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While ATM’s and telephone banking have been a big success both for banks and consumers, customers want a branch channel with a human touch that delivers the same customer service and sales interactions available through the Internet, call center, ATMs, and other delivery channels.

Financial institutions, especially companies wanting to gain competitive advantage by maximising market share while minimising operational expenses, are responding to this message.

As a result, most financial institutions will make multibillion pound investments through 2005 in upgrading branch network and middleware infrastructure to support renewal or transformation.

This conference is going to discuss the changing role of the branch, the compelling factors driving change in the role of the branch, the competitive pressures from niche players, industry consolidation and much more.

As all successful banks will have to meet these new demands and many evolving roles of the branch of the future, this conference will provide and excellent opportunity to learn and network with your competitors and suppliers alike.

Conference programme

9:00 Registration and Coffee

9:30 Chairman's Opening Remarks

Patrick Frazer

Patrick Frazer, Editor, Financial Services Distribution, Lafferty

9:40 MULTI CHANNEL DELIVERY

Nick Sandall

Nick Sandall, Partner, Financial Services Consulting, D&T

  • Will technology push the branch into the corner?
  • How are customers reacting to the changing environment?
  • Is the branch of the future just around the corner?
  • 10:20 HOW APPROPRIATE IS A BRANCH-CENTRIC BUSINESS MODEL?

    John Kilgallon

    John Kilgallon, Head of Channel Development, Abbey National

  • Should the branch be integrated with other channels of distribution?
  • What role do we want frontline staff to play?
  • What is really in it for the customers?
  • 11:00 Morning Coffee

    11:20 BRANCH SHARING SCHEMES WITH THE POST OFFICE

    Graham Halliday

    Graham Halliday, Banking and Financial Services Director, Post Office

  • Providing access for lodgements of cash
  • Increasing “branch outlets”
  • Providing customers the services that they want
  • Making full use of traditional and modern methods
  • Increasing the volumes of routine transactions
  • 12:00 ATMS ARE NOT ATMS ANYMORE

    Craig A. Keefner

    Craig A. Keefner, Executive Director, Kiosks.org Association

  • Cash dispensing as a dedicated function
  • Offering multiple applications
  • Incorporating more complex consumer products into kiosks
  • Will multi-function financial centres replace the traditional ATM’s?
  • 12:40 Lunch

    14:00 THE NEW LOOK BRANCH OF THE FUTURE

    Tim Neal

    Tim Neal, Retail Design Manager, Alliance & Leicester

  • Different customer requirements for different products
  • Preference of interaction
  • Integration across the banking enterprise
  • Offering a true multi-channel approach
  • Consistent customer service across different touchpoints
  • 14:40 THE FINDINGS OF THE BANKING REPORT

    Helen Smith

    Helen Smith, Managing Analyst, Retail Banking, Datamonitor

  • The branch as part of a multi-channel distribution strategy
  • A shift from convenience to excellence
  • Specialising in value added services
  • 15:20 THE FUTURE BRANCH

    Tony Ferguson

    Tony Ferguson, Practice Head, Customer Contact Solutions Practice, Unisys

  • The bank as trusted advisor
  • Towards the "Ten Product" relationship
  • Personal financial management- an insatiable demand
  • Application of best retail practices
  • 16:00 Chairman’s Closing Remarks followed by SMi Drinks Reception
    Close of Day One

    9:00 Re-registration and Coffee

    9:30 Chairman's Opening Remarks

    Nick Sandall

    Nick Sandall, Partner, Financial Services Consulting, D&T

    9:40 LESSONS FROM THE RETAIL SECTOR

    Tony Stockil

    Tony Stockil, CEO, Javelin Group

  • The multi-channel retail model (and who is winning)
  • Challenges and key success factors for multi-channel retailers
  • Application of lessons from the retail sector to the banking sector
  • 10:20 REACHING BEYOND THE TYPICAL BANKING CUSTOMER-

    Frances Mendelsohn

    Frances Mendelsohn, President, Summit Research Associates

  • Identifying large untapped revenue sources
  • Modifying ATM’s to accept bill payments
  • Convenience store kiosks
  • Case studies
  • 11:00 Morning Coffee

    11:20 MEASURING BRANCH PERFORMANCE AND POTENTIAL

    Professor Martin Clarke

    Professor Martin Clarke, Managing Director, GMAP Consulting

    12:00 BRANCH NETWORK TRANSFORMATION

    Guy Houghton

    Guy Houghton, Managing Director, Banking & Cash Solutions, De La Rue Cash Systems

  • Integrating branches and kiosks with direct delivery channels
  • Rationalisation of branch numbers
  • Branches in the workplace, shopping malls and post offices?
  • Coffee Bars and branch sharing?
  • 12:40 Lunch

    14:00 AFTERNOON SESSION - INTERACTIVE EXECUTIVE BRIEFING

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    Workshops

    Branch Re-engineering - Driving Branch Profitability
    Workshop

    Branch Re-engineering - Driving Branch Profitability

    The Hatton, at etc. venues
    1st April 2003
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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