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Alex Graham Simon-Kucher and Partners Financial services forum Pricing in a digital world 4 April 2017 Alex Graham, Director London office 1 Plough Place London EC4A 1DE, UK Tel. +44 20 7832 6700 [email protected] www.simon-kucher.com Simon-Kucher in numbers 980 97 £197m employees worldwide partners annual turnover 2016 17% 3,200 #1 growth rate* projects in the last ranked consultancy three years in Marketing, Pricing, Sales and CRM** * 10 year CAGR; ** manager magazin survey of top managers in Germany, August 2007 and 2011/IMB; brand eins Thema/Statista survey of 1,426 partners and project leaders from consulting firms and 1,300 C-level managers from German companies, May 2014 Pricing in a digital world conference: Retail banking 2 The world's leading pricing adviser "world leader in giving advice to companies on "…the world's how to price their leading pricing products" consultancy…" Peter Drucker "... in pricing you "pricing strategy offer something specialists" nobody else does." The influence of Professor Philip Kotler Simon-Kucher on the prices we pay for just “No one knows more about about everything is as pricing than SKP." little recognised as it is staggering Source: BusinessWeek, January 18, 2004; The Wall Street Journal, September 22, 2003; letter to Hermann Simon, Simon-Kucher's founder and chairman, June 3, 2003; "Business Consulting", Gilbert & Czerniawska, 2005, The Economist Books; William Poundstone 2010 Pricing in a digital world conference: Retail banking 3 Simon-Kucher works with industry leaders from all sectors Automotive Consumer & Retail Alfa Romeo Kia Porsche Adidas Ferrero Nikon Audi Maserati Renault Barnes& Haribo Office Depot BMW Michelin Toyota Noble.com Henkel Pepsico Daimler Mercedes- Volvo Beiersdorf Nestlé Warner Music Fiat Benz VW Coca Cola Company Energy & Utilities Technology & Software BP/Aral Liquigas RheinEnergie Citrix Microsoft SAP Castrol Mainova RWE Fujitsu Novell Semikron E.ON natGAS Shell Intel Panasonic Sony Ericsson EnBW Nordex Tank & Rast Intuit Philips SunGard EVN Orlen Yello Kronos RSA Security Financial Services Telecommunications & Media Allianz Citi HSBC 1&1 Deutsche Vodafone American Express Credit Suisse RBS Axiata Telekom The Economist AXA Deutsche Bank Virgin Money Betfair KPN Group Barclays GE Capital Western Union LinkedIn Skype Which? BNP Paribas Generali PayPal T-Mobile Xbox Live Travel & Hospitality Manufacturing & Logistics Accor Hilton Thomas Cook Bosch Honeywell Siemens British Airways Lufthansa Travelport Caterpillar La Poste Swiss Post Center Parcs Navigon TUI De Post Osram Tetra Pak Europcar Thalys Virgn Holidays DHL Express Parcelforce TNT Selected clients –other clients excluded due to confidentiality Pricing in a digital world conference: Retail banking 4 …and have over 30 years of global banking project experience Unrivalled experience and expertise on bank pricing: Risk-based pricing model implementation (50+ projects) Precision pricing and granular pricing segmentation model implementation (50+ projects) Best practices from multiple markets with different banking models and regulatory regimes Deep banking industry knowledge with a customer lens and pricing focus 8 -15 bps increase in margin improvement on both sides of the balance sheets 20-30% improvement on customer "cross-buying", increased funding stability, and customer stickiness . Aldermore . Lloyds Bank . Citi . GE Capital . Scotiabank Banking project experience . Barclays . Permanent tsb . CIBC . MoneyGram . Société Generale . Best Invest . RBS . Danske Bank . Postbank . TD Deep market knowledge . HSBC . Virgin Money . Deutsche Bank . Rothschild . UBS Broad market knowledge Note: Ranking by Manager Magazine based on survey of senior executives across a wide selection of industries Pricing in a digital world conference: Retail banking 5 Retail banking today: Pressure from different angles Reduced branch interactions to Backdrop deepen customer relationships Margins under increased pressure Reducing net interest income by over £300m Loss of across the UK ‘big customer 6’ retail banks 68% of banking executives relationships between 2015 feel that FinTech will and 20161 completely redefine the UK Pressure in Banks need to realign value story retail banking market in the retail Lower for next 5-10 years from branch to longer: Five year banking digital services sterling swaps fell Open Need to from 1.05% to banking and monetise 0.85% in the last FinTechs digital year2 Sources: 1Simon-Kucher analysis; 2Thelce.com Pricing in a digital world conference: Retail banking 6 Challenge 1: Banks are losing customer relationships Traditional world: Banks use branches to Emerging world: Banks can only engage engage customers and deepen relationships customers through digital channels Focus on pushing products: