Analysis & Decision
Table 1 – SWOT Analysis
Strong Brand values
Effective restructuring
programme
Global Existence
Focus on Security
Strong B2B relationship
Strategic Partnership
S software), UK post (11,500 branches),Alliance(10 Year life insurance agreement),Clear stream , SQF
Large Product Portfolio
Financial Performance 2017
R & D and new technology
Strategic acquisitions
Opportunity Cost
Lack of control measures
W High Street Branch Closures
Systemic Culture of Failing its
responsibilities
Corporate Governance
Digital , online and mobile
banking growth
Emerging Markets
Online Banking
O
Corporate Sustainability
Develop international network Serving enterprises across geographies, facilitate international trade & capital flows, Global middle
Prudent Risk Management
Mobile banking Growth
Customer switching costs
Security Threats
Directives on open Banking
from EU & CMA
T
Brexit
Slow adaption to Technology
CIM 14712682
Focus communities, connectivity global communication, training programs (support a culture
grounded in values.
Streamlining product portfolio,exited 97 businesses,20 withdrawals,centralization,divested $290 Bn
risky assets,shedding $6-7 Bn annual costs and overheads, 88 separate country business to 4 SBU’s,11
well-resourced functions and 5 regions, disposed 1,000 products, fewer systems,economics of
scale,one mission,80% new Group GM, closed 62 UK branches.
Headquaters in London, 67 countries,3,900 offices,trade in 9 key countries which is used for liability
funding,parent in 132 countries,225,000 employees speaking 144 languages, world’s 9th largest bank
Secure key token, investing $1Bn each year on financial crime
HSBC Link screen, Pound 10Bn lending SME fund , 93% lending & 18 month free banking for startups,
business support package for SME for the financial challenges, Pound 1,300 Mn Agri fund in the UK,
Remote banking facility, Corporate cards, in branch business specialists, business financing options ,
international support center for UK Busineses , tools and articles(online knowledge center)
Scientists (distruptive technologies), Fintech company Bub, ForgeRock (digital identity, with API
holdings , British cycling,Global Payments(Leader in transactional processing & considerable
economies of scale)
17 Mn customers in UK,625 High street outlets, Full range of personnel, B2B and Premier service,
GBM Provides financial solutions to Government’s, Services(financing, advisory), Diversification
Investment companies & activities , property.
HSBC Group -PAT 17.2 Bn$, Revenue 51.4 Bn$,RRWA 871 Bn$, Total Assets 2,522 Bn$ ,Cost Savings
6.1Bn$ since 2015, ROE of 5.9%, Dividends 64.7 Bn$, share buy backs of 5.5 Bn$, TSR 70.3% from 2011
– 2017,20 Bn$ shareholder equity from retained earnings (industry leading), market leading financial
performance.
HSBC PLC – Income 15.5 Bn (1%+YoY), PBT 2.3 Bn pounds (15%+YoY)
Use of digital technology and innovation, contactless credit cards in UK, API Banking, FINTECH
51% stake in M & S Bank(Personnel banking),First Direct (a telephone and internet based banking-
24*7*365
Discontinue/Divest Business – US Cards Business, upstate NY Branches, Turkey, Exits Pakistan,Iraq,
Kazakhastan
Swiss Subsidiary tax avoidance, data theft, Forex rigging, credit default swaps, rigging precious metals,
interest rate derivative selling Libor manipulation, mis-selling mortgages, money laundering
Increasing customer criticism, reputational issues, customers demanding an interaction, job losses
Refusing to take personal accountability, involved in lawsuits (Madoff Fraud)
CEO’s Income tax avoidance (Panamanian account), alleged manipulation of editorial coverage using
and budget
