Full Conference Agenda

Main Conference Day One

08.20 Coffee & Registration

08.50 Chairman’s Opening Address

09.00 Keynote Address
Examining The Success Of An Online Bank: How Far Do They Go To Meeting The Customers Expectations?
Tim Sawyer
CEO
CAHOOT

Cahoot, Abbey National’s separately branded online offering was launched in June 2000 to harness the impact that new technology is having on the way financial services are delivered. Targeted at a completely new customer segment of those at ease with technology and requiring little or no face to face contact, Cahoot has managed by offering low cost, highly innovative products to quickly build up a strong and loyal customer base in a market where “rate tarts” are common. Tim was appointed Head of Cahoot after successfully running the Business Development and Marketing team since launch. Tim joined Abbey from Lloyds, his final role being Manager for Commercial Strategy and Cards Division. Classically educated, Tim's unfulfilled ambition remains to have something named after him one day; not surprisingly, TimSawyerBank.com was dropped in favour of Cahoot at an early stage of this project. He has a strong strategic background and a keen understanding of the financial services world. Cahoot is continuing to be successful, and continues to grow.

• Assessing the strengths and weaknesses of Internet only banks
• Analysing the marketing of the Cahoot brand: how did this differ to other online banks?
• Online only? Examining Cahoot’s multi-channel strategy
• Marketing purely online: overcoming the problem of not having a brand and direct marketing to leverage from
• Identifying customers retail finance buying habits and needs
• Improving accessibility for the customer to his cash
• Who is your target market?
• Assessing the drawbacks of clicks versus clicks and bricks in today’s’ environment

09.30
Are You Listening To Your Customers And Delivering What They Want? – Grow Your Business Through A Customer-Centric Online Strategy
Gloria Chance,
Director for Online Service Excellence,
WACHOVIA

Wachovia has assets worth $418 billion and it is the 5th largest bank holding company in the United States based on assets and the 3rd largest US full-service brokerage firm based on client assets. Wachovia has 7 million online product and service enrolments and 2.5 million active online customers. Gloria Chance is the Director for Online Service Excellence at Wachovia. She is responsible for the Online Service Excellence function of E-Commerce, which includes Online Banking & Payment Services, Emerging Enterprise Applications, and Customer Advocacy, Managing Director, Enterprise Contact Center Technology; senior IT leader and owner of technology solutions, Wachovia customer service units. Gloria has more than 20 years of experience in the Information Technology field spanning the health care and financial services industries. She has led organisations through highly complex and visible initiatives such as merger integrations, implementation of strategic solutions and leveraging creativity to provide cost-effective and innovative solutions.

• Advancing self-service technologies to enhance the online financial services experience.
• Delivering an efficient, personalised and customer-friendly experience online
• Up-selling and cross-selling products and services to maximise profitability from your existing customer base
• Better leveraging the investments you've already made in online content and systems

10.00 Mid-Morning Networking Break

10.30
Leveraging The Customer Database And Customer Relationships For Growth
Tom Breur,
Director of Business Intelligence
ING CARD

Tom Breur is one of the key responsible members of the ING credit cards project since it launch. He has a background in database management and market research. For the past 7 years he has specialised in Data Mining and Analytical CRM. He also teaches at universities and MBA classes on data driven decision management. Currently he is a member of the editorial board of the Journal of Targeting, and the Journal of Financial Services Management. His own publications are on topics related to Database Marketing and Analytical CRM.

• Establishing meaningful metrics to evaluate customer costs specific to your business
• Identifying customer acquisition costs across all channels
• Adjusting your marketing strategy based on meaningful analysis and carefully chosen targets
• Exploiting the advantages of your multi-channel business: Optimising the way you contact and sell to your customer

11.00
Adding Value To Customers Through Seamless Multi-Channel Integration
Simon Baines
Head of iCRM Marketing
NATIONWIDE

Simon Baines is Head of iCRM Marketing at Nationwide where he is responsible for customer information and ensuring that this is used to appropriately recognise and treat customers as individuals, adding value to them whenever and wherever they choose to interact with the organisation. With over 20 years of experience in Retail Financial Services he led the selection of Nationwide's operational CRM platform and it's highly successful implementation to over 12,000 employees across the whole organisation. Integrating the delivery of sales and service to customers, across multiple channels and under a single brand, is central to Nationwide's business strategy. The introduction of Internet Banking was seen as the beginning of the end for the high street branch. Many believed banks would close branches and force customers to use only the new, cheaper access channels. Nationwide chose not to set up a separate company and brand for its Internet Bank to allow customers to choose which access channel they wanted to use at any particular time. Nationwide provides a truly multi-channel banking environment with services available in branches, by phone or post, via the Internet using a PC or MAC, with WAP phones and PocketPC PDAs and through televisions. It was the first financial services organisation in Europe to offer PDA (Personal Digital Assistant) Banking in December 2000 and the first to offer Internet TV Banking in September 2001. Nationwide launched the UK's first Internet Banking service in May 1997.The Nationwide web site averages one visit every 2 seconds and one new registration per minute since the launch of
e-Savings. The Internet Bank receives over 3 million visits a month, making it one of the most popular financial websites on the Internet. Nationwide's online banking service has had over 1.7 million members register for the service and 98% of all accounts are available for members to view online. Simon’s presentation will focus on:

• Creating a single view of customer to improve customer and employee experience
• Integrating sales and service delivery across multiple touch points including self service and mediated channels
• Using customer insight to optimise interactions across all channels
• Managing business change to ensure positive ROI
• Evaluating the impact of multi-channel integration on sales and customer loyalty

11.30
Embedding NPD in Business Development to Maximise Effectiveness Through Teamwork and Co-ordination
Alaric Churchill,
Marketing & CRM Director,
FIRSTPLUS

Alaric Churchill is Marketing and CRM Director of FIRSTPLUS with responsibility for leading the marketing strategy and driving a value-based customer relationship management strategy. FIRSTPLUS was set up in 1997 to be a pioneer in high loan-to-value lending. It was the first UK lender to offer secured loans of up to 125% of the value of a customer's home, targeting clients who represented a good credit risk but had little or no equity in their property. FIRSTPLUS is now a household name, backed by Barclays, one of the biggest banking groups in the world. Alaric joined the company from Barclaycard where he was Head of Campaign Management. At Barclaycard he was one of the key team members responsible for its new brand. His career has stretched all over Europe and Australasia, in the financial services, FMCG and IT sectors. He is committed to value-based management as the only way to prove true shareholder value from Marketing. His core beliefs in Marketing are:

• Customer needs analysis
• True targeting
• Marketing is a whole company operation

12.00 PANEL DISCUSSION:
Measuring Tangible ROI From Your CRM Implementation: Was It Worth It Or Is CRM Just Overused And Abused?

Tom Breur,
Business Intelligence Director,
ING GROUP

Simon Baines,
Head of iCRM Marketing,
NATIONWIDE

Alaric Churchill,
Marketing & CRM Director,
FIRSTPLUS

• Is CRM just a buzzword for common sense or is it just a case of simply just knowing what your customers want?
• Can CRM help create loyal customer relationships? Moving from information to insight and action
• Utilising enhanced CRM as the glue between your channels to build customer experience and increase profitability
• So you've invested a big chunk of your budget into CRM – has it worked and what to do next?
• The future of CRM: Turning point or burning point?

12.35 Lunch

CONCURRENT SESSIONS: - CHOOSE STREAM A OR B

STREAM A

14.15
Optimising Your Email Marketing Campaigns: Converting Prospects Into Customers, Retaining Repeat Customers And Measuring Your Success
Martin Aylward, Head of
Marketing Planning
MORE TH>N

Martin Aylward is responsible for the planning of all online and offline media. The role also encompasses formulating MORE TH>N’s data strategy and ensuring the effective use of management information. MORE TH>N has a marketing communications budget in the region of tens of million pounds per year. Previous to his current role, Martin worked in MORE TH>N’s
E-Business team since its inception and had overall responsibility for email marketing. He is a leading exponent of website usability and produced the web site design guidelines for morethan.com. He also led the implementation of engenda, MORE TH>N’s content management system and was part of the team that launched MORE TH>N’s Interactive Digital TV site and SMS service. MORE TH>N has just celebrated its three-year anniversary as a direct brand within the Royal and SunAlliance portfolio and it has generated a 233% uplift in sales over this period. Despite the lack of a face-to-face distribution channel, MORE TH>N believes and encourages increased customer interaction and constantly emphasises the value of its customer base. 40% of MORE TH>N's sales are generated by existing customers, illustrating the company's success in cross-selling its products and services. At present MORE TH>N does £400 million of business a year. MORE TH>N is famous for its unique customer interaction approach, including ‘pub tests’ and setting up small customer feedback meetings – crediting the company's success to staying personal in a crowded arena. Prior to joining Royal and SunAlliance, Martin was with American Express.

• Customised Email Marketing: driving web sales through segmented email
• Ensuring you have the right database information to customise email marketing campaigns: meaningful segmentation of your database
• Using your database to make special offers, cross-sell and up-sell to target groups
• Testing various email campaigns and strategies to improve results: The critical success factors to developing a successful email marketing campaign

STREAM B

14.15
Co-Marketing – Does It Deliver: Understanding The True Value Of Co-Branding
Kamal A. Boushi
Senior Vice President
MASTERCARD INTERNATIONAL

Kamal Andrew Boushi is Senior Vice President and Managing Director, MasterCard Advisors, for MasterCard International. He is responsible for MasterCard Advisors business in Europe. With over 22 years of marketing and financial services experience, Kamal has been instrumental in setting up and significantly growing the Advisors business in Europe. Prior to joining MasterCard, Kamal spent 16 years with American Express, where he was recognised as one of the company’s leading business development executives in establishing new businesses through licensing, franchising, and joint venture agreements in over 24 different countries. He is known for innovation, creativity, and many “world firsts” for American Express. Prior to that, Kamal was Client Services Director for a leading advertising company in the Middle East. Credited once again for developing innovative solutions for his clients, he was directly responsible for the successful launch of many new products and services. Among his clients were British Airways, Kraft Foods, and Nissan Motor Company.

