Digitize Financial Services by TransactMedia

A platform for â&#x20AC;&#x2DC;digital strategiesâ&#x20AC;&#x2122; that leverage mobility, analytics, and cloud to improve business processes, take advantage of real-time intelligence, transform data use and management. & expand traditional workforce boundaries.

DISCUSS WITH YOUR AUDIENCE BFSI HEAD HONCHOs DIRECTORs CHIEF EXECUTIVE OFFICERs C-LEVEL EXECUTIVEs FUNCTIONAL HEADs REGULATORs AND BUREAUCRATs GET TOGETHER AS GENERATION Y ‘G R O W S U P’ AND STAYS DIGITAL This will be important for financial organizations to match their clients digital expectations...

GOING DIGITAL Many of you who read this will most likely ask your IT head and or your marcom director to go through this brochure. But that is missing the trick. This is not about technology or marketing. This is about the way your consumer will experience you.

oing digital is no longer a product push or a requirement for addressing a certain class of consumers, but an experience similar to the one offered in the traditional brick and mortar format. It is not about outputting together a slick looking web site or having some fancy applications, but a new business model, integrating all aspects of services on the online forum. Your traditional offerings will need you to have a host of ancillary offerings so that your consumer will use you for all transactions, thereby giving you the edge. Many of you who read this will most likely ask your IT head and or your Marcom director to go through this brochure. But that is where most of us miss the trick. Digital transformation is not about technology or marketing. It is about the way your

Preference for digital is now globally pervasive across all customer segments, globally, and especially so for Generation Y or GEN NExT. The definition varies widely, but broadly, it refers to those people born in the 1980s and 1990s naturally expect a rich digital experience that is both mobile and social, and seamlessly integrates their financial services needs with their digital lives. This group represents a highly important customer segment for financial service providers , as they reach the peak age of financial consumption and will be an important source of value for these organizations besides being an early adoptor and influencer in use of digital space. consumer will experience ‘YOU’. Each and every time they transact through you. Yes, of course, IT and marcom are important. But most integral is the top management. It is they who need to understand the implications of this change and need to deliver the brand experience. Of being able to direct the implementors in the required direction and being able to clear any bottlenecks. You are among the few people who have an holistic understanding of the need of the organization and its consumers so that you can enable change. What are the steps required to achieve this state for your organization. Building customer-centric value model Before the financial crisis, organizations relied heavily on

financial leverage to create shareholder value. Today, the economic climate, increased regulatory intervention and competitive challenges are forcing them to deleverage and look for other sources of value. In the ‘new reality’, a new value model is required, based upon securing customer relationship primacy (the position of being the preferred and main financial services provider), through efforts to regain trust and build customer engagement. The preference for digital is now pervasive across all customer segments, globally, and especially so for Generation Y (the definition varies widely, but broadly, it refers to those people born in the 1980s and 1990s). In fact, for this group, now at the threshold of deciding financial relationships, the quality of the digital offering is an important factor in their decision process. Organizations have a real imperative to act now to attract these customers and thereby lock in future value. Digital strategies will need to move beyond cost reduction objectives to do this. The full extent of what digital can offer customers goes

The digital marketplace scenario will make a ‘buy’ or ‘partner’ strategy would be more optimal as it requires a new way of thinking and building that is difficult for competitors to copy. beyond the basic mobile and internet services that are now widely provided, although there is still value to be obtained for many from simply delivering these basic services well. Digital financial services will evolve into a richer set of offerings, providing new set of value for organizations and their customers through a new ‘digital feature set’, based on innovations in: user experience; mobile devices and networks; social media and collaboration; customer analytics; and channel integration. By embracing digital, financial organizations can deepen their existing customer relationships as well as access new revenue sources. Digital has and will continue to open up financial services to a number of innovators – big and small – seeking to capture value across the financial value supply chain. In markets where traditional services is widely accessible, these new entrants will secure a place as part of the ecosystem, but will not necessarily be successful in taking over the entire customer relationship. Despite challenges to this position, traditional financial services remain the most trusted providers by customers. In growing markets where the under banked population is sizeable, the threat of being out-competed by new entrants could be greater.

Online customer-facing technology continue to attract investment. Unit costs for online transactions are pennies or less while costs for human mediated transactions are high. Customers prefer banking online and firms that deliver it will gain market share. Examples range across the financial spectrum, e.g 1) allowing consumers to make online payments worldwide, 2) giving business customers the ability to scan batches of checks and deposit images online, or 3) exposing a dealerâ&#x20AC;&#x2122;s inventory, buying interests, and pricing to institutional trading partners.

D I G I T A L F A S T R A C K I N B F S I

he BFSI vertical is seeing an unprecedented period of increasing regulation and continuing cost pressures. This is being compounded by the persistent trend in margin compression and alarming market uncertainty. Emergence of new technologies has a permanent impact, as once traditional banking revenue pools are now being sucked up by new competitors, especially in the paymentsâ&#x20AC;&#x2122; space. All of this is happening at a time when customer expectations for banking services (both offline & online) are being reset by retail and online provider experiences. Add to this list, a general lack of customer trust and the perception that financial organizations have majorly contributed to faltering global market. We can probably conclude that traditional financial services are facing its steepest challenge. A new tipping point has been reached, with digital as the fulcrum.

TOPICS Digitize - Gearing up for tommorow Securing the digital experience The Chief Digital Officer - An emerging profile Mobile - The personal interface Self help kiosks - Improving customer interface SMAC - Leveraging technology to improve revenue The BFSI Communciation Awards

VENUE To be finalized

SCHEDULED DATES October - November 2014

Bankâ&#x20AC;&#x2122;s have been historically on the leading edge of creating solutions designed to make themselves profitable. After all banking as a business depends on maximizing every rupee that comes into their coffers. A new trend seen recently is the increasingly development of models needed to address a wide spectrum of customers ranging from Gen Y - un(der) banked - pensioners. Technology and business process improvement are key enablers. It is becoming more and more critical to identify and develop new intelligence sources that enables financial institutions make informed judgments and become much more customer centric. Smarter banks will increasingly invest in techniques to gain new customer insights, effectively segment their customers, develop deeper relationships and be the bank of choice. Innovative models using mobile devices and efficient payment systems will make 24x7 banking more widely available. Banks will be increasingly using technology that will enable them to determine pricing, new products and services, the right customer approaches and marketing methods, which channels customers are most likely to use and how likely customers are to change providers or have more than one provider. Banks which will understand their customers better and look to charge only for services used will benefit more than other banks. Customer-friendly products, delivery channels, easy and accessible services and competitive pricing would be the driving forces â&#x20AC;&#x201C; and technology shall play a dominant role in all these. The most successful institutions will be those that combine visionary technology with strong customer centricity

INVITEES

FUTURE MOBILE

obile has coming of age and is moving beyond simple functionality, embracing interfaces for payments and other innovative offerings such as marketing services, sophisticated authentication mechanisms, locationbased personalization, etc. Innovative services serve to create a superior customer subscribed experience.

