La banque d'un monde qui change 2004 - BNP Paribas

110sustainable development111relationswith clientsListening to our clientsAnticipating client expectationsBNP Paribas created a consumer surveys unitin early 2004 to bring together in a networkthe various Group entities specialised in marketstudies on Retail Banking and SpecialisedFinancial Services, in the fields of housing,consumer spending (with the annual Cetelem“Observer” publication) and the car industry(with the monitoring of the corporate fleetmarket by Arval Service Lease).This new structure should offer synergiesleading to a better understanding of the differentconsumer profiles and retail channels, and to moreaccurate measurement of levels of satisfaction.It will be possible to devise advanced indicatorson changes in consumer behaviour and purchasingcycles across several markets, boostingthe Group’s ability to update its productsand services offerings with targeted innovations.Measuring satisfactionSeveral new systems were set up in 2004to assess the satisfaction of the six million clientsof French Retail Banking.Surveys were designed in order to measurethe quality of service perceived by clientsfollowing the launch of recent systems,such as the Client Relationship Centresand the Corporate Business Centres.In addition, the annual individual clientsatisfaction barometer was separated outby operating entity, so that each one can usethe responses of some 50,000 clients as a toolfor local-level improvement. Local managerscan thus adjust their coaching of sales teamsbased on new indicators.Knowing our clientsIn 2004, the Group completed the roll-outof processes designed to focus all of itscapabilities on developing personalisedrelationships with each of its customer segments,such as Multichannel Retail Banking andthe network of Business Centres in Franceand the Coverage global business.When the Group enters into a relationshipwith a new client, it has a special opportunityto get to know that client’s circumstances,needs and expectations; it also has a definiteresponsibility, in terms of ethics and compliance,to identify the type of products and servicesthat this client should be offered, based onthe person’s wishes and appetite for risk.Towards this end, more stringent procedureswere implemented for new clients in Corporateand Investment Banking, with the guidanceof ethics and compliance specialists in the divisionand its businesses, to ensure full compliancewith stricter legal requirements that cameinto force in 2004.Similarly, Cetelem decided to launch anadvertising campaign in which it proclaimedits determination to develop consumer creditwhile fighting overindebtedness.Cetelem: building trust in creditCetelem uses advanced client rating techniques,and in its recent advertising campaign the company boldlydecided to discuss its growth objectives as well as its abilityto say “no”. By rejecting 30% of the applications it receives,Cetelem protects those who would clearly not be able topay back their loan.This healthy selectiveness maintains the quality of the company’srisks, reflected in the fact that 98% of its loans are repaid in full.“No one is more directly concerned by the issue ofoverindebtedness than Cetelem and we want to bea responsible economic agent”,declared the company’sChairman as part of this campaign, which garneredconsiderable media attention.