated experi-

ence for consumers without restrictions. It is exactly this type of offering that

is lacking among banks. Indeed, there is little choice for banks but to change

their strategy.

Page 28: BBVA Innovation Edge. Customer Experience (English)

The threat of disintermediation is realFrom a financial services institu-

tion’s perspective, disintermediation

is a major risk in the current wave

of transformation. Disintermedia-

tion happens when the current in-

dustry offering (and revenue mod-

el) becomes obsolete by failing to

adapt to new technology enabled

value propositions.

For banks, CX is a top priority

Improving the customer experi-

ence was the foundation of almost all

of the responses I received around

2014 strategic priorities. Whether

we are talking about branch recon-

figuration, mobile banking applica-

tions, back office operations, etc.

banking industry leaders believe an

improved customer experience is

the key to growth.

Jim Marous

Source: Cisco | Winning Strategies for Fi-

nancial Services Players in the Age of Mo-

bile and Social Payments, February 2013

Source: Bank Marketing Strategy

| Banking Leaders Discuss 2013 Stra-

tegic Planning Activities, July 2013

See also: Gartner | Gartner Says Cus-

tomer Experience Enters Top 10 CIO

Priorities for 2012, April 2012

This threat is coming from four major

players

FinTech start-ups

Telcos

Tech Companies

Retails

Page 29: BBVA Innovation Edge. Customer Experience (English)

Hello Omnichannel !Which way should I go? In an omnichannel world, it doesn’t really matter; the customer will have a consistent, frictionless journey regardless of the road she chooses to take, accompanied by his preferred device and, increasingly, devices.

Page 30: BBVA Innovation Edge. Customer Experience (English)

A little about today’s consumersToday, consumers take a multi-device/multi-

channel path “journey” to purchase and navi-

gate seamlessly between various touchpoints,

driven by the given context.

CONTEXT DRIVES DEVICE CHOICE Today

consumers own multiple devices and move

seamlessly between them throughout the day.

The device we choose to use at a particular time is often driven by our CONTEXT

Our ATTITUDE and state of

mind

The GOAL we want to accomolishThe amount of

TIME we have or need

Our LOCATION

Page 31: BBVA Innovation Edge. Customer Experience (English)

Watching an Online

Video

Social Networking

Shopping Online

Searching for Info

Managing Finances

Planning a Trip

Browsing the

internet

TOP ACTIVITIES PERFORMED WHEN SEQUENTIALLY SCREENING BETWEEN DEVICES

SEQUENTIAL USAGEMoving from one device to another at different times to accomplish a task

81%

72%

67%

63%

43% 43%46%

Page 32: BBVA Innovation Edge. Customer Experience (English)

Ver un vídeo online

Interacción en redes sociales

Compras online

Buscar información

Gestionar las finanzas

Planificar un viaje

Navegar por internet

30% 30% 25% 29% 34% 34%

24% 27% 19% 23% 29% 24%

6% 4% 5% 6% 6% 10%

38%

31%

7%

Continúa en un

smartphone

Inicio en unPC

Continúa en una tableta

Smartphones are the most common starting place for online activities

Watching an

Online Video

Social

Networking

Shopping

OnlineSearching

for Info

Managing

Finances

Planning

a Trip

Browsing

the internet

63% 66% 65% 59% 47% 56%

58% 58% 61% 56% 45% 48%

5% 8% 4% 3% 3% 8%

65%

60%

4%

Started on a smartphone

Continued on a PC

Continued on a tablet

SMARTPHONES TABLETS PC / LAPTOP

Source: Google | The New Multi-screen World, August 2012

Page 33: BBVA Innovation Edge. Customer Experience (English)

Tablets are most often a starting point for shopping and trip planning

7% 4% 11% 7% 7% 11%

1% 2% 0% 1% 1% 2%

6% 3% 10% 6% 6% 9%

15%

1%

14%Continued

on a PC

Startedon a tablet

Continued on a smartphone

SMARTPHONES TABLETS PC / LAPTOP

Watching an

Online Video

Social

Networking

Shopping

OnlineSearching

for Info

Managing

Finances

Planning

a Trip

Browsing

the internet

Source: Google | The New Multi-screen World, August 2012

Page 34: BBVA Innovation Edge. Customer Experience (English)

PCs are most often a starting point for more complex activities

30% 30% 25% 29% 34% 34%

24% 27% 19% 23% 29% 24%

6% 4% 5% 6% 6% 10%

38%

31%

7%

Continued on a smartphone

Startedon a PC

Continued on a tablet

SMARTPHONES TABLETS PC / LAPTOP

Watching an

Online Video

Social

Networking

Shopping

OnlineSearching

for Info

Managing

Finances

Planning

a Trip

Browsing

the internet

Source: Google | The New Multi-screen World, August 2012

Page 35: BBVA Innovation Edge. Customer Experience (English)

A new path to purchaseThe new path to purchase is called customer

decision journey.

Marketing has always sought those moments,

or touch points, when consumers are open to

influence. For years, touch points have been

understood through the metaphor of a ‘funnel.’

But today, the funnel concept fails to capture all

the touch points and key buying factors result-

ing from the explosion of product choices and

digital channels, coupled with the emergence

of an increasingly discerning, well-informed

consumer.

A more sophisticated approach is required

to help marketers navigate this environment,

which is less linear and more complicated than

the funnel suggests. We call this approach the

consumer decision journey.

When marketers understand this journey and

direct their spending and messaging to the

moments of maximum influence, they stand

a much greater chance of reaching consum-

ers in the right place at the right time with the

right message.

Source: McKinsey & Co | Winning the cus-

tomer decision journey, December 2011

THEN

NOW

Page 36: BBVA Innovation Edge. Customer Experience (English)

THEN: The purchase funnel

Awareness

Familiarity

Consideration

Purchase

Loyalty

THENNOW: The consumer decision journey

Evaluate

Commit

Consider Buy

Experience

Decision trigger

AdvocateInterest trigger

Page 37: BBVA Innovation Edge. Customer Experience (English)

Customer journey as a differentiatorConsumers connect with brands throughout the cus-

tomer life cycle: they discover, explore, buy, and engage

using a multitude of touchpoints. But some sources

are more effective than others at driving consumers

to the buy phase and have a stronger influence on the

price they ultimately pay for their purchase.”

“Marketers need to understand the iterative and circu-

lar consumer decision journey so they reach consum-

ers in the place at the right time with the right mes-

sage. Getting the basics right starts with the customer

decision journey and it can mean millions of euros in

growth or savings. Marketers can find millions of euros

by being much more systematic and disciplined about

extracting value from every stage of the customer de-

cision journey.

Sources: Forrester Research | Assess the

Impact of Touchpoints Along the Con-

sumer Path-to-Purchase, April 2013

McKinsey & Company | Major Bank, Ma-

jor Digital Transformation, December 2012

Page 38: BBVA Innovation Edge. Customer Experience (English)

Moving from point of sale to point of decision: the omnichannelA differentiating strategy in the omnichannel era is moving from the “point of sale” to “point of decision”

Omnichannel, an attempt at a definitionIn its most simple sense, omni-channel can be

defined as ‘doing multi-channel properly.’

Omni-channel starts with understanding the

needs and behaviors of your customers, then

designing experiences that fit your brand into

their natural habits and day to day lives. Final-

ly, the right technologies are chosen and opti-

mized to deliver the experiences in an efficient,

enjoyable and consistent manner to the con-

sumer.