The Mobile Experince The mobile allows interfacers to engage on a very personal level. the key takeaways on a mobile devices are Expect more - Create a rewarding experience for the consumer. Influencer - The rapid emergence of social media in parallel with the rise of mobility has seen customers increasingly turn to their peers for information and advice, rather than to financial experts in banks.

Traditionally, old school financial services businesses have preferred Aware - Financial consumers have easy a ‘build’ approach for most changes. access multiple data points. However, in this scenario, a ‘buy’ MOBILE BOUNDARIES or ‘partner’ strategy would be more Options - Comparison and purchase optimal as this change requires a new of alternative financial products and • Improvements in user-experience way of thinking and building that is services online is now straightforward design through interactive, game-like difficult for competitors to copy. and widespread. interfaces that are starting to merge the The real battle will take place between Voice - Customer experiences are boundaries between the real and the traditional organizations, seeking to rapidly spread through media and virtual, and bringing data to life through secure primacy of existing customer often causing irreparable damage. rich visualizations. relationship as the basis of future The new digital ‘feature set’ will • Advances in mobile devices and shareholder value. Many, however, increasingly be exploited to provide a networks, providing new services may react late or continue to persist much richer set of banking offerings such as enhanced digital security and with old ways and methods and as for the customer. Impact of these the ability to access the internet from a result, lose market share in the digital innovations on banks goes anywhere. changing landscape. beyond their technology, security Today, a successful digital offering in • The rise of social media and and infrastructure capabilities: it is banking implies the provision of high collaboration tools, empowering opening up new business models and customers and employees, and moving propositions, redefining the customer quality online and mobile banking control of the ‘brand message’ from access. experience, enabling new potential businesses to consumers. The new digital feature set can be from stakeholder networks. used to meet the increasing demands • Innovation in analytics & predictive Existing role v/s aspirational role of the customer. Main considerations models, driving deeper insight into Incumbents in emerging markets that customers’ behavior and enabling to invest in a robust digital offering: have a large share of unserved, or highly targeted and relevant treatment 1) Multiple factors are changing under-served consumers are likely strategies to be executed. customers’ experience. to experience a greater threat from • New channel integration technologies, 2) Preference for digital is globally new players. A strategic partnership enabling a more seamless end-to-end pervasive. between a provider and an innovator experience for customers . 3) Generation Y, who are now at has the best chance of creating a the point of choosing their primary winning combination to acquire and retain new customers, financial services provider, cite digital as an important assuming banks act. However, it must be acknowledged factor in this decision. that a game-changing innovation by a pure play provider 4) Digital itself, is evolving: the new set of disruptive (e.g. in growing or emerging areas such as mobile features of the latest round of digital innovation is proof payments or digital wallets) may also prove successful.

CUSTOMER RELATIONSHIP

he information revolution isn’t just changing consumers’ preferences and behaviors. It’s also changing industries by enabling new information-driven solutions that match consumer needs better than traditional offerings do. In short, the old way is not working anymore because consumers expect more. This new reality is impacting all industries, but particularly financial services, which is not known for its revolutionary thinking. According to the Oliver Wyman report “A Money and Information Business: The State of the Financial Services Industry 2013,” the “source of value in financial services has shifted from balance sheets and physical distribution networks to data.” This means that understanding how someone banks is more important than the assets he or she brings, a concept that is becoming increasingly significant in today’s competitive market. Financial institutions are being pressured to find new ways to strengthen customer relationships and generate revenue. The banking data they hold about their customers is incredibly valuable, and understanding what motivates customers is key to designing and delivering products that improve loyalty and drive incremental revenues. By using analytics software to mine the treasure trove of customer relationship and banking data they already possess, institutions can gain actionable insights that will empower them to devise new offerings, including dynamically priced relationship banking products, based on what motivates their customers. How might this look in practice? Here are some examples: At-Risk Customer Analytics Every financial institution covets the primary financial relationship, but few analyze their customer base to identify their percentage of single-service customers. By focusing on those customers, institutions can further analyze their transaction histories to identify incoming deposits or outgoing payments to other financial institutions. At a minimum, this customer is at least tempted by the relationship with another institution. At worst, the exit transition is already under way. Analytics helps identify the problem and the severity of potential attrition. It also creates an opportunity. By identifying these potential ex-customers, financial institutions can develop targeted programs to retain—and potentially expand—these relationships. The solution is not necessarily to offer a loan or a savings product.

Instead, banks can use the data to determine the right products for customers’ specific life stages and develop a communications program to make sure the institution is at the forefront when customers are looking for new products to fulfill their needs. While an institution can’t create the need for a product, it can identify when the need may be present—and position the organization to be the first choice when the customer seeks to satisfy it. Build Banking Products That Motivate a Profitable Relationship From analyzing our banking customers’ data, we’ve seen a direct correlation between high levels of electronic transaction usage and long-term relationship retention and profitability. With information such as this on hand, an institution can develop and implement relationship product and pricing programs, allowing customers to have select fees waived or rebated in exchange for performing a desired type or number of electronic transactions each month. As an example, an institution may waive account fees if a customer makes three deposits into his checking account each month. The institution can also waive fees and offer cash back for three checking account deposits AND five debit card transactions each month, for instance. Interest rate incentives can be layered on for automatically transferring funds from account to account to motivate new products. These dynamically priced offerings are designed to encourage sustained customer activity that benefits both parties and deepens the customer relationship. With the pricing automated to adjust accordingly, it holds each party accountable to live up to the terms of the relationship. In conclusion, one of the most effective opportunities a financial institution has to create additional value comes from using analytics tools to “monetize” the data it has available at its fingertips. By leveraging analytics solutions to analyze their untapped wealth of customer information, institutions can gain powerful insights into their customers’ behaviors and needs to create programs and dynamically priced relationship banking products that their customers want. These will not only provide customers with solutions they desire and engender loyalty, but also drive valuable revenue opportunities for the institutions themselves.