Increase global flows of trade, finance & data much easier, enable GDB Growth, convenient, early
adopters are key influence, educate & empower, new digital features-millennials are most likely to try
first (seek reviews), customer three quarters of consumer in UK own smart phones/laptops , 2/3 have
a tablet in the family polarization.
Double the size of developed economies by 2050, China, India (Relaxed FDI restrictions)
87% customer satisfaction, check balances(70%),pay or transfer money(58%), transfer between
accounts(58%),58 Mn online Banking in UK, used 20 times more than tele banking , customization,
wiser interactions
Climate change, sustainable finance, environmental issues (climate change, carbon emissions, water
quality),Skill development (customers, community & employees), business innovation
class growth-2Bn+ (2017-2030) driven by growth in Asia, leverage global Network-Implementing
global standards, revenue growth above GDP, Penetrate Asia (75% group profits)
Reducing group RWA, Largest part of industry is bank credit
39% 18 – 34 olds, 81% customer satisfaction, Check balances (27%), transfer money (accounts 18%),
(third parties 17%), Atom, Moza, all account managed via a single application.
Reputation & trust built over time , 69Mn CA in the UK but trend it changing
Trust Banks & TTP’s, cautious about trying out new features via online/ mobile before they adopt
them, 48% concerned about online security
Impacting online and mobile banking (Need to trust banks and a range)
21 month exit program, new rules, Lost of EU Pass porting rights , 500Mn Customers,22 Mn
businesses, EU to relocate banking authority from London, UK banking industry accounts for 20% of
1
the EU market, 1.8% Economic Growth.
The swing generation will try new digital features, 60% not interested in new features
Analysis & Decision CIM 14712682
Table 2 – Pesteel Analysis
PESTEEL factor Driver Impact O/T Ratin
g
Political New Regulations FS act Separate RB from WS & IB & ring fence (2019) T H
EU to relocate BA from London Loose direct customer access (20% EU MKT) T H
Legal PSD2 Directive TTP’s can access info & aggregate accounts O H
EU & CMA Directives Online & mobile banking impact O M
Effects of 2008 econ recession Econ, Social, regulatory pressure T M
Brexit (21 month exit program) EU PP rights, 500Mn customers, 22mn Biz T H
Economic UK’s econ growth 1.8% Encourage RBWM & SME growth O M
Emerging digital market economies Increased global trade, finance & data, enabler of GDP O H
Relaxed FDI restrictions Open opportunity to expand into India/ China O H
Lagged reaction to digital technology 60% not interested in new features T M
Consumer attitude – Polarization Convenience (Online) vs in branch service O H
Social/ Cultural
Growth of Global middle class Demand aspirational products/ upward mobility O M
Development of social skill Managing personal finances (community, SME, staff) O H
Environmental Climate change Focus on corporate sustainability O M
Ethical Focus on corporate governance Ethical management, fair wages, increased transparency O M
IT security Cautious consumers – 48% T H
Challenger banks & tech start-ups High street banks need to stay competitive T M
Technological ICT penetration in the UK ¾ UK own smartphones/ laptops/ tabs / notebooks O H
Open banking/ AI/ social media interfaces/ Cloud/
Disruptive technologies O H
Biometrics
Table 3 – Value Chain Analysis
Force Driver Implication Rating
Barriers to entry Need strong financial support to enter UK banking sector
Product differentiation & brand Need of good RnD to innovate and stay competitive by offering new
identity products
Economies of scale Large markets enable market leaders to enjoy EOS
Threat of new Capital requirement Need of large capital to start