Source: webcredible | Omni-channel Cus-

tomer Experience, November 2012

Page 39: BBVA Innovation Edge. Customer Experience (English)

Omnichannels for FSsFor established financial services companies, the challenge of omnichannel lies in finding the “right” mix of branch banking, mobile, social, and video technologies to offer seamless banking experiences to customers in contextually meaningful way.

Page 40: BBVA Innovation Edge. Customer Experience (English)

The era of omnichannel banking is here

Omnichannel banking is different from the cur-

rent “multichannel” approach in which banks

encourage customers to use the least expen-

sive channel, while delivering minimal cross-

channel consistency and an inconsistent user

experience. Omnichannel banking provides a

consistent experience across channels to pro-

vide customers with seamless access to finan-

cial products and services—where and when

they are needed. In the world of omnichannel

banking, customers are in control of the chan-

nels they wish to use.

Omnichannel banking is not a hypothetical

concept; instead, it is essential to address-

ing customers’ desire to control the time,

place, channel, and information required to

perform their banking activities. In devel-

oped countries, a rich mix of physical

(branch) and virtual (web, mo-

bile, and social) banking chan-

nels has prepared customers

for the advent of a seamless

omnichannel experience.

Source: Cisco IBSG | Winning Strategies for

Omnichannel Banking, June 2012

Social

Branch

Page 41: BBVA Innovation Edge. Customer Experience (English)

Mastering digital channelsDigital tools are a wonderful opportunity for banks to address

customers’ needs throughout the lifecycle.

source: Bain & Company | Customer Loyalty in Retail Banking, 2012

Mastering digital channels: from a single moment of truth approach to a global client lifecycle approachOptimised channels all over the customer lifecycle Increasing client knowledge

High Low

Cross-sellingIncrease stickiness

LoyaltyDevelop client intimacy

RetentionBe the main bank

Branch

Social media

Mobile

Website(internet banking)

ATM

Tablet

Source: Kurt Salmon study

Page 42: BBVA Innovation Edge. Customer Experience (English)

Elements of the omnichannel for banks

Hub and spokeLarge branch in high-traffic

crossroad surrounded by small, largely

automated branches

KioskIn grocery store or metro station, with staff member

for quick service

Video teller machineVideo connection to extended-hours

tellers for transactions or problem solving

Mobile applications For remote deposit capture, alerts related to accounts,

alerts on homes for sale, etc

Smart ATMPay bills; buy airline tickets,

stamps, transit system passes; or other third-party

transactions

Video conferencingWith expert specialist

for advice and consultation

Touch-screen wallTo browse and get turorials

on products

Credit centerUnstaffed center connected

via video to remote office for credit applications

Source: Bain & Company

Page 43: BBVA Innovation Edge. Customer Experience (English)

4 Pillars for transforming to Omnichannel banking

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking, June 2012

The new branch Mobile Social Video

Page 44: BBVA Innovation Edge. Customer Experience (English)

The Branch Remains a Preferred Channel for Complex Products and Advisory

Digital technologies will accelerate branch transformation

The Old Branch Is Dead; Long Live the Omnichannel Branch

The death of the branch has been greatly exaggerated. The most avid adopters of virtual chan-

nels—tech-savvy consumers—are also among the most frequent branch visitor. The branch con-

tinues to be the preferred channel for personal attention and advice, including new services.

Customers are also open to having advice delivered to them virtually in the branch as long as

quality and personalization do not suffer. Video will be at the center of branch transformation.

4 pillars for transforming to omnichannel banking: the new branch

Source: Cisco study, “Winning Strategies for Omni Channel Banking”, 2012

Branch

Telephone

Bank´s Website

ATM/Kiosk

Bank´s mobile app/site

Social media (e.g. Facebook)

13% 4% 70% 5%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28%

14%

48%

10%

10%

10%

53%

9%

6%

5%

20%

9%

4%

5%

5%

7%

59%

70%

28%

69%

76%

75%

39%

70%

2%

3%

1%

1%

3%

3%

4%

8%

5%

8%

3%

11%

7%

7%

3%

10%

18% 2% 73% 1% 5% 1%

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking, June 2012

Research/compare available products/services

Pay for something

Trade a security (e.g., buy/sell a stock)

Transfer funds between accounts

Obtain support from banking representative

Receive/review account alert

Manage my account

Pay a bill

Apply for a loan

Check account balance

The percentage of US customers who prefer to bank online jumped to 62% in 2011, up from 36% in 2010

Studies indicate that 47% of US banking customers believe that a bank is not even legitimate unless it has branches, up from 41% only a year ago

Page 45: BBVA Innovation Edge. Customer Experience (English)

Mobile Capabilities Con-sidered Most Valuable (North America)

Source: Monitise/Future Foundation/nVision ı Base: 500 online respondents per country who are aged 16+ and own a smartphone, 2013

The Promise of Embedded Banking in Consumers’ LivesAs Internet access continues

to improve over mobile de-

vices, mobile is rapidly emerg-

ing as a banking channel.

Preferred features for mobile

banking include real-time ex-

pense tracking, mobile pay-

ments, and location-based

commerce.

What Consumers want from financial institutionsI would feel more confident in buying goods and services

through a mobile phone if i coul do so through an app offered

by my bank. Among smartphones owners

Respondents clearly have a

preference for mobile bank-

ing, (however) it’s important

to note that they do not want

it to replace other channels.

... and are very supportive of

using multiple services in an

omnichannel environment.

4 pillars for transforming to omnichannel banking: mobile

Real-time expense tracking and money management

Remote check deposit by talking a picture

Mobile phone acts as a payment mechanism, replacing cards / cash

Shopping offers based on location

Peer-to-peer payments

Being recognized upon entry into a bank branch or retail store for more personalized services

Customer support from my bank using “natural language query”

None of the above

Do not know N= 1,671

0% 10% 20% 30% 40%

22%

21%

18%

14%

14%

10%

7%

38%

10%

100%

80%

60%

40%

20%

0%

Agree Agree strongly

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking, June 2012

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking, June 2012

Spain UK Germany

Page 46: BBVA Innovation Edge. Customer Experience (English)

Social is not another channel, it’s a whole new

way of doing business and it’s key to customer

experience.

Customer experiences are about touchpoints

and touchpoints are by definition social. Guess

what is a key focus in 2013? Indeed, social. Not

as ‘just another channel’ but as a whole new

way of doing business.

Gartner predicts that by 2014, refusing to com-

municate with customers via social channels

will be as harmful to the relationship as ignor-

ing their emails or phone calls is today.

Our discussions with service providers and

end users indicate that CRM services are shift-

ing from a focus on point solution deployment

centered on application suites, to a ‘customer

experience’ that brings together customer in-

formation, analytics, workflows, mobility and so-

cial CRM disciplines into a richer, multichannel

access to capture the entire customer journey.

Source: Gartner | Analyst, Ed Thompson

The Potential Is Here — When Will Banks Be Ready? Social banking is still lagging, as an overwhelm-

ing number of customers are reluctant to mix

banking with social activities. A key reason

for their reluctance is concern about privacy

and lack of control over personal information.

When it comes to going social, one segment

stands out—younger, tech-savvy customers,

especially those in emerging countries who

tend to be dissatisfied with their bank.

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking,

June 2012

4 pillars for transforming to omnichannel banking: social

Page 47: BBVA Innovation Edge. Customer Experience (English)

26 percent said that video conferencing with

a remote expert would enhance their expe-

rience when the expertise was not available

in the branch. This makes video a key feature

and experience enhancer for unmanned bank-

ing kiosks, after-hours multipurpose ATMs, and

next-generation virtual banking delivered to

homes and Offices. Interestingly, those most

interested in video as a banking channel tend

to be GenX customers who are also in the ear-

ly-majority group when it comes to technol-

ogy adoption. This shows that video is ready

for mass adoption above and beyond younger,

tech-savvy consumers.

