Annual Report - BNP Paribas

Retail & Private business
First tangible results from new policies
The positive performance of BNL bc Retail & Private
business is the result of a considerable number of key
initiatives launched in the course of 2007:
to carry out a reorganisation of the client segmentation
and the defi nition of a revised service model;
to revitalise customer acquisition potential, through a
far-reaching and innovative programme of specifi c campaigns
and initiatives, supported by competitive advertising
and the creation of the basis for the development of
a truly multi-channel distribution network;
to strengthen customer retention, with the introduction
of new prediction models and the monitoring of clients at
risk whilst enhancing a proactive approach also through
anti-attrition offers;
to re-defi ne product offering with a dual approach of
rationalising the product range on the basis of the new
segmentation whilst increasing product innovation;
to increase Private Banking Assets Under Management
in order to improve profi tability and customer satisfaction
by integrating upper affl uent clients from Retail;
to provide a new focus on communication with 5 advertising
campaigns on an innovative cinema format,
allowing a revamping of brand awareness and image
towards progress and innovation.
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BNL, Roma
A year of intense product innovation
BNL bc has committed to a complete overhaul of the product
offer in the course of the year with the launch of new
and innovative products exploiting BNP Paribas’ knowhow
and world-class product factories.
½ An innovative approach to segmentation
An innovative approach, based on customers’ real potential
and adapted from the Group’s French experience, has
been introduced in BNL bc:
the Individuals market has been divided into 7 segments
based on income, wealth, age, product portfolio
and profession, designing a specifi c strategy for each
segment;
business customers have been divided into two
segments: small businesses (up to EUR 750,000 of
annual turnover, branch service model designed to also
capture individual side potential) and SME (up to
EUR 5 million of annual turnover, service model based
on dedicated relationship managers). In each category
the focus is given to high potential/high income/low risk
clients.
½ “Revolution” line of products
The “Revolution” line of products aims to introduce new
attractive solutions on traditional products and to leverage
on innovation to attract new clients. It covers a range of
products like:
“BNL Conto Revolution”: fl exible current account providing
a unique pricing model payable only in the month
the branch is used by the customer. This pricing model
encourages the free usage of remote channels (ATM,
phone, internet) transferring part of the cost benefi ts to
the customer. The introduction of this product has resulted
in an increase in account openings of nearly 40%
compared to the previous year; coupled with decreasing
closures. This has brought about a trend reversal in net
current accounts which in 2007 returned to positive territory
with 6,500 net new accounts after several years of
signifi cant net outfl ows;