Clr case monsters-ddge

Strategy: Moscow as a Global Financial Center (GFC) Changellenge >> Cup Russia 2011 CaseMonsters Moscow, March 2011

Now Russia does not reach the level of other world leading GFCs The main area for Bank of Moscow should be in human capital development Medium Low None Insignificant Tasks for Creation GFC in Moscow Level of development: Absolute Sufficiently high Human Capital Development © 2011 Casemonsters All Rights Reserved ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Moscow (68 th in GFCI * ) London (1 st in GFCI) Dubai (28 th in GFCI) New strategy for Bank of Moscow: Customer oriented organization focused on key financial products consumed in GFCs Choose target customer segment [Slide 3] . Choose right group of retail products [Appendix 1] Align Bank of Moscow with new strategy [Slide 4] ,[object Object],[object Object],[object Object]

The most appropriate segment that respond target requirements ( income rate/Potential demand for diversified banking products) is “Young Leaders” 18% 21% 18% 3% 12% 11% High Low High Below avg. Segment attractiveness evaluation Choosing target segment Potential demand for diversified banking products 1 2 Young Leaders – Target Segment! 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Current penetration : About 10% of people in this segment use the services of the Bank of Moscow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

New strategy for Bank of Moscow: Customer oriented organization focused on key financial products consumed in GFCs Degree of Differentiation Low High AS-IS TO-BE AS-IS TO-BE Target concept Location Promotion Pricing Communi- cations Client Service Products & Services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Bank of Moscow Strategy in creating GFC in Moscow-City Promotion Significantly increase proportion of internet and in store-advertise . Accent on modern channels of promotion Communications Use current communication channels but realign content with new strategy Products & services Significant changes in product line: Insurance, Pension Funds, Brokerage in addition to traditional products Location Primarily focus on refurbishing branches where Young Leaders live ; ( Large malls , inside 3 rd transportation circle ) Client service Revolutionize customer service, go away from traditional, soviet style customer service to modern GFC customer service concept Create customer service blueprint Pricing It would be difficult to keep current price level on banking products . Main value for clients will occur due to cross-sales and discounts Differentiations that should be made in today’s Bank of Moscow strategy

New offering (business-to-business) Growing financial competence of Moscow population ,[object Object],Key goal Target buyers of this offering Primary Outputs Illustrative Assets, Tools, Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Build up process model Construct balanced KPI scorecard Prepare visual materials and instructions to conduct financial and economics seminars Set up application tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Key Activities © 2011 Casemonsters All Rights Reserved

There are 4 main initiatives, which will guide Bank of Moscow through its new strategy Customer Insight New branch office concept Programme & Change Management Marketing stage Growing mentors human capital Establish process Campaign Management Learning offering establishment Customer service strategy Business processes realignment with new strategy Financial competence offering 2015 20% 1,0 0,8 0,6 0,4 0,2 0,0 +14% 2014 19% 2013 18% 2012 15% 2011 12% 35% 2015 1,0 0,0 +63% 2014 35% 2013 32% 28% 5% 2012 0,2 2011 0,4 0,8 0,6 New branch office concept Customer service strategy Business processes realignment with new strategy Financial competence offering Strategic Initiatives ,[object Object],[object Object],[object Object],Build up independent offering then to attract buyers for it ,[object Object],[object Object],ROI (%) © 2011 Casemonsters All Rights Reserved Establish new branch concept Branch offices refurbishment (pilot) Branch offices refurbishment (industrial stage) BP optimization Bring in external consultancy to align business processes Development of customer service personnel Implement customer service compliance system Commercial Transformation

APPENDIX Changellenge >> Cup Russia 2011 CaseMonsters Moscow, March 2011

Appendix 1 Distinguishable retail products of GFC as percentage of population usage © 2011 CaseMonsters All Rights Reserved Peer group (GFC), % of population Investments 0.3% Loans Moscow, % of population Peer group: London New York Hong Kong Singapore 47% 38% Investments 72% 78% 95% Non-state pension funds Debit cards Loans Deposits Non-state pension funds 4% Debit cards 9% 15% Deposits 23%

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