Relationship Banking 2.0: Sustained Profitability in a Time of Turmoil

EnterpriseStrategy
Research, Thought Leadership and Strategic Insight on Banking & Payments OCTOBER 2011

Relationship Banking 2.0:
Sustained Profitability in a
Time of Turmoil
A N F I S S T R A T E G I C R E P O R T

©2011 Fidelity National Information Services, Inc. and its subsidiaries.

Relationship Banking 2.0: Sustained Profitability in a Time of Turmoil PAGE 2

Contents
FIS EntErprISE StratEgy Volume 1 • July 2011

3 Banking Industry Evolution

7 Restoring Healthy and Profitable Customer Relationships

10 Evolution While the Landscape Shakes

12 Banking in the 20-teens

14 Solutions for Financial Institutions in the 20-teens

17 Your Advantage in a Changing World

19 About FIS



Banking Industry Evolution
The retail banking industry is undergoing a dramatic transformation. Originally built on a business model valuing proximity,
rigid product selection and face-to-face interactions, it is rapidly evolving to a customer-centric model in which consumers
can get personalized information and services on demand with a few clicks of a mouse or, increasingly, a few taps on a
smartphone screen.

This represents a major break from the past. Historically, banks and credit unions operated mostly within a presence-driven
model, anchored by brick-and-mortar branch networks built on local presence and face-to-face relationships. As leading
banks became regional or national in scope, offering a broader solution suite became the norm. Financial institutions
competed based on an expanded range of mostly mass-marketed products, relying on what may be called a portfolio-
driven model. Product management and direct marketing capabilities emerged in areas such as credit card, mortgage and
home equity lending, and high-yield savings products — while banks continued to aggressively promote free checking.
And in most cases, the product capabilities resided within lines of business (monolines) and institutions managed product
portfolios, not customer relationships.

More recently, institutions funded the expansion of their product portfolios and
presence (i.e., rapid branch expansion) by tapping into the seemingly endless
pools of revenue from mortgage origination and securitization fees, overdraft and
insufficient funds fees, and card interchange. Today, these revenue sources have Relationship Banking 2.0
diminished due to the economic downturn and regulatory changes. But even
after economic conditions in the U.S. improve, the retail banking business model requires a change in
will have permanently changed. As a result, institutions are now looking to new
sources of revenue and profitability, most of which will be captured from within philosophy ultimately
their existing customer bases.
beneficial to financial
To accomplish this, financial institutions need to recognize that how consumers and
businesses buy, save and communicate — driven by forces largely outside banking — institutions and the
has forever changed the path to profitability for retail banking. Successful banks
in the 20-teens will understand that in order to thrive, they must acknowledge
customers they serve.
that consumers and businesses have graduated to Relationship Banking 2.0. This
calls for more than a shift in strategy. It requires a change in philosophy ultimately
beneficial to both banks and the customers they serve.

In Relationship Banking 2.0, financial institutions will achieve differentiation by understanding their customers’ unique needs
in a way no competitor could — by gaining rich analytic insights into customers’ habits and preferences and then crafting
tailored offerings that forge more personal and more profitable relationships. The shift to this consumer-centric perspective
is the cornerstone of the profitable relationship-driven model.



Figure 1: The Banking Industry Is Rapidly Evolving

PROFITABLE RELATIONSHIP
• Advanced analytics
FIS EntErprISE StratEgy Volume 1
• Tailored banking services • July 2011
• Precise segmentation
• Optimized pricing

PORTFOLIO
• Product features & benefits
• Product management
• Mass marketing

PRESENCE
• Brick and mortar locations
• Local presence
• In-person service

Source: FIS Enterprise Strategy, 2011

Banks’ Perceptions of Their Positioning
A recent FIS™ Enterprise Strategy survey of U.S. senior banking and credit union executives underscores their desire
to cultivate profitable customer relationships. When asked to describe the primary value proposition their institution
represents, 91 percent of the mostly “C-level” respondents indicated it’s based on being a relationship or service quality
leader (Figure 2).



