Industry Edge

Industry Edge
Financial Services Edition

Feature story:
HP Enterprise Services /// Issue 003 /// Spring 2012
CEB TowerGroup and HP on 9 trends shaping the industry balance sheet The power of cloud-based services How to create premium product/card services on demand
Mine the era of opportunity

for future efficiencies
By Bruce Pearce
Faced with an uncertain and ever-changing economic environment, the financial services industry is streamlining systems and processes, automating wherever possible, realigning risk profiles and compliance standards and procedures, and trying to innovate to become more attractive to customers and more competitive in the market. The financial institutions that can best balance these challenges and execute flawlessly will reap dividends for years to come, exceeding customer expectations, delivering products and services better and faster than their competitors, and positioning
themselves strategically for long-term financial viability and customer loyalty. Flip through this issue of Industry Edge to discover important steps that you can take to better position your organization for change. Read about CEB TowerGroups top nine financial services trends of 2012. Find out what measures you can take to trim costs now while building a more agile organization for the future. Learn how to design offerings that satisfy across generations. And gain insight into ways to replace the information silos of yesterday with the powerful informationsharing technologies of tomorrow.
Bruce Pearce Vice President and General Manager HP Enterprise Services, Canada
Turn the page for a look into the inner workings of the global financial industry.
In this issue
4 CEB TowerGroup and HP weigh in on 9 trends that could rewrite the balance sheet 12 Bank on the power of cloud-based services 16 Accommodating the Millennials 20 Deliver customer delight 24 Gain capital by providing premium product/card services 32 Why enterprise IT is priceless 38 Elevate the experience for insurance customers with innovative strategies
42 How shareholders are changing the conversation around IT 44 High-tech financial services get back to the basics 50 UniCredit and HP to optimize payroll production and human resources processes 51 In the world of consumer payments, cash is being usurped 52 How to create applications that keep pace with the consumerization of IT 54 Why HP?
Feature
Industry Edge Financial Services Edition
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CEB TowerGroup and HP