Seeing is Believing In banking, video is a key enabler of building

trust in situations where humans are not physi-

cally available.

Video is a key feature and experience enhanc-

er for unmanned banking kiosks, afterhours

multipurpose ATMs, and next-generation vir-

tual banking delivered to homes and offices.

4 pillars for transforming to omnichannel banking: video

Video adoption in consumers’ personal lives

or at work isn’t limited to younger, tech-savvy

consumers. Cisco IBSG’s study indicates that

Gen X and early-majority technology adopters

are now solid believers in the role of video.

Source: Cisco IBSG | Winning Strategies for Omnichannel Banking,

June 2012

Page 48: BBVA Innovation Edge. Customer Experience (English)

Global SnapshotsA quick look at some examples of omnichannels in the financial services industry and other leading retail businesses and some notable providers of omnichannel technology solutions.

Experience Design

Page 49: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

COMMONWEALTH BANKPi is an open platform developed by Common-

wealth Bank designed to optimise business pay-

ment processes and enrich customer experience.

Sources: www.commbank.com.au/business/pi.html

www.banktech.com/payments-cards/commonwealth-bank-aims-to-revo-

lutionize/240003842

See the video: http://www.youtube.com/watch?v=oaWHgl4984E

Page 50: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

FIDOR BANK Is built around web 2.0 and social media, allowing

customers to experience their finances as a retail

social experience.

See the video: http://www.youtube.com/watch?v=Br39kKaCKxA#at=42

Page 51: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

ALIOR BANK Unveiled Alior Sync, Poland´s first digital bank, pit-

ching it as a new type of financial services firm,

available anytime, anywhere, for a young, digitally

savvy customer base.

Source: Finextra I Virtual branches and Facebook pay-

ments: Poland gets new digital bank, June 2012

Page 52: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

MBANK Is a banking spin-off of BRE Bank, redesigned from

scratch based upon four key tenets: real-time mar-

keting, personal Financial management, Mobile

banking and Social media. Winner of Finovate Eu-

rope Best in Show 2013 award with Efigence for

their facebook and social platform.

Source: Techcrunch I mbank and the futu-

re of responsive banking, July 2013

Page 53: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

MASTERCARD AND VISAJust like AmEx members, Mastercard and Visa car-

dholders can sync their accounts with Foursquare

to earn discounts at nearby restaurants and retail

stores.

Source: Fastcompany I Foursquare syncs master-

card visa merchant specials, February 2013

Page 54: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

CREDAt the heart of Moven is CRED, a credibility sco-

re that incorporates the social sphere to financial

scoring: it´s not about your credit, it´s about your

credibility.

Vimeo I Cred Score from Movenbank, 2012

Page 55: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

KIWIBANKKiwibank’s Adaptive Experience Prioritizes Device-

Specific Tasks.

On a PC, the site focuses on products and Internet

banking. On a mobile handset, it prioritizes mobile-

relevant tasks and content.

Source: Forrester I Digital Customer Experien-

ce Trends To Watch, January 2013

Page 56: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

CITIBANKImplemented PolyVista’s Cloud Solution to discover

what drives and what impacts negatively customer

experience during a loan application process.

Source: Businesswire I Citibank Harnesses PolyVista Discovery Ca-

pabilities to Improve the Customer Experience, February 2013.

Page 57: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

BNP PARIBAS Bnp Paribas mimicks the retail experience one

might see in an online supermarket adding icons

that denote various financial product categories,

providing familiarity to the sales process.

Source: Mapa Research

www.maparesearch.com/brochures/MapaResearch-

DigitalSalesReport-Brochure-Apr13.pdf

Page 58: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

NATWESTNatwest approaches the ideal proposition in pro-

viding direct access to customer support as users

look to be leaving the sales journey. As a potential

customer attempts to click out of an application,

possibly in frustration, the web site provides a clic-

kable link for direct contact with an advisor to help

complete the journey.

Source: Mapa Research www.maparesearch.com/brochu-

res/MapaResearch-DigitalSalesReport-Brochure-Apr13.pdf

Page 59: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

TESCOTesco leads the way in addressing mobile grocery

buyers with a range of apps and services that allow

customers to shop on the go and have the items

delivered at the door later or a GPS-enabled app

that tells customers where in a store a certain pro-

duct is.

See the video: http://www.youtube.com/watch?v=JcgfgO3Vzmw

Page 60: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

AMAZON AND WALMART Companies such as Amazon and Walmart provide

users with temporary lockers to receive delivery of

packages. Basically, you can go online, order all of

the things that you want, and your items will show

up in this locker rather than your doorstep. It’s a

convenience thing for sure, and the reason why

Google bought Y Combinator company Bufferbox

and the reason why a company like Swapbox can

emerge.

Source: Techcrunch I Walmart follows amazons lead starts

testing locker delivery in retail stores, March 2013

Page 61: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

HOINTERIs a fully automated store run on software algo-

rithms and machinery that closes the gap between

online and brick and mortar marrying digital’s ins-

tant gratification with in-store benefits.

Source: Psfk I How to close the gap between on-

line and brick and mortar, May 2013

See the videos: http://www.youtube.com/watch?v=2ZjWwlzRYBM

http://www.youtube.com/watch?v=r-9tYnXntrQ

Page 62: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

MACY´SIs expanding their capacity to fulfill online orders

from stores as part of its “omnichannel” push, es-

sentially turning their hundreds of retail locations

into local distributions centers.

Source: Forbes I Macys, others turn stores into on-

line fulfillment centers, January 2011

Page 63: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

BRAUNBraun´s website is designed to disrupt the shopper

experience dropping context as shoppers move

between touchpoints: the “where to buy” function

directs shoppers to retailer websites; however all

context about the products that the shopper was

researching is lost in the transition.

Source: Forrester I Managing The Cross-Touch-

point Customer Journey, December 2012

Page 64: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

BURBERRYIs a very good illustration of online-offline coordi-

nation: 60% of its customers shopped online and

then picked up their products from the store. Bur-

berrys new flagship store on Regent Street is cu-

rrently the best example of truly omni-channel ins-

tore approach.

Source: Webcredible, Omnichannel Report, 2012

Page 65: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

BANKTRONMultichannel online banking product BANKTRON

helps finance institutions to maximize cost savings

and bring a unified user experience across different

channels and devices, while retaining core legacy

systems.

See the video: http://www.youtube.com/watch?v=_bT3vMVeIV4

Page 66: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

LODO SOFTWAREProvides a full range of integrated financial services

using a powerful, predictive analytics engine to de-

liver a personalized customer experience anytime,

anywhere, on any device.

Source: Finovate I Lodo software launches d3 banking to help

banks deliver a personalised customer experience, May 2013

Page 67: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

SAPCompletes Acquisition of hybris to Help Businesses

Deliver Seamless Commerce Experience to Custo-

mers hybris’ Commerce Suite is an open, extensi-

ble omni-channel platform, with state-of-the-art pro-

duct content management and unified commerce

processes designed to give a business a single view

of its customers, products and orders, and its cus-

tomers a single view of the business.

Sources: Forbes I Smoothing the kinks in your omnichannel strategy, Au-

gust 2013

www.news-sap.com/sap-completes-acquisition-of-hybris-to-help-bu-

sinesses-deliver-seamless-commerce-experience-to-customers/

Page 68: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

IDINTERACTIDInteract Demand Exchange platform leverages

Big Data analytics to pluck demand signals from

a sea of social, mobile and customer relationship

management (CRM) data sources and deliver real-

time, context-aware insights for targeted customer

engagement.