• The development of the cards market and the new expectations of the traditional players and new entrants
• How to develop a strong, specialised customer relationship
• How to integrate multi-applications, multi-partnerships?
• How to enhance and extract value and benefits out of your partnerships and co-branding strategies

14.45
Capitalising On Advanced Data And Analytics To Develop And Implement Customer Specific And Targeted Marketing Campaigns With High ROI
Lawrence Micallef
Head Of Strategic Planning
BANK OF VALLETTA PLC

Bank of Valletta plc (BOV) is the largest bank in Malta in terms of asset size. It employs 1,472 people and operates in a virtual local duopoly, enjoying a 44.25% market share in deposits and advances. During the six-month period up to the 31st March 2004, the BOV Group registered an operating profit before tax of circa £12.5 million. The innovative characteristics of the Bank of Valletta Group have been repeatedly recognised by international organisations. The latest achievement was awarded during November 2003 by the Institute of Financial Services, which named BOV’s customer relationship management strategy, under Lawrence Micallef's leadership, as the best entry in the CRM category. Such an award was given just a few months after the date of yet another achievement for BOV, namely the launch of the first Internet Banking Service on the island. Lawrence is currently the Head of the Strategic Planning department at Bank of Valletta and his main responsibility centres around the main deliverables of their CRM strategy, namely a) a customer centric data warehouse, and b) measurement of customer profitability and c) data mining for cross selling use and d) CRM front-office system and e) full dissemination of information through a number of vehicles. Lawrence is also a member of the EU steering committee and the Delivery Channels steering committee. Lawrence will cover the following areas in his presentation:-

• Utilising web analytics to create and accurate profile of your key customer base and integrating this customer information to gain a better understanding of how your customers spend their money
• An overview of data mining: how is it being used today in the financial services industry?
• Evaluating and measuring the success of campaigns through 4th generation analytics
• Turning visitors into customers: utilising key data to cross-sell and up-sell to your customers.

15.15 Mid-Afternoon Networking Break & Opportunity To View Exhibition Area

15.45
Developing And Implementing A Profitable, Viable And Customer-Centric Mobile Banking Service
Willem de Jager
VP Mobile Banking
RABOBANK

Willem de Jager is one of the key members responsible for the launch of Rabobank’s successful mobile banking service, and under his leadership the bank now has 90,000 mobile banking users. Rabobank is one of the few financial institutions in Europe that did not implement mobile banking on the GSM platform, during the WAP hype in the late 1990’s. For the bank, which is always at the forefront of innovative technology, this was a big step to take, but one that has proved fruitful in subsequent years. Rabobank waited patiently for the emergence of GPRS and then launched a more sophisticated service with 2nd generation i-mode handsets, combining a customer-orientated service with maximum transaction security. It started working with Dutch mobile operator KPN and now its services are available through the Vodaphone, Orange and T-Mobile networks. Rabobank is one of the first European banks to implement a service orientated mobile banking service and with over 500 new users every week, they are one of the largest mobile banking providers in Europe. It is also one of Europe’s largest Internet banks, with nearly 10% of the country's population banking with them online. Rabobank, structured with a customer centric outlook, is the only bank in the world with a Triple A credit rating. Willem says the success of Rabobank's mobile banking service is imbedded in its insistence on keeping the customer at the centre of all new technology developments and its unique ability to combine excellent security standards with maximum customer usability. Willem will explore and examine the key metrics behind a mobile banking service. Willem will also give key examples of marketing techniques within m-commerce and where the future of mobile banking is headed.

• Developing a strategy specifically around the mobile experience: understanding how a customer interacts with the mobile phone, the type of things the customer wants to buy, and when they want to buy them
• Overcoming the business paradox of security versus usability: How Rabobank achieved maximum customer usability without compromising on security to increase customer take-up
• Exploring the metrics and uses of mobile phone banking: what makes it a profitable touch point?
• Successfully incorporating M-Commerce into your overall E-Commerce offering for a successful mobile service
• Marketing on a mobile platform: how to drive customer profitability from a high cost channel
• Exploring the value of non-traditional entrants into the mobile banking arena: Are they a threat or a tremendous business opportunity?

16.15
What Technologies Are Beginning To Come Into The Forefront That Will Change The Way You Do Business Across All Your Channels And How Will These Technologies Impact Your Position In The Marketplace?
Jon Quick
Head of Business Systems
CANADA LIFE

Jon Quick is Head of Business Systems (previously E-Business Programme Director) for Canada Life with responsibility for the 600,000 policyholders and emerging technology solutions for “survival” and growth in the insurance marketplace. Canada Life has been around for over 100 years with total assets currently under administration in excess of $51 US (C$68) billion worldwide. The company has seen a number of changes, more recently the acquisition by Great West Life, which has already proved to be a successful partnership. Previously Jon was Head of IT for Lane Clark & Peacock leading strategic change within the Actuarial Consultancy. Jon has had a number of roles including IT strategy and programme management and consultancy (Towers Perrin/Tillinghast). He has spent 25 years in the life and pensions industry, mainly in IS for a number of financial institutions. Business projects include establishing a successful direct distribution business at Natwest Life. His session will focus on:

• Wireless Technology: Provides an increased capacity for customer service and enhanced communications, but what are the real benefits?
• Will wireless increase the capacity for an enhanced customer service experience and impact on the increase of product sales
• What technologies provide enhanced and third generation wireless networks?
• What security issues come with this technology?
• Call Centres – Voice Recognition: What are the strategies to speech success? Call centre and directory assistance applications clearly are creating added value, while limitations in current technology are suppressing growth in other areas of network-based speech solutions such as the Internet.
• What are the value-drivers in speech, the levels of investment required, and the levels of revenue and demand required to generate attractive returns on speech investment?
• Does voice recognition in Call Centre increase 'churn' in sales?
• What are the required performance levels for success?

