Capital Market Day, Copenhagen, 29 June On-line Banking. John Andersen Senior Vice President e-finance

Transcription

1 Capital Market Day, Copenhagen, 29 June 2000 On-line Banking John Andersen Senior Vice President e-finance

2 Agenda Current status Discussion of market challenges Danske Bank Initiatives

3 Internet penetration (kommentar fra TDK) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Sweden Finland Norway Denmark Source: Salomon Smith Barney Does not use PC Uses PC but not the Internet Internet user Internet shopper

4 Customer status Danske PC Danske Netbank or both Private customer agreements in Denmark Customers covered by powers of attorney Total private on-line customers in Denmark Agreements in Norway Agreements in Sweden Total nordic private customers on-line Business On-line agreements Corporate customers covered by Business-Online agreements Danske Netbank, corporate Online corporate customers in Sweden Online corporate customers in Norway Total corporate customers online On-line customers total

5 Daily expansion of on-line customer base 1600 New Danske bank on-line customers maj maj maj jun 00

6 Development in distribution of agreements 100% 80% 60% 40% 20% 0% maj 99 jul 99 sep 99 nov 99 jan 00 mar 00 maj 00 Danske NetBank Danske PC Sale of pc-bank product discontinued in may PC-Bank expected to be closed in spring 2001

7 Danske NetBank coverage in the private customer segments 30,00% 25,00% 25,62% High value customers Other core customers 20,00% 18,55% Age below 25 15,00% 12,80% Customers with low transaction volume 10,00% 7,20% 9,86% 9,80% Avg. coverage DK Avg. coverage NO 5,00% 0,00% 1,09% Avg. coverage SE Measured as number of agreements to households. If alternatively measured by number of online customers including powers of attorney to the number of private customers (1,917,000) the coverage amounts to 13.4%

8 Distribution of households High value customers Other core customers Age below 25 Customers with low transaction volume

9 Functions in on-line bank Transfers of money to own accounts, other DDB accounts and accounts in other domestic banks Bill payment Export of account data to others software products Loan, mortgage and credit card applications On-line ordering of products (insurance, new account etc.) STP trading of stocks, bonds and mutual funds on Copenhagen and Stockholm Exchanges Currency trading for corporate clients Order receival and confirmation for trading of shares on 12 other exchanges Participation in IPOs Calculation of loan costs, life assurance need etc.

10 Transactions no accounts belonging to corporate customers 3% 8% Standing orders/ PBS 14% 4% 4% 36% Danske Bank TeleService Telephone Banking, Danske NetBank/ Danske PC Manual Cheques Danske Giro 31% Payment forms

11 1% 2% Den Danske Bank Transactions no accounts belonging to private customers 14% Standing orders/ PBS 6% 2% Telephone Banking, Danske NetBank/ Danske PC Manual 4% Cheques ATM's 71% Danske Giro Payment forms

12 Share of security trading on-line 30,0% 25,0% Retailbank total 20,0% 15,0% Customers with investment advisor Other customers 10,0% 5,0% 0,0% January February March April May

13 Status - Private customers Retail online products are currently - apart from investments - focused on payments services. Manuel payments including checks only account for 9% of payments in Denmark. The highly automated traditional system has delayed penetration of Internet banking On-line credit card payments are in Denmark today handled through PBS. Danske Bank has acquired the rights to American Express in Denmark in order to build expertise before a more competitive structure emerges on the credit card market The Financial Supervisory Authority is still studying our request regarding ownership of a B-t-C exchange (focused on DDB customers)

14 Status website / redesign First phase of redesign concluded 1 May. Main systems redesigned by 1 September in accordance with name change DDB has despite the not yet concluded redesign achieved good rankings in last to Danish website surveys. 1st place among 300 top Danish corporates (Proffice) and 2nd place among Danish banks (Strand Consult)

15 Status - Investment services For customers without an assigned investment advisor online trading today account for a significant share (25%) of total trading Customers with investment advisors still prefer to trade through retail trading desks. This may of course change if the pricing structure is changed The newly introduced corporate product - Danske Markets - including securities and forex trading have been met with very high interest from clients DDB has not yet experienced any noticeable loss of customers to discount brokers.

16 Business to business / cash management Den Danske Bank s branches in Denmark, Sweden, Norway, Finland, Germany and the UK are fully integrated with the Banks central computer systems for real time processing. The product includes liquidity overview, (MultiCurrency) Interest Netting, Cash Pool and format translator. Offer virtually all types of local payments. Local cash management is also available

17 Branches in Den Danske Bank Danske Bank established in the country Denmark Sweden Norway Finland United Kingdom Germany Branch Yes Yes. Also Östgöta Enskilda Bank network, 39 branches Domestic payments Interest Netting and Cash Pool Office banking system available Office banking system language Help desk language On-site IT support Yes, Also Fokus Bank Network, 70 branches All types All types All types Virtually all types Yes Yes Yes Yes USA All types All types Fedwire and CHIPS Yes Yes Yes Yes Yes Yes Yes DBTS DBTS DBTS DBTS, OPUS CAPITA and ANALYSTE Danish Swedish Danish or English Danish Swedish Danish or English Finnish (Multibank), English or Swedish DBTS English DBTS Multicash Plus German (Multibank) or English DBTS English English English English English Yes Yes Yes Yes Yes Yes No