Figure 2: Value Propositions Supporting Relationships Dominate
Executives’ Perceptions of Their Financial Institutions’ Market Positioning

Relationship leader that understands customers’
unique needs, develops strong relationships and can
tailor solutions to customers’ particular needs
60% * Customer
Relationship
Customer service leader that offers top-notch service
Positioning
quality, accuracy and problem resolution 31%

Advice leader that offers expertise and information
enabling customers to receive objective advice 2%
targeted to their financial needs

Convenience leader that offers 24/7, multi-channel
access allowing customers to bank when and 2%
where they want

Product performance leader that offers innovative
or best-of-breed products 2%

Price leader that offers the best product
prices/rates in your market 1%

Other 2% * Read as: 60 percent of respondents believe their
financial institution is a relationship leader

Source: FIS Enterprise Strategy, July 2011; n=351

Senior executives believe that while a financial institution must operate at competitive parity in terms of advisory services,
convenience, product performance and price, these factors are merely table stakes. Competitive differentiation is attained
by understanding customer needs and delivering service quality that exceeds expectations.

Delivering on relationship and service quality value propositions has become increasingly more challenging due to the
accelerating commoditization of the retail banking landscape over the past decade. Having trained customers to expect
services such as free checking, debit rewards and teaser-rate credit card offers, financial institutions must revise their
economic models to remain profitable and, in the process, wean some of their customers off the “free lunch” that many
have enjoyed at other customers’ expense. The focus now is to convince customers to compensate their primary financial
institution through one or a combination of: 1) paying higher fees, 2) bringing the provider greater financial wallet share,
and 3) lowering delivery expenses by substantially shifting transactions to self-service channels.



Senior executives recognize the urgent requirement to create value propositions that monetize relationship and service
quality leadership. But they also acknowledge significant gaps between their desire to pursue these value propositions and
their capabilities to actually fulfill them. For instance, 96 percent of the executive survey respondents scored “efficiently and
affordably providing a high level of customer service” as being an important initiative to their institution. Yet only 57 percent
indicated their institution currently had the capabilities to deliver customer service at this high level (Figure 3).

Figure 3: Institutions Are Closer to Achieving High Levels of
Customer Service than Tailoring Solutions to Meet Unique Needs

Executives’ Ratings of the Initiatives’ Importance to Their Institution and
Their Current Capabilities to Successfully Address Them
(Top-2 Box on a 7-Point Scale)

100%
Level of Importance to Financial Institution

95%
Understanding customer
preferences and having the
ability to tailor banking Efficiently and affordably
(Top-2 Box Percent)

90% providing a high level of
Optimizing the delivery solutions to meet their
unique needs customer service*
and communication of
our products and
85%
services at all points
of customer contact

80%

75%

70%
20% 25% 30% 35% 40% 45% 50% 55% 60%

Financial Institution Current Capabilities (Top-2 Box Percent)

* Read as: 96 percent of FI executives rated “efficiently and affordably providing a high level of customer service” as a highly important initiative. 57 percent of executives
rated their FI as having strong capabilities to deliver on the initiative. Source: FIS Enterprise Strategy, July 2011; n=351



An even wider gap between importance and capabilities surfaces in “understanding customer preferences and having
the ability to tailor banking solutions to meet their unique needs.” Eighty-three percent of senior executives scored it
as an important initiative, while only 38 percent said they currently have the capabilities to deliver on it. In other words,
institutions do a better job of providing a high level of customer service as defined by the banks than understanding their
customers’ preferences and targeting them effectively. This is probably acceptable for the time being since customers
generally perceive high service quality as a precursor to relationship formation. But longer term, this gap must be closed.

Highlighting the difficulties involved in delivering multi-channel customer experiences, similar results were reported in
“optimizing the delivery and communication of our products and services at all points of customer contact.” Seventy-eight
percent of executives viewed the initiative as important, but only 30 percent believed they currently have the capability.
Closing this gap will be essential to improving the relevance of targeted product and service offers.

Restoring Healthy and Profitable Customer Relationships

Though the vast majority of institutions are striving to differentiate themselves
based on relationship and service quality, customers remain wary. In an era of
constantly rising customer expectations, execution gaps in service quality Customer loyalty will not
and the inability to understand and honor customers’ preferences are taxing
customer relationships. A recent FIS Enterprise Strategy survey of consumers improve until financial
with checking accounts on the topic of customer loyalty reveals that
relationships between financial institutions and customers are not healthy long
institutions can authentically
term and are at significant risk, especially for financial institutions, because:
1) financial institutions are overserving and undercharging a significant number
of customers, and 2) financial institutions have not thoroughly leveraged demonstrate they are
opportunities to deepen relationships with customers.
acting with customers’ best
• Forty-five percent of customers fit the profile of “loyal” based on loyalty
metrics such as consolidation of assets or loans with the primary checking interests in mind.
account provider, the belief that their provider has product and service
expertise and the level of trust in their provider.