Source: www.enterpriseappstoday.com/crm/dinteract-launches-demand-

exchange-cloud.html

Cmswire I Customer Experience idinteract creates personas based on

multichannel big data for targeted digital marketing, December 2012

See the video: http://www.youtube.com/watch?v=nVzJq-W-XGQ

Page 69: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

SUNDAYSKYEnables organizations to dynamically embed cus-

tomer-specific personal data and details into a vi-

deo related to a product or service, and then deli-

ver the custom how-to video for that specific client.

Sources: Brandchannel I SundaySky’s SmartVideo Trans-

forms Consumer Data into Digestible Videos, June 2013

www.gartner.com/document/2428616

www.forbes.com/sites/petercohan/2012/10/15/sundaysky-

smart-videos-boost-customer-service-productivity/

Page 70: BBVA Innovation Edge. Customer Experience (English)

BANKS / FS l RETAILERS l PROVIDERS

WALKMEIs an interactive online guidance system, enabling

organizations to overlay on-screen ‘Walk-Thrus,’

onto their sites and apps. WalkMe encourages end-

user self-service helping user complete complex

tasks and making any online process intuitive.

Sources: www.gartner.com/document/2428616

betanews.com/newswire/2012/10/26/walkme-worlds-first-interactive-

website-guidance-system-announces-5-5-million-funding-round-from-ge-

mini-israel-ventures-mangrove-capital-partners-and-giza-venture-capital/

Page 71: BBVA Innovation Edge. Customer Experience (English)

BBVA & the OmnichannelWe are living in the consumer’s era. With internet and the new possibilities technology provides, customers have more power than ever (empowered consumer). The only source of sustainable competitive advantage comes from having a strategy based on the “obsession” for understanding, delighting, connecting and serving customers.

the BBVAexperience

GLOBALSNAPSHOTS

Page 72: BBVA Innovation Edge. Customer Experience (English)

Within this reality, customers choose to

interact with companies through any

channel, at any time and from wherever they

may be, in a simple, convenient and pleasant

way - in short, they are demanding an om-

nichannel experience.

To provide an omnichannel experience means

to go a step beyond the multichannel, over-

going the concept of channels as “silos”, the

connectivity gaps between channels and the

limited supply in digital channels.

The omnichannel vision is already being ap-

plied in certain consumer-related areas, such

as in the ROPO effect (research online, pur-

chase offline), which describes the customer

who researches on the internet and buys in

the physical channel, or in some models de-

veloped in the distribution industry, such as

the online purchase and in store pick up, or

the purchase of geolocated deals.

How can we get an omnichannel experience?:

Developing a complete offering across all channels (“full channel choice”), with a strong focus on digital distribution channels (internet and mobile).

Providing a seamless experience (“seamless journeys”) in those processes in which the client uses and combines several channels.

Generating a consistent experience regardless of the channel the client is using.

Page 73: BBVA Innovation Edge. Customer Experience (English)

In banking there is no doubt that omnichan-

nel is the way to go. The key is to be able to

articulate this process and to generate a strate-

gy that results in a differentiated omnichannel

experience for customers, increasing their sat-

isfaction, recommendation and engagement.

BBVA is a pioneer in having an omnichannel

vision and strategy. A strategy based on the

following pillars:

Based on a customer-centric vision, this strat-

egy will be implemented with a clear message:

“BBVA Banking Anywhere” (BBVA donde estés),

which is the main message of the first global

campaign for a bank in the omnichannel field.

BBVA wants to offer its customers the best way

to access its products and financial services,

in a fast and easy way, wherever they are and

with their channel of preference. BBVA wants

to make sure its clients know that these ser-

vices are available and that they understand

their benefits – they can choose how they

want to connect with us. This is the transfor-

mation path designed by BBVA to make the

omnichannel vision happen.

Become real omnichannel,

increasing sales and transactions in

non-branch channels

Raise digital channels penetration in our client base and

become leaders vs. competitors

Become the bank best valued in Customer

Experience in all geographies, segments

and channels (IReNe)

Page 74: BBVA Innovation Edge. Customer Experience (English)

Innovation Forecast

The journey towards customer centricity is really just beginning. Though we are continuously learning as we try to figure this out; here is our sharing, so far, on the customer experience framework, the design, and keys for survival in this new world.

Page 75: BBVA Innovation Edge. Customer Experience (English)

Source: Infosys | Finsights, January 2013

A new frameworkMultidimensional context,

Multi-device usage no

constant environment.

Holistic approach. Systems thinking

The old frameworkOne environment while

performing a task.

Segregated approach. Linear thinking:

Personas (user profile)

Contextual inquiry – ONE context

Single channel evaluation

Sitemaps, wireframes

Navigation design

Design consistency

Efficient task design

Platform & resolution optimized designs

Personas + “day in the life” + user journey

Multi-dimensional Usage scenarios

Cross-channel experience analyses

Experience maps, systems models

Navigation design + cross channels connections

Design consistency + cross channel continuity

Cross channel task breakdown

Platform & resolution optimized + channel and device designs

Page 76: BBVA Innovation Edge. Customer Experience (English)

Key Takeaways: for thriving in the new paradigmA few tips to help you thrive in this

new paradigm:

for designing CXA few tips to remember when

designing CX:

2. Consider Cus-tomer experience as top priority.

1. There is a new

framework for busi-

ness where people

are the new channel.

Put them first.

1. Move from a line-ar thinking framework to a holistic approach where there is no con-stant environment: mul-tidimensional context, multi-device usage.

2. Think first about

customer needs, then

about the technology

as enabler.

3. Organize around the customer lifecycle.

4. Optimize the journey, not the touchpoint.

3. Think like a cus-

tomer: not in terms

of silos, but in terms

of channel and device

agnostic interactions.

4. New ways of think-ing still need analytics and metrics. Identify CX initiatives that lead to tangible ROI and re-ward by customer-driv-en metrics.

Page 77: BBVA Innovation Edge. Customer Experience (English)

Books & publications

In depthA list of links to other useful tools and resources that you may find useful as a supplement to the information offered on the ‘Experience Design’ report.

On theweb

Page 78: BBVA Innovation Edge. Customer Experience (English)

Books & publicationsAccenture | Banking on Digital. Building Trust and Innovation in Financial Services, 2013.

Accenture | The RE-banking Revolution. Innovative Practices from Non-banking Companies that Banks Can Use to Improve

Customer Engagement, 2013.

Bain & Company | Customer Loyalty in Retail Banking, 2012.

CapGemini | The Future of Bank Branches. Coordinating Physical with Digital, 2013.

Celent | Top Trends in Retail Banking 2013, 2012.

Cisco IBSG | Winning Strategies for Financial Services Players in the Age of Mobile and Social Payments, February 2013.

Cisco IBSG | Winning Strategies for Omnichannel Banking, 2012.

EFMA/Kurt Salmon | Phygital and Other Digital Challenges for Retail Banks, 2013.

EFMA/Peppers&Rogers Group | Customer Experience in Retail Banking, 2010.

Forrester Research | Assess the Impact of Touchpoints Along the Consumer Path-to-Purchase, April 2013.

Forrester Research | How Chief Customer Officers Orchestrate Experiences, 2013.

Forrester Research | How to Engage Your Omnichannel Consumer. Brand Engagement the Consumer Way, 2013.

Forrester Research | The Rise of the Chief Customer Officer, January 2011.

Gartner | Agenda Overview for Banking and Investment Services, January 2013.

Gartner | Ed Thompson, analyst.