By Rodney Nelsestuen and Ross Feldman
weigh in on 9 trends that could rewrite the balance sheet
Todays market conditions and newly imposed industry regulations have dealt the financial services community challenges they havent experienced in years. Financial institutions are now making strategic, operational, and technical modifications to comply with stricter regulations, mitigate emerging and ongoing risks, and move their businesses forward. To ensure a financially healthy future, banks and other financial
institutions have to deliver an improved customer experience and accommodate a growing list of regulatory changes all in the most cost-effective ways possible.
Collectively, the top nine industry trends of 2012 have the potential to improve the overall health and efficiencies of financial institutions, while enabling them to adhere to rules such as those requiring more disclosure and increased capital reserves. In addition, the trends point to a focus on innovating, improving the quality of products and services, and delighting customers.
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1. Reduce operational costs Recent regulatory acts and amendments such as the Durbin Amendment have had dramatic impact on the current and future revenues of banks. The debit business alone has been estimated to be as much as $12 to $16 billion, according to market projections1 (estimates vary among industry analysts, payment networks, and banks). This has had a spiraling effect across enterprises, resulting in reductions of staff, product development and innovation budgets, and in some cases, customer services and perks. To manage these new budget realities, banks have had to find ways to recoup revenue losses, reduce operational expenses, and simplify their environments. These strategic intents are far-reaching and will likely continue to impact markets in the coming quarters until the new normal becomes more accepted within the industry. 2. Re-engineer the business As investment products, platforms, and requirements evolve, their technological requirements also change. Financial institutions must then invest in hardware and software that are able to keep up with the speed, volume, and complexity of todays investments and institutional standards. Additionally, as the pressures continue to grow and greater emphasis is placed on financial reporting transparency, increased disclosure, and different risk models and evaluation
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criteria develop financial institutions rely more on big data analytics and look to deploy cloud strategies in ways that are secure and economical. Another area being adjusted is process engineering. Firms are now outsourcing certain functions such as card and payment processing, statement production and delivery, and finance and accounting functions, as well as customer service. Outsourcing these processes frees up working capital, and enables firms to deploy strategic personnel for critical functions rather than purely tactical and time- and labor-intensive efforts. 3. Revisit markets and strategy Markets change constantly, via gradual evolution and immediate shifts. In financial services, much of the change relates to geography and technology, as well as consumer demographics. Emerging geographic markets are considered fast-growing areas for consumer and commercial banks, considered largely de novo territories with exponential growth potential. Threats to traditional markets have come in the form of emerging capabilities providers, from Internet-based companies, wireless providers, telecommunications companies, large retailers, and other technology upstarts that have caused disruptive innovation in the market. In addition, demographic shifts, transfers of wealth, and influential customer markets are driving change, in measures that are now
TowerGroup Live Broadcast, July 20, 2011. Focardi, Craig; Riley, Brian; Moroney, Dennis; and Murphy, Steven. Business Implications of Dodd-Frank: Real-time Positioning for Bank Card Issuers and Consumer Lenders.
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considered mandatory actions. Because of these fast-sweeping changes, financial institutions are making choices as to the markets they serve and how they serve them, as well as the customer segments and how they deliver for them. The once innovative strategy of financial supermarkets that provided one-stop shopping for everything and everyone has proven to be too difficult to support, grow, and nurture. And being all things to all people is not a profitable possibility. Today, banks are targeting definitive market segments and investing in very specific markets. 4. Automate compliance Across the industry, approximately $30 billion is expected to be spent on compliance needs
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this year2. This figure will likely grow annually, as regulations ensue, economies and markets become more complex, and risks continue to grow. Finding products and services that can be controlled automatically or technologically will drive security and compliance, and reduce risk to those who employ automation intelligently and strategically. 5. Increase the focus on risk management Since the onset of our most recent economic downturn four years ago, the industry has taken a noticeable course correction from an extremely aggressive customer acquisition and servicing model to a much more riskaverse model. This move is, in large part, a component of a risk mitigation plan to combat emerging threats, fraud risk, and
CEB TowerGroup Live Broadcast, June 22, 2011. Nelsestuen, Rodney, A Wolf in Sheeps Clothing? Managing Risk with a Compliance Mentality.
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customer and commercial defaults. The course correction is expected to continue for several years and will likely be considered part of a new normal environment. 6. Sharpen relationships, products, and services With the significant reduction in innovation and product development budgets, how, what, and where institutions spend will be calculated decisions based on numerous aspects, such as risk, return, and market trends. Customer platforms, mobility, social media strategies, and advanced analytics for predictive modeling and customer incentives will continue to be areas of influence, as will cross-selling strategies and efforts to increase the lifetime value of the customer (revenue per customer). In the near future, customers might expect to see improvements to mobile functionality, remote deposit capture, online coupons that consider their spending habits and are automatically loaded to their accounts, and other convenient customer banking tools made possible by detailed analytics. 7. Integrate the channels Financial institutions are projected to spend $6.2 billion on channel integration3, and for good reason. Delivering the desired and consistent experience for customers whether theyre online, on a mobile device, at the ATM, or in the teller line is critical to rebuilding customer trust and engagement. Integrating
the channels is a tremendously complex task that reaches across entire enterprises, but its a critical component of managing customer relationships. 8. Improve business and customer intelligence Analytics of any kind are critical to running any business and making informed decisions on behalf of the business. New technologies that analyze big data, as well as unstructured data, such as voice, video, text, chat, and social media posts, offer invaluable insight to financial institutions. This unprecedented level of insight helps businesses make intelligent decisions that serve the customer across many situations and platforms. Further, it simplifies compliance and eDiscovery standards, streamlines record management, and offers marketing value to an institution. 9. Revisit sourcing strategies By providing considerable domain expertise at relatively low cost, outsourcers are increasing their emphasis on vertical specialization across financial services. Traditional outsourcing forecasts show significant growth through 2015, when it will account for roughly 20 percent of IT spending and approach $116 billion4. Potential outsourcing opportunities include data center services and infrastructure, help desk activities, standardized hardware and software configurations, security and
CEB TowerGroup Research Note, May 10, 2010, V63:06N. Sturgill, Nicole, Everybody into the Pool! Including Operations and IT in Retail Bank Multichannel Integration Efforts. 4 CEB TowerGroup Research Note, July 18, 2011. Nelsestuen, Rodney, Sourcing, Resourcing, or Outsourcing: Globalizing Operations in Financial Services by 2015.
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compliance functions, payment processing, and asset servicing. In addition, many financial institutions are embracing shared services, a business model in which an internally sponsored group becomes a service provider to a variety of business units. Managed services also continue to gain ground in areas such as application testing, security, and fraud-detection services all of which are available through on-demand or cloud-based services.
In short
Financial services is now, and likely always will be, one of the most critical industries in the world. In both strong and down economic periods, customers rely on their financial institutions, and financial institutions rely on their business partners. In both cases, those that lead and succeed are financial institutions and business partners that read the trends early and react accordingly in ways that are best for their businesses, customers, and shareholders. Over the last few years, the industry has experienced dramatic changes related to economics, regulatory measures, and customer expectations. The trends spotlighted in this article are just a sampling of the factors impacting the financial industry, but clearly, they have the potential to make a significant impact on the future of global financial services.
> Learn more
Rodney Nelsestuen
Senior Research Director CEB TowerGroup
Ross Feldman
Chief Technology Officer, U.S. Financial Services HP Enterprise Services
Top 9 business drivers and strategic responses for 2012
Business driver
Strategic response
1. 2. 3. 4. 5. 6. 7. 8. 9.
Globalization and economic uncertainty Growing regulatory mandates Industry structural change Nontraditional competition Stress throughout market segments Risk: fraud, reputation
Capital and liquidity challenges Global consumerization and continued distrust Technological convergence
> > > > > > > > >
Reduce operational costs
Re-engineer the business
Revisit markets and strategy
Automate compliance
Increase the focus on risk management Sharpen relationships, products, and services Integrate the channels
Improve business and customer intelligence Revisit sourcing strategies CEB TowerGroup and HP
Cloud
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cloud-based services
By Larry Ryan
Bank on the power of
You know the sea change currently happening in our industry? Well, its not going away anytime soon. Regulators, customers, and investors all have changing demands. Its up to financial institution IT to deliver for them. In his groundbreaking book, The Structure of Scientific Revolutions, Thomas Kuhn argued that, during periodic upheavals in science, the discovery of anomalies lead to entire new paradigms that foster new research, present new questions, and change the very game of normal science1. Those significant changes affect technologies, economies, and institutions. The emergence of mature cloud computing may indeed represent a gamechanging event for the global banking sector.
Your internal teams need to be ready to accommodate anything from potential regulatory changes to customer demands. A cloud-based architecture allows financial institutions to adapt and scale their systems quicker and at a lower cost. The future is uncertain, the future of cloud computing isnt. Quite simply, the cloud presents an opportunity to rapidly deliver the right resources through less effort. While cost reduction is a benefit of the cloud, its key advantage is its ability to keep an organization agile and responsive to market changes within a framework that complies with a financial institutions specific governance, compliance, and risk needs.
Kuhn, Thomas S. The Structure of Scientific Revolutions. 3rd ed. Chicago, IL: University of Chicago Press, 1996
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75%
Know the different clouds. Deploy the best of each.
A McKinsey & Company survey found that 75% of business executives believe the cloud would drive value in their organizations, 70% cite increased flexibility as the primary benefit of cloud-based computing2.
that scale easily and deliver the instant on promise that financial institution IT needs. Technology providers in these arenas will only become more effective at operating in the cloud space, too. Why search for the best solution? Build your own. HP recommends the hybrid delivery for financial institutions. Any and all potential solutions are looked at based on the unique needs of a specific institution. Traditional in-house services dont necessarily need to be replaced, but instead, augmented with a scalable, automated cloud-based solution. Any product within the cloud space can be a potential part of the product mix. HPs view is that the future of IT will focus more on procuring and brokering outside technology services, initially in non-core business areas like email and CRM, but eventually core bank services will operate this way as well. No single solution holds all the answers. Department needs are different and constantly changing and employees must have the latest tools to effectively service the needs of customers. Banks and financial institutions should look at cloud services and servicebased architectures because they offer the most flexibility and responsiveness for their customers and employees.
One McKinsey & Company presentation stated, Cloud will not only deliver improved economics but also enable new business models that will present opportunities and threats to financial institutions3.
For financial institutions, the beauty of the cloud space lies in building solutions by constructing a hybrid cloud after picking and choosing the most appropriate features from the public, community, and private clouds. The hybrid cloud space literally offers financial institutions the ability to exploit the best of all worlds. And with the changing regulatory and consumer landscape, the cloud is an untapped resource for transforming the security and accessibility of banking services. Maximize the cloud with service architecture Whether its infrastructure (IaaS), platform (PaaS), or software (SaaS), the service model offers synergy and cost-saving opportunities
2 3
McKinsey Quarterly Survey on information and technology strategy, 2010, McKinsey & Company Perspectives on Cloud for Financial Services sector, Jurgen Laartz, Managing Partner, McKinsey & Company, HP Financial Services Summit 2011, February 9, 2011
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example
Why it pays to invest in a hybrid cloud