• On average, customers have been with their primary checking account provider for about two-thirds of the time
they’ve had a relationship with a bank. But, much of this high retention rate is attributable to the perceived hassle
of switching to a new bank. Many consumers (43 percent) agree that “switching my primary checking account to
a different financial institution is more hassle than it’s worth.”

• Even among the most loyal customers, primary checking account providers capture less than 50 percent of
deposits and investable assets or loans/revolving debt.



While 45 percent of customers fit the definition of “loyal,” only 17 percent of current customers are both loyal and maintain
a relationship that is profitable to their primary checking account provider (Figure 4). This is a real conundrum for banks
charting a course for sustained profitability in the new era of banking. Another 18 percent of customers are loyal, but
unprofitable. While these particular customers are currently unprofitable to their primary checking account provider, they
are potentially profitable based on their ability to move more assets or loans to their primary bank. Meanwhile, 9 percent
of customers are loyal but will remain unprofitable for the foreseeable future. These customers are the heaviest users of
channels, pay the lowest fees and have limited resources to service their debt. The only way to get them to a “break-even”
point is to charge them fees based on product and channel usage.

Figure 4: Six Segments of Banking Customers Based on Loyalty and Profitability

HIGH Unprofitable Potentially Profitable
Loyals Profitable Loyals Loyals

9% 18 % 17 %
Loyalty to
Primary
Financial
Institution
Unprofitable Potentially Profitable Profitable
Non-loyals Non-loyals Non-loyals

10 %* 24 % 21 %

LOW

LOW HIGH
Profitability to Primary Financial Institution

* Read as: 10 percent of consumers are in the “Unprofitable Non-Loyals” segment. Source: FIS Enterprise Strategy, August 2011; n = 3,000



In the same survey, FIS asked a series of tradeoff questions to find out what would most motivate customers to move assets
or loans to their current primary checking account provider. Results show that 51 percent of consumers would not easily be
motivated to move assets or loans. But the remainder could be motivated based on differential appeals. For example:

• The largest percentages of profitable customers — both “loyals” and “non-loyals” — are most likely to move
assets or loans if offered preferred interest rates based on total balances with the financial institution.

• “Non-loyals” are more motivated by being charged lower fees for using self-service than “loyals.”

• Loyalty programs that allow customers to customize their own rewards from a menu of options are attractive to
the “potentially profitable” segments.

Notably, the survey’s tradeoff questions also explored customer motivation to move assets by having access to banking
branch staff who recognize and know them. It turns out that knowing branch bank staff is a weak motivator for customers
to increase their share of wallet with their primary checking account provider (only 5 percent expressed interest). Instead,
customers desire rewards, better interest rates or lower fees for using self-service — and having these incentives tailored
by their financial institution (Figure 5).

Figure 5: Actions to Improve Segment Loyalty and Profitability

CUSTOMER SEGMENT GOAL ACTIONS

Unprofitable Non-loyals Get to at least break even • Fees to drive usage of lower cost channels and
limit channel usage
Unprofitable Loyals
• Increase requirements for fee waivers

Potentially Profitable Increase loyalty and • Incentivize moving loans to reduce fees
Non-loyals profitability • Screen for basic credit card loyalty qualification
• Fees to drive usage of lower cost channels or
limit channel usage

Potentially Profitable Increase profitability • Incentivize moving loans to reduce fees
Loyals • Screen for basic credit card loyalty qualification
• Fees to drive usage of lower cost channels

Profitable Non-loyals Increase loyalty to • Offer preferred interest rates based on moving loans
deepen relationship or deposits (especially mortgage refinancing)
• Customized credit card loyalty program

Profitable Loyals Retain and deepen • Offer preferred interest rates based on moving
relationship loans or deposits
• Customized credit card loyalty program
• Assist with financial management

Source: FIS Enterprise Strategy, August 2011; n = 3,000



These FIS research results highlighting the vast differences in customer profitability and loyalty underscore the dilemma facing
financial institutions. Actions designed to develop relationships with one segment of customers will not necessarily appeal to the
rest of the customer base. Some customers desire and value high-touch relationship banking services. Others are self-directed
and manage their finances on their own terms with the latest self-service technologies. Some find dealing with their finances to
be confusing and simply want to avoid penalty fees.