THE CRM SLOT IS A LIMITED AUDIENCE BREAKAWAY PROGRAM. FOR DETAILS CALL BERNARD JOSEPH ON + 91 9987230987 or email: bernard@transactmedia.in

I AM THE CDO Digital Transformation is a little understood term. Challenges and opportunities for businesses in this digital age are enormous. Companies have to be fast to keep pace with changing technology and consumer behavior. Business strategies must now be perfectly interlaced with digital strategies that expand daily and include not only the web but also mobile technology, social media, local presence, and everything that innovation can bring to your growing organization. To know more...attend this unique session by leading digital practioners!

ver a decade ago, digital, as a career path was the website, email, social, mobile. IOS, Android, analytics, data in its infancy. As it emerged as a key structure capture, testing, advertising, global content, CRM integration, in the architecture of the business world, career photography & video, Apps, and on, and on. In considering the paths unfolded in unexpected ways which personality of technology, we need to consider all aspects of provided a unique multi-faceted perspective across diverse the digital strategy. New initiatives don’t sit in perfect incubators industries. Digital grew up and became an essential part of a – they cross over into all areas of the organizations. Don’t forget company’s business plan. Websites became serious tools. this. Digital strategy is the sum of all its nano parts. Now, that digital has arrived, it has become the most strategic Content really is King: Content is what clients consume. It area of a company’s blueprint. A new role has emerged, one defines and creates alignment with products and services. It that several years ago would have establishes a brand, drives traffic seemed outrageous, but today FACTFILE TO CONSIDER and SEO. It drives Social. Don’t seems vital – the CDO - Chief undervalue the power of good By 2015, 25% of enterprises will have a CDO. (Gartner). writing, content experiences, video Digital Officer.

What does Chief Digital Officer look and the experience users have with By 2017 the CMO will spend more on IT than the CIO. like? digital properties. Content provides a glimpse into the emotional life Is it a CIO? A CMO? A VP of Digital? From Gartner/Forbes: Digital density has reached and personality of the company. a tipping point with more than a billion people on It could be any one of these Empathy is powerful. And that is key Facebook, 5.6 billion mobile devices people. However a Chief Digital to marketing. If you’re considering Officer needs the following traits: More than $20.4 trillion dollars of business or 14% of all data and a holistic approach to Sound Technical Knowhow: economic activity transacted across digital resources. digital strategy, then you need The CDO may not know have to take risks. And it’s OK to fail. technical depth but should be able to talk shop around Failure itself presents countless opportunities. Calculated risk technical requirementsand should help guide decisions around taking can reveal the next big thing, a spike in traffic, record the technical infrastructure, or at the very least, articulate the breaking leads and opportunities or create that viral campaign business needs and end user experience. The technical you’ve been dreaming about for years. Or, you might just blueprint is an essential framework for success. Disjointed learn something valuable. Don’t get too comfortable with your digital strategies result in failed projects – very expensive ones. definition of success. It is a moving target. Technology should have a personality: This is a holistic, Be Agile: It is just not about agile development. Digital needs symbiotic statement. Great technology cannot succeed without to be agile on all fronts–technology, content, infrastructure and compelling content, seamless brand integration and respect for even Google’s latest search algorithm’s. Since technology the end user experience. The CDO should think carefully about changes daily, so does the CDO – career-wise, be prepared the personality reflected in the execution of digital projects. to reinvent regularly. That is the only way to drive an innovative More often than not, the technology behind the experience is digital strategy. irrelevant to a customer. Create memorable experiences. Humor: Along with agility, consider the technology personality, Creative direction: The emergence of the CDO and where they be holistic in your approach, and dominate – you’ll need that sit in the organization shows the blurring of lines in Digital. Who sense of humor to get through the considerable obstacles and owns the strategy, the budget, and decision making? If it truly challenges you face. Humor adds perspective. Humor lessens is the CDO, then they also need to have the creative approach stress. Humor gains friends. It’s lonely at the top. to the digital strategy. Clients see right through off-the-shelf Drive: Digital is 24/7/365. It never sleeps. Pushing the experiences or automated solutions – these need to be boundaries of digital requires unwavering commitment, an augmented with some real creativity. Surprise your customers. incredible team, creativity, risk taking and drive. The CDO needs Prospecting is key to data: If Content is King, then Data is the to be hungrier than ever in their pursuit. Crown. EVERY decision made around your digital strategy In conclusion – a holistic approach to the digital strategy, should be informed by data – solid analytics, A/B testing, data including sound technical chops, an understanding of data, trends, user surveys and lots, lots, more. ‘Hunches’ don’t really integration of meaningful content, agility and drive, creativity, cut it at this level. Data should inform decisions around content calculated risk taking and a sense of humor. If you have it to be changes, specific projects and budget allocation. CDO then go get ‘em. It pays....really well! Digital Holism not Holiginism: Everything is digital to the CDO –

SOCAIL, MOBILE, ANALYTICS & CLOUD As we enter a new digital age, coded information surrounding people and companies aligned with the internet of things will reshape how we live and work. The growth of information is already seeing value chains undergo transformation from widgets to digits. SMAC will be the platform that will enable organisations to drive consumerization of technology, including Enterprise IT. Early adopters of SMAC stack would have a clear competitive edge in their line of business. It will become the new basis of competition, helping organizations build new business and operating models.

increasing pace of change is rapidly driving customer, businesses and technology firms in a tight embrace, with the convergence of disruptive technologies eroding the boundaries separating them. Businesses are becoming more and more agile, and technologies such as social media, mobility, analytics and cloud computing are coming together to unleash unlimited opportunities for everyone involved. This convergence â&#x20AC;&#x201C; also known as SMAC â&#x20AC;&#x201C; will be the leading disruptor to the businesstechnology ecosystem over the next few years. As we enter a new digital age, coded information surrounding people and companies aligned with the internet of things will reshape how we live and work. The growth of information is already seeing value chains undergo transformation from widgets to digits. SMAC will be the platform that will enable organisations to drive consumerization of technology, including Enterprise IT. Early adopters of SMAC stack would have a clear competitive edge in their line of business. It will become the new basis of competition, helping organizations build new business and operating models. Technology companies need to change the way they are structured to deal with SMAC. They need to be nimble and think on their feet. Tech vendors will need to be entrepreneural, along with next gen delivery and pricing models that will work in realizing maximum potential from SMAC. They need to look at an inorganic strategy to add to their capabilities in some of these areas. Going forward tech vendors will have to work closely with customers to stay abreast of the latest technological developments and come up with solutions that can take advantage of SMAC. They should seek to use customer input more diligently while innovating/developing solutions and products. The emphasis should be on tapping inouts from various channels, mediums and devices and using these as critical inputs for new solutions and incremental innovations.

SMAC Social media A social media strategy has become a must for all enterprises, be it banks, retailers or the government. With over one billion individuals logged on to various social networks, people are now using social media for advice on what products to buy, where to shop and even regarding what firms they want to work with. While most enterprises use social media for their customer service function only, many firms have now started using social media in tandem with their sales and marketing functions. This in turn enables firms to use data generated by the customers effectively to service their larger pools of customers. Mobility Mobile devices have changed the way people access digital content. Smartphones and tablets have brought rich, digital content to the fingertips of consumers. Mobile banking has emerged as one of the most innovative products in the financial services industry. Shoppers are increasingly using their mobile devices for everything from browsing to comparing to buying products. Governments are also reaching out to their citizens, using mobile devices as an efficient channel. Enterprises must also jump on to the mobility bandwagon, and ensure that their applications are mobile ready. Analytics Every year, companies and individuals generate billions of gigabytes of data. Data, which analyzed and used in time, can emerge as an unbeatable competitive advantage. Enterprises need to recognize the prospect analytics represents and should adapt their IT strategy to capture such opportunitiesâ&#x20AC;&#x2122;. Analytics can help retailers predict buying decisions of shoppers; it can help banks weed out fraudulent transactions; while governments can use analytics to provide services directly to their citizens. Predictive analytics has also been adopted across industries in various scenario building activities. Cloud computing The undeniable power of cloud computing to foster innovations and improve productivity is now accepted by both IT vendors and their customers. While the financial services and government sectors are mostly moving to a private cloud model due to information security concerns. Telecom players existing infrastructure has helped to emerge as providers of cloud computing, leading to erosion in boundaries between IT and telecom vendors.