A global bank wanted to deliver IT capabilities including servers, networks, OS, middleware, applications, and storage on-demand through an appliance-like model. The bank was concerned about the security and compliance issues posed by addressing these needs through an external public cloud; they wanted internal delivery. expandable service catalog. The service catalog included available services, pricing, and service levels, enabling lines of businesses to select and build an infrastructure that matched the banks business needs in compliance with corporate standards.
Sourced from a combination of HP and the banks data centers, this HP responded by designing, building, cloud-based solution allows the bank delivering, and operating a hybrid to optimize capital and operational private cloud solution that provided expenses, while gaining immediate infrastructure on-demand while meeting access to HPs worldwide data centers. the banks security, compliance, and risk The solution reduced the risk of management requirements. To ensure deployment and ensured security and this solution met the banks stringent regulatory compliance. This scalable, governance standards, HP engaged instant-on approach now also allows its chief risk, security, and compliance the bank to provision new functionality executives at the start of the project. in hours, rather than days, in a controlled and manageable environment. HP worked with the bank to create a portal for online ordering of > Read the white paper infrastructure services through an
LARRY RYAN
Chief Technologist Financial Services Industry, HP
Accommodating the
Millennials
How to develop products and services for the connected generation
By Ross Feldman
The Millennials
Tectonic change is reshaping the financial services sector. From the global economic situation to more stringent regulatory controls and shifting consumer expectations bankers, insurers, and others now face a dramatically different market reality.
Larry Ryan, Chief Technologist, Financial Services Industry, HP
>
Mr. Ryan doesnt specifically mention Millennials (consumers born between 1978 and 20001), but theyre one key demographic thats changing how, where, and when banking gets done. They truly shift consumer expectations and help shape a dramatically different market reality.
http://www.americanprogress.org/issues/2011/09/911_generation.html
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ensure their financial future, they must strive to find ways to satisfy this influential demographic. The Millennials are growing up getting promoted, starting businesses, inventing industries, and earning higher incomes. And agile and in-touch financial institutions are noticing and taking action to modernize and serve these customers in a variety of ways. Born into technology, Millennials are diverse and well educated, with different wants and needs than previous generations. Due to the economic peaks and valleys theyve experienced in their short lives, theyre hesitant to assume debt. They want to avoid some of the economic errors and trends that have plagued society over the last several years. Uber-connected and comfortable using social media to express themselves, the Millennials more readily embrace many forms of online communication than their older peers.
Meet the Millennials In the Millennials, the 55-and-over age group has discovered its rival for the most influential financial consumer. The 18- to 29-year-old age group recently reached the 50 million mark2. Financial institutions need to understand the differences in these groups and tailor products, services, and customer communication platforms to capture Millennial wealth as money moves away from traditional investment products. Millennials demand choice at every turn, which means financial institutions must build products that fit their expectations. Many banks have limited innovation dollars, so creating products for this group can be a challenge. But for financial institutions to
75%
When surveyed, 75% of Millennials stated they have a profile on a social networking site, compared to only 50% of Gen Xers and 30% of Boomers who claimed to have a social networking presence3. Incidentally, when asked what makes their generation unique, the number-one answer for Millennials was their use of technology.4
http://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-bound Ibid. 4 Ibid.

2 3
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Bank their way, or watch them go Firms that deploy technologies to improve service levels and product offerings with this group of digital natives are better positioned to benefit from these investments and gain long-term customers in the process. And since most service-based technology also provides real-time analytics and consumer insights, these financial institutions have greater depth of knowledge and instinctual insight to spot future trends relating to customer behaviors and interactions.
Additionally, this insight has a corollary result as it relates to social media interaction. Digital natives call, text, write, tweet, and post about their experiences, positive or negative, and the viral impacts of this are monumental. Astute companies capture, analyze, and understand these behaviors, because failing to do so could result in costly missteps. Millennials also understand the ramifications and safeguards that pertain to the security of their personal information, more so than previous generations who have had to adapt to the world of advanced technologies.
Tap the benefits of technology to create
satisfied customers
For a financial institution, flexibility and accessibility are critical to customer delight because they enable different ways to reach the same outcome. For example, Millennials generally dont want to interface solely through self-service methods. They often want and demand full-service customer management. They want to tailor their ways of doing business with you, interacting whenever, wherever, and however is most convenient for them. Dont abandon storefront operations, just make sure theyre fully optimized to exceed the expectations of your 20- and 30-something customers. With competition increasing from emerging markets and others such as PayPal, Amazon, and Facebook, financial institutions must find innovative, customer-driven products and service offerings. They must develop new revenue streams without negatively impacting customers. Mobile banking and mobile contactless payments, remote deposit capture devices, reloadable prepaid cards, text banking, online couponing and discounts, and modernizing of banking centers are critical to a financial companys success. Providers must have the technology products, services, and vision to accommodate evolving customer needs and wants, and anticipate them before they come to market.
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The HP vision is this:
Create products that consumers want, develop smart and innovative solutions before customers even know they want them, and get them to market quickly. These steps are critical to driving greater customer satisfaction. With Millennials in particular, technology is ingrained in their daily lives and mindset. Winning this segment over to become a relevant institution in the new reality requires insight, analytics, and strategy.
Ross Feldman
Chief Technology Officer, U.S. Financial Services HP Enterprise Services
Customer service
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delight
By Dennis DeGregor
Deliver customer
Have you ever called a service department with a question and been routed from one department to another? And had to repeat the same information over and over with each new representative? The experience certainly does not make you happy.
The good news is you dont have to put your customers through that. In fact, you can turn customer service into a competitive advantage by implementing the measures that follow:
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360-degree view of the customer