18 Before the name change Nordania.dk Danica.dk Danskebank.com Danskebank.dk dbts.com Danskebo.dk Danskebank.lu Danskekredit.dk Fokus.no Danskejob.dk Forenedefactors.dk site4you.dk Danskeinvest.dk Danskebank.co.uk Mastercard-services.dk öeb.se Merchantbank.dk Danskesecurities.dk

19 Online branding strategy danskebank.dk Online Business Online Business PC danica.dk forenedefactors.dk nordania.dk danskebo.dk danskesecurities.com oeb.se fokus.no danskebank.com

20 One Group One System

21 One Group One System Products System Channels Markets Retail Security Offices Wholesale Branches Securities Internet Life & Pension Group System Telephone Asset Man. WAP Leasing Call Center Group Data New areas New channels

22 Planned scenario All users (customers, employees, partners etc.) log in to an enterprise WEB/VML role based portal (my portal), from where they flexible have access to all the services they need. Secure realtime access to all components inside Den Danske Bank from anywhere (B2B) Östgöta fully integrated 1/ Fokus fully integrated 1/

23 Agenda Current status Discussion of market challenges Danske Bank Initiatives

24 Impact of the web Buy side Procurement through exchanges Participation in specialised exchanges for financial products (eg. currency options) Inside Use of Intranet to improve workflow and communication Improve development processes through integration of Intranet and Internet Sell side On-line banking, brokerage and insurance Distribution of research etc. Extranet services Financial services for online exchanges etc. DDB main focus has so far been sell side. Organisational change aimed at strengthening focus on internal processes

25 Competition parameters Customer experience Functionality and content User friendliness Contact opportunities and quality Price / value Operations Economies of scale Level of STP transactions Time to market Strong e-commerce position

26 Business to business We believe a strong cash management product is a necessary basis for a strong business-tobusiness online offering Online exchanges will take over a substantial part of transactions between business counterparties. A substantial part of financial transaction will be initiated through exchanges A key success factor for commercial banks will be to identify value added services which can improve customers possibility of achieving cost efficiencies in an ebusiness world

27 Retail banking The product best able to create loyalty is a fully developed budget account with bill payment and presentment, accoutn transfer, budget reconsiliation, attached credit card and loan opportunity Customer loyalty can further be developed by interesting content including various offers focused on the various customer groups. High quality requires a full integration across sales channels including branches and call center

28 Investment Services Investors are met with so massive amounts of content that the primary concern is relevance It requires substantial effort to target the research and information produced by the bank at specific customer groups The cost of international share trading act as a limitating factor on trading volume. STP in this area is a key success factor in order to be able to lower commissions without reducing profit

29 Operations The rationalisation associated with further use of webbased service by clients cannot be separated from the general rationalisation efforts included in Centralisation Project 2000 The rationalisation target for 2001 (hvad er det?) is partially founded on rationalisations through further use of flexible Intranet services and through reduced manual transaction volumes through generally higher use of webbased services among customers The new Process Development organisational unit will have as a key part of its charter to reduce time-tomarket and improve STP quality of all new systems

30 Agenda Current status Discussion of market challenges Danske Bank Initiatives

31 New organisational structure for operations Group Service Centre Jørgen Klejnstrup Hans E. Mørk Strategy & Financial Infrastructure Carsten Høegh Target for new organisation: to strengthen focus on Process Development including improvements of speed and STP to support ongoing rationalisation process to integrate web platforms for customers and employees Quality focus through integration of e-finance and customer service centre e-finance & Product Development John Andersen s. Klaus Frandsen Process Development Peter Trier Schleidt s. Einar Rud Pedersen Business Systems Arne Løcke s. Erik Andreasen Core Systems & Technological Infrastructure Poul Ellerød Andersen s. Jørgen Lundgaard Operations Bjarne Helvig Nielsen Logistics Udo Christiansen s. Troels Heide

32 Wap Banking - demo of the next step The first mobil Stock trading solution i Denmark Launch next month

33 WAP phase 2 - securities trading

34 WAP phase 2 - securities trading

35 Private customers Improved payment functions when private customers buy online On-line STP consumer loans. Medium term should yield substantial cost savings Full scale budget function - high loyalty value Integration of Swedish retail operation Stand alone introduction of personalisation tools in Fokus Bank

36 Investment services Retail directed research Selected news Portfolio analysis / benchmark etc. STP of trades in non-nordic shares Fokus Bank will introduce trading on Oslo Stock exchange Expansion of Danske Markets corporate product to Norway and Sweden

37 Business to business Payment functions for corporate customers online activities on own website or through exchanges Working on two specific business to business exchanges Expanded version of corporate cash management product Studying how we can support customers effort to increase share of STP transactions

38 Customer contact Intelligent routing of . Project will improve service quality and support integration between online and traditional channels (suppleres)

39 Datamining / CRM Project to build long-term structure for datamining and CRM in the group Test project in Norway with market leading CRM systems supplier Selection of news and research presented to the customer on the basis of portfolio and interests

40 Alliances Selection of partners for customer microsite WAP Discussions with potential B-t-B exchange partners Other strategic initiatives

41 Cost savings The target is that branches are staffed only by sales and advisory staff. This staffing will - with some practical limitations - be fully scalable depending of share of customers wishing to use this channel Back-office will be fully centralized and scalable depending of reduction of manual transactions routines and increased level of STP transactions initiated by customers (skal ud hvis vi ikke bliver mere konkrete)