We expect this dilemma to lead financial institutions down two potential paths. First, some institutions will decide to specialize.
Instead of reaching out to all customers in a standardized way they will specialize and reach out to targeted customers in a more
customized way, at either the high end or low end of the market. This will require tailored products, pricing and packaging.
Second, some institutions will continue with a generalist approach of serving all customer segments, at both the high end and
low end of the market. This will require modular product design so that standardized (yet competitive) banking services can be
flexibly and economically delivered based on customer need. Multi-product packages may be offered to higher-end customers
while lower-end customers are served with a general purpose reloadable prepaid card with checking-like features, for example.

What’s exceedingly clear in either case is the traditional relationship banking model that’s been deployed in the industry
during the past decade will no longer suffice. Yes, in both the specialist and generalist approaches refinements to technologies,
operations, products and processes are required to complete the migration to a profitable relationship-driven model and access
to new layers of profitability. But the first and most important change required is one of philosophy.

When the banking industry purports to discuss “customer relationships,” it’s usually a smoke screen for discussing benefits to
the institution. Customers are not oblivious to this disparity and realize they are being treated as a means to a bank’s ends.
This is why only 17 percent of current customers have both loyal and profitable relationships with their primary checking account
provider. This will not change until financial institutions can authentically demonstrate that they are acting with customers’ best
interests in mind. Only when this philosophical change is embraced will an institution be able to succeed at understanding how
to make it easy for customers to do business with them, earn customers’ trust and provide solid value on customers’ terms.
The strategic decision to specialize or generalize will naturally follow.

In order to get there, institutions must also apply a level of analytical rigor and insight into customer segments that has rarely
been seen. This can be accomplished through the use of robust data analytics solutions and creating a culture committed to
acting upon the analytical insights.

Evolution While the Landscape Shakes

Financial institutions are challenged make these strategic decisions during an extremely dynamic and unpredictable time.
In addition to the changing regulatory environment, financial institutions will be evolving their business models in the
midst of: 1) increasing industry consolidation, and 2) rapidly changing consumer preferences in forming and maintaining
relationships with all types of institutions, including financial institutions. But while these challenges are daunting, they will
open opportunities for institutions that are flexible, embrace change, and are committed to providing lasting value in an
individualized fashion to customers on their terms.



First, consolidation in the financial industry has led to massive concentration of deposit and loan share within the largest financial
institutions. Twenty years ago, commercial banks with deposits of $10 billion or more held about one-third of commercial bank
deposits in the U.S. Today, banks of that size hold nearly 75 percent of all deposits. And due to several high-profile mergers of
huge institutions during the recent recession, four banks now control more than a trillion dollars in assets each. These “mega”
financial institutions have enormous resources and will be the market-makers, setting the standards for the entire financial
institution industry.

While the mega institutions will be the first movers on many fronts, in most cases community-based institutions can be
fast followers and obtain product, marketing and delivery capabilities that are competitive with those of the large banks.
Community institutions can also leverage superior local-market knowledge to increase their share of loyal and profitable
customer relationships.

Second, consumer preferences and habits are changing rapidly in the wake of technology adoption. Five big shifts that will
have a large impact on customers’ relationships with their financial institutions include:

• The distinct change in customer banking channel preference that has occurred during the past 20 years or so.
More specifically, there has been a declining reliance on branches as both consumers and businesses have shifted a
greater share of their service and sales interactions toward self-service banking channels such as online, mobile and the
call center.

• The shift in customer preference for non-face-to-face communications with their financial institutions. In a recent
survey conducted by FIS Enterprise Strategy, 51 percent of consumers indicated a preference for receiving information
about new bank offers via e-mail, while 49 percent said they preferred “snail mail” and 41 percent preferred their institutions’
online banking site for information. Only 28 percent preferred an interaction with a bank representative at a branch; even
fewer desired being contacted by phone.

• The influence of social media on how consumers spend their time and make decisions. Social media consumes
23 percent of all time that Americans spend online, according to research by The Nielsen Company. The social media
phenomenon has empowered customers to take control of their own experience and get the information they need
from a community of like-minded people rather than solely from the financial institution. Yet only 18 percent of financial
institution executives in a recent FIS Enterprise Strategy survey viewed social media as an important channel for
communicating and delivering banking services.

• The voluntary surrender of privacy. Today’s young consumers will gladly trade privacy for a good search engine such as
Google — the company that gives everything away for “free” but managed to post $29 billion in FY2010 revenue and
double-digit growth. As we know, nothing is free. “Free” comes at the expense of privacy. Banks could take an approach
to lending that included offering discounts for monitoring DDA and credit and debit card activities to ensure customers
pay their bills on time and manage money responsibly as part of a value-added financial management offering. Banks
already have the data. They’re just beginning to use it.