Get data out of the silos and make it available to customer service agents. Theyll only have to ask for information once, and they can be prepared to address a known problem, such as a customers card being stuck in an ATM.
Interact with customers on their terms

If your customers prefer to communicate on social media, you should, too. Extend social media as another channel into your contact center. If your customer tweets a negative comment, reply on Twitter so the problem doesnt fester.
Mine social media for customer preferences

Listen to whats being said online to offer services more tailored to the customer.
Address the customers issue

Savvy customer questions often go beyond the level that can be addressed by a less knowledgeable customer service agent whos relying on a script. Have the right level of agent and the right information available to the agent to address any question from any customer.
Look for a Business Process Outsourcing partner for your contact center
Find a partner with a global presence, a comprehensive set of services, domain expertise, and industry experience. For todays financial services providers, great customer service can be a huge competitive advantage.
It can bring you happy, loyal customers and opportunities to upsell additional services. You can help make your customers happy by implementing a social customer relationship management (CRM) program to improve communications and engagement with customers. To find out how, read the press release.
Dennis DeGregor
Global CRM Leader HP Enterprise Services
Premium services
premium product/card services

By Ed Herman
Gain capital by providing
Since the global economic crisis of 2008, survival in the business world requires much more than maintaining the status quo. The financial services industry, in particular, has been under
mounting pressure to find ways to retain current customers while growing the business wherever possible increasing the volume of customers, total revenues, and profits.
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Banks under pressure Complicating matters are the abundance of regulatory changes that banks and other financial institutions must comply with, many of which limit or prevent fees that can be charged for certain transactions. And dont overlook the needs of the merchant or consumer, who has more power than ever thanks to social media and an unprecedented level of connectedness. Merchants have joined forces to help government regulators push through legislation that allows them to recoup some of the fees paid for accepting credit cards or to reduce the fees assessed by their acquiring banks. Consumers who feel like they shouldnt incur fees for some services such as online bill pay or monthly debit card
usage put pressure on banks to find services and solutions that provide value and for which customers are willing to pay.
Financial institutions often rely on the development of premium products and services to differentiate themselves from industry competitors. Modern-day banks and other financial organizations are working to create premium services that will bring in new sources of revenue and engender deeper customer loyalty.
There are two important methods to address the creation of premium services: 1) identify underserved or new growth markets, and 2) listen to what current customers and the broader market are saying. Hearing the consumer perspective helps product
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management and innovators in the financial industry discover pain points in the marketplace and then pinpoint key features that could add value by being relevant to the user. Mine your data sources Today, there are a seemingly unlimited number of data sources that together create a holistic picture of what products and services consumers say they want and what the market will support. At HP, we favor a view that combines a broad-spectrum survey of the market with a more intimate understanding of what our consumers and businesses want. To get a robust, comprehensive look into the near future, we exhaust the following channels and resources: > Ask clients what were doing right and what else theyd like to see. > Engage in detailed discussions with clients, which helps us better understand their strategies and plans to gauge what financial institutions believe their customers want from banks. Anticipate client and market needs through this critical dialogue. > Share our detailed product development roadmap with senior-level business executives during intimate, strategyfocused board sessions with individuals who are closely tied to their companies profit and loss metrics.
> Discuss innovation during targeted business forums among noncompetitive clients (e.g., at the annual HP Card and Payments Innovation Forum). > Engage with analysts to get their perspectives on what consumers will expect and where the market is headed. > Conduct individual market research to uncover customer preferences and behaviors. > Orchestrate brainstorming sessions with subject matter experts and HP partners in emerging technologies. > Monitor social media and crowdsourcing analytics to spotlight trending topics, and use that feedback as a direct input channel into our product development and investments in cards and payments.
Farm the problems to create better solutions

By aggregating all of this data, weve been able to improve solutions for problems many consumers have dealt with for years, such as the multicurrency prepaid card solution for
>
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global travelers. The old way of paying for products and services when traveling internationally involved incurring a foreign exchange fee every time you used your credit card. These fees assessed by both the issuing banks and the card schemes such as Visa and MasterCard quickly added up, leading to a certain level of dissatisfaction among the consumers who were paying for the use of their own money. The better solution lies in preloaded multicurrency cards. Consumers load the card with cash value for multiple currencies such as dollars, euros, yen, baht, yuan, and pounds (known as purses). The consumer pays a one-time fee thats assessed when the card is initially loaded rather than every time its used. And while traveling, the cardholder can go online to transfer balances from one purse to another or use an interactive voice response (IVR) to manage their PIN, perform a balance inquiry, or activate a new card. Users are no longer penalized with additional fees when they find that new pair of shoes they cant live without in London. The web-enabled multicurrency cards also allow
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consumers to check balances and make purse transfers from their tablets or smartphones. Another premium solution that fills a consumer need is the companion credit card. Targeting the more affluent market segments, companion cards offer individuals a card that shares a line of credit with another card but drives different behaviors. One of the companion cards might reward the user with airline miles or cash back, while another companion card might deliver more personalized rewards. The companion card, for example, could satisfy the affluent consumers preference for personalized, high-premium rewards such as a Top Chef experience or live customer service via a phone number earmarked for premium members. Exploit your connectedness Ultimately, the best financial products evolve from a collaborative effort. Products and services are no longer pushed out to consumers and merchants by the banks and financial services organizations. They are borne of an interactive feedback loop among consumers, businesses, and the industry. Consider a situation in which an airline traveler is delayed, something that has traditionally been a negative experience for everyone involved. The old way of mitigating the situation meant the airline would issue the traveler a paper voucher, a method that was both inconvenient and costly. Regardless of
whether the traveler used the entire amount (e.g., a dinner voucher), the airline was charged for the gross value of the voucher. The consumer could use the voucher in a limited number of venues, and the overall experience was less than ideal. A better solution is for the airline to provide bank-issued prepaid cards, which have connections to the major card schemes such as Visa or MasterCard. Prepaid cards can be configured with expiration dates, which keep unused funds in the airlines coffers. Everyone wins: the airline no longer leaves funds on the table, the traveler is happy to receive a convenient prepaid card that can be used at any merchant that accepts a credit card, and the warm and fuzzy feelings (and revenue) also transfer to the card issuers themselves. The airline that aggressively implemented the concept reports that card recipients are often so happy with the outcome that they take pictures of themselves posing with the airline representatives who distributed the cards. And when that photo posts to Facebook, the airline benefits from one more marketing opportunity that costs little but makes a priceless impression.
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Really, you cant buy a more effective promotional opportunity.

