7 I SOCIETE GENERALE 2013-2014 “Before thinking in terms of tools and technologies, we think in terms of supporting our clients” Jean-François SAMMARCELLI Deputy Chief Executive Officer What are your residing memories of 2013? The fact that our transformation is underway and that it is working. Our customers' satisfaction is growing. Our networks outperformed our sales objectives in many areas, against an economic backdrop that is still rather difficult. I see these as the tangible results of the underlying work that we've been carrying out over the past several years to simplify our processes, share our tools, develop a proactive sales policy, work on all the components of the client relationship and more. We have also created a new Private Banking business in France, which brings together the best expertise from Private Banking and French retail banking in order to combine expertise and convenience. The idea of transformation often carries negative connotations. Our transformation has clearly been positive. Our teams feel encouraged to continue our collective efforts and are committed to constantly improving the service offered to clients. Are the three networks all performing well? All three have advanced, which is a sign that our three brands, each with its own identity and specificities, complement one another in reaching our different clients and play a combined role in the Group's success. Boursorama, in an increasingly competitive environment, has strengthened its leading position in online banking by offering the most comprehensive and competitive solutions on the market. Crédit du Nord has continued to receive the best satisfaction ratings and develop its customer base while cultivating its local roots. The Societe Generale network has remained very active in attracting new clients and has continued its policy of innovation, particularly for new mobile banking services for professionals and businesses, and by launching the online payment solution Paylib with two other major French networks. I can also mention our banking app, which was ranked second in the world for its range of services and the quality of its user experience. How do you incorporate digital transformation into your core businesses? Our transformation strategy is continuing with our efforts to imagine what the bank of the 2020s will look like. Our core businesses are experiencing a profound but not sudden break with the past, leading us to rethink our model. Our culture of innovation is, of course, an asset when inventing the new services that will come out of the digital transformation. However, before thinking in terms of tools and technologies, we start by thinking in terms of supporting our clients. Regardless of the channel they use, our mission is to provide them with the services STRATEGY and advice they need to complete their personal and professional projects, to anticipate key moments in their lives and to protect their loved ones. It is with this in mind, for example, that we have created a platform specialised in succession planning. Dialogue and co-creation with our clients can also be clearly seen through the prism of the support we provide: on Twitter, answering our clients in 30 minutes or less at @SG_etvous, as well as by actively listening to clients with the "SG et vous" platform, the first collaborative platform for banking relationships in France. At the end of the day, the most important thing is the quality of the service we offer and the ease of access to that service, whether it is delivered by a local branch, a video-chat representative or on the Internet. ■
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