entrance Distribution channel access
Government policies
Proprietary technology
Favorable locations
Price of substitute products
Quality of substitute products
High
Requires strong distribution network & strategies
New rules following Brexit/ rules & regulations in domestic markets
may impact the business
Build capacity & invest on R&D
Traditional mkts and emerging nations
Increasing switching cost to customers
Quality is a key factor for premium brands

Threat of substitutes Switching cost to buyers
Customer brand loyalty
Bargaining leverage
Switching cost to use other
products
Bargaining power of
Medium
Low risk banks with more loyalty programs will have high switching cost
Build through the need to demographic diversified population through
research led innovation
Provide and opportunity for the org to streamline its sales and
production process
High secure banks with more loyalty programs imply customers have
high cost of switching
High

Availability of substitutes
customers
Offering a standardized or
differentiated product
Decision maker’s incentives
Supplier concentration
Bargaining power of
New products will reduce the defection of existing customers of HSBC
to other competitors
By offering new products and discounts, HSBC will limit bargaining
power of buyers
Quality, Security, value for money
Certain markets are dominated by few suppliers by giving them high
bargaining power
High

suppliers Uniqueness of product –
differentiation/ brand reputation
Number of competitors
Size & competitor power
Industry growth rate
Over capacity
Developing dedicated suppliers whose business depends on the firm
Large domestic & international players
Defensive plan to be adopted for huge balance sheet competitors
Industry growth to decline triggering battle for market share
Effects on industry/ demand-supply patterns enforcing price cuts
High

Industry rivalry High exit barriers
Diversity of competitors
Product Innovation
Advertising slugfests
Exit is made difficult due to high investments
Collaborating with competitors to gain market share rather than
competing for small markets
FINTECH will differentiate and reduce market rivalry
Intensive advertising by HSBC and other competitors
2
Analysis & Decision CIM 14712682
Table 4 – Key Issues Table 5 – Critical Success Factors
Key Issues Critical Success Factors
Penetrate Emerging Markets - Asia (China, India, HK), High DGP Stability - Size of balance sheet, low RWA, Revenue, PAT and PBT
and international trade (Mexico), EU strategy with Brexit
Drive Local Scale Through RBWM - Large middle class, create a Scale - Cross selling capability, number of customers, CASA % (low cost
strategic lock in, troublesome HNWI funds), number of branches, international reach
Rectifying Competitive Positioning - Reputation, strapline,
strategic intent, corp culture, values, customer dissatisfaction Breath of Products and Services - Covering all sub segments
(exits)
JVs, Long Term Strategic Alliances & Partnerships - Must be Operational Excellence - Agility, IT infrastructure and security, lean
mutually beneficial, First mover, tech start ups management
Strategic Lock In - Primary Transactional Account, Cross selling, Innovation - Fintech, reinvent business model
increase switching costs
Stakeholder Management - Prioritizing key stakeholders, Risk Management- Low NPA, reducing RWA, control measures
expectation analysis
Embracing Fintech - Open Banking (API), Digital banking Strong Corporate Governance Framework - Adopting to new
(Online, mobile, social media), Beta App, Cloud, AI, Biometrics, regulatory standards, stakeholder management, corporate
Cognitive computing sustainability, corporate values
Creating Strong POD - Segment value proposition
Table 6 – Scenario Planning
Scenario
Description Best case Worst case
planning
Scenario 1 Industry growth rate Global middle class to grow by 2BN by Customer perception on restriction
2020 program
Scenario 2 Declining industry Reached £10,255 in 2016 Decline by £9,953.5 in 2021
Scenario 3 Exponential growth rate Double size of developed economies by Slow adoption of FINTECH
2050
Financial UK banking industry grew More opportunity for HSBC with FINTECH Customers may not be ready to accept
forecast by 10.7% innovation
Table 7 – Risk Assessment
Category Types of Risks Impact Rat Response
Economic Risk Foreign exchange risk Impacts on clients in GB & M markets M Reduce
Growth, Per Capita income (UK) Increase in NPA, Reduce CASA, Social Pressures M Accept
Brexit EU PP rights, 500 Mn Customers, 22 Mn Business, volatile ex. H Accept
rates
Political Risk Political instability Impact relaxed FDI restrictions and business continuity M Reduce
Industry Risk Money Laundering May attract regulatory scrutiny M Reduce
Hyper Competition May drive down margins M Reduce
Negative banking growth forecast Increase high street branches closure, Increase cost/incomes M Reduce
%
Business Risk Interest rate risk May create funding gaps and impact liquidity M Reduce
Tech Startups – Challenger Brands New forms of competitions H Accept
Operational Risk (Process and Risk) Impact on RBWM and SME business growth M Reduce
IT security risk (Data Theft) Cloud Data, Social media Banking, bio metres H Accept
Compliance Risk (PSD2, CMA TTP Verification, Aggregation of accounts M Reduce
Directives) Reducing group RWA, 55% UK industry bank credits H Accept
Credit Risk (Portfolio Risk) Increased customer complaints, loss of reputation H Accept
High Street Branch Closure Focus on RBWM, BB, Misselling mortgages, PB write offs M Reduce
Concentration Risk (Segments) Partner, suppliers may damage reputation H Accept
Alliance Risk Turkey, Pakistan, Iraq & Kazakhstan H Accept
Market Exit Cost
Reputational Media Manipulation Corporate governance records H Accept
Risk Fraud Risk & Financial Crime Damage on sustainable finance, CSR, environmental Issue M Reduce
Lawsuits & financial crime Can impact corporate reputation (Madoff Fraud) M Reduce
Sustainable Finance Focus on sustainable finance, CSR, environmental issues M Reduce
Job security and losses Strikes and unionizations M Reduce
Staff Conduct Negative exposure on the brand H Accept
Physical Risk Hazards (Health & Safety Risk) Impact on employer Brand M Reduce
Table 8 – Stakeholder Analysis
Types Stakeholder analysis Power Power Interest
Internal Employees Career opportunity, Rewarding on performance, job security High
Management High Profits, good brand name, Ranking High
Connected Customers Intimate understanding on customer needs, certification on the security of user data, High
B2C & B2B convenience, build loyalty from innovation, product quality, value continuity of business
Competitor Gain Market Share High
Strategic Alliance & JV’s Transparency, Engagement, Alignment of goals, integrity, clarity & Honoring contracts High
Regulator Standards, Accountability, Adhere to regulations High
Share Holders Dividend, Capital income and safe investment High
External Society Preservation of environment, natural resources 3
High
Media Provided perspective, clarity & communication High
Government Tax, employment, Adhere to regulation High
Analysis & Decision Table 8 – Competitor Analysis CIM 14712682