• The intersection between banking, social media and mobile phones, which will drive mobile payment adoption and
diffusion. More than two-thirds of banking consumers who own a mobile phone use Facebook and one-quarter use YouTube,
according to a recent FIS Enterprise Strategy consumer survey. And it’s not just younger segments that are using social media.
The majority of mobile phone-owning Baby Boomer and mature consumers use Facebook. The research also found that social
media users are the first to adopt mobile banking services and have the highest receptivity toward adopting mobile payment
services. Clearly, institutions need to embrace this powerful medium and harness its vast potential for deepening banking
relationships.

These shifts are daunting, but it’s essential for industry executives to constantly investigate them and develop business plans to
capitalize on changing consumer preferences. It’s also important to monitor entities outside the banking industry that are playing
critical roles in shaping customer experience expectations. Companies such as Apple, Google, Amazon, YouTube and Facebook
are forging irreversible impressions of elegant user-centric design combined with advanced personalization. This has a lasting
influence on customers in setting a new standard for their interaction preferences with their bank or credit union through the
online and mobile channels.

Banking in the 20-teens
While it’s extraordinarily difficult to conduct long-term planning in today’s challenging market environment, it is crucial for
financial institutions to consider how these shifts in consumer preferences and habits may play out over the next several
years (Figure 6). The strategic decisions and capital investments made in the current two- to three-year strategic planning
horizon will have tremendous bearing on an institution’s competiveness in the year 2020.

As this decade unfolds, the 20-teens will probably be the most transformative period in our industry (yes, even more
transformative than the dot-com era). We will most likely bear witness to:

• Financial services providers that operate purely via social media technologies

• Mass-market adoption of mobile banking and payments

• A functional disappearance of paper checks

• Payments networks that enable real-time funds transfers anywhere in the world

• Thousands fewer community-based banks and credit unions

• Tens of thousands fewer staffed branches, many replaced by virtual branches with highly-functioning video
conferencing kiosks and ATMs.



The greatest exposure lies within community financial institutions, as they generally have less operating scale and run a less
diversified set of business lines and financial products than the large banks. However, all tiers of institutions are being forced to
cope with the overall transformation of the legacy banking model.

Figure 6: Profitable Relationship-driven Banking
Will Be the Dominant Competitive Theme of the 20-teens

PRESENCE & PRODUCT-DRIVEN PROFITABLE RELATIONSHIP-DRIVEN

Business Model The “banking” business A “financial information and technology” business

Sales Model In-person, branch-centric sales model Online, anytime sales model

Fee Generation Sometimes punitive, based on product design Transparent, based on customer demand

Payments Business Make money processing transactions Make money by monetizing information

Remote Banking ATM, IVR and PC-based Greater emphasis on mobile-based

Marketing Mass market, delivered through offline channels Targeted one-to-one, delivered through real-time
interactive channels

Customer Experience Varied due to siloed channels with static Unique user experiences tailored to
look and feel customer affinity

Customer Purchase Customer originated search for information Preference-based real-time push of information
Process


In short, the world is changing at an astronomical speed. Financial institutions that ultimately survive and thrive in this
environment will be the ones that migrate from the “banking” business to a “financial information and technology” business.
The high performers of the future will be committed to deepening customer relationships and can translate that from
transactional, product-based relationships to tailored offerings via adaptive multi-channel delivery in ways that genuinely
resonate with specific segments. The result will the realization of long-term, profitable relationships forged across multiple
customer segments.



Solutions for Financial Institutions in the 20-teens
The ability of financial institutions to build profitable customer relationships is predicated on closing the current gap
between importance and capability of understanding customer preferences and having the ability to tailor banking
solutions to meet their unique needs. More than any other capability, the intelligent use of customer information will
be the defining factor among those institutions that thrive in the transition to profitable relationship-driven banking.