WHY ATTEND

ndia has cushioned itself from the global financial crisis through prudent and calibrated approach to financial liberalization. The central bank avoided many of the financial excesses observed in other countries, with coordinated action by different regulators. This enabled it to handle volatility in financial markets due to sudden reversal of capital flows, the ensuing liquidity and effectively defusing the credit crunch. Thus, exchange rates and other price movements were then well moderated for India’s financial market development. This contrasts sharply with the volatility and other difficulties that many other emerging market countries faced. India’s success is rooted in a sound and resilient financial system, of which banks are the dominant segment. However, in the world of financial conglomerates - whose size, leverage, financial strength and inter connectedness are threats to systemic stability - financial and macroeconomic stability are interlinked and almost indistinct. ‘Too-big-to-fail’ is being reworked; solutions to reduce systemic risk are pondered and implemented. But what are the moot issues? How can a resilient economy continue its path? Where is public money and how is it invested? Where are available funds invested? Is there an option for greater economic growth? How can infrastructure projects be supported? How do we calculate individual or economic growth? How will industry support itself for sustained growth? How can conflicts be minimized? Can we plan for inclusive growth rather than exclusive growth? Questions answered by answers to another questions; What will be short time issues and concerns? What will be the main drivers for BFSI? What role will technology play in maximizing investment? The Transact Group and its associates are planning the AMEA BFSI Congress (2012–2013), a convergence of the financial services sector. Key policy makers and senior BFSI decision makers are invited to meet and discuss the way forward for financial companies under the current market environment. The Congress will include the very comprehensive BFSI Business Survey as key information driver for delegates. Analysis of this data will allow the forum to investigate opportunities identified and shared by industry through the survey. Who should participate? You are among the select few, being invited to join industry leaders and other functional heads to the National BFSI Congress. Why should you participate? 1. Share with Industry leaders and peers 2. Participate in the industry wide survey analysis & ratifications. 3. Create solutions and directions for the way forward for the next generation customers

ATTENDEE BENIEFITS Attendees at Transact Engage share common benefits of forging valuable business relationships and receiving expert marketplace insight. The program is structured to facilitate substantive attendee-vendor interaction in both group and oneon-one settings, and maximize ROI for every participant.

The Transact engage program offers • Industry insight and forecasts - first hand views on latest technology solutions and industry trends. . • Knowledge to build personal and business strategies. • Domain experts and analysts sessions. • Future market opportunities from leading vendors • Networking Delegates agree to abide to attend all program facets. • Attend educational seminars • Get invited to private boardroom appointments • Attend networking functions • Participate in discussions • Complete survey • Provide feedback

E N D - U S E R B E N E F I T S: We believe that the delegate experience is what makes a program successful. Attendee experience is built on exposing participants to vendors, ideas and programs. Our invitation-only attendees benefit by: • Maximizing time and efficiency by meeting multiple vendor’s. • Gaining a competitive edge of early understanding and maybe be an adopter of the latest. • Acheiving latest technology insights and market trends via general sessions led by industry.

Engage formats include: Private Boardroom Appointments - Attendees gain access to products in a private etting, and have the opportunity to ask specific questions and provide feedback. These meetings need to be pre scheduled. For details please contact your Transact Media executive. 1-on-1 Meetings - Designed to take boardroom discussions to

the next level, 1-on-1 Meetings enable attendees and vendors to sit down in an intimate meeting environment to discuss specific solutions for individual companies. 1-on-1 Meetings can be pre scheduled, or arranged on-site at a defined rate.

Industry Insight Sessions - These sessions by industry analysts and experts provide the most current data relating to challenges and opportunities, giving attendees information, they need to drive business process implementation or change in the way business is conducted.

Please email info@transactmedia.in to find how to become a participant.

SCHEDULED PROGRAM BFSI Business International Congress & Summit

The Union Finance Minister has been invited as Chief Guest for the BFSI Business International Congress & Summit where Transact is inviting BFSI Industry Heads to a program chaired by JS, Banking Administration. Please note, listed alongwith is a tentative schedule and open to change subject to industry feedback and participation.

Digital Fastrack

The theme of this summit is The Digital Future! We will discuss and identify the best business practices followed globally and implement them for first mover advantage.

Business Survey Analysis & Report

Transact is conducting a business survey which will contain data on the approved plans and direction of industry for the coming year. These plans will be discussed threadbare for ratification, if required

Sector-wise Seminars & Workshops

We will have a series of seminars for financial professionals from specific sectors. They will amalgamate to present and discuss issues and their solutions among themselves. Sponsors and advertiers may identify from the unique collateral created for you.

Presentations

A series of technology presentations will allow for for financial professionals get exposed to sector specific solutions.

Panel discussions

Panel discussions along with BFSI professionals allows for topic/ sector specific engagements solutions. DELEGATE FEES (including air travel and hospitality for full access pass)

Full access pass Seminar only Participation pass 21st - 23rd June 2012 Networking cocktails & dinner pass Summit only Participation pass 23rd - 24th June 2012 Networking cocktails & dinner pass

INR

85,000

INR INR

35,000 25,000

INR INR

60,000 45,000

NON- BANKING

Full access pass Single day Cocktails & dinner only

INR 450,000 INR 350,000 INR 225,000

BFSI COMM AWARD 2014 CATEGORIES Best brand story Best brand implementation Best print commerical campaign Best OOH commerical campaign Best ambient campaign Best activation program Best A/V campaign Highest brand recall Most loved brand Best CSR initiative Best rural inititives Best microfinance initiatives Best print ad White papers

SECTOR SPECI FIC SEMINARS Banking - Private, Public, MNC Insurance - Life, Health, Motor, Real Estate Travel, Capital Markets - Broking, Mutual funds, Bonds, Securities, NBFCâ&#x20AC;&#x2122;s - Money lending, Chitfunds, Private banking Cooperative - SCBs, DCCBs, PACS Urban Cooperative - UCBs, Credit Socities INDUSTRY SESSIONS Overview Vertical specific survey presentation Survey analysis Organizational management Marketing Strategy in management Human capital Infrastructure Business continuity Cloud computing Risk Compliance Automatic data flow Data management Business analytics Security Treasury Marketing & communications Customer releationship management Software As A Service PLENERY SESSION Industry overview F D I in Indian economy Industry analysis Maximizing public funds Workshops B F S I C O M M awards PANEL DISSCUSIONS BFSI survey presentation Brand management Strategy in management Financial supply chain Human capital Infrastructure Disaster management Risk Business analytics Security Treasury Marcom & PR CLOSED DOOR MEETINGS

(Seats and sponsorship available only on pre- booking)

Survey led closed door meets Communication through design Mergers & acqusitions Home office Mobile banking Social media marketing & analytics BI + Social media = eCRM Digital marketing Investment banking Customized closed door meets

COMMU NICATIONS OPPORTUNIT IES

for details read on...

