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Distribution

Distribution. Video. Distribution Structure. ME Izak Smit. PA Veronica Viljoen. EA Kwena Isadore Moabelo. GM Operations Marletha Hardy. GM Finance Werner Bosman. Head Sales Enablement Telephony Bill Lynch. Head Business School Pieter Louw. Head Keystone Retail Steve Lyvt.

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Distribution

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  1. Distribution

  2. Video

  3. Distribution Structure ME IzakSmit PA Veronica Viljoen EA KwenaIsadoreMoabelo GM Operations Marletha Hardy GM Finance Werner Bosman Head Sales Enablement Telephony Bill Lynch Head Business School Pieter Louw Head Keystone Retail Steve Lyvt Head AIFA SibusisoNtonga Head Corporate John Fiser

  4. Our distribution model ensures customers can interact with us using their choice of channel Lead Generation Distribution Channels • How this will bring growth: • ATOM for profitability and better customer experiences – Absa Planners; • Additional call centre capacity; • Digital channel; • Keystone focus on the branches. Call centres Digital (e.g. AOL) Absa advisors Branches

  5. We developed an ambitious plan to change the way things were done VISION By 2015 we will be a world class financial services distribution house... a business school case study A win-win partnership model with external product suppliers Market leading solutions drive all advice Solid systems to enable straight through processing Competitiveadvisorcommunicationmodel Fee income business model (from commission only model) State of the art leads flow – a competitive advantage in the industry Integrated channels to deliver a single view of the client Respected business school to socialise and upskill our people

  6. Our digital channel will provide an end-to-end online experience... Targeting our retail Absa Online base product selection is based on local and global market trends Customer benefits include: A Tailor-Made Experience Selected products prove to be feasible To reach these customers, trigger event marketing provides focus Easy Accessibility Online sales, service and claims management Quick and Easy Limited steps to ensure a rapid process Caters for all Needs Complex needs directed to a broker Customised Customers are recognised by the system Simplicity No clutter Easy Steps Convenience Anend-to-end customer experience

  7. We are developing a best practise telephony model to support our integrated sales and service approach Good results over the past year Significant increase in efficiency and sales Current performance strike rates are above market for cold outbound telesales campaigns Previously outsourced our telephony to service providers Difficult with the consumer protection act Resource intensive Compensate third parties Building our own capacity through Best practice telephony implementation Embedding this core competence in four phases Investing in good people, technology and sales culture 60 agents (target 200 in 2013)

  8. Our branch network is extensive and ensures easy access to our products and services Simple, non-advice products (branch consultants) Convenience – an end-to-end customer experience Six stand-alone products (Law for You, Extreme, Classic Life, Funeral, Wills, investment) One embedded product New client conversation tool (CNAT) to drive leads and product sales appropriately to suit customer needs Sales support in place to enable branch consultants Shared revenue model with branches on bank scorecards

  9. Significant replatforming of our systems experience... Replatformingfocused on the system and process integration of AFS and Absa systems to support our future operating model Back office centralisation for greater efficiencies. Focus on: Leads and Activity Management Compliance Customer Relationship Management Financial Planning Fulfilment Servicing Quoting

  10. ...Our vision is an institution where bankers can also be socialised, cross and up-skilled bridging the cultural divide between the adviser and banker supporting a one stop, holistic customer value proposition...

  11. Business School Vision “GLO” …to become a Global Learning Organisation that: place a high premium on the acquisition, creation, transfer & retention of knowledge and skills delivered through the Business School

  12. We are transforming our academy into a bancassurance business school for people excellence and leadership More than just a training institute Socialising novices. Socialising all AFS distribution employees Upskilling advisors / planners CPD points – sharpening the saw Development of all AFS employees Development and upskilling of Absa bankers ... ultimately it will cater For the development needs of existing advisers and other AFS staff...... Our academy is developing into an institution where all new advisers (green fields and experienced) will be socialised, The operating model Personal mastery: leadership; mentoring and ubuntu Personal development: soft skills, practise management and selling and building trust Core technical skills: novice, intermediate and professional ...our vision is an institution where bankers can also be socialised, cross and up-skilled, bridging the cultural divide between the adviser and banker

  13. Business School Structure Academies Cognitive Behavioral Performance improvement Leadership Cognitive Behavioral Performance improvement Culture and Socialisation Cognitive Behavioral Performance improvement Sales and Innovation Cognitive Behavioral Performance improvement Core Technical Cognitive Behavioral Performance improvement Learning and Development  HR  Technology Employee Levels 1 4 2 3

  14. Keystone drives collaboration and better cross-sell between AFS and the bank to deepen penetration in the base Life Insurance Investment Short term insurance Employee benefits Fiduciary Keystone One customer Seamless integration with the segmentation of the bank Loyalty for all Customers to get the full value of using the bank for all their services Integrate marketing Products should look and feel like bank products Maximise the channels Blended channels that benefit the customer Single view of CVP Get the bank to benefit from the Use the bank brand Protect the brand as a major competitive edge

  15. Key Competencies Customer Growth Segments Customer Segment Enablers • HNW & Lending Leads Management Consumer Banking Customer Solutions Business Markets Africa Digital Innovation Mission Control

  16. Connecting the Customer’s Universe Leads Management Operations Lending Consumer Banking Customer Analytics Africa High Net Worth Customer Solutions Digital Innovations Business Banking

  17. Big 10 Customer Intimacy Councils, Rolling stone Alignment Advisor Alignment Product / Segment / Channel / CVP Alignment Top 500 Training Identification of target executives Execute and Optimise Brand Ambassadors Conquer Business Markets Commission Share VAPM Leads optimisation Agribank Unlock Value in Retail Branches Leads optimisation Supersize non-advice CDD / iCAPs Discover Africa Due Diligence Job cards Strategy / Relationships Bancassurance best practice Digital Innovation WIM AOL Strategy Feature store Sexy Customer Solutions Marketing Insights Communication CVPs Predictive Modelling Loyalty Customer Onboarding Leads & Sales Planning Framework/ Reporting/ Activity Technology Dashboard Retail/BB/PB Campaigns Maximise Secured Lending AHL & CPF AVAF & AVCAF Joint Ventures Edcon/Retail Map up JVs New Opportunities

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