Company Product categories Key strengths

Barclays PLC, Revenue: $ 43,744 Mn Personal, corporate, investment
(2016), Net income: $ 3,020 Mn banking, credit cards, & wealth &
(2016), Net loss: $ 4 Mn (2015) investment management Separated
into core and non-core business units
Lloyds Group, Received a govt bail out Retail, private & commercial banking,
Revenues: $ 53, 479 Mn (2016) $ investment services, pension
15,456 Mn (2015) Net income: $ 3,394 management, treasury services,
Mn (2016) $ 1,291 Mn (2015) insurance, wholesale banking &
international banking Insurance:
Corporate pensions, protection,
retirement& home insurance
RBS Group Revenue: $ 20,383 Mn Personal, Business, commercial,
(2016) $ 21,646 Mn (2015) Net loss: $ Private, corporate, institutional
7,085 Mn (2016) $ 1,600 Mn (2015) banking, williams and Glyn. Retail,
commercial, corporate banking &
corporate center
Nationwide, Revenue: Pounds 3,285 Savings and mortgages
(2017), Pounds 3,333 Mn pounds
(2016), PBT: Pounds 1,030 Mn (2017),
Pounds 1,337 Mn (2016)
Santander UK, Spanish Owned, PBT: Pounds 1,814 Mn (2017), Pounds 1,914
(2016), Revenue: Pounds 4,912 Mn (2017), Pounds 4,795 (2016)
Figure 1 – Summary of Profit Margins – UK Banking Industry
100.0%
Summary of Profit margins
Regions: EU, Apm Africa, ME and Americas, Largest CA,
catering for 1 out of 6 in UK, Cross sell ability
UK's leading financial services group, ability to cross
sell Primarily conducts business in the UK. Role: To
serve businesses and individuals by making a positive
contribution Owns 10 Banking brands E.g. Natwest,
RBS etc Retail owns 4 brands, serving millions of
customers through a large branch network in the UK
Long term savings and investment products Acquired
MBNA Credit cards (3 Mn UK consumers) 1 in 4 hold
main account with the group
Regions: UK, EU,US and Asia, Diversified, Nationwide
network of relationship managers, telephone and
internet channels, Risk management services to corp
clients
World largest building society, 15 Mn members, UKs
2nd largest mortgage provider, One of Uks largest
savings providers, Heritage culture on mutuality, Best
online provider, credit card provider (2014).
188,000 employees, 125 Mn customers, 14 Active
users in the UK