Gartner | Gartner Says Customer Experience Enters Top 10 CIO Priorities for 2012, April 2012.

Gartner | Online Banking as a Discrete Channel Is Obsolete, 2013.

Gartner | The Nexus of Forces: Social, Mobile, Cloud, and Information, June 2012.

Google | The Customer Journey to Online Purchase, 2013.

Google | The New Multi-screen World: Understanding Cross-platform Consumer Behavior, August 2012.

Google | The Role of Search in Credit Card Shoping, 2010.

Google | The Zero Moment of Truth for Credit Cards, 2011.

Google | Understanding Credit Card Researchers, 2010.

Harley Manning, Kerry Bodine and Josh Bernoff | Outside In: The Power of Putting Customers at the Center of Your Business,

2012.

Harvard Business Review | People Are the New Channel, April 2013.

Harvard Business Review | The Truth About Customer Experience, 2013.

Infosys | The Multi-channel UX Model, 2013.

Infosys | Technology insights for the Financial Services Industry, 2013.

iProspect | Omni-channel: The Marketing Evolution That Changes Everything, 2013.

Mapa Research | Digital Sales: Enhancing Existing Customer Relationships. Insight Report on Digital Sale Techniques across

Different Channels (Internet, Mobile and Tablet Banking), 2013.

McKinsey & Company | A Symphony of Separate Instruments: Cross-channel and Online Sales - CMO & Sales Office Forum:

Multichannel Delivery, 2013.

McKinsey & Company | Customer Journey Analytics and Big Data, 2013.

McKinsey & Company | Major Bank, Major Digital Transformation, December 2012.

McKinsey & Company | Winning the customer decision journey, December 2011.

Monitise/Future Foundation/InVision | M-commerce: What Consumers Want from Financial Institutions, July 2013.

Online Banking Report | FINovate Quarterly Q2 2013, 2013.

PricewaterhouseCoopers | Rebooting the Branch. Reinventing Branch Banking in a Multi-channel, Global Environment, 2013.

TNS | Direct Banks and the Future of Retail Banking, 2012.

Page 79: BBVA Innovation Edge. Customer Experience (English)

Web

AdExchanger | Google Is Pushing An Omni-channel Mindset. Are You Ready?, 2013.

Bank Innovation | Increasing Customer Acquisition and Retention with Predictive Analytics, 2013.

Bank Marketing Strategy | All Bank Customer Experience Initiatives are Not Created Equal, June 2013.

Bank Marketing Strategy | Banking Leaders Discuss 2014 Strategic Planning Activities, July 2013.

The Banker | Social Banking in the Omnichannel Era.

Ben Evans | Twitter, canvases and cards, 2013.

Financial Times | Big Data in the Spotlight as Never Before, 2013.

FinExtra | ASB Bank Pilots Customer Video Conferencing Facility for PC and Mobile, 2013.

Finovate Blog | Lodo Software Launches D3 Banking to Help Banks Deliver a Personalized Customer Experience, 2013.

The Financial Brand | Experiments With Pinterest In Retail Banking Fail Miserably, 2013.

Forrester | Outside In: The Power of Putting Customers at the Center of Your Business (video).

Gallup | How Customers Interact With Their Banks, 2013.

Martin Gill | Agile Commerce - That’s Forrester’s Word for “Omnichannel”, Right?, 2013.

i95dev | Applying Gartner’s Nexus of Forces to Retail, March 2013.

Inside Intercom | Why Cards Are the Future of the Web, 2013.

Geoff Livingstone | What Comes First, Multichannel Integration or Social Business?, 2013.

MIT Sloan Review | Competing in the Age of Onmichannel Retailing, 2013.

Optirate | Retail Banking is more competitive than most believe, 2011.

Chris Skinner | Project New mBank. Perhaps the World’s Most Innovative Online Banking, 2013.

SmartCompany | The 12 sales trends that will drive 2013: Report sneak peek, December 2012.

Brian Solis | The Conversation Prism, 2013.

Wall Street Journal | Banks Using Big Data to Discover ‘New Silk Road,’ 2013.

webcredible | Omni-channel Customer Experience, November 2012.

Page 80: BBVA Innovation Edge. Customer Experience (English)

alsoin thisissues

Page 81: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

The Core Banking market is poised to grow through 2017; a modest 4% growth rate, steadily growing to a market size of $10.7B

Though decision-making related to core banking technology is dependent on local circumstances, three global trends are observed:

1. Banks are increasingly willing to consider core replacements, whether big bang or phased (which is dependent on size).

2. Cost and customer demands for agility are key drivers motivating banks to finally make the switch.

3. Vendor products have matured enough that the trepidation banks have typically felt may no longer be warranted.

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Global Market Share, in percentages, of leading core banking technology providers

Celent analysis N= 1,276

ERI2%

Sopra3%Accenture 3%

Infosys 6%

SAP 6%

TCS6%

Oracle6%

Misys 14%

Temenos 21%

CSC 4%Other 5%

FIS24%

Page 82: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Learn about Banking at Allied Irish Bank’s The Lab, a digital banking showroom The space at the Lab is divided into five zones:

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

1. The Quick Banking Zone: ATMs, card kiosks, phone booth, and social media wall.

2. The Product Zone: a showcase of AIB’s products, services, and innovations.

3. The Mobile Banking Zone: dedicated to mobile banking, featuring an interactive table and a display of AIB’s mobile banking devices/services.

4. The Lounge & Learning Zone: an area to interact with experts, with a digital learning wall and play area for children.

5. The Business Banking Zone: for business customers to network and conduct meetings, with remote access to specialists

Customers now choose how they wish to interact with AIB in the way that suits them best, said a spokesperson.

Page 83: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

The 10 Best Mobile Banking Apps for iOS & Android Based on a recent analysis of mobile banking apps of the top 53 US banks, here are the 10 best apps for each platform:

Top 10 Highest Rated iOSMobile Banking Apps

1. RBS Citizens – 4.5 stars, 93% favorable reviews

2. Charter One – 4.0 stars, 91% favorable reviews

3. KeyBank for iPad – 4.0 stars, 83% favorable reviews

4. City National – 4.0 stars, 76% favorable reviews

5. Santander – 3.5 stars, 83% favorable reviews

6. Associated Bank – 3.5 stars – 76% favorable reviews

7. Huntington Bank for iPad – 3.5 stars, 75% favorable reviews

Top 10 Highest Rated Android Banking Apps01 - USAA – 4.6 stars, 95% favorable reviews

02 - RBS Citizens – 4.5 stars, 97% favorable reviews

03 - AmEx – 4.4 stars, 91% favorable reviews

04 - Wells Fargo – 4.3 stars, 90% favorable reviews

05 - BofA – 4.2 stars, 88% favorable reviews

06 - TD Bank – 4.2 stars, 88% favorable reviews

07 - Chase – 4.2 stars, 87% favorable reviews

08 - BB&T – 4.2 stars, 87% favorable reviews

09 - Regions – 3.9 stars, 80% favorable reviews

10 - Union Bank – 3.9%, 79% favorable reviews

Top 10 Highest Rated Android Banking Apps

1. USAA – 4.6 stars, 95% favorable reviews

2. RBS Citizens – 4.5 stars, 97% favorable reviews

3. AmEx – 4.4 stars, 91% favorable reviews

4. Wells Fargo – 4.3 stars, 90% favorable reviews

5. BofA – 4.2 stars, 88% favorable reviews

6. TD Bank – 4.2 stars, 88% favorable reviews

7.

