Who to call?For a deeper conversation about Customer Analytics in Financial Services,contact one of our team today.

Jason SladePartner, FS Industry expert

information,todecision making.

Partner, FS Industry experte: jason.slade@au.pwc.comm: 0402 027 973

Shane OSullivanPrincipal, FS Industry experte: shane.osullivan@au.pwc.com

PwCsAnalyticsservices

John StudleyPartner, Analytics leadere: john.w.studley@au.pwc.comm: 0417 220 198

decision making.

Andreas SkopalDirector, FS Customer experte: andreas.skopal@au.pwc.comm: 0407 703 922

e: shane.osullivan@au.pwc.comm: 0412 620 255

Sheetal PatoleDirector, Information Management experte: sheetal.patole@au.pwc.comm: 0414 257 516

2013 PricewaterhouseCoopers. All rights reserved.PwC refers to the Australian member firm, and may sometimes refer to the PwC network. Each member firm is

www.pwc.com.au/analyticswww.pwc.com.au/fs

David CumminsSnr Manager, FS Technology expertE: david.cummins@au.pwc.comm: 0414 988 262

Doris SpielthennerSnr Manager, FS Customer Analytics experte: doris.spielthenner@au.pwc.comm: 0419 867 025

a separate legal entity. Please see www.pwc.com/structure for further details.This content is for general information purposes only, and should not be used as a substitute for consultationwith professional advisors.Liability limited by a scheme approved under Professional Standards Legislation.PwC Australia helps organisations and individuals create the value theyre looking for. Were a member of thePwC network of firms in 158 countries with close to 169,000 people. Were committed to delivering quality inassurance, tax and advisory services. Tell us what matters to you and find out more by visiting us atwww.pwc.com.au.

Garth BrookerSnr Manager, FS Customer Analytics expertE: garth.brooker@au.pwc.comm: 0408 495 954

CustomerAnalytics in

www.pwc.com.au/analyticswww.pwc.com.au/fs

Providingclarity with

information,support better

decision making.

Analytics inFinancialServices

decision making.

2013 PricewaterhouseCoopers. All rights reserved.PwC refers to the Australian member firm, and may sometimes refer to the PwC network. Each member firm is

www.pwc.com.au/analyticswww.pwc.com.au/fs

a separate legal entity. Please see www.pwc.com/structure for further details.This content is for general information purposes only, and should not be used as a substitute for consultation

Liability limited by a scheme approved under Professional Standards Legislation.PwC Australia helps organisations and individuals create the value theyre looking for. Were a member of thePwC network of firms in 158 countries with close to 169,000 people. Were committed to delivering quality inassurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at

Customer Analytics inFinancial ServicesIn the new world of mobile and digital,consumers are now always connected,empowered and more demanding. They

Where are you onthe journey?

How can youempowered and more demanding. Theywant to be recognised and well servedregardless of the channel they use orperson they speak too.

Along with this shift in behaviour comesan ever growing mountain of data.Customer analytics is a means oftransforming data into information.Turning data into insights, and insightsinto action is the new battleground.

Building analytics into a core competency will define the next winnerseg. Facebook). Its more than product, price and service its also aboutconvenience and getting to the right customer at the right time with theright offering.

1

2

HygieneEfficiency

Are we asking the right questionsof our Analytics team?

What are my options to delivervalue, with poor quality data anddeveloping capabilities?

What needs to change to connectthe Analytics team moreeffectively to the rest of theorganisation?

Are we using our existing ITassets effectively?

What are the capabilitiesand customer insights thatwill immediately add value?

Do we prioritise campaignsbased on their past andpotential

Are we putting the bestin front ofour advisers/brokers?

What role does external dataplay?

How can my (offshore)partners be used toeffectively augment internal

How can youaccelerate

value creationfrom youranalytics

investment?

What does good look like?

The benefits Up to 70% cross sell and lead conversions improvement (eg. OCBC Bank

increased its conversion rate by 3 times in 5 years)

5-6% improvement in productivity and profitability in organisations thatembrace Data driven decision making 1

Significant improvement in online sales, direct customer engagement andcost reduction, through data hygiene and sophisticated web-analytics (eg.RBC now generates 20% of financial planner appointments through itswebsite)

effectively augment internalcapabilities?

Analytics drives key decisionsbased on strategy (eg. growth,margin by product or customer)

Efficient analytics operations anddata sourcing in-house third party

Analytics is a strategic enabler and is aligned to priorities spanning acrossthe organisation from customer, to distribution to product.

The challenges How do we leverage our customer analytics while data quality is poor

and/or data quality improvements are building?

How can we fund capability development while under significant costreduction pressure?

How do we increase our return on significant analytics investmentsto date?

How can we deploy customer-centric analytics while we operate in aproduct or channel driven organisation?

How do we get the right people and capability to drive analytics through

Benefits realised

Quantitative measures new business revenue (up 10% p.a.) reduced customer lapses (down by 5% pa)

How do we get the right people and capability to drive analytics throughthe business?

1 Brynjolfsson, Erik, Hitt, Lorin M. and Kim, Heekyung Hellen, Strength in Numbers: How Does Data-DrivenDecision making Affect Firm Performance? (April 22, 2011). Available at SSRN:http://ssrn.com/abstract=1819486

How we can help?Over a three month engagement we can help you to accelerate and improvethe benefits from your customer analytics function, through our uniqueValue Discovery approach. We can support you to build a strong benefitscase that identifies self-funding opportunities and underlines the criticalenablement of digital, direct customer engagement, customer satisfactionand your product, growth and productivity targets.

Where are you on

3and your product, growth and productivity targets.

Prog

ram

Net

bene

fits

(mar

gin

$)

A Value Discovery phase focuses oncapturing immediate value to fund bigpicture programs

New way

Old way

EfficiencyHigh impact

What are the capabilitiesand customer insights thatwill immediately add value?

Do we prioritise campaignsbased on their past andpotential impact?

Are we putting the best leadsin front of

advisers/brokers?

What role does external data

How can my (offshore)partners be used toeffectively augment internal

What are the game changinganalytics that will transformmy business?

How should strategicplanning incorporateanalytical insights?

Where can telematics andother sensors add dramaticvalue?

How does customeranalytics extend tooperations andrisk analytics?

Our Value Discovery approach

What does good look like?

Accelerates payback 3x faster

Yr1 Yr2 Yr3 Time

effectively augment internalcapabilities?

Unlocking insights from customer analytics is half of the battle. The otherhalf is adopting these insights into action. Our implementation roadmapensures that all necessary change is considered. For example:

Organisational alignment for key activities strategic planning coordinated customer experience and

campaigns data management

Clarity on performance measures andtracking of success

Analytics is a strategic enabler and is aligned to priorities spanning acrossthe organisation from customer, to distribution to product. IT is

pragmaticallyinvested in, and

existingcapabilities and

infrastructure areleveraged

Data is managedas a business asset

related torevenue,

retention, andmargin

opportunities

Actionable

Customerexecution

processes (likepoint of

Key planning

Ensuringanalytical insights

are leveraged toupdate thecustomer

propositions

Benefits realised

Qualitative measures analytics used routinely in boardroom decision improved customer experience (increased NPS)

Actionableinsights areefficiently

executed withchange

management bestpractise

point ofsale/service) fullyleverage analytics

insights

Key planningprocesses (eg.

campaigns) areupdated to

optimise results