16.45 Interactive Roundtables
These interactive and information discussion groups are key highlights of Net.Finance 2004. This is the time we set aside for you to ensure that you have an opportunity to meet with the key industry speakers and your fellow delegates on a one-to-one basis.

A select group of speakers lead individual discussions based on the topics raised during the day. To make sure that you derive the most benefit from these informal discussion groups, each table is limited to just eleven people to ensure that you have every opportunity to contribute to and benefit from this invaluable experience.

These informal sessions mark the start of the evening’s social activities, yet allow you to reflect on what you have learned during the day. Discuss controversial issues and establish new ideas and strategies that you can take back to the office. Make sure you sign up promptly when you are on site to reserve your place on the discussion group of your choice. To really maximise the benefits of taking part, make sure that you come fully armed with questions and points for discussion, the roundtables work best when everyone brings ideas to the table!

17.45 Net.Fin@nce 2004 Gala Cocktail Reception
As well as providing you with hard facts, excellent case studies and world-class business critical information, Net.Finance 2004 strives to make sure that you have time to network with new and old friends. Take advantage of this great opportunity to talk to like-minded strategists in an enjoyable atmosphere and establish long-lasting business relationships.

Main Conference Day Two

08.20 Coffee & Registration

08.50 Chairman's Opening Address

09.00 Keynote Address
Sainsbury’s Bank: Keynote CEO Address
Tim Pile
CEO
SAINSBURY’S BANK

Sainsbury’s was the first major supermarket to open a bank; it commenced trading on 19 February 1997. It is jointly owned by J Sainsbury Plc (55%) and HBOS (45%). Sainsbury’s Bank has opened over 1 million customer accounts attracting deposits of nearly £2 billion. The Bank currently offers a variety of products from savings, loans, credit cards, insurance and mortgages through multiple channels. Since 2002 Tim Pile has been Chief Executive Officer of Sainsbury’s Bank and now sits on the Sainsbury’s Operating Board. After a career in Marketing and Financial Services at Lloyds TSB, he was appointed to lead the marketing functioning of the Alliance and Leicester Group as Marketing and Sales Director, and was appointed Director, Business Strategy & Marketing in July 2000. Tim is a governor at Bromsgrove School and an Honorary Senior Fellow at Birmingham Business School. He was ex-Chairman of ISBA Executive (the Client industry body) and is now on their Council, and is a member of the Chartered Institute of Marketing, the Marketing Society and the Marketing Group of Great Britain where he is also on the Council. Tim Pile has been an advisory member on CR-UK’S Fundraising & Marketing Advisory Committee since its creation.

09.30
Focusing On Significant Growth Numbers And Developing A Balanced Strategy To Keep Your Existing Customer Base While Maintaining Steady Growth And Profitability
Sanjeeb Chaudhuri,
Group Managing Director and Head of Retail Banking GCB, EMEA
CITIGROUP

Sanjeeb Chaudhuri is Group Managing Director and Head of Retail Banking for Citibank’s Global Consumer Bank, EMEA. Sanjeeb joined the bank over 14 years back as Marketing Director, Bankcards and Diners Club in India. The Cards business Sanjeeb launched and developed in India is now one of Citigroup’s largest internationally. Sanjeeb also developed a very successful Citigold program for the Central and Eastern Europe, Middle East and Asia markets of Citigroup. Prior to joining Citigroup, Sanjeeb worked in Sales, Marketing and General Management positions of increasing seniority at Procter and Gamble, Colgate-Palmolive and Unilever. His immediate prior Citibank assignments have been as Country Business Manager for Citibank in Hungary, UK/Ireland, CitiGold International and Managing Director, Diners Club UK. Before that he was Cards and Banking Business Manager at Citibank India. Sanjeeb has also been Chairman of the Internet Operating Committee for EMEA and currently represents the Western Europe Consumer businesses on the Global Cross Marketing Operating Committee. Sanjeeb has also been Marketing, Internet and Business Development Director for Citibank’s businesses in Europe. Sanjeeb has been Chairman of MasterCard International’s South Asia Credit Cards Marketing Committee for 7 years.