SURVEYS SPONSORSHIPS PRESENTATIONS CASE STUDIES PANEL DISCUSSIONS EXHIBITION OPTIONS CLOSED DOOR MEETS ONE-ON-ONE MEETS MEDIA INNOVATIONS BRANDING A/V COMMERCIALS PERSONALIZED GIFTING

The BFSI industry standard for a two hour engagement with top management during a day program can be tabulated as: PSU or Pvt Banks/NBFC Heads

INR 800,000 each

MD/CEOs

INR 600,000 each

GM/DGM/VP/AVPs

INR 060,000 each

UCB Head/Function heads

INR 250,000 each

DCCB Head/Function heads

INR 350,000 each

This summit and congress offers you the following delegate categories and numbers, besides other collateral Participating Delegates: BFSI CMDs, MDs, EDs CEOs, GMs, Function heads, Business heads Delegate Numbers = 750 + Banking = 200 + NBFC = 100 + DCCB = 100 + Coop = 150 + Internationl delegates = 100 + Invitees = 100 + Our pricing has been tabulated basis only the investment for 400 GM/ DGM/ VP/AVP level delegates. You may work out the costs/benefits analysis.

PRESENTING PARTNER All days & all collateral

Business needs visibility, be it through brand or people associated with the brand. Visibility that can be converted to an opportunity. An opportunity that creates enough recall so that when you call up the client they will remember what and who you are and what your organizational brand represents. This is possible when you let them have a brand experience similar to the ones you let your stake holders experience when you plan and conduct your exclusive communications programs. An opportunity that lets you take them through the brand and products/services. An interaction opportunity that you will have as Presenting Partner. This is only possible if the brand presence is supplemented with direct access to key decision makers and senior executives to ensure that you are among the more preffered brands when the ultimate sign off is done. Reaching the decision maker, however, is an expensive, time-consuming and difficult goal. The presenting partner status and extensive collateral puts your company and you before BFSI business leaders from Banking, Insurance, NBFCs, Capital markets and Cooperative segments.

Title Sponsor INR 15,000,000 Pre-Event Branding Logo on survey forms Branding on all brochures, EDMs, DMs 10 hoardings for 10 days Print ad by sponsor presenting the activity in business daily (package) Presense on delegate registration site All details for activity including: speaker confirms,presentation uploads, itinerary, delegate reservation status, etc Branded welcome envelope Branded confirmation letter Discussions 1 * 30 min main keynote (Day 1) 1 * 15 min keynote (Day 5) 2* 30 min survey presentation (plenary & closing) 4 X 20 min key note speaker slots Event Branding Registeration counter 3D hologram Thank you gift for all speakers (20 units) - backdrop logo Branding on auditorium inside walls 27 sq mtrs â&#x20AC;&#x201C; (3 m*9 m)-Expo raw space Hoarding behind registration counter 30*10 sec-ads on external LCD screens 10*10 sec-ads on backdrop screens 1X A 5-ads in directory Logo branding on delegate bag 30 color branded T-shirts (hostess/ushers) Sponsorship of survey report Color branded T-shirts for all delegates Branding on folder containing delegate writing pad and feedback form â&#x20AC;&#x2DC;Thank Youâ&#x20AC;&#x2122; note logo & color branding Other Collateral Activity announcement Hoardings OOH within Mumbai Airport for one month 10 hoardings for 7 days at important junctions within Mumbai 3 * 150 sq ft flex hoardings at vantage points outside activity venue Networking Sponsorship of gala dinner Content & visibility 30 minute program, hosted by MD/CEO of sponsor company on electronic business media. One full page pre-event and post-event advertorial in Economic Times Cover story in BFM Journal 2 month home page top banner/ skyscaper or pop-up advertising on www.fspro.in Falicitation Sponsorship of awards for best AD campaign in banking,insurance and NBFC categories respectively.

WHY TARGET THESE CATEGORIES

Banking

obile, tablet, and social computing, arguably a subset of online banking, has become the fastest growing tech investment area and deserves unique comment. The race is on to lock in the younger generation of banking customers who do not own a land line, who use Facebook instead of email, who buy a Starbucks Latte with their smart phones, and who think voice calling is their phone’s least important capability. Integrating online channels with customer service is the key to lowering cost and improving quality when the customer does have to pick up the phone or come into an office. Business process management (BPM) is the key technology to ensure that the bank’s service rep understands what the customer is trying to do, has any information the customer provided online, and can manage the customer’s problem through to resolution. Cloud computing, slow to take off with banks because of security concerns is gaining traction, with lightweight cloud for non-critical development environments, multi-party deal collaboration, and client relationship management. Smart implementation of regulatory and compliance systems can turn a cost of doing business into cost reductions and risk management capabilities the bank wants and needs. Advanced Business intelligence and analytics are the keys to better information at lower cost. BPM can enforce compliance, improve performance, and ensure that a process is auditable.

Broking

ll participants in the financial ecosystem have the inherent ability to have an impact on the financial system. Except for issuing cheques and opening savings bank/current accounts, NBFCs can do almost all things that a bank does. They are thus not part of the primary payment and settlement system in the country. Upgrading technology to track risk exposure accurately and swiftly across the whole firm will be crucial. CRM (customer relationship management) will move towards a more proactive role. And security will be a key differentiator. NBFCs did not realize earlier that they may be exploited for Money Laundering. So there will be a great demand for Anti Laundering Technology. Loan Management Systems, Cash Management Systems, Document management system and NPA Management Systems are also in demand.

Insurance

egulations are placing greater emphasis on governance, risk transparency and compliance, causing insurers to increase their investment in enterprise risk management frameworks. Expected increases in regulatory reporting requirements means insurers will need to better interconnect financial data, measure contributors to performance, and generate real-time investment and accounting information. Regulatory reform is driving insurers to consolidate information from multiple functional and business lines in order to increase transparency around business workflows and improve auditability across the enterprise. The effects of global regulations such as SOX, GLB, and Solvency II are driving multi-national carriers to increase their focus on controlling systemic liability risks and improving transparency by consolidating data from many lines of business and ramping up analytics. Business intelligence leverage on “big data” is being used to help estimate claims, assets, credit and market data, and gain deeper insights across networks of producers, policy holders and operations. While this is fact actuaries are embracing faster and more efficient asset liability management models and analyses to help improve risk management. Insurance companies are streamlining and enhancing core administration processes with new software solutions that use business rules to create new policy type products that get to market faster while healthcare insurance payers are preparing for the uncertainties of healthcare reform by investing in analytical and workflow tools to help increase claims processing efficiencies. Consumerization of technology is driving insurers to enhance product and service delivery by streamlining the back office and providing ubiquitous access to information through Web, voice and mobile channels. The way forward is managing cost constraints, competitive pressures and time-to-market requirements are driving more carriers to embrace cloud technology to help reduce total cost of ownership and accelerate the delivery of new products and services.