Top 10 Highest Rated iOSMobile Banking Apps01 - RBS Citizens – 4.5 stars, 93% favorable reviews

02 - Charter One – 4.0 stars, 91% favorable reviews

03 - KeyBank for iPad – 4.0 stars, 83% favorable reviews

04 - City National – 4.0 stars, 76% favorable reviews

05 - Santander – 3.5 stars, 83% favorable reviews

06 - Associated Bank – 3.5 stars – 76% favorable reviews

07 - Huntington Bank for iPad – 3.5 stars, 75% favorable reviews

08 - US Bank – 3.5 stars, 71% favorable reviews

09 - Utrecht Bank – 3.5 stars, 69% favorable reviews

10 - Bank of the West – 3.5 stars, 68% favorable reviews

Page 84: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

8 Social Media KPIs to track & monitor By tracking the right KPI’s, your company will be able to make adjustments to your social media strategy and budget. Below, an industry expert shares her Top 8 KPIs for Social Media:

1. Number of Fans and Followers

2. Demographics and Location

3. Number of Active Followers

4. Likes and Shares

5. Comments

6. Mentions

7. Retweets

8. Traffic Data

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Page 85: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Consumers are very loyal to their favorite payment instruments A recent study conducted by the Federal Reserve Bank of Boston reveals that consumers ‘almost never’ deviate from their favorite payment types, but that they also aren’t likely to use their top payment method all the time.

In regards to mobile payments and wallets, though consumers are hardwired to pay like they already pay, … they’re kind of willing to switch around a little bit within [payment types], that at least gives you the kind of beachfront for mobile to get in there, and for people [to] try it out.

80%70%60%50%40%30%20%10%0%

5 9.8 15.5 20.7 28.3 34.7 39.5 43.7 47.7 55 57.7 65 71.1 82.3 85 91.7 103.5 110

Pay type by household income.

Page 86: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

These 5 Customer-Centric habits enabled Sprint’s dramatic turnaround, helping the company to go from “zero” to “hero” in 5 years

Listen Understand what customers value, act on their feedback

Think Make smart, fact-based decisions

Empower Give employees resources and authority to serve customers

Create Produce new value for customers and company

Delight Exceed expectations, be remarkable.

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Page 87: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Eleven “wow” stats that researchers and marketers should know about mobile. The stats tell us that mobile is just starting; people are loving it, offers richer data, and is a global phenomenon

Mobile broadband subscription growth averages 40% annually, climbing from 268 million in 2007 to 2.1 billion in 2013.

In 2013, there are almost as many mobile-cellular subscriptions as people in the world, with more than half in the Asia-Pacific region (3.5 billion out of 6.8 billion total subscriptions).

More people have access to mobile phones than to toilets or latrines.

Similarly, more people are users of mobile devices than owners of toothbrushes.

Mobile usage makes up about 15 percent of all Internet traffic—and it’s not showing any signs of slowing down. Mobile is already huge, but it’s just getting started.

At the end of 2013, mobile search queries in South Korea are expected to exceed the number of PC queries. Mobile isn’t just a West thing.

Over one third (37%) of time spent consuming digital media is now spent on mobile devices rather than PCs.

In 2012, 72 percent of all newly-acquired mobile devices are smartphones. This is great news for researchers who would like to take advantage of the rich features of smartphones.

The average response time for emails is 90 minutes; for text messages, it’s 90 seconds.

Compared to traditional coupons, mobile coupons have 10x the redemption rate.

More than three quarters of the world’s mobile phones are located in the developiing world—and growth is set to rocket.

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

Page 88: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Can the big boys play the crowd financing game? Say hi to 2.0

Call it crowdfunding 2.0. Established companies are using Kickstarter and the like to launch new products, paid for by a built-in customer base before they hit the production line. … The appeal is not limited to raising funds. ‘Just as important, we’re looking to get feedback,’ he says. ‘This campaign is about market messaging and product viability. It’s forcing us to think about how this product should be sold.’

Page 89: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

The EU is a player in the App Economy, producing 22% of world’s apps

The App Economy in the EU28 countries generated revenues of €10.2 billion in 2012 and is projected to grow to €14.9 billion in 2016, according to VisionMobile. The European Commissioner, Neelie Kroes, pointed out the app economy is a great example of what happens if you create the right environment; give people the framework to create. Borderless, open, and as innovative as your imagination.

Page 90: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

iPhone fans, fear not, as Apple’s response to Galaxy Gear is near With the introduction of iPhone 5s, Apple also launches the M7 chip, which runs alongside the new iPhone’s main A7 processor, (and) opens up opportunities for developers of health-monitoring gadgets and apps, as well as other connected devices. … (it) enhances the iPhone’s core capabilities, and also makes it a better hub for wearable accessories, whether they are made by Apple or anyone else.

The M7 is an example of a clever way to start learning about wearables and what consumers want, without getting them to pay for [a dedicated device] right now,’ says Carolina Milanesi, mobile analyst at Gartner.

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Page 91: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Seeing is Banking: video banking to enhance customer engagement According to a recent industry report, there are four reasons to adopt video banking:

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

The imperative for branch redesign. In response to business conditions, declining branch foot traffic, and growth in digital channel usage, banks must increase both the efficiency and effectiveness of the branch channel. Video can play a role.

Consumer acceptance. Once primarily a business application, mass market usage of video is burgeoning. Its appeal extends well beyond Gen-Y.

Customer engagement. As more customer interaction occurs in digital media, banks must devise ways of engaging customers digitally. Banks can no longer afford to view digital channels simply as a mechanism for low-cost transactions. Video and chat can play a role.

Solution viability. Modern video alternatives are light years ahead of earlier solutions, improving efficacy at a much lower cost than before.

1.

2.

3.

4.

Page 92: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

EMC’s Big Data expert shares his point of view on best practices for projects and success

The Key Takeaways:1. Start a Big Data project by concentrating on business

processes already supported by BI (Business Intelligence) and data warehouse enviornment. Leverage Big Data to take that business process to the next level.

2. Apply insights from diverse sources: customers, products, operations, etc. By applying these insights, for example, organization can re-wire their interactions with customers to build a more engaging, more sticky, more profitable relationship.

3. Find a positive spiral. Big Data has a liberating organizational effect whereby once users start to experiment with data and see positive results, more people in the organization will get involved to share ideas and collaborate around Big Data. No longer do you have a single department head making decisions around data, but rather people working together to come up with new ideas as to how to solve key business problems.

Page 93: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

Future of Work: Evolve or go Extinct At the recent SWSX V2V event, experts were discussing the future of work. Here is what some believe awaits around the corner regarding the future of work:

■■ Companies are less committed to com-mitment – Gene Zaino, MBO Partners

■■ Our children’s generation will have ten jobs by the time they’re 40 – Gary Swart, oDesk

■■ The winners are those who can learn fast, have a strong network and the best online reputation – R “Ray” Wang, Constellation Research

■■ The best talent will have even more options in this new economy –Maynard Webb: entre-preneur, author, investor & company director

Page 94: BBVA Innovation Edge. Customer Experience (English)

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 summaries were prepared by the editorial board. Further information is made available for each given topic.

Trending issues

Core Banking Platform

New Formats

Mobile Banking

Social Business

Mobile Payments

Customer-Centricity

Brands & Branding

Crowd Finance

App Ecosystem

Gadgetology

New Banking Concepts

Big Data

Future of Work

DIY

With 3D Printing, the complexity is free In large organizations, in the old days, a designer would have to design the product, then … build the machine tools to make a prototype of that part, which could take up to a year, and then it would manufacture the part and test it, with each test iteration taking a few months. The whole process ... often took ‘two years from when you first had the idea for some of our complex components.’