• Understanding the sources of your customer growth and differentiating between growth and profitability
• Understanding how you can deliver incremental value to the organisation in the multi-channel environment through: Customer acquisition, company and product information, the defining and re-defining of your brand
• Ensuring that continued growth is profit based and customer centric

10.00
Increasing Your Bank's Efficiency Through Channel Integration And Optimisation
Grzegorz Piwowar,
Managing Director, Retail Banking,
BANK BPH

Grzegorz Piwowar is the Managing Director at Bank BPH, part of the HVB Group – the 5th largest bank in Europe. He is responsible for the bank's retail sales and distribution (branches and alternative sales channels). As a member of bank's task force he was closely involved in the BPH and PBK bank merger. Since then he has led a number of projects, including the preparation of a business strategy for Bank BPH, the separation of bank's retail and corporate divisions, the implementation of a new sales management model, the re-engineering of the bank's branch network and the implementation of a new motivation system for employees. He was also responsible for launching the new e-banking platform for the bank's retail and SME customers, which included a new transactional system, a back-office application for branch and contact centre agents, the bank's main site was also supplied with Content Management Systems and multi-channel management solutions. At present he supervises the two biggest projects in the bank's retail division: the implementation of CRM and the setting up of a sales academy for the bank's sales advisors. Grzegorz is also the Head of the Supervisory Board at the BPH Call Centre.

• Combining the factors liable for boosting efficiency in distribution channels
• Channels-mix: why customers choose more than one channel?
• Key factors of multi-channel management: integration of processes, technology and customer information
• Channels integration as a first step to efficient CRM

10.30 Mid-Morning Networking Break

11.00
Maximizing Sales Revenues And Loyalty Through Seamless Multi-Channel Integration
Young-Sun Yun,
SVP Retail Online Services Marketing
WACHOVIA

Young-Sun Yun is a Senior Vice President and Retail Online Services Manager at Wachovia and has held this current position since the year 2000. In her role, she provides support to and manages an E-Commerce Marketing team that is responsible for the acquisition, activation and customer communications for online banking including BillPay, Alerts and Aggregation Services. Having joined the company in 1992 Young-Sun Yun previously held positions including Senior Marketing Manager for the Consumer Bank; Credit Card Marketing Manager; Credit Card Sales Consultant/Product Manager; Merger Trainer; Assistant Branch Manager and Consumer Management Associate. She is also a member of Wachovia’s IT, E-Commerce and Operations Diversity Council.

• Creating a multi-channel solution that a provides consistent message across all your channels to help strengthen your brand
• Maximising your campaign results by utilising multiple communication channels – direct mail, email, onsite promotions (targeted and non-targeted), and sales employee engagement
• Engaging your sales force to cross-sell your service
• Capitalising on the cross-sell and up-sell opportunities offered in a multi-channel environment
• Building a “lifecycle” of communications from service messages to cross-selling to deepen the customer relationship and build increased customer satisfaction
• Metrics and analytics to define campaign success and what are the important measures to look at for integrated campaigns

11.30
Gaining The Competitive Edge Through Proactive Contact: Customer Outreach At Abbey
Andrew Barton
Customer Outreach Director
abbey

Andrew Barton is the Director of Strategy & Planning for Customer Outreach at abbey. His career at abbey spans almost fifteen years. Since 1999 he has worked in both product marketing as Mortgages Director and in customer marketing as Customer Development Director before taking up a position as Commercial Director for abbey’s major CRM initiative, One on One. Andrew's early career in abbey was in Corporate Development where he led the pre-acquisition evaluation of National & Provincial Building Society as well as spearheading development of a telephone strategy for the retail bank. Prior to abbey, Andrew was a management consultant at Deloitte Haskins & Sells.

• Analysing and utilising customer expectations from proactive contact
• Delivering campaigns as the customers' relationship changes over time
• How abbey customer outreach campaigns have developed and grown
• Determining the dynamics for deciding who to contact and how often
• Integrating outbound telephony with other channels

12.00
A Proven E-Strategy: Building Global Leadership In Wired And Wireless Electronic Banking
Maritta Nikander,
VP Internet & Mobile Banking
NORDEA

Nordea is the largest financial services group in the Nordic and Baltic sea region with approximately e262 billion in total assets. It provides one of the most comprehensive range of electronic financial services and operates one of the largest web banks, with over 3.8 million Internet users. Nordea has won numerous awards for its broad implementation of e-services. Bengt has been at the forefront of Nordea’s E-Business strategy with extended experience in implementing E-Business services across the group.

Maritta Nikander is currently responsible for Nordea’s IT service development. Previously she has held the position of Business Chief Information Officer for Long Term Savings & Life and Private Banking within the bank. Maritta has played a key role in developing and growing Nordea’s e-Strategy and in her presentation she will highlight the main drivers behind the bank’s success in the wireless banking area.