SEMINAR SPONSORSHIP Day1/2 of 1 & Day 2

NBFCs

n increasing number of broking firms in India are offering algorithmic trading to lure large institutional investors. Most big broking firms have updated their trading software to enable algorithmic trading that allows investors to obtain the best possible price without significantly affecting a stock’s price and raising purchasing costs. About 18% of total trades on Indian stock exchanges are done through algorithmic commands. This compares with about 60% of the overall trades in Hong Kong and Singapore markets that are done using algorithmic strategies. All leading funds use algorithms to increase their trade impact. Faster order execution has become important as returns are now generated playing price volatility. More than 150 broking firms in India have started using algorithms. Algo trading is becoming more popular among institutional investors adopting option trading strategies. This, at some level, resulted in option volumes going up by about 81% last year. Apart from these, BCP & data security will be leading technologies. CRM, Big data, cloud will be huge action points in the form of SMAC. Digitization is the new mantra for BFSI.

Cooperative

here are 1,674 UCBs operating in India, with 6,900 branches spread across the country. The total number of customers with these USBs exceeds 20 million. Deposits are expected to grow by around 16 per cent in the current financial year. UCB deposits were recorded at Rs 1.82 lakh crore as on March, 2010 a rise of 14 % compared to previous year. The growth in advances has been almost on a par with growth in deposits. DCCB’s and UCB’s have the maximum reach in delivering financial inclusion solutions across rural India. The Malegam committee is exploring possibilities at giving credit societies the authority for banking operations. Currently, there are about 50,000 credit societies in India.

Gold Pre-event branding Discussions (breakaway) Event branding

INR 2,500,000 Not applicable 1 * 15 min Keynote (Day 3) 1 X 30 min speaker slots(Day 3) 2 X 20 min speaker slots(Day 3) 2 panel seats (Day 3) 2 * 60 mins closed door meets (20 units) Backdrop logo (breakaway) 9 sq mtr (3 mtr*3 mtr) Stall Thank you panelists gift (day 3) 5*10 sec ads on external A/V screen Breakaway screen 5*10 sec ad 1XA5 ads in directory Survey forms logo (breakaway) Delegate docket logo branding Delegate bag inserts Branding on (breakaway) feedback form Logo on ‘Thank You’ note

Silver Pre-event branding Discussions (breakaway) Event branding

INR 1,800,000 Not applicable 3 X 20 min speaker slots (day 3) 1 * 60 mins closed door meets 1 panel seats (day 3) (12 units) Backdrop logo (breakaway session) 9 sq mtr (3 mtr*3 mtr) stall 5*10 sec ads on external AV screens Breakaway screen 3*10 sec ad 1 a5 advt. in directory Delegate bag inserts Logo on ‘Thank You’ note

Bronze Pre Event Branding Discussions (breakaway) Event Branding

INR 1,200,000 Not applicable 2 X 20 min speaker slots 1 panel seats (6 units) Backdrop Logo (breakaway session) 5*10 sec ads on external AV screen Breakaway screen 2*10 sec ad 1 a5 advt. in directory Delegate bag inserts Logo on ‘Thank You’ note

(breakaway)

The plenery session is open only to seminar delegates and invited delegates.

BFSI

DISCUSS

HEAD HONCHOs

WITH YOUR

CHAIRPERSONs

AUDIENCE

CMD s DIRECTORs CHIEF EXECUTIVE OFFICERs C-LEVEL EXECUTIVEs FUNCTIONAL HEADs REGULATORs AND BUREAUCRATs WILL DISCUSS ISSUES REALTED TO GLOBALIZATION AND MACRO ECONOMIC CONCERNS AND SOLUTIONS

CONGRESS

PLENERY

SPONSORSHIP

Day1/2 of 3, 4 & 1/2 of 5

The International BFSI Congress will culminate with the Plenary session post lunch on the 1st of Decmber 2014 and continue till 5th December 2014 noon. The ‘Digitize’ theme will elaborate on ‘The Digital Marketplace’ for the next customer base, which BFSI needs to prepare for. All invited dignitaries and CMD’s, MD’s, CEO’s, and all participants of seminars. Mr. Arun Jaitley, the Honorable Union Finance Minister is being invited as Chief Guest along with other international delegates and best in class speakers to evangalize and prepare BFSI for future opportunities and challanges. This is a unique opportunity for clients who want to talk to BFSI decision makers, across categories. Due care has been taken to deliver innovative brand solutions across inventory. This session will also incorporate the first ever BFSI communication awards.

Main

INR 8,500,000

Pre-Event Branding

Logo on survey forms Branding on all brochures, EDMs, DMs Logo branding in business daily print ads Logo on pay/click 3 month web campaign Branded welcome envelope Branded confirmation letter 30 color branded T-shirts (hostess/ushers) Sponsorship of survey report

Discussions

2 * 15 min Keynote ( Plenery Opening & Closing 1 X 30 min speaker slots (Plenary opening) 1 X 30 min speaker slots (Plenary closing) 4 X 20 min speaker slots (Seminars) 1 * 60 mins – ED Level private meet 1 * 60 mins – GM/Function head private meets 4 panel seats (Seminar of choice) 2 panel seats (Plenary)

Event Branding

Thank you gift for all panelists (20 units) - Backdrop logo Flags within auditorium 27 sq mtrs – (3 mtr *9 mtr) - Raw space Branding on delegate ID pass Branding on delegate lanyard Branding on pre registration touch screen kiosk screen 30*10 sec -Ads on external LCD screens 10*10 sec - Ads on presentation screens 1 a 5 - Ads in directory Logo branding on delegate bag Color branded T-shirts (worn by hostess/ushers) Branding on feedback form Cover story in FIN Talk Magazine Home page ads on www.fspro.in for 6 months ‘Thank You’ note logo

Co Sponsor

INR 6,500,000

Other Collateral

Pre-Event Branding Logo branding in business daily print ads

Logo on pay/click web campaign Branding on all brochures, EDMs, DMs

Discussions

1 X 20 min speaker slots (plenary and closing) 4 X 20 min speaker slots (breakaway) 1* 60 min GM/Function heads meet 2 panel seats