Progressive financial institutions are investing in marketing and data analytics solutions to help close this gap. Sixty-three
percent of financial institutions in a recent FIS Enterprise Strategy survey indicated they plan to invest in new or upgraded
data analytics capabilities within the next few years. Four of the five top objectives these executives seek to achieve through
investments in data analytics programs are directly related to gaining greater knowledge of customer preferences to
deepen relationships and improve profitability (Figure 7):

• Improve customer profitability

• Improve customer and account retention

• Cross-sell additional products to existing customers

• Increase the deposit or loan balances of existing customers

Figure 7: Primary Objectives of Financial Institutions’ Investments in Data Analytics

Percent of Executives’ Rating These as Important Objectives
(Top-2 Box Scored on 7-Point Scale)

Improve Customer Profitability 83% *

Profitably Acquire New Customers 80%

Improve Customer and Account Retention 79%

Cross-sell Additional Products
to Existing Customers 77%

Increase the Deposit or Loan Balances
of Existing Customers 73%

* Read as: 83 percent of FI executives rated “improve customer profitability” as a very or extremely important objective of investments in data analytics.
Source: FIS Enterprise Strategy, March 2011. n = 270



Leveraging data analytics in banking to develop profitable customer relationships is similar to trends unfolding in other
industries. The savviest users of analytics in retail have been companies with the most data to mine — historically-catalog-
turned-online and pure-play-online retailers such as L.L. Bean and Amazon.com. Consumers appreciate how companies like
these are recommending other products based on their purchases and telling them what similar shoppers are also buying.
This doesn’t happen in banking, but it should.

Grocery retailers are perhaps a more parallel example of how data analytics are used to forge profitable and “sticky”
relationships with consumers. Many of the table stakes that grocers bring to the game are the same for banks — convenient
location, a fairly commoditized product mix, at- or near-price parity, reasonable wait times. Yet, Kroger has one of the best
models in the grocery business, in part due to its ability to direct customized coupons to specific customers based on their
individual buying patterns. The company also designs where products are displayed to promote high-velocity sell-through
based on a specific store’s customer mix. Kroger is not known for having the superior personal service such as Publix, but
Kroger’s use of data analytics allows the company to: 1) maintain personalized relationships with customers, 2) better serve
individual customer’s needs, and 3) reduce costs. In Kroger’s case, this means keeping less-productive inventory off shelves
and increasing the efficiency of its advertising spend.

In banking, larger institutions are emphasizing consumer or market
segment-based relationship strategies for both marketing and product
development. According to a survey of 500 bankers conducted by BAI
The intelligent use of
in the second quarter of 2011, “relationship packaging and pricing is the
current emphasis for banks when it comes to marketing and managing
their portfolio of products/services.” Fifty-seven percent of banks with customer information will be
$50 billion or more in assets cited this as a priority of near-term investment.
Other key investments for large banks include: 1) technology integration the defining factor among
and platforms (52 percent), and 2) relationship packaging and pricing
(48 percent). Having been identified as a roadblock, investment in
those institutions that thrive
technology integration and platforms to free data previously trapped in
silos is needed to implement relationship packaging/pricing.1
in the transition to profitable
While large financial institutions are leading the way, the same cannot
be said for the banking industry as a whole. Research conducted by FIS relationship-driven banking.
Enterprise Strategy revealed that financial institutions can be categorized
into four different stages of analytics capability, with approximately 10
percent of institutions attaining the stage of truly operating as analytic
companies (Figure 8).



Figure 8: Four Stages of Analytics Capability in Retail Banking

Percent of • Strong existing capabilities; 10-plus years into their analytics journey;
Financial Institutions industry best practices in many areas
FIS EntErprISE StratEgy • Extensive use of predictive modeling, lead generation and management 2011
Volume 1 • July
~10% and targeted campaign management
Analytic
• Working on an enterprise analytics strategy
Companies

• Do the basics well (segmentation, customer profitability,
generate leads, targeted campaigns)
Analytic
~20% • Started to work with sophisticated analytics in recent years
Aspirations
• Have a plan and aggressively investing in analytics

• Have a functioning customer/marketing database
• Limited ability to segment, generate leads and launch
~30% Localized Analytics targeted campaigns
• Realize the importance of analytics, but don’t have a plan

• Poorly functioning customer/marketing database
• No ability to segment or use analytics
~40% Analytically Impaired • Primary goal is to get accurate data to
improve operations

Four stages of analytic capability obtained from “Competing on Analytics: The New Science of Winning,” by Thomas Davenport and Jeanne Harris,
Harvard Business School Press, 2007. Interpretation of bank characteristics by FIS Enterprise Strategy based on survey of 271 FI executives and 48 telephone
interviews with FI executives in March 2011.