• Building a successful e-Strategy
• Using e-habit, e-trust, economy of scale and other levers: how to make them serve your growth
• Networking and Partnering: both in business and IT solutions
• Providing multiple channel access to services: letting the customer choose

12.30 PANEL DISCUSSION:
Channel Based Pricing - Delivering What Customers Want: Strategies For Differentiating Your Product Offering In An Increasingly Rate-Led Market

Young-Sun Yun,
SVP Retail Online Services Marketing
WACHOVIA

Andrew Barton,
Customer Outreach Director,
ABBEY GROUP

Maritta Nikander,
VP Internet & Mobile Banking
NORDEA

• Examining the benefits of channel specific pricing: how to overcome disgruntled customers
• Developing a channel pricing strategy while maintaining a consistent customer service experience regardless of touch point interaction
• Understanding and implementing consistency across your multi-channel strategy to compete with internet only services with lower prices to maximise revenue and sales
• Implementing a winning price-based strategy to boost customer loyalty

13.05 Lunch

CONCURRENT SESSIONS: - CHOOSE STREAM A OR B

STREAM A

14.15
Customer Centred Product Development: Using Powerful Insights to Meet Consumers’ Needs
Andy Wiggans,
Head of Product Management
HALIFAX MORTGAGES

Andy has been involved in Financial Services for over 15 years, having worked for Halifax since 1996. He’s currently the Head of Product Management for Halifax Mortgages, having responsibility for product development, pricing and marketing to new and existing mortgage customers. Prior to working in Financial Services he worked in outdoor management development in the Lake District.

• Market analysis - why it’s important and how to leverage from it for customer-centric product development
• Getting close to customers for enhanced retention and loyalty
• Generating real insights for next generation products that your customers really want
• Successfully making products that solve people’s problems

14.45
Successfully Creating Business Value From Your e-Services
Bengt Hansson
Head of E-Business
NORDEA

Nordea is the largest financial services group in the Nordic and Baltic sea region with approximately e262 billion in total assets. It provides one of the most comprehensive range of electronic financial services and operates one of the largest web banks, with over 3.8 million Internet users. Nordea has won numerous awards for its broad implementation of e-services. Bengt has been at the forefront of Nordea’s E-Business strategy with extended experience in implementing E-Business services across the group. At present Bengt is leading the project to establish a common infrastructure for Nordea's e-services, for example electronic payments, electronic documents, electronic identification and digital signatures.

• Exploring and utilising e-services to provide and offer new and enhanced services for customers
• Aligning systems and processes to create a multi-channel environment: providing a consistent e-business approach
• Ensuring efficient internal and external communications and co-operation and re-organising your infrastructure accordingly
• How do you integrate multiple channels and legacy systems?
• How can your e-business strategy create a new customer experience, while Protecting your investment in legacy technologies and fully supporting your overall e-strategy

STREAM B

14.15
IT Is The Core Element To Transform DAB Bank From A Passive Transaction Platform To A Full Service Bank
Matthias Sohler
CIO
DAB BANK

Matthias Sohler, born in 1969, a graduate in Business Management with special emphasis on banking operations, has been responsible as a member of the Board of Management of DAB bank, Munich, for the organisation's IT-related banking operations as well as the processing and settlement of securities transactions since April 2002. Following his studies at the State Academy for Business Management and the Vocational Academy in Mannheim, focusing on banking operations, Matthias spent several years working in the Corporate Finance divisions of several U.S. banks as well as in Dresdner Bank's business consultancy operations geared to small and medium-scale enterprises (SMEs). In 1996 Matthias joined Heyde AG, Bad Nauheim, where he was responsible for the strategic positioning of the Heyde Group and for establishing the range of products and services of financial service providers. In 1997 he was promoted to the Management and from 1998 he was a member of the Management Board of Heyde AG, where he was responsible for the Strategy, Marketing and Investor Relations divisions as well as for the corporate divisions of Banks and Insurers before he joined DAB Bank.

Alexander von Uslar,
Member of the Board
DAB BANK

As a member of the Management Board Alexander von Uslar, born in 1966, is responsible for the Accounting, Legal, Risk Management as well as Human Resource Divisions at DAB bank. Further he is in charge of Corporate Communications, Investor Relations and Corporate Development. After having been appointed General Manager of DAB bank in June 2000, Alexander von Uslar became a member of the Management Board as of December 1st, 2001. After studying Law at Würzburg and Munich University, von Uslar became a lawyer in 1996 and a partner of the international law firm BBLP Beiten Burkhardt Mittl & Wegener in the year 2000. He assumed responsibility for Direkt Anlage Bank (as it was known at that time) concerning all questions in Banking and Company Law, focusing particularly on Tax, Commercial and Company as well as Banking Law. Within the scope of these activities, von Uslar was also responsible for the legal advice of DAB Bank's IPO in November 1999.

• Information technology is the decisive "production factor" especially in direct banking and brokerage
• Reduction of the heterogeneity and integration of new applications - key step towards an efficient, customer-oriented sales-driven bank
• All measures have to result in a standardized, multiple client-capable platform that has already made some major achievements both in terms of quality and costs

14.45
Smart Payment Cards Are Now A Reality: What Is The Status Of EMV Migration, What Lessons Have Been Learned And What Does The Future Hold?
Ian Green,
Programme, Manager, Chip & PIN
HSBC PLC

Ian Green heads up HSBC's chip migration in the UK. He has responsibility for all aspects of this unprecedented infrastructure change covering IT development, communications/PR, operational change and customer support. Ian's career with HSBC spans 23 years during which time he has undertaken a wide range of roles in the retail branch network, corporate banking and money transmission. Ian has close to 10 years experience in the cards area of HSBC's business focusing on chip card development, from HSBC's involvement with Mondex, the original 1997 chip Trials / rollout through to the latest chip & PIN initiative.