0.0%
HSBC Holdings (PLC) HSBC Bank (PLC) Barclays PLC Lloyds Banking The Royal Bank of Santander UK PLC Nationwide
Group Scotland Group PLC
2015 2016 2017
-100.0%
Table 17 – Triple Bottom CSR
Profit ( Economic Profit) People ( Social Progress) Planet ( Environmental Sustainability)
Achieveing revenue growth above GDP Skill Development (Customers, Community and
(Penetrate ASIA) employees) Climate Change
RBWM Focus Business innovation Sustainable Finance
Innovative business model SME Fund Carbon emissions
Digital Banking Remote Banking Water Quality
Strong Financial Performance
Highest dividents paid to shareholders in the
industry Table 9 – Segmental Analysis
B2C (RBWM) B2B
Segment Mass affluent Upwardly mobile Career builders Corporates Mid markets SME
Assets Pre-approved loan up Pre-approved loan up to Mortgage/ cash £300mn £10bn
Product mix

to 15*salary 8*salary back loan lending fund lending

fund
Liabilities Deposits - £50,000 Deposits - £5,000 Min. bal. - £50
Credit/ Debit cards Titanium premium Platinum advance Gold/Silver credit/ Credit & lending/ International trade
Credit/ Debit card credit/ debit card Debit card receivables finance/ Treasury mgt/
Income £3,000/month £1,000/month £300/month liquidity solutions/ Commercial
Demograp

Age 40+ 26-40 18-25 insurance & investments/ access to

hic

Cross selling Life & travel Personal loans/ Leasing/ personal global products & services (forex
product insurance/ FDs/ ODs insurance/ mortgages loans/ savings products) raising capital on debt and
plans equity mkts & advisory services
Offers Luxury retail/ Hotel Bill payment offers/ Retail discounts/
Benefits

stays reward points fuel rebates

sought

Delivery channels Relationship mgt Mobile/ internet Banking kiosk/ in Remote access to bank accounts
banking branch service/ UK ID security checks
Post Selfie verification
Segment Together we thrive Together we advance Together we grow Position on trust, resilience,4
strategy
Position