Personalized merchant offers are another example of a product made possible by access to customer data. By monitoring consumer purchasing behavior, banks can enable merchants to extend personalized offers that drive traffic back to their stores. The consumer gets a relevant, value-added offer rather than one-size-fits-all marketing spam. The merchant sees increased foot traffic in the store (and hopefully a resultant rise in sales). The bank card sees an increase in use and receives added revenue from usage fees. The outcomes make everyone happy. The revenues in the details The ability for consumers and merchants to make a market statement is unprecedented with the explosion in use of social media, blogs, and an online presence. All of these channels generate massive levels of data, both the structured data from applications and unstructured data from social media sites. HP exploits the power of the details by using algorithms to convert all of this information into actionable data. Customer Live Intelligence (CLI) is one solution created by HP Labs that
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monitors the entire social media spectrum to pull commentary surrounding a given product or entity and reveal whats really being conveyed by the consumer. In effect, CLI creates social analytics for actionable insight. When Disney recently used the program to analyze consumer sentiment and comments, the company made the surprising discovery that its customers spend more time discussing hotel rooms and pools than Disney-branded activities such as Magic Kingdom or Epcot. This level of insight will help Disney focus on whats most important to its customers, rather than on what they think customers care about.
From a world built on infinite small details and an unprecedented level of connectedness comes a big result: financial services companies no longer have to guess whats important to their consumers. In effect, modern business intelligence can now survey five million people simultaneously, listen to their pain points, and then design and implement solutions that address those issues. To see what HP can do for you, visit hp.com/go/card-payment.
Ed Herman Senior Director, Global Cards and Payments HP Enterprise Services Business Solutions
Enterprise IT
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priceless
By Paul Martin
Why enterprise IT is
Dont let the business news these days discourage you. As the financial landscape transforms, technology is on your side the side of the decision-maker. Regulation and compliance are now part of the long-term picture. Thats a fact. Even if details of current legislation change, the fundamental push for more accountability from financial companies will remain. But in the midst of this shift and these changes apply to state financial institutions and global operations you have a key ally in technology. Smart financial leadership sees IT
as an asset and not merely an expense. With tools for risk tolerance, threat profiles, and investment tracking, you can stay abreast of everything and make smarter choices using real-time input. Looking at the big picture, the very nature of collecting and interpreting data evolves exponentially each day. Enterprise IT delivers the tools to move the financial world from a reactive to a proactive way of operating every line of business. Advances in technology provide the means to discover answers and insights quickly, in ways that werent possible just a few years ago.
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Decrease human middleware, streamline processes, and reduce errors
The routine cutting and pasting, aggregating and shuffling of data to produce the classic Risk Heat Map, or any heat map, for that matter, is a squandering of human capital. If you can automate your data aggregation, then your highly paid staff can move on to more intellectually demanding tasks than slicing-and-dicing spreadsheets and coloring PowerPoint presentations.
Paul Martin, Business Leader (Americas), Security Governance Services, HP Enterprise Services
No one can argue with the fact that automating data aggregation massively reduces and practically removes the inherent risks of typographical and cutting-and-pasting errors. Tools that compile and transform data improve accuracy and effectiveness. Technology
experts can work with companies to tailor aggregation solutions that form-fit to their unique issues, making these aggregation processes more productive. In the future, collecting information will be less complicated and more automated and systemic.
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Instantly obsolete data A key drawback to current reporting is that information compiled for spreadsheets and documents is often sterile and onedimensional a snapshot of the past, not a picture of the present. In companies with volumes of day-to-day transaction information, many executives fear their data, just because it may be obsolete by the time its reported. These leaders need real-time, dynamic reporting platforms, and these tools must be device-agnostic and accessible from anywhere. Automated reporting through a single executive portal also achieves the seemingly unthinkable a single version of the truth. Get the right answers Historically, data providers were the gatekeepers of information who often defined and sometimes dictated what leadership saw in terms of overall message, style, and content. The architecture behind newer tools allows solutions to be constructed based on specific, strategic input from business leadership before the system is created.
to achieve them. You can anticipate future data requirements based on your experience and easily create new tools to interpret data. If a new need arises, the system can get what you need, faster.
For example, a financial services executive whose business can be subject to both state and federal regulation needs to effectively manage business outcomes from a federal perspective and on a state-by-state basis. Additionally, the regulatory space is dynamic for this industry. An adaptable and flexible reporting solution is needed to keep up and maintain IP security while remaining compliant and showing that risks are being actively managed. Dashboards and viewing platforms are evolving as well. They improve your financial teams ability to compile and read various types of data and if the display of this information isnt ideal, it can be reconfigured in no time. Introducing HP Secure Boardroom HP has a strategic, intelligent, online portal that, backed by our services, helps executives determine their business situation at-aglance and gain a comprehensive view of enterprise security. Called the HP Secure Boardroom, this online portal provides a logical program-level view of IT
The top-down approach puts you the key decision-maker in charge. You determine the business outcomes that need to be managed and thus, the reporting you need
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HP Secure Boardroom
security governance through a single point of reference; it delivers information and insight so that executives can align security and risk processes and policies to their enterprise drivers, legal and regulatory requirements, risk tolerances, and threat profiles.
Large financial services organizations operate in highly complex landscapes, with colossal amounts of data and seemingly never-ending regulatory compliance requirements. It is essential that leaders quickly receive information that is presented in a succinct way not data, but business intelligence that they can make decisions with, act upon, and actually use to support the running of their businesses. Without this line of sight to key information, they risk becoming too big to succeed. They become literally hostages of their own data.
HP Secure Boardroom is the executive management portal that todays financial companies need.
Its quick, flexible, highly configurable, and adaptable to whatever data challenges financial companies encounter.
37.
Features > Simple and easy-to-use interface > Secure web access > Automated data aggregation > Integration with software such as ArcSight, Fortify, all Microsoft applications, and more > Real-time security status and actionable reporting > Extensible through open APIs
Benefits > Provides single, graphical C-level dashboard of enterprise security status > Aligns compliance, risk, operational and security information at a corporate level, presenting it as actionable business intelligence > Improves control of security projects, audits, budgets, and performance
Tools like HP Secure Boardroom give you what you need answers. And better answers facilitate more intelligent decision-making. The financial world is always changing. If your financial organization adopts proactive processes, its better positioned to lead the industry forward.
Paul Martin Business Leader (Americas) Security Governance Services HP Enterprise Services
Innovation in insurance
strategies
By Michael Brown
innovative
Elevate the experience for insurance customers with
The insurance industry is traditionally risk averse, but Market trends are driving the need for change. Savvy customers do their research, learn about your company and competitors from peers on social media, and understand what options are available. They have expectations for higher levels of
service, more tailored insurance products, and competitive rates. Customers are looking for nontraditional distribution channels, and they expect to use the latest technology to access services, including mobile devices and social media.
39.
Innovation is key To meet these changing needs in the market, leaders in the insurance industry innovate in many areas, including: > Connecting data thats already available to mitigate risk using analytics to improve profitability > Focusing on customer intimacy and trust > Updating business models to provide new service and support options > Introducing new, more targeted products such as customized products for nontraditional customers > Increasing efficiency and reducing costs Leaders are taking advantage of new technologies and processes, such as analytics to make better use of available data, the cloud to enhance customer experience, and modeldriven architectures to speed new products to market. Information is power if you know how to use it
Insurers have a lot of information about their customers, but most of its in silos with no connection between annuities, life insurance, disability, and other lines of business. But when insurers use analytics, they can anticipate what their customers may need and sell them additional services and products in new niches. Unstructured data provide new opportunities Data from social media sites, videos, emails, text messages, and mobile transactions contain a wealth of information about customers, and this data is growing exponentially. To stay competitive, insurers use analytics to convert this data into actionable facts and deliver it to appropriate stakeholders to enable better business decisions and improved customer service. To control costs, organizations can make use of a broader set of data to determine fraud and revise fraud detection routines, further improving profitability and quality of business. A better customer experience From interactions with other service providers, customers expect to access services on all their mobile devices across multiple channels. The cloud enables you to deliver a secure, multi-channel experience that gives customers and employees unconstrained access to the information they need with a consistent user experience across devices. This services anywhere approach is becoming a necessity to maintaining a competitive advantage.
34%
1
In a recent cross-industry phone survey1, 34% of executives said at least half of the information within their organization remains unconnected, undiscovered, and unused.
Coleman Parkes study (commissioned by HP), October 2011
40.
Free up resources Moving to the cloud helps you align infrastructure costs to business volumes while meeting security imperatives. Because you can take advantage of a structural environment thats already in place, it brings the flexibility to grow or shrink with the cyclical nature of the insurance business. Moving to the cloud also enables a different business model for you to buy applications. Rather than paying for software licenses up front and dealing with maintenance contracts and upgrades, you can move to a software as a service model to lower total cost of ownership. This model provides the security you need to protect sensitive customer information and meet regulatory requirements. Innovation for the risk-averse Insurers are known for being somewhat riskaverse, but there are many pressures forcing them to become more agile. A model-based architecture provides the ability to develop complex products using predefined business and calculation models instead of coding
everything from scratch, and then using the models as an integral part of the deployed solution. This speeds the development process so you can introduce new products to market faster, taking advantage of insights and opportunities identified through analytics. Additionally, in a service-based environment where cloud options are adopted, a modelbased design is an imperative for providing insurers with the flexibility to adjust operations requirements, launch products, and customize service without the need to change source code. Use new technologies to stay competitive Incorporating technologies such as analytics, the cloud, and model-based architectures helps insurers meet the needs of knowledgeable, demanding customers in a rapidly changing market. For more information on how you can be more competitive, view the slides presented by HP at the ACORD LOMA Insurance Systems Forum 2012 conference.
Michael Brown Sales Enablement HP Insurance Services
The new IT conversation
How shareholders are
changing the conversation around IT