Today … computer-aided design software now design the part on a computer screen. Then they transmit it to a 3-D printer, which is filled with a fine metal powder and a laser device that literally builds or ‘prints,’ the piece out of the metal powder before your eyes, to the exact specifications. Then, you immediately test it — four, five, six times in a day — and when it is just right you have your new part. To be sure, some complex parts require more time, but this is the future;” the complexity is free.

Though the example alludes to how a large multinational corporation is approaching 3D Printing, the “complexity is free” concept can be applied to everyone, including makers or DIYers. It’ll be interesting to see how they take advantage of this concept moving forward.

Page 95: BBVA Innovation Edge. Customer Experience (English)

Core Banking PlatformsHere you will find articles related to basic IT infrastructure which supports main banking processes, including technologies such as SOA, WOA, digital platforms, etc.

New FormatsBased on design principles focused on customer insights, New formats offers retail banking customers more channels which are more granular and highly functional; a consistent, simple, and collaborative universal user interface; real-time intelligent processes; highly personalized solutions; and is open to social networks and the web. Examples of these new formats are provided here.

Mobile BankingRelevant news about mobile banking platforms (which enable customers to access financial services, such as transfers, bill payments, balance information and investment options) can be found here.

Social BusinessSocial Business is the integration and use of social technologies by an organization, which includes social media/work media, crowd listening, crowd intelligence, crowd working, etc. Stay tuned to see how this space will evolve.

Mobile PaymentsThe process of using a hand-held device to pay for a product or service, either remotely or at a point-of-sale. Up to date information is provided.

Customer-CentricityCustomer-centricity is the organization’s understanding of customers at a granular level and the capability to create, deliver, and capture different kinds of value propositions to different groups of customers, based on customer understanding.

Brands & BrandingMarketing in the modern world have many channels to reach consumers at their disposal: (smart)phones, tablets, PCs and (smart)TVs and different ways to communicate their brands, such as traditional ads, banner ads, SMS/MMS, etc.

Crowd FinanceA process where small amounts are money raised for a definite purpose, Crowd finance sources funds collectively from individuals. In other words, the money comes from a wide range of individuals and not from a single entity. Read more about it here.

App EcosystemThere are 5 main components in the current Apps Ecosystem: connectivity, devices, OS platforms, app platforms, and apps; along with related products and services providers (MEAPs, Mobility as a Service providers etc.).

GadgetologyGadgets are everywhere and it seems that there are more and more each passing day. We are moving towards a contextual computing environment and, as a result, the number and functions of gadgets are poised to grow (thanks in part to the internet of things). In this section, we share a word or two about gadgets.

New Banking ConceptsBanks around the world continuously explore new approaches to strengthen customer relationships, both in the virtual and the physical worlds; including Virtual assistants, natural language search tools, new marketing tools, different segmentation (children, gen Y,…) etc. This section will cover news along these lines.

Big DataIt been said, “what gets measured, gets managed.” The Big Data trend offers organizations an opportunity to manage just about everything. Here we’ll share stories about Big Data capture, curation, storage, sharing, analysis, and visualization.

Future of WorkWork, increasingly, is not about where you do, but what you do. The future of work is more flexible and collaborative; and values are going to play an important role, especially corporate values. The way we work is changing fast … stay tuned.

DIYDo It Yourself (DIY) refers to a trend of people doing “projects” to either be creative/recreational and/or cost-saving activity. This trend becomes really interesting as new technologies enable new functionalities such as 3D printing, health/wellness, etc, which help empowers individuals; this may even change the we think about businesses in the future.

EACH SECTION EXPLAINED

Page 96: BBVA Innovation Edge. Customer Experience (English)

The following section outlines the upcoming technologies that will change everything, with predictions on what may come of them in financial industry.

Technology trends

Techcrunch Disrupt NY 2013 Recap After some dark months in terms of news in well-defined tech trends, in which the good ideas seemed to be sleeping after the SoLoMo’s big hangover, we can see some light.

In the last edition of TechCrunch Disrupt 2013 (NY), there was a big

chat about the death of Innovation (good, it seems that I was not the

only one who was bored and worried). The conclusion was that Inno-vation is not dead, even more, there are some green sprouts emerging.

Tired of the social networking fever,

the apps without a real value, or with

a confusing business plan, are sent to

the back of the closet (except for Snap-Chat and Vine, which are still considered

potential apps, despite being from the

previous batch due to the “real time” con-

cept), and those which offer great solu-

tions to problems are arising. Investors

are now very concerned about where

they put their money, not only looking for

great products but also great founders.

Page 97: BBVA Innovation Edge. Customer Experience (English)

What do I mean?

For example, now there’s no need to meet

new interesting people around you in real

time, but organize the contacts you already

met (Glider); there’s no need to checkin places

anymore, but choose where you go to have

dinner (new focus of Foursquare, still alive and

growing!!). More examples below:

■■ Productivity a big business: These apps

definitely make our life and work easier. Now

you can send the attachments of your mails

directly to a file in the cloud with Kloudless,

organize you mail with Mailbox or Handle,

or you meetings with Retrace.

■■ Online for offline: This is still a big trend,

for apps as well as devices. The success of

AirBnb lead the launch of apps like EatWith,

for eating homecooked meal in someone’s

home and allowing locals to turn their ho-

mes into temporary dining destinations for

curious visitors looking to experience so-

mething new. Also, Taskrabbit is the seed

of Bidzy, a professionalized platform for last

minute tasks and services.

■■ Bitcoin: still too early. Acording to Square,

Stripe or Paypal, is still too early to know what

it really means for economy. Bitcoin may

change the landscape and the way in which

digital products are created, however some

speakers (like Hill Ferguson from Paypal) stay

a little skeptical saying that the problem that

Bitcoin is trying to solve is not clear at all (if

any), and wondering if their idea is the best

way to achieve it. Let’s wait and see.

■■ Hardware was the co-star of the event. Some

interesting solutions where shown, like KISI,

a Keyless home access management plat-

form, or KeenHome, remote vents for your

central air conditioning and heating systems

that can be controlled from your smartpho-

ne to optimally direct air where you actua-

lly need it, or away from places you don’t.

See video

Source: BBVA Digital Technologies & Omnichannel

Page 98: BBVA Innovation Edge. Customer Experience (English)

Two special mentions:RAMBLER, the winner of the Hackathon con-

test: a web app that lets users view their credit

and debit card transactions on a map. (it may

sound familiar to all those who fought for in-

cluding this feature at the new bbva.es)

ENIGMA, the winner of Startup Battlefield:

a web service that allows its users to dig into

a vast amount of publicly available (but hard-

to-obtain) data. The service pulls its data from

more than 100,000 data sources, but the pro-

cess of sifting through all this information is de-

ceptively simple. Just a quick search for a per-

son’s name and company brings up multiple

previewable tables of information,

and jumping in and playing

with data is thoughtfully

executed.

Page 99: BBVA Innovation Edge. Customer Experience (English)

Sources:

insideintercom.io/why-cards-

are-the-future-of-the-web/

ben-evans.com/benedict-

evans/2013/6/18/canvases

ANY EXISTING OR PROSPECTIVE

CUSTOMER

Friends

Interests

Friends’ Interests

Location

Demography

...

3rd PARTY SERVICES + DATA

Facebook

Twitter

Google

Loyalty Cards

Aggregators

...