positioning dependability
ing

Current positioning “It’s the little things that makes the big difference”
New positioning “Everything for a better future” We believe in you
Analysis & Decision Table 10 – Strategic Intent
Vision statement
Throughout our history we have been where
the growth is, connecting customers to
Current opportunities. We enable business to thrive
Charter and economics to prosper, helping people fill
their hopes and dreams and realize their
ambitions
Be at the forefront of economic prosperity by
New focusing on communities, connectivity &
global communication (3 Cs)
Mission/ Purpose statement
We want everyone at HSBC to use their own
judgment and make decisions for the right
reasons. Sometimes, the best course of action
Current is unclear, but we hope by focusing on the
interest of our customers and the
communities we serve, we will also do what is
right for HSBC
Connecting the world by making banking
New
simpler, better and faster
Values/ Strands
Dependable, open to different ideas and
Current cultures, connected to customers,
communities, regulators and each other
Integrity, Accountability, Innovative,
New
Empowering, Transparent, Diverse
Strapline
"It’s the little things that makes a big
Current
difference"
New "We Can"
Table – 12 DIFFERENCIATION STARTEGY - POD
1 Premier proposition
2 Linked screen, Beta App, internationa support centre, online
knowledge center
3 In branch business specialists
4 HSBC University
5 Create a global repository and MKIS for sharing best practices
6 Digital banking - Fintech
7 Big data analysis
Table – 13 Blue ocean / game changers (draw a strategy canvass
and the 4 actions framework)
1 Open banking
2 Big data analytics
3 Multi/ Omni Channel delivery
4 Fintech - Blockchain, AI, IOT, advanced biometrics
Table - 14 GROWTH, OR INSTITUTIONAL STRATEGIES
Strategic Acquisitions
1 Santander , Nation Wide, RBS Group
Strategic Partnerships
1 Google, Facebook and Linkedin for Digital Marketing
2 India
3 Mexico
Digital strategy
1 Measure through Clicks & engagement rate Site visits Time
spent on app ot site
Table 11 – Ansoffs Growth Matrix CIM 14712682
PRODUCT / MARKET STRATEGIES
Market penetration
1. Attracting millennials - Loyalty points, rewards, personalized
offers on utilities, offers on retail brands.
2. Cashback offers with payment platforms - Apple Pay, Google
Pay, Ali Pay
3. Using PB to break into corporate accounts
4. Cross selling other asset products to CA holders
5. Engaging digital (viral marketing) campaigns in the UK
6. Penetration pricing - Use in a few segments to grow share (Give
examples) E.g. Swingers, Millennials
7. Strategies to win back lasped users from High street branch
closures.
8. Advertise USPs (Premier) to core target markets and build
aspirations
Market Development
1. Engage millennials with new digital features
2. Emerging markets (high DGP, middle class growth & trading
volumes and capital flows, relaxed FDI) - China (belt anf road
route), India, Mexico, KH, Asia
3. Align business strategies with sectorial gorwth - Construction,
tourism, oil and gas etc
Product Development
1. Open banking solutions - TTP API verification for B2C and SME
2. Mobile strategy - Beta App, aggregate accounts
3. Social media interfaces - FB, WhatsApp, Instergram, WeChat to
send and receive money
4. Augmnet online banking strategy - Omni channel banking
5. Casue related products - Credit cards, solar loans, electic
vehicle leases and loans
6. Specialist businss account for SMEs
7. Salary (loans/ overdrafts) bundled offer - To encourage primary
transactional accounts
8. Security - Virtual pin, advanced biometrics
9. Banassurance - Leverage Allaince partnerships to cross sell Life
insurance to HNWI, Motor insurance to RBWM customers.
10. Customized solutions for GB & M clients.
11. Digital, VR branch
Diversification - Related
1 . Invest in promising Fintech start ups - Cloud, AI and Cognitive
computing
Table 15 - STRATEGIC POSITION
Market Leader (Size of balace sheet) - Pursue Defense
1 Strategies
Position Defense in the PB Segemnt
2
Mobile Defense in Emeging export markets
3
Pre Emptive Defense in Fintech and Digital saavy segments
4
Flank Position Defence in RBWM and BB
5
Counter Offensive Defense in the Domestic market
6
Figure 2 - HSBC Growth vs Profitability
30
Percentage