Event Branding

(12 units) - Backdrop Logo 15 sq mtrs (5mtr * 3mtr) - Raw space 20*10 sec ads on external AV Screen 5*10 sec ads on presentation screens 1 a5 Ads in directory Logo on delegate bag Logo on personalized ‘Thank You’ note

Associate Sponsor INR 4,500,000 Pre Event Branding

Discussions

1 X 20 min speaker slots (plenary session) 2 X 20 min speaker slots (breakaway sessions) 2 panel seats

Event Branding

(6 units) - Backdrop logo 9 sq mtrs (3mtr * 3mtr) - Raw space 10*10 sec ads on external A/V Screen 2*10 sec ads on presentation screens 1 a5 Ads in directory Logo on delegate bag

Summit Highlights Participation by senior BFSI stakeholders Brand workshop Select closed room discussion BFSI COMM Awards Invited AMEA region BFSI regulators and BFSI heads participation

Logo branding in a business daily print ads Logo on pay/click 3 month web campaign Branding on all brochures, EDM’s, DM’s

THE BFSI COMM AWARDS

The BFSI Comm Awards are developed by www.b.net - to honor excellence in BFSI advertising, recognize the individuals and organizations responsible, and showcase the award winning communication and advertising. The awards will be announced at The International BFSI Congress. The Industry Summit and Congress offers a unique opportunity to showcase your communications to the audience as we have for the first time created an opportunity to showcase advertisements during the Seminar. Who may enter: The competition is open to all organizations and individuals involved in the process of developing all forms of BFSI communications. Ads eligible for entry must have run at some time during the period from January 1, 2014 until September 31, 2014, except for the “Ads that the client didn’t pick” category, which do not have to have been actually run. The person submitting the entry will be considered the “nominator” and will receive all communications regarding the Awards and will be the only person allowed to make changes to the entry data once it is submitted. You have to be at least a registered member of www.fspro.in to enter the Awards. What to submit: Entries must be accessible online via a single URL. Entries may be submitted online using the official Online Entry Form. To access the entry form, you first need to create a nominator account. This account will allow you to Judging Criteria: The BFSI Comm Awards judges represent all aspects of publishing, brand and advertising. Entries will be judged on the judging criteria and compete head-to-head with other entries within their specific category. Creativity, innovation, impact, design, copywriting, media innovation and recall are judging criteria will be used for evaluation . enter multiple entries without having to re-enter your personal contact information each time. Entries should be submitted on a single HTML page containing your creative and/or each element of the campaign. The page may be password protected (provided you enter this information on the entry form) and available to the judges. The HTML page must show the creative to be judged for that entry only. However, entries may also include a link to a page showing how the entry was displayed in use if available. It is important that the judges be able to determine exactly what creative is to be reviewed with each entry so it is advisable to include direct links to the creative rather than a single page for all of the organization’s entries. Entries not containing a valid URL link to the entered ads may be disqualified. An advertisement is considered entered after a completed Entry Form is logged in and payment of the entry fee is received by the organizers to the competition deadline. When an entry is processed, the nominator will receive an email receipt confirming the entry and it will be reflected in the

Categories Banking Business Corporate SME Products Insurance Health Life Motor Real estate Broking Corporate Retail NBFCs Corporate Retail Cooperative Business Corporate SME Retail HNI Products

Entries not winning the top award in their category will be eligible for an

nominator account. Judges are experienced professionals with an in-depth understanding of the current state-of-the-art in advertising design and technology and the objectivity to score entries according to a predefined set of criteria. Our Judges represent some of the best from the Indian BFSI and Advertising community

Awards: BFSI Comm Awards will be given to those entries that the Judges rate as best within each industry category. Award winners will receive a citation, a cash reward of INR 100,000 and a handsome trophy.

and be singled out for special recognition. The campaign categories are open to advertising campaigns consisting of no less than three and no more than five ads used to promote a single product, brand, or concept. Nominators may enter ads in multiple categories, if appropriate. For example, ads appearing as part of a campaign may also be entered as a single ad in the same or a different category. However, separate entry forms and fees are required for each category entered. * Please note: In the, BFSI Comm Awards are judged for their advertising qualities. The annual BFSI Comm Award competition is better suited for the evaluation of total marketing plan and implementation. Entry Fees: The fees for the Transact Media BFSI Comm Awards are INR 55,000 for single entries and INR 122,500 for campaign, websites and interactive applications categories. The non-profit industry will receive a reduced entry fee of INR 12,500 for all entries. Entry fees are payable through NEFT, RTGS or by check. Nominators wishing to submit their payment by check must submit their entry using the online entry form prior to submitting payment. Checks must be issued in Indian rupees. A receipt or invoice for entry fees will be generated by the online entry form submission process. To submit entry fees by mail, please make checks payable to BFSI Comm Awards. Submit the entry online and then mail the check along with printed entry application to: Transact Media - BFSI Comm Awards Cassain, Ceasers Road, Amboli, Andheri (W), Mumbai INDIA 400 058 Transact Media cannot bill firms for entry fees. Transact Media is not responsible for incomplete or disqualified entries. Entry fees for incomplete or disqualified entries are non-refundable. In the event that the entry deadline is extended, there will be a INR 150,000 late fee for any entry submitted after the deadline of September 31, 2014.

Deadline: The deadline for entering the 2012 BFSI Outstanding Advertising Award based on upon the total score. Award winners will receive a personalized certificate, suitable for framing, to acknowledge their achievement. No award will be issued if, in the opinion of the judges, all entries within a given category do not meet a high standard of excellence. A Best of Show award will also be selected in each of the format categories. The organization/agency that wins the most awards in a single show will be given the Top Award

Communications Awards is Tuesday, September 15, 2014. Any entries submitted after the original deadline, if the deadline is extended, are subject to a late fee. Short listed participants will be notified by e-mail one week prior to the general announcement of winners in October 2014.

INDIVIDUAL INVENTORY BFSI VENDORS & SOLUTION PROVIDERS

LIFESTYLE BRANDS

Sponsorship Innovative Idea Awards** BFSI Comm Awards FINBIZWIZ Fashion Show*** FINBIZWIZ Achievers’ Awards**** Show Daily (per day) Event website One cocktails & dinner/session

2,500,000

` ` ` ` `

5,000,000 5,000,000 600,000 450,000 650,000

Presentation slots 30 min presentation slot 20 min presentation slot 10 min presentation slot Panel discussion seat

` ` ` `

2,500,000 2,000,000 1,500,000 0,300,000

Category specific slot sponsor 30 min presentation slot 20 min presentation slot 10 min presentation slot Panel discussion seat