NEWS

LOCAL NEWS

NEWS BASED ON YOUR INTEREST

NEWS YOUR FRIENDS HAVE

READ

NEWS PEOPLE LIKE YOU HAVE READ

WORLD NEWS

The emergence of “Cards”Seeing that we are now in the post-PC era, there is a trend that is picking up some steam: cards, cards, and more cards. In short, Cards “are fast becoming the best design pattern for mobile devices. We are currently witnessing a re-architecture of the web,... towards completely personalized experiences built on an aggregation of many individual pieces of content:”

■■ Individual’s interests, preferences, and behavior■■ Context of location and environmental■■ Interests, preferences, and behavior of friends■■ The ecosystem of targeting advertising

Page 100: BBVA Innovation Edge. Customer Experience (English)

Many leading companies are moving to-

ward Cards: Google Now. Twitter. Pin-

terest...

Also, many other leading technology compa-

nies are moving towards Cards: Facebook, Spo-

tify, Apple, etc. As Inside Intercom puts it, “If the

predominant medium of our time is set to be

the portable screen (think phones and tablets),

then the predominant design pattern is set to

be cards. The signs are already here …”

CONTENT FORMAT THAT IS SO FAMILIAR AND FLEXIBLECards, as a content format, go back to 9th cen-

tury in Imperial China and we’ve been using

cards ever since. Today, we are surrounded by

them: debit/credit cards, business cards, gov-

ernment issued cards, coupons, card games,

personal cards, and the list seems to go on

and on.

Also, Cards can present content in a more flex-

ible way. “They can be turned over to reveal

more, folded for a summary and expanded

for more details, stacked to save space, sort-

ed, grouped, and spread out to survey more

than one. … Cards are perfect for mobile de-

vices and varying screen sizes. … They can be

stacked horizontally, adding a column as a tab-

let is turned 90 degrees. They can be a fixed

or variable height.”

Moving forward, it’s going to be interesting to

see how this new content format will bring in

the future. “Cards are the next big thing in de-

sign and the creative arts.” Let wait and see

how this trend will affect the way we manage

and consume content with post-PC devices.

DESKTOPTABLET LANDSCAPE

TABLET PORTRAITMOBILE

SUMMARY CARD REGULAR CARD EXPANDED CARD

Page 101: BBVA Innovation Edge. Customer Experience (English)

The projects participating in this start-up com-

petition are born from the illusion of people

who believe they can contribute to society with

the implementation of their very own project.

These are innovative and technology-based

initiatives launched by start-ups less than two

years old and for whom the 100,000 Euros

of the award and the opportunities associated

with a competition such as BBVA Open Talent

can make much a difference.

All the initiatives have in common their drive to

do things differently through innovation and

their enthusiasm for creating something new

from scratch.

Open Talent is an international BBVA initiative

aiming to boost innovative entrepreneurship

and establish a real network with start-ups

showing potential to lead the changes in the

technology and banking sectors, and with all

the other stakeholders of the entrepreneurship

ecosystem as well.

The 2013 edition of the start-up competition

has been so far the most international one, reg-

istering a record of participation. A total of 916

projects of 24 countries around the globe have

been submitted, mainly from Colombia, Spain,

Argentina, Mexico and Peru. Furthermore, the

participating projects have received more than

70,881 online votes through the Innovation

Centre’s website and social networks.

Discover the winning projects of the BBVA Open Talent 2013 competition

Open Talent 2013

Page 102: BBVA Innovation Edge. Customer Experience (English)

Bernat Ollé and Karen Márquez were elected from the 10 Spanish winners of Premios Innovadores Menores de

35 años organized by MIT and the BBVA collaboration. The youngers presented there projects at EmTech

España 2013 (Valencia).

Innovador del Año and Innovadora

Social, at EmTech Spain

IM35

Page 103: BBVA Innovation Edge. Customer Experience (English)

The third edition of the conference EmTech

Spain held on 5 and 6 November, analyzed the

economic impact of innovation and techno-

logical entrepreneurship. EmTech was also the

escenario where the winners of Innovadores

Menores de 35 presented there projects. With

those awards, MIT, supported by BBVA, recog-

nizes young people who are giving a solution

to real problems through technology.

Bernat Olle was the youngest elected as In-

novador del año, among the 10 selected Spanis,

for his disruptive breakthrough in the treat-

ment of diseases and the way he bring it to

market.

“Their innovative ideas and the way to imple-

ment them and bring them to market success-

full have been key to his victory “, according

to Pedro Moneo, director of the Spanish edi-

tion of MIT Technology Review.

Alongside Ollé, the other main entrepreneur

was Karen Marquez, chosen as Innovadora

social, by proposing a new approach to early

childhood education.

IM35

Page 104: BBVA Innovation Edge. Customer Experience (English)

The Innovators under 35 awards, organized

by the Massachusetts Institute of Technology

(MIT ), through MIT Technology Reviewy pu-

blication since its first edition in 2010 has the

support of BBVA, has great international pres-

tige and is a strong impetus for young people

in developing their innovation projects.

“These 10 young Spanish are an example of

the ability of innovation and entrepreneur-

ship that is in the country,” said Hugo Najera,

Chief Innovation Officer of BBVA. “Investing

in research and innovation is essential to pro-

mote competitiveness, at a time when full

technological change, economic, social and

environmental “stressed Nájera.

“We should be proud of our young people,

who have the courage and ingenuity of the

major problems facing global concern and

provide real solutions that have a real impact

on society,” said Moneo.

Innovators Under 35 in Latin America

Argentina and Uruguay – 20 November

Peru – 30 November

Chile – December

The 10 winners will present their projects

during the Innovators Under 35 awards

ceremony.

IM35

Page 105: BBVA Innovation Edge. Customer Experience (English)

BBVA invites developers to create apps with transaction data of its cards in the Innova ChallengeApps for public institutions, for consumers and data visualization. These are the three categories of the first edition of Innova Challenge Big Data, a competition for which BBVA is giving access for the first time to a set of real transaction data of its cards. The best apps in the different categories will be awarded with 15,000 Euros.

INNOVA CHALLENGEBig Data

Page 106: BBVA Innovation Edge. Customer Experience (English)

Open and collaborative innovation. Based on

these pillars, BBVA wants to build a community

of developers around its data platform, and for

this purpose the bank is now allowing third par-

ties to create new content and services using

real transaction data of its cards.

With the launch of the Innova Challenge Big

Data, BBVA has become the first Spanish bank

to open an API for developers to create apps for

public institutions, individual consumers or even

for the creation of new content visualizations.

Registration to participate was opened on 24

September and will end on 3 December, 2013.

This international challenge will award prizes to

a total value of 90,000 Euros (15,000 for the

winner, 10,000 for the runner-up and 5,000

for the third prize in each of the three catego-

ries).

Developers may access the API to obtain a set

of anonymous and aggregated transaction

data generated by banking cards in the cities

of Madrid and Barcelona. In order to maximize

this platform, BBVA has organized a series of

free workshops to show how to work with

open data.

You may find detailed information about the

Terms and Conditions and how to participate

in the Innova Challenge Big Data website.

INNOVA CHALLENGEBig Data

Page 107: BBVA Innovation Edge. Customer Experience (English)

CONTRIBUTORS TO THIS ISSUE

Alfonso Bey

Reyes Bolumar

Vanesa Casadas

Luz Fernandez

Antonio Garcia

Israel Hernanz

Marta Javaloys

Luz Martin

Manolo Moure

Multichannel Strategy Team

Carlos Perez

Javier Sebastian

Elena Solera

Ignacio Villoch

Gustavo Vinacua

“Phil” Sang G. Yim

WEB | TWITTER | FACEBOOK |

Published by

BBVA Innovation Edge is the result of a collaborative work done by all the people who are involved in innovation at BBVA Group.

Produced by Prodigioso Volcán

(www.prodigiosovolcan.com)