By Jim Scurlock
Forward-looking financial institutions no longer focus solely on must-have technology or cost (OPEX) reduction methods. While both still factor into the overarching business equation, today the dialogue surrounds shareholder value, as well as how the decisions being made will impact it. The dialogue is moving from a conversation about the latest technological innovations and ways to save money to a discussion that poses the question, What can we do to favorably impact shareholder value? Modern banks are searching for methods to redeploy capital in a way that will enable the distribution of dividends. HP has come up with a solution that does exactly that. By delivering anything as a
service (AaaS), we help banks eliminate capital expenditures and reduce operating expenses. HPs robust finance division is able to buy back client assets, which releases value from the balance sheet and frees up capital for use in pursuing innovative products and services that will drive greater ROI for shareholders. The final step in the revised business dialogue and another with profound financial benefits lies in adopting a consumption-based model. Modern financial companies now know that unused or underused solutions (and the costs associated with buying and maintaining them) can lead to unnecessary expense. The consumption-based model allows financial firms to pay only for what they actually use.
The new conversation around IT comprises four steps:
1. 2. 3. 4.
Eliminate capital expenditures. Reduce operating expenditures. Release value from the balance sheet. Adopt a consumptionbased model.
Jim Scurlock Vice President HP Financial Services
High-tech financial services get back to the basics

