Metrobanking

1
Metrobanking
Metrobanking

• Elizabeth Proust
• Managing Director
• Australia and New Zealand Banking Group Limited
  24 August 2001

2
Putting the customer first focusing on the
basics

• Performance
• Our key focus is on putting customers first
• Cultural change is important
• The branch network is a strategic asset
• Internet and technology leadership
• Summary

3
Metrobanking

• Australia NZ 514 branches , 837 ATMs, 2 call
  centres
• anz.com
• Consumer products
• 2.5m customers
• 4288 FTE

4
Efficiencies have driven profit growth
m
Operating Income
Profit After Tax
m
Mar-01
Mar-01
Mar-00
Sep-00
Sep-00
Mar-00

FTE
Cost Income
Mar-01
Sep-00
Mar-01
Mar-00
Sep-00
Mar-00
Post Wealth segmentation
5
Achievements - past 12 months

• Industry recognition - numerous awards for mass
  retail specialisation
• Savings Institution of the Year
• On-line Bank of the Year
• Best Finance Investment website
• Best Internet Bank in Australia and New Zealand
• Internet - Doubling customers strong customer
  satisfaction retention
• Phased roll-out of customer, staff and technology
  platforms
• Embedded sales culture - continued sales
  productivity per FTE
• Senior Executive team in place
• Managers on individual contracts

6
Continue to lead the market in internet
Take-up as a of customer base Australia

• Customer satisfaction levels exceed 89
• Retention - churn reduced by over 80
• Customers more than doubled in the last year,
  from 420,000 to gt 900,000

Main relationships
Total Value Transactions - Australia

• Internet value transactions now significantly
  exceed phone banking transactions
• Value transactions exceed 1m per month in
  Australia with a total value gt 1 billion.

Internet
Phone
Source Roy Morgan
7
Metros strategic platform
Integrate and maximise the strategic value of our
branch network and customer access points
Strategy
Customers
Our people
Infrastructure
Platforms

• Sales service
• convenience
• service excellence
• simplified pricing
• customer choice
• complaint resolution

• Leadership
• staff satisfaction
• value leadership
• skill investment
• reward
• empowerment

• A strategic asset
• Optimise locations
• Continuing eTransformation

Target Outcomes
Critical to the PFS strategy
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Closing the gap our customers
Wallet Penetration

• Putting customers first
• Launching customer charter
• Having customers as our advocates
• Increasing customer satisfaction
• Simplifying our products
• Delivering CRM to the frontline

Peer average
9
Closing the gap our people
Staff satisfaction

• Driving cultural change
• Breakout
• Having our people as our advocates
• Empowerment
• Incentive program
• Freeing up our people to serve our customers

10
The network leveraging a strategic asset
Number of potential customers within 2km of
Branch - Sydney

• Branch network optimisation model
• Upgrade the network
• Continue shift of simple transaction to
  e-platforms leverage internet leadership
• New sales and service front-end
• CRM

No. of branches
120
120
121
342
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Summary

• Reposition the network as a strategic asset
• Key strategic platforms being put in place
• Strategy to create value and target growth
• Refocus on customer service and sales excellence
• Differentiate with Breakout program and up
  skilling staff

• Goals
• Grow NPAT by 10 over 2 years
• Grow deposits by 15 over 2 years
• Lift customer staff satisfaction to 80 in 3
  years