• Current status of EMV migration - a brief history and summary of rollout plans
• Lessons learned during Trials and initial stages of rollout
• Examination of the key challenges associated with the ongoing migration
• What does the future hold for the wider application of chip technology on plastic payment cards?

15.15 Mid-Afternoon Networking Break & Opportunity to View the Exhibition Area

15.45
Using The Power Of Segmentation To Drive And Practically Implement Your Action Strategy
Clare Salmon
Managing Director
AA FINANCIAL SERVICES

Clare Salmon is Managing Director of AA Financial Services with responsibility for Home and Motor insurance, travel and car-checking products and for its consumer lending business, which is a joint-venture with HBOS Plc. AA Financial Services has over 2 million customers and is the largest UK consumer insurance intermediary in the UK. The personal finance part of the business has more than £1.2 billion of lending on its books. Clare was previously Sales and Marketing Director of the AA accountable for business strategy and e-commerce as well as all marketing communications and NPD. She was responsible for the successful repositioning of the AA under the “Just AAsk” slogan. Clare joined Centrica in 2000 as Marketing Director of Home and Road Services, which included the British Gas Services portfolio and AA roadside. Prior to this Clare was European Marketing Director of Avis. Before this she spent eight years at Prudential Corporation, latterly as UK Consumer Marketing Director. She was originally a management consultant with Boston Consulting Group in Spain and the UK.

• Developing a comprehensive approach for segmenting your brand strategy
• Using it to drive effective strategies and decision making
• Effectively applying segmentation techniques in practice

16.15
Understanding Your Customers’ Experience At Each Touch Point To Increase Conversion Rates
Jerome de Labriffe
Head of E-Banking
BNP PARIBAS

Jerôme de Labriffe is in charge of the Internet and the mobile channels (SMS and mobile phones) at BNP Paribas’s French Retail Bank division. In this role, he is responsible for the development and the commercial exploitation of these channels according to the multi-channel strategy of the group. In 2003, he managed the development and the launch of the new Internet portal of the French Retail Bank www.bnpparibas.net In 2000, he was in charge of the development of an Internet financial portal www.lemoneymag.fr He joined BNP Paribas in 1998 as the person responsible for developing the marketing and the communication of the bank on the Internet. Jerome de Labriffe has held many positions surrounding new technologies mainly in the field of the Internet, the minitel and the communications area

• Building your conversion online: turning browsers into buyers into loyal customers
• One solution fits all versus channel specific services: which method gets the best results
• Achieving consistent marketing messages that focus on right channel profiling: targeted marketing for customers using a particular channel

16.45 End Of Main Conference

Special Customer Profitability Focus Day
Venue: Cafe Royal By Le Meridien, London

08.20 Coffee & Registration

09.00 Chairman's Opening Address

09.10
Adopting A Customer Champion Perspective To Increase Profitability: What Techniques To Use To Enhance The Customer Service Experience And Increase Retention?
Paul Abrey,
Strategy & Planning Director,
Personal Customers
BARCLAYS BANK PLC

Paul has been employed by Barclays Bank since 1990 when he joined working in various branch roles across the UK and in 1994, joined the Business Leadership Programme. Since completion of the Business Leadership Programme in 1995, Paul has had various roles within the Bank, namely Team Leader in Corporate Lending, Project Manager in the Personnel Policy Department, Corporate Manager in the City Corporate Team, Corporate Relationship Director in the International Corporate Team, Strategy and Programme Implementation Director in Group Property Services, Value Based Management Change Manager in Group Strategy & Planning, Strategy Development Manager in Group Strategy & Planning, and finally Strategy & Planning Director in Personal Customers.

• Better identifying customer needs that will lead to long-term profitability
• Effective communication to customers to ensure enhanced and improved customer take up of products and services through an understanding of how your customers want to interact with you
• Focusing on giving customers the products and services they desire while ensuring a positive brand experience through outstanding customer service

09.45
Gaining The Competitive Edge: Capitalising On Customer Trust And Customer Treatment: Innovating Through Improved Customer Care Strategies, Enhancing Customer Value
Philippe Touati
VP European Operations
CAPITAL ONE

Philippe joined Capital One in 2002. He manages Capital One’s European Operations and is responsible for UK sales, customer relations, risk operations, fraud and all related operational analysis & planning. Prior to joining the organisation, Philippe held senior positions in the Telecom industry with France Telecom and Wharf in Hong Kong - and has international experience in 25 markets. Philippe held the post of Vice President, Strategy in Charge of European Markets for GTS and more recently Senior Vice President, Global Operations for ICO Communications, a Craig MacCaw Company.

• Remaining proactive and innovative in your approach to Customer Relationship Management – an area which has proven difficult to evolve
• Achieving best practice: Should treatment of customers be based on the number of products they buy or the way in which they interact with the bank?
• Measuring the value that customers and products have with regard to the bottom line
• Is cross-selling dead, and if so what are the repercussions on consumer treatment in retail banking?