Industry Edge recently talked to Ross Feldman, chief technology officer of U.S. Financial Services, HP Enterprise Services, to get his perspectives on the factors shaping todays financial services industry. Industry Edge: For a little background, describe how HP is poised to impact the financial services industry in the years to come. Feldman: For HP as an institution, its a time of great change. We now have a new leader with an incredible success record of leadership [Meg Whitman, former CEO of eBay], who brings a unique perspective, having come from an entirely different industry and a company that she helped grow from its infancy to an industry icon. Her experiences and leadership perspective and experience will be invaluable, in my opinion, along with that of the rest of her leadership team.
Back to basics
45.
[Whitman] is sending the message that its time to get back to fundamental blocking and tackling as an organization, to the fiber HP is made of innovation, customer service, and the flawless delivery of products and solutions the things that HP is known for. This same ideology can be applied to the financial services industry as well, given that it, too, is in a time of great change. The bottom line is that both HP and its financial services clients are working hard to become indispensable to our customers. Change is happening faster than ever before: shifts in engagement models, customer demands, competitive threats from nontraditional and traditional competitors, and in regulatory reform (both nationally and globally). In the U.S. alone, more regulations were placed on the books in the last few years than in the previous 50 years. Those changes have had a dramatic impact on the way financial institutions work, how they spend money, and how they make money all of which ultimately translates back to how they serve their customers. Evolving legislation forces financial institutions to look very critically at their operating models and processes, from what they focus on strategically, to their infrastructures, to plans for growth. Fortunately, HP has a range of global competencies across core banking, capital markets, insurance, and professional services. We take pride in forging close
relationships with our clients and aspire to anticipate needs while theyre still areas of opportunity and growth, rather than burning challenges that need to be addressed. Industry Edge: What are some of the factors impacting the industry? Feldman: Our clients are currently focused on rebuilding trust with consumers, looking for ways to regrow their pipelines and find new ways to earn revenue. Theyre trying to comply with changing regulatory reforms and are taking a deeper look at the costs and complexity of their operations environments. Essentially, financial institutions are working hard to uncover smart ideas where everyone wins reevaluating how they manage costs, the complexities of their infrastructures, and business in general. They look to HP for industry expertise and technology solutions, and for big-picture advice and counsel around the cloud, enterprise mobility, hybrid delivery, security, and analytics: capabilities that will help them drive innovation and greater efficiencies and improve customer interactions and business management capabilities that lead to long-term loyalty. In a market that expects flawless execution and evolves rapidly, clients must place their bets on making the right decisions the first time around. Look at mobile banking, for example. Three years ago it was an
46.
innovation experiment in the industry; now, its a minimal requirement with new applications and use cases cropping up almost every day. Banks that dont offer their customers mobile account access wont be serving many of these clients very much longer. Financial services firms place their trust in uncertain times with experienced partners with proven track records. HP has been in the financial services space for more than 35 years. We hold several hundred intellectual property patents, many of them in the area of mobility alone. When companies work with HP, they know their technology will be built on strong, secure, protected platforms that are patented. This is important because patent infringement suits are a common threat in todays business climate. Industry Edge: How urgent is it for these companies to find a trusted IT partner? Feldman: Its critical. Business is driven and supported by technology, both traditional and emerging. Additionally, banks must innovate to stay competitive, and they need the right trusted partners to bring innovative ideas to them. HP does that, and has the capability to do it better than most. We understand core and strategic issues, and focus on quick and efficient execution to ensure strategies are in place. By problem solving for our clients in strategic areas like compliance, security, and analytics, we help them execute to succeed in this market.
Were able to see the business from the clients customers perspective understanding their fears, headaches, and the requirements they struggle with. Industry Edge: So what does the typical banking customer look like these days? Feldman: The market is rapidly evolving, with the different demographics and their needs constantly changing. Ten thousand Baby Boomers retire every day, and as they do, their financial, real estate, insurance, retirement, and tax needs change. On the other end of the spectrum, Generation Y (also known as the Millennials; consumers born between 1978 and 20001) is going to be the largest population sector, and their needs are dramatically different. Financial institutions must modify their offerings to address these needs. Generations Y and Z (the Internet generation; consumers born after 19942) have different demands and expectations than previous generations. They have grown up with technology, so theyre less likely to have concerns about adoption, usage, and security, and they rely on technology to transact on-thego, from their smartphones, and tablets. They expect to have consistent user experiences across any platform, whether it is online, mobile, ATM, at the point of sale, or at the teller window. It is critical that their experiences satisfy their needs, since that experience shapes their opinion of their financial institution.
1 2
http://www.americanprogress.org/issues/2011/09/911_generation.html http://findarticles.com/p/articles/mi_m3495/is_1_45/ai_59283651/
47.
The average customer today watches where every penny goes. They dont like to pay fees, and most of their transactions are debit-card centric, which means knowing their exact account balance when they make purchases is critical to them. This knowledge can impact whether they can pay their bills, pick up the dry cleaning, go out to dinner, etc. From a technology perspective, the infrastructure and applications have to be in place to ensure consistency, security, and reliability across multiple institutions to produce consistent results, experiences and ultimately, high customer satisfaction. For another case in point, think about the traditional insurance model. In the past, the customer acquisition model for property, life, and casualty insurance was a face-to-
face customer interaction, or at the minimum, a phone conversation with an agent, which was often time-consuming. Today, most of us expect to jump online, fill out an electronic form, and get a quote, either immediately or at the most, within 24 hours. Consumers expect instant results, which puts the burden on IT organizations to accommodate these expectations. The current economic market is very challenging to bank customers. Theyre sensitive to paying bank fees, and sometimes go so far as to close accounts and move their money to non-traditional locations, at which point theyre considered underbanked or unbanked. Non-traditional methods include cash hoarding, using PayPal accounts or low-fee credit and loan products offered by
48.
Walmart, and making purchases with prepaid cards. They have one bank account for all of their needs instead of the several accounts they truly need, and they lack a synergistic bank relationship. The money-management habits of this demographic present new opportunities for banks. Financial institutions must continue to find ways to improve the customer experience. Envision the loan application process. In the traditional method, the consumer enters a branch to apply for a loan. He or she sits behind the desk while an account representative navigates through a seemingly endless sea of screens. The customer, meanwhile, wonders what the rep is looking at. HP has technology and knowledge that can turn that model on its ear and help create a great customer experience, such as finding ways for customers to use tablets and smartphones to make the application process more engaging and less alienating.
Industry Edge: What can financial institutions do to ensure longevity? Feldman: One of the things they can do is to not try to be all things to all people. Find the right strategic partner, a trusted IT expert with ample experience and the ability to help clients scale business up or down as needed. For several decades now, HP has been a critical component to many companies successful transformation strategies. We understand banking and its challenges, and we know how to use technology to transform in ways that will not only keep up with customer demand but help institutions become industry leaders. The fastest way to become a company of the past is to wait and see what the future holds. HP is in the business of helping financial services organizations make proactive, strategic plans for the future.
Regional news
UniCredit and HP to optimize payroll production and human resources processes

HP Enterprise Services Italia announced that UniCredit Business Integrated Solutions SCpA, an Italy-based global service company, has signed a 15-year agreement with HP to optimize payroll operations and information technology related to human resources administration processes across the organization. UniCredit is a major international financial institution with strong roots in 22 European countries and an overall international network present in approximately 50 markets, 9,500 branches, and 160,000 employees as of December 31, 2011. HP has worked with UniCredit for more than 10 years, delivering services to manage the companys technology infrastructure, applications, desktop and printing environments. HP will assist UniCredit in adopting common tools for human resources activities and payroll production, providing HP Human Resources and Payroll Services for the firms active and retired workforce located in Italy and Austria. These services will be provided through a jointly owned, dedicated company called ES Shared Service Center SpA. Additionally, HP will provide HP Applications Transformation and HP Modernization Services to lead the banks transformation to the SAP solution-based platform. HP will host UniCredits SAP solution-based platform from its data centers, providing UniCredit with a full scope of infrastructure, security, and network services. Based on HP best practices and UniCredit technical skills, the new delivery model will generate benefits for the bank such as economy of scale, reduced administrative costs, higher transactional quality, and improved workforce and payroll reporting.
> Read the press release
51.
In the world of consumer payments,
cash is being usurped.

