Advances made by the Santander Central Bank
Introduction
In 2018 BBVA made several advances, based on its purpose, strategies and values, which are its fundamental pillars of the strategy. Vision and aspiration;Its new process adapts to the new industry environment, reconfiguring it. There is a macroeconomic environment characterized by high regulation, various interests, exchange of currencies and geopolitical conditions. Industry guarded with numerous regulatory standards. There has been a change in customer preferences, which demand more evolved services, but at the same time simple to achieve their objectives, these services are already being implemented in other digitized industries.
Developing
Use of data for strategies, interpret them and make them understand customers. Models that make technological giants. Focus on new competitors who want to increase their value chain. All this is part of the BBVA bank transformation, to strengthen the relationship with its customers. Value proposal: mainly help customers providing good advice, the best solutions, that are clear and relevant, through digital channels or human advice. Thus trust is strengthened with the bank because it even offers service to non -customers to capture their interest
Advances in the transformation of BBVA: wants to help its clients meet their objectives, wants to be more than a bank, an “engine of opportunities” and have an impact on people and society. In 2018 they have developed 6 strategic priorities: the best experience for the client;It focuses on simplicity, transparency, and speed, increasing in customer empowerment and offering them more personal treatment. To know the satisfaction of customers, the bank uses the Net Promoter Score, which recognizes the entity as responsible in the countries it operates, is also reflected in indicators such as objective customers and the leakage of escape.
Digital sales: The company is adapting to the multichannel profile, developing a digital offer of products and services. The number of digital and mobile customers grew in 2018, with 50% of digital clients at the group level. New business models: The bank is in search of new digital business models and using the Fintech ecosystem, this activity is done through five levers, exploring, building, associating, acquiring and investing and capital-risgo. Optimization of the Capital Assignment: This objective tries to improve the profitability and sustainability of the business assigning capital in a correct way to continue improving in solvency.
Leadership in efficiency: You have to build an organization model, agile, simple and automatic. The best team: attract, select, train, develop and retain the best talent. In the company all people are guided by their actions according to values. Our values: the client is first, the bank tries;Be empathetic, complete, try to solve the needs. They think big;Be ambitious, break molds and surprise the customer. They are a team;They are committed, trust each other and are BBVA (everyone feels owners of BBVA and try to improve it).
A materiality analysis helps to know the most important problems for strategies. The phases of analysis are as follows:
- Identification of relevant issues with interviews with the different teams that are related, complementing it to those that are heard.
- Creation of a list of 12 matters of interest groups.
- Prioritize issues according to their respective importance for groups.
- Prioritize matters according to its impact on BBVA Bank strategy.
Solvency and sustainable financial results to deal with context changes, disruptive technologies, new competitors, political issues. Ethical behavior and consumer protection, offering transparency, adequate products and the integrity of the challenges. Personalized customer advice, they expect them to give them solutions to their problems and help them manage their finances. Cybersecurity and responsible use of data, interest groups want their data to be completely safe and not use for other things, gaining confidence.
conclusion
BBVA Bank uses a different model from others, looking for a profitability adjusted to principles, legality, good practices and the creation of long -term value. And this is how it is reflected in the corporate social responsibility policy or bank responsible for the bank. Each responsible banking model is supervised by a Board of Directors, the commissions and senior management of the bank. The 4 pillars of responsible bank are: good relationships with customers, clarity, responsibility and transparency. Sustainable finance to help climate change, human rights, SDGS. Practices for suppliers and other groups.
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