2 Increase online advertising to TG, SEO in emerging markets 20

3 Social media listening
4 Use LinkedIn in B2B 10
5 Activate the bloggasphie (Digital PR)
6 Viral marketing 0
7 Mobile marketing - Coupons, Apps, QR codes 2012 2013 2014 2015 2016
8 Weekly e newsletters to PB and wealth management Year Profitability % 5
Growth %
customers
9 Use of Big data - Cross sell opportunities Linear (Growth %) Linear (Profitability %)
 Analysis & Decision Table 15 – Innovations Analysis CIM 14712682
Factors Evidence Critical evaluation Opportunity of innovation
Focus on culture,
communities & working
together, strong brand Culture of failing its responsibilities,
Launch an internal marketing campaign focused on
values Rich heritage, refusing to take personal accountability.
grounding staff on new values
values diversity, Staff speak in many languages however
Launch a global talent pool program
aspirational employer no empahsis on team work, pushing
Cultural Launch a global repository for sharing best practices
Lack of evidence in staff boundaries Lack a structured process to
Climate supported by a awards scheme for best ideas
involvement in capture new ideas from across the world
Undertake an annual attitude survey using
innovation & employing (67 countries) Need to create a sense of
metophiorical analysis to gauge the degree of
creativity Lack of challenge, shared purpose, elimate any
freedom to innovate and apetite to change
evidance of a power & political bottlenecks
performance driven
culture
ID verificaiton via selfies Launch Beta App (1st Bank in the UK)
ROI in innovation? Any patents?
Frist direct and M & S Introduce open banking solutions using API's
Strategic lock in?
online banks Revamp online Banking (interactions, customization
Slow Digital technology adaptation
HSBC security token and security)
Innovation Business model innovation prioritize
Link screen Partner payment platforms for cash back offers
Performance projects based on profitability impact,
International support Social media banking, Tab based selling
productivity
centre AI (Bot Advisors), Cognitive computing (Big data
Lack of evidance of an IT Road Map.
Online knowledge patterns)
Absesnce of an innovation center
centre Leveraging the Cloud to reduce IT costs
May impact speed to market & clear
Lack of a robust NPD policies on the rationale for NPD,
process evaluation criteria to be introduced.
Launch HSBC innovation awards in the UK
Operational excellence Lacks evidence of any rewards and
Policies & Start a fin tech idea fund
Strategic partners of recognition prorgms for innovative
Practices Develop KPIs for innovation for all staff through a
innovation ideas,
BSC
Committed staff with Technology companies, scientists
fair wages Gauge staff, department contribution
towards innovation
No evidence that innovation is driven
from the top, a presence of an MKIS,
Lack of evidence of a Effect a repository for global best practices and
dynamic capabilities and intuition.
structured training introduce a continues imrpovement & TQM to
Cognitive Strong values can be used to create the
program to enhance support a learning organisation. Use omni digital
Styles desired behavioral standards. desired
creativity. tools to crete a staff certification program, Oxford
behavioral standards. Undertake
HSBC University Univeristy Scholarship program for best ideas
prorgams on creativity, entrepreneurial
thinking and NPD
CRM Evidence Opportunities for CRM
Acquire The launch of open banking solutions Develop incentives to share data with TPP's
Low current account share Buy CA portfolio, agreesive drive of CA
Online banking penetration Provide wider interactions and customisaton
Social media interfaces Develop an interface to apply for RBWM products
Table 16 – CRM

Selfie verificaiton & ID security via mobile Use in supermarkets, malls, stations to acquire customers
Current accounts penetration Use account turnover brahviour to cross sell mortgages
68% seek other products based on CA relationship Introduce a product bundled offer
360 Txn view for tellers and in branch specialists Use segestive or up selling, cross sell dashboards and incentives
Using cloud data to automate services Develop alternate channel strategy to divert counter customers
Cross, Up
Cognitive computing platform (Big data) Develop behavioral scorecards for cross selling
sell
Swingers Cross sell insurance, pension, investment planners
Lack of evidance of s focussed effort of corss selling Set up a cross sell division and system to identify potential HNWI's
First direct, M & S Bank Cross sell core banking products to online customers
Global payment merchant network Cross sell CAs to Merchants
Launch a 'staff get member' & 'Member get member' referal
Retention Leverage 225 exployees, 17 Mn customers
programs
Deepen relationships using digital banking channels Launch a rewards based loyalty program
Mobile banking savvy customers Strategic lock in customers with Beta App download and usage
Business banking lacks differetiaiton Create a specialist business banking with world wide access
High street branch closures Launch a complaint management system, virtual branch
Creating Online shopping savvy consumers Offer advnaced security features
Advocates Changing banking regulations Inform customers of new regulations
AI Bots To provide advisory services, moments of truth surveys
6
International support center Provide access to M & S and First direct customers
HSBC Univeristy Cross selling champion certification for all front line staff
Using PB & RB to break into corporates Enstablish a customer life cycle management program