The most sophisticated players have strong existing data analytic capabilities and are 10 years or more into their analytics
journey. These analytic companies are establishing best practices in the integrated use of predictive modeling, lead
generation and management, and targeted campaign management to support new customer generation and relationship
expansion. They have also started to integrate campaigns with multiple delivery channels, providing the ability to optimize
the delivery and communication of products and services at all customer touchpoints. In addition to having well-functioning
analytics capabilities in areas such as marketing, risk and finance, they are developing an enterprise analytics strategy.

US Bank, for example, mines thousands of transactions nightly to ensure that its branch and call center staff members are
armed with fresh information about their customers to support marketing, sales and customer retention. It uses its system to
identify opportunities to improve retention, deepen relationships and evaluate the effectiveness of marketing campaigns.2

BMO Financial Group has positioned itself as the bank that provides advice-based, customer-centric service — Making
Money Make Sense. Lines of business access a robust set of customer data from across the enterprise to identify leads and
opportunities for marketing products to “best prospects” and to develop its customer rewards program. As a result of its
enterprise approach to analytics, BMO also has seen its customer satisfaction levels increase significantly.3



There are other examples of best practice analytics companies in banking, but the point is they are rapidly defining the
capabilities required as competition shifts from products and physical presence to an emphasis on relationship and knowing
something unique and actionable about customers that is unknown to the competition. For financial institutions of all sizes,
the shift underscores:

1) The futility of competing purely based on product and delivery features, both of which can be largely matched
by competitors

2) The requirement of being responsive to customer preferences and tailoring services to provide the most
competitive solution to the customer.

Your Advantage in a Changing World

The evolution toward achieving Relationship Banking 2.0 is shaping the strategic direction of FIS, which is partnering with financial
institutions to rebuild their customer relationships and achieve “relationship leader” and “customer service leader” status.

Like its financial institution customers, FIS’ strategic vision is rooted in deepening customer relationships — to understand
and serve the unique needs of clients worldwide, so that they, in turn, can do the same. Given the current global economic
environment and its direct impact on the financial services industry, FIS is focused on guiding institutions of all asset sizes —
community, mid-tier, large and global 100 — to a competitive advantage and a stable and profitable future.

During the last decade, the company has amassed a vast banking and payments product portfolio of more than 350
solutions (core banking platforms, payment services and payment networks, value-added services and consulting) and
has built out an expansive footprint with 33,000 associates spread across 109 countries. FIS now delivers the most
comprehensive range of solutions (combining people, technology and processes) as flexible as each client requires.

FIS’ strategic vision focuses on combining the most complete banking and payments solutions and a client-centric service
model to support the emerging profitable relationship business model. Specifically, FIS will lead the way in terms of
investment and innovation in next-generation core banking solutions (including real-time core systems) and surrounding
those core platforms with:

• A broad global payments portfolio

• Universal money movement solutions FIS’ strategic vision is rooted in
• A full range of delivery channel solutions
deepening customer relationships.
• Rich data analytic and marketing analytic services

• Cloud servicing capabilities



These solutions are as flexible as each individual client requires and provide the option to run solutions in-house or
outsource technology development and operations as well as obtain consulting and transformation services (Figure 9).

Figure 9:
FIS EntErprISE StratEgy FIS Provides a Comprehensive Range of Solutions to Make 1 •
Volume You July 2011
More Competitive in a Changing, Global Marketplace

• FIS offers integrated consulting, technology
Consult and transformation services to FIs of all
in
Services g segments worldwide.

• Expanding our BPaaS capabilities, leveraging
Cloud FIS’ 18,000 dedicated experts who manage
Servicin outsourced technology development and
g operations

• Investing in global payments initiatives across
Payme multiple channels in key regions worldwide
n
& Data ts
• Launching new wave of data analytic services

Core • Invest in next generation core platform
Bank • Leverage “anchor” relationships with new
ing capabilities integrated into other layers

People + Technology + Process = Improved Business Performance


Key elements of FIS’ strategic vision are to help financial institutions of all sizes build upon these “anchor” core banking
relationships and deliver integrated value-added services that help forge strong, more profitable customer relationships.
As a result, any institution of any size in any geography can rely on FIS to help them tailor unique solutions, determine
competitive pricing and package any of these assets to appeal to their most desirable customer segments.

Its range of solutions and sheer organizational scale enables FIS to improve its customers’ business performance. The
company brings to even the smallest community financial institutions the advantages of innovations developed for the
very largest institutions, which reduces risk and levels the playing field. Unlike the limited product portfolios of competitive
financial technology companies, FIS’ approach incorporates flexible end-to-end solutions that reflect FIS’ global reach,
enviable resources and expansive market knowledge.