10.15 Mid-Morning Networking Break

10.45
Implementing The Key Factors To Creating A Profitable Chip Card Environment: Adding New Features To The Card
Vimal Kumar,
Vice President Credit Cards Marketing & Sales,
MASHREQBANK

Vimal Kumar is Vice President Credit Cards Marketing & Sales with MashreqBank psc, Dubai, United Arab Emirates. He has been working as a banker for the last 9 years with several banks. He started his banking career in 1994 as Management Trainee with Standard Chartered Bank in India where he was responsible for product management and advertising. He launched India’s first Photo Credit Card and the first Sports Affinity Card – The Cricket Card – in 1996. In 1997 he moved to ANZ Grindlays Bank as Manager Product Development & New Initiatives and was responsible for the re-launch of its card program in India. In 1999 Vimal got promoted as Regional Sales & Business Development Manager heading a team of 400 sales executives and 2,500 merchant acquiring relationships spread over the southern region of India. He was also part of the launch of the co-branded card with STAR TV in India. In 2000 he moved to ABN AMRO Bank to prepare a business case and set up a project team to launch its credit card business in India. He launched India’s first chip enabled credit card in July 2001. He moved to Dubai, United Arab Emirates in 2002 to Mashreqbank. He was instrumental in launching the Middle East’s first EMV compliant chip card issuing & acquiring program with an interactive multi-application customer loyalty program. Besides, he has also launched co-branded cards with Samsung Electronics and Virgin Megastore. Vimal says an EMV infrastructure with customer centric features and services cannot only reduce fraud; it can also increase revenues and market share. Enhanced EMV with loyalty features costs little more than basic EMV, but offers far more benefits. Points stored in the chip lets customers enjoy their rewards whenever they want and it eliminates the cost and hassle of traditional rewards programs. In the past, marketing budgets were largely spent on logistics, such as catalogue printing and mailing, statement generation, call centre support for balance enquiries, rewards inventory management and rewards request processing and delivery to customers. Chip based loyalty program helps eliminate most of these costs through real-time processing of rewards at the point of sale. This builds loyalty, reduces costs and improves ROI.

• Enhanced payment and loyalty features must be built in to your EMV infrastructure before you launch. This will lower your overall investment and maximize your ROI.
• Create a simple and exciting value proposition (e.g points value on card, tiered discounts). Make your enhanced EMV card product easy to understand and beneficial to all players.
• Increase your cardholder and merchant base by demonstrating sustainable value for both from the EMV – payment + loyalty – environment.
• Increase your merchant base and encourage your cardholders to shop more at those merchants.
• Focus on cross-selling other products of the bank. This will increase overall revenue and profits.

11.15
Developing A Fully Integrated E-Commerce Architecture Which Supports Your Multi-Channel Financial Services Marketing And Overall Strategy For Maximum Customer Loyalty And Profitability
Bruno Sarda,
Managing Director, eBusiness Division
CHARLES SCHWAB & CO

Based in San Francisco, Bruno is the Managing Director of the eBusiness division of Charles Schwab & Co. he has been with Schwab for 8 years, including 4 years working their largest contact centre in Phoenix, Arizona. During this time, he has been involved in many projects aimed at 'right-channeling' client contacts and increasing the contact centre value and productivity. This has included leading their Automated Phone channel, managing Schwab.com's self-service News & Research site, and deploying and managing client service email platform. Schwab is the leading financial services firm in the USA with over 8 million client accounts, over $900 billion in client assets, and handles millions of client interactions every month.

• Aligning systems and processes to create a multi-channel environment: providing a consistent
  e-commerce approach
• Ensuring efficient internal communications and co-operation and re-organising your infrastructure accordingly
• Achieving a seamless and fully integrated E-commerce strategy
• How do you integrate multiple channels and legacy systems?
• How can technology create a new customer experience
• Integration strategy technologies: which ones matter the most?
• Protecting your investment in legacy technologies while moving to more flexible platforms

12.00 Lunch

13.45
Loyalty Based Management: Analytical CRM At Credit Suisse
Dr. Jukkapekka Hekanaho
Head of Data Analysis
CREDIT SUISSE

• History and Infrastructure of Loyalty Based Management
• Tactical applications: crossselling campaigns and event driven marketing programs
• Strategic applications: segmentation based on customer bahaviour

14.25 PANEL DISCUSSION:
Channel Migration: Examining And Understanding The Ongoing Shift In Customer Touch Point Points Across The Multi-Channel Delivery Network

Paul Abrey,
Strategy & Planning Director, Personal Customers,
BARCLAYS PLC

Philippe Touati,
VP European Operations,
CAPITAL ONE

Vimal Kumar,
Vice President Credit Cards Marketing & Sales,
MASHREQBANK

Bruno Sarda,
Managing Director, eBusiness Division
CHARLES SCHWAB & CO

Dr. Jukkapekka Hekanaho
Head of Data Analysis
CREDIT SUISSE

• Understanding the sources of your customer growth and differentiating between growth and profitability
• Understanding how you can deliver incremental value to the organisation in the multi-channel environment through: Customer acquisition, company and product information, the defining and re-defining of your brand
• Ensuring that continued growth is profit based and customer centric

15.00 End Of Profitability Focus Day