` ` ` `

1,000,000 800,000 300,000 100,000

A/V communications

Inside summit hall - Plenery session (D1) (Full audience) First/10 sec ` (Full audience) Last/10 sec ` (Full audience) Any time/10 sec ` Presentation breaks inside seminar hall-sector specific (Full audience) First/10 sec ` (Full audience) Last/10 sec ` (Full audience) any time/10 sec ` Outside seminar halls All days tea/coffee breaks venue A/V commercials Tea break ` Lunch break ` Outside Summit halls - Breakout slots A/V commercials Tea break ` Lunch break ` Advertising (Rate per ad) Directory ad per page Pre-registration kiosk touch screen/3 sec unit

30,000 15,000 20,000 (D 2&3) 12,000 8,000 6,000 2,000 1,000 3,000 2,000

` `

30,000 500

Enterprise banking guests

NBFC Guests UCB Guests

` ` `

150,000 150,000 85,000

DCCB Guests

100,000

Individual Guest Sponsorship

Branding/unit

Delegate table branding/unit Business lounge wall branding Private meeting room sponsors Water bottles/unit Food coupons Seat covers of pick up fleet/unit Tent cards/unit Coasters/unit Pre-registration touch screen kiosk unit Lunch counters branding/session 3D entrance hologram(all 3 days) Flags at entrance/unit Flags within auditorium/unit

Color/logo branded guest takeaways Guest Memento’s Takeaway T shirts Dry fruit basket/unit Fruit basket Travel kit Premium glassware (/6 glass/unit) Crystal ware (/6 glass unit) Wine gift hamper unit Bath towel unit Bath robe unit Hair dryer unit Automatic electric shaver unit Toiletry unit Beer case (/6 pack unit) Assorted tea hamper/unit 3D entrance hologram(all 5 days) Product display rack (exclusive for auto) On site - 20’ X 10’ hoarding Banner per information webpage per month 2 m X 3 m stall or display opportunity at venue Direct acesses opportunity 500 + delegates User sampling opportunity Passes (each) Vendor delegate pass Networking each Gala Dinner pass Entertainment (at cost) Hospitality/Airline/Transport/Media Partner

` ` ` ` ` ` ` ` ` ` ` ` `

300,000 800,000 300,000 25 15 8,000 350 100 425,000 150,000 650,000 75,000 5,000

` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` `

3,000 2,500 3,500 2,500 4,500 6,000 12,000 6,000 1,500 2,500 2,000 4,500 3,500 2,500 1,500 650,000 3,000,000 200,000 50,000 300,000 500,000 250,000

` ` ` `

200,000 200,000 35,000 350,000 Barter

SOME BIOGRAPHIES GUESTS & SPEAKERS

VENUE

THE LEELA PALACE, THE ITC MAUYRA N E W D E L H I , I N D I A.

CREATING COMMUNITIES

Communications need to be focused and targeted at your specific audience. Any extra eyball need nor necessaily trnsalate into well spend marketing budgets. To service this need we have realized the need for creating and maintaing communities. Hence we focus on being an organization, committed to helping professionals in their specific vertical realize their full potential. Our focus is on the individual’s need and on what they can do to achieve their ambitions. Delivering the most comprehensive, relevant and accessible business resources, we demystify management issues and empower people to develop new skills and create the requisite expertise they need to succeed at work. As a result of this we engage in very effective ROI lead customer engagement programs We offer integrated solutions in research, ideating marketing and sales along with media buying and PR to support organizations./ We can also create content for our properties and extend that expertise to offering customized content spanning print and new age media. We have a qualified full time team, geared to conduct sector-specific analysis, assist create white papers, print and digital news-letters, custom publications, engagement concepts. We also undertake database marketing, audience development, event conceptualization, production and execution.

Specialties: Media, Content, Research, Consultancy, Branding & Marketing Services New Media: www.fspro.in is India’s first socio-business media for the senior finance professional. The content is an aggregation of some

of the best from the world over with a focus on business issues and their solutions is a unique offering to serve the information needs of the financial services vertical. The web offering is supplemented by FINTalk, our bi-monthly A4 size magazine

Print Media: FINTalk, a product with an international look and feel; available through a controlled circulation model to select audiences. These products are designed to serve the networking and information needs of the finance professional across private sector, public sector, MNC, co-operative and small and medium banks. We are launching THESAHAKARI, shortly. Team: The team is well versed with this industry with a combined 100 man year plus in this segment, augmented with excellent understanding, domain knowledge and support by all vendors across category.

Advisory Board Mr.

Santosh Goenka

Executive Dir, Business India

Mr.

Santosh Goenka

Executive Dir, Business India

Mr.

Satya Swaroop

MD, New Media Publishing Pvt. Ltd

Mr.

Satya Swaroop

MD, New Media Publishing Pvt. Ltd

Mr.

Raghu Palat

MD, Institute of Banking & Communications

Mr.

Raghu Palat

MD, Institute of Banking & Communications

Mr.

Alok Tiwari

CEO & Founder, Aptivaa Consulting

Mr.

Alok Tiwari

CEO & Founder, Aptivaa Consulting

Mr.

Sudip Bandhophadhay

MD & CEO, Desi Money Securities

Mr.

Sudip Bandhophadhay

MD & CEO, Desi Money Securities

Mr.

Dewang Neralla

Director & CEO Atom Technologies Limited.

Mr.

Dewang Neralla

Director & CEO Atom Technologies Limited.

Banking Consultant.

Mr. Vinod

MD, Indus1Advantage

Mr. Paresh

MD, Attanix Consulting

Mr. Abhijit

MD, Moment Payments Solutions

Mr. Chetan

CRO, Reliance Life Insurance

Mr.

Mr. Vinod

Jha

Mr. Paresh Mr. Abhijit

Talukdhar

Mr. Chetan Mr.

Seth Dighe

Sunder Krishnan

Jha Seth

Talukdhar Dighe

Sunder Krishnan

Banking Consultant. MD, Indus1Advantage MD, Attanix Consulting MD, Moment Payments Solutions CRO, Reliance Life Insurance

secur for details mail: info@transactmedia.in or call Anup Bernard Biju Girish

+91 898 320 58 34 +91 876 741 43 31 +91 898 331 77 82 +91 984 566 68 92

MUMBAI: BENGALURU: DELHI:

anup@transactmedia.in bernard@transactmedia.in biju@transactmedia.in girishpk@transactmedia.in

Manish +91 914 669 21 20 Neha +91 991 026 76 23 Ryan +91 992 037 02 63 Swati +91 977 354 11 08 Valentine +91 900 482 72 69 Zahid +91 993 001 12 32

401, Cassian, Ceaser’s Road, Amboli, Andheri(W), Mumbai, Maharashtra - 400 058 INDIA. 138/5, S-1, Harshita Arcade, 1st Main Rd, Sheshadripuram, Bengaluru 560 020 Karnataka - INDIA. B-75, Suvidha Appartments, MIG, Ashok Vihar, Phase 4, New Delhi - 110 052 INDIA.

manish@transactmedia.in neha@transactmedia.in ryan@transactmedia.in swati@transactmedia.in valentine@transactmedia.in zain@transactmedia.in

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FIN

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