By Dee McGrath
Why do consumers choose one form of payment over another? What are the trends in payment behavior? The answers to those questions can help drive investment decisions that will meet the challenges of cost efficiency, flexibility, simplicity, and immediacy. HP South Pacific recently commissioned independent research house Retail Finance Intelligence (RFi) to analyze features of the Australian payments market for valuable insight on where to invest in the increasingly fragmented payments environment. One discovery could be called the wave of the future: of the major forms of contactless payment, consumers most preferred to wave their cell phone in front of a reader. Though cash is still number one, with credit cards
coming in second, HP-RFi determined that 54% of consumers who intend to switch some of their spending away from a payment method, intend to stop using cash, and that 50% of 18- to 44-year-olds were the most open to replacing those cash purchases with cell phone purchases. Though consumers remain concerned about both fraud and personal liability should a payment method be misused, survey respondents indicated a burgeoning willingness to try contactless payment options, from prepaid gift cards, debit and online credit card purchases made with the click of a tab, to the wave of a cell phone app (such as Visas payWave) to purchase that cup of cappuccino in a convenient, contact-free flash.
Dee McGrath Vice President, Financial Services Industry Group HP South Pacific
Enterprise mobility
How to create
applications that keep pace

with the consumerization of IT
By Darren McGrath
More and more consumers are using mobile technology and social networking in their personal lives at all hours of the day (and night) and they expect the same alwayson experience in their professional lives. Commonly referred to as the consumerization of IT, this trend represents the evolving expectations of customers and
employees, who use consumeroriented technologies and solutions such as smartphones, video, audio, social networking, and micro-blogging.
These individuals expect universal access from their employers and business partners. As we enter the second decade of this millennium, a rapidly changing technology landscape is creating a hyper-competitive environment and propelling us into an interconnected world.
53.
HP is helping organizations around the globe harness the power of mobility with tailor-made solutions and services. We offer workshops that help financial services firms identify which applications, processes, or ideas are best suited to become mobile applications based on business value, mobile readiness, and ease of implementation. Our mobility assessment assists with the development of enterprise-level mobility strategies, plans, and solutions. In addition, HPs mobile application development services provide custom,
packaged and hosted client, client/server, and cloud computing-based solutions with support for all of the leading operating systems. We can also provide mobile application testing services that leverage market-leading software testing tools to automate testing of new application functionality across a variety of mobile devices. To learn more about how HP can help you tackle your IT challenges, visit our Enterprise Mobile Applications Service website.
Darren McGrath Global Product Marketing Manager HP Mobile Application Services
Why HP?
With a rich heritage in the financial services industry that spans more than 35 years, HP has a significant presence in all of the top 200 banks, top 50 brokerages, 130 of the worlds major stock and commodity exchanges, and top 50 insurance carriers. HP offerings for the financial services industry include: > Cloud > Payments > Security > Branch channel transformation > Mobility > Trading operations > Analytics > Exchange transformation > Core banking > Insurance services
Verifiable experience
320,000
HP is global; we have more than 320,000 employees in 170 countries.
25
HP ranks second in the annual FinTech 25 by American Banker and IDC Financial Insights.
9/10
Nine of the top 10 global financial services firms signed contracts with HP Enterprise Services within the last decade.
As the worlds thirdlargest third-party bank credit card processor and thirdlargest merchant acquirer processor, HP:
$1M $4M
$2M $5M
$3M $6M $7M
Serves 7 million commercial card accounts, processing 80 million transactions annually
10 & 68
Processes 10 billion credit card transactions and 68 million credit card accounts, originates 1 million loans, and processes more than 60 million insurance contracts annually
2.5
Services approximately 2.5 million mortgages, secured loans, and unsecured loans
5
Processes an insurance contract somewhere in the world approximately every five seconds Handles 2 out of 3 credit card transactions
5
Answers more than 5 million incoming customer calls each year related to loans we service and originate for leading financial institutions
Get connected
hp.com/go/getconnected Current HP driver, support, and security alerts delivered directly to your desktop
Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein. Microsoft is a registered trademark of Microsoft Corporation. Share with colleagues

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Financial Services Edition

HP Enterprise Services /// Issue 003 /// Spring 2012

Mine the era of opportunity

Industry Edge Financial Services Edition

CEB TowerGroup and HP

weigh in on 9 trends that could rewrite the balance sheet

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

> Learn more

Top 9 business drivers and strategic responses for 2012

> > > > > > > > >

Reduce operational costs

Re-engineer the business

Revisit markets and strategy

Industry Edge Financial Services Edition

Bank on the power of

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Why it pays to invest in a hybrid cloud

Industry Edge Financial Services Edition

http://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-bound Ibid. 4 Ibid.

Industry Edge Financial Services Edition

Tap the benefits of technology to create

Industry Edge Financial Services Edition

The HP vision is this:

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

360-degree view of the customer

Interact with customers on their terms

Mine social media for customer preferences

Address the customers issue

premium product/card services

Gain capital by providing

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Farm the problems to create better solutions

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Really, you cant buy a more effective promotional opportunity.

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Decrease human middleware, streamline processes, and reduce errors

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Elevate the experience for insurance customers with

Industry Edge Financial Services Edition

Coleman Parkes study (commissioned by HP), October 2011

Industry Edge Financial Services Edition

Michael Brown Sales Enablement HP Insurance Services

The new IT conversation

How shareholders are

changing the conversation around IT

The new conversation around IT comprises four steps:

High-tech financial services get back to the basics

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition

Industry Edge Financial Services Edition