Deepening Building relationships: Branch advisers able to relationships through mobile apps dependent on build meaningful relationships with customers banner advertising risk of noise or irrelevance Cross-sell: Strong cross-selling opportunities by Legacy platforms: Costly implementation of observing account activities during teller smart end-to-end customer journeys due to interactions legacy platforms Pricing in a digital world conference: Retail banking 7 Challenge 2: Banks need to realign the value story Branches are closing: Banks are struggling to Digital investments: Banks are investing billions in maintain strong relationships with valuable customers digital to ‘catch-up’ after years of under-investment UK branches across ‘big 4’: Lloyds, RBS, Barclays and Digital investments announced by banks: Millions EUR Santander* 6,800 €8,500m 6,600 CAGR: € 3,000m -6% 6,400 6,200 6,000 5,800 € 1,200m € 1,200m 5,600 € 1,000m € 1,000m € 950m 5,400 € 420m 5,200 5,000 2013 2014 2015 2016 JPM BNP Lloyds RBS CoBa DB HSBC BBVA Value removal Value addition Customer perception that services are Needs to offset value lost being taken away Monestisation opportunity needed as a return on investment *Source: Simon-Kucher analysis Pricing in a digital world conference: Retail banking 8 Challenge 3: The majority of retail banking executives are excepting an ‘open banking’ revolution Simon-Kucher 30-second survey: % Agree or completely agree Increased price transparency: Banks and third-parties will Use of third party companies become more pro-active Open to leverage data insights from in offering product banking personal current accounts 70% upgrades banks and APIs will become the new normal in the next five years need to:- 1. Decommoditise: Avoid becoming directly comparable Role of FinTech in FinTech and new start-up 2. Build loyalty re- banks will completely through non-price redefine the UK retail 68% value drivers defining banking market within the retail next five to ten years banking Simon-Kucher retail banking study June 2016; n=80 Pricing in a digital world conference: Retail banking 9 But what does loyalty mean?: Banks should deepen customer relationships through service and product 2 1 Drive engagement: Improve service offering with strong Deep digital High loyalty relationship: Low profitability High loyalty focus on building adoption of new (and often mobile) Heavy use of Incentivise 3 High profitability online/mobile deeper product Drive advocacy functionality banking use 2 Monetise services currently given away for free: Offer 1 compelling value that consumers are willing to pay Basic digital Low loyalty for Low loyalty relationship: Low profitability Branch users High profitability 3 Deepening relationships: and inactive Strengthen customer Mitigate attrition Use loyalty pricing on customers engagement mortgages, loans and savings to mitigate against Basic product Deep product price comparison relationship: Current relationship: account and basic Mortgages, loans and savings high savings balance Pricing in a digital world conference: Retail banking 10 Deepening relationships: Look beyond cash-back and rewards Simon-Kucher UK consumer survey October 2015 . Money management has high appeal: Cater to making better financial decisions . This is how UK new Money Cash-back & entrants will management 13% rewards differentiate: Strong 13% 9% focus on enhanced user experience 19% . Cash-back and rewards – a 10% 4% sustainable variable cost?: Cash-back and rewards can present a Dependent compelling offer to 45%, although is also on digital Peace of mind enablement very costly such 3% incentives should be directly tied with No appeal for product holdings (i.e. features = 30% customer profitability) Source: Simon-Kucher current account study 2015, n=1,016 Pricing in a digital world conference: Retail banking 11 Learning from FinTech: Digital value should be simple, relevant and pro-active Loot Monzo Soldo Starling Tandem Principle 1: Simplicity Customers should be able to understand what it does and how it works in less than two seconds Principle 2: Relevance Features should provide relevant Pro-active Protect Split Pro-active Pro-active value to individual customer notifications against everyday guidance on messages on needs while not overwhelming on spending short-term family spending how to save performance liquidity spending based on money by against pre- squeezes by across transaction e.g. switching set budget offering a multiple history and electricity categories temporary prepaid cards expected provider or Principle 3: Pro-active £200 bills. Provides cancelling of overdraft for a warnings well old Maximum value should be week for 75p before going subscriptions, delivered with minimum overdrawn relevant customer effort discounts
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