FIS leads the way on many fronts and invests more than twice as much in capital expenditures as its closest competitor.
Just this past year, FIS expanded its global consulting services to offer full strategic business transformation to financial
institutions worldwide, including enterprise performance management, risk management and regulatory consideration.

This investment commitment is critical. It’s what sets FIS apart from competitors unwilling to commit resources to clients
trying to survive the current storm. And it allows FIS to be a bellwether in helping financial institutions of all sizes to
“see around corners” and be confident and prepared for the profitable relationship-driven model of banking.

About FIS
FIS (NYSE: FIS) is the world’s largest global provider dedicated to banking and payments technologies. With a long history
deeply rooted in the financial services sector, FIS serves more than 14,000 institutions in over 100 countries. Headquartered
in Jacksonville, Fla., FIS employs more than 33,000 people worldwide and holds leadership positions in payment processing
and banking solutions, providing software, services and outsourcing of the technology that drives financial institutions. FIS
is ranked 426 on the Fortune 500, is a member of Standard & Poor’s 500® Index and consistently holds a leading ranking in
the annual FinTech 100 list. For more information about FIS, visit www.fisglobal.com.

FIS holds leadership positions in payment processing, core banking solutions and risk management services in multiple markets
and geographies. From this position of strength and leadership, FIS will continue to provide the innovation, ideas and expertise
that drive the industry’s progress and enable its clients to meet the increasing pace of change in the global marketplace.

FIS’ Oct. 1, 2009 acquisition of Metavante Technologies, Inc. created a new company whose name has always been
synonymous with game-changing innovation, breadth and depth of products, and service with a local sensibility on a global
scale. In an industry of giant generalists and niche specialists, FIS offers the best of both — the breadth of products and
depth of knowledge to solve problems of any complexity, and the scale and focus to provide solutions with expertise and
outstanding customer service.

Markets Served
From large, global institutions to credit unions and community banks, FIS can deliver both the breadth of products and
depth of knowledge to solve any client’s problem. The company’s significant scale and intellectual property enables FIS to
handle the most complex problems with expertise and outstanding customer service in the areas of:

• Core processing • Secure cash management • Electronic bill pay &
• Debit & EFT processing • Enterprise fraud management presentment
• Credit & prepaid card solutions • Data analytic & marketing services • Item processing
• Deposit automation • Loyalty & rewards programs • Full-service output solutions
• Multi-channel delivery • Remittance processing • Right shoring & global sourcing

In addition, FIS leverages this expertise to support the burgeoning payments processing needs of the government
and healthcare industries.



Citations
1
BAI® Research, BAI Research Series for Solutions Providers, July 2011.

2
Penny Crosman, “US Bank Mines 17,000 Customer Transactions Each Night for Insights,” nojitter.com, Oct. 20, 2010.

3
SAS Institute Inc., BMO Banks on SAS® to Support Its Customer-centric Approach, 2011.

About the Research
Relationship Banking 2.0: Sustained Profitability in a Time of Turmoil is the first report from an ongoing research series
to help financial institutions develop more loyal and profitable customer relationships. The authors were: Mark Moore,
SVP of Competitive Strategy; Paul McAdam, SVP of Research & Thought Leadership; and Mandy Putnam, Director of
Research & Thought Leadership.

FIS Enterprise Strategy research results sourced in the report are derived from several research studies conducted by
the FIS Enterprise Strategy group:

• An online survey conducted in August 2011 with a nationally-representative sample of 3,000 adults with checking
accounts to determine strategies and tactics to support profitable consumer loyalty.
• An online survey conducted in July 2011 with 351 executive-level decision makers who are FIS clients to determine
clients’ needs.
• An in-depth telephone interview with 48 FIS clients and follow-up online interview conducted with 271 FIS clients from
January 2011 to March 2011 to understand the data analytic priorities, capabilities and needs of financial institutions.
• An online survey conducted in February 2011 with a representative sample of 4,001 adults who own mobile phones to
determine the impact of mobile devices on behaviors related to financial transactions.
• On online survey conducted in September 2010 with a nationally-representative sample of 1,808 adults with checking
accounts to understand relationships between banks and customers.

Contacts
If you have questions about the research or how the results apply to your financial institution please contact:

Mark Moore Paul McAdam
T: 770.209.8169 T: 708.449.7743
mark.moore@fisglobal.com paul.mcadam@fisglobal.com


Relationship Banking 2.0: Sustained Profitability in a Time of Turmoil

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