Balance Sheet at 31 December 2010 of BBVA

Development of virtual banking
In 2010, the BBVA Group made significant efforts to improve accessibility in non-presential channels. These
efforts will continue throughout 2011 with the firm commitment to ensure that all our websites have an
accessibility level of at least AA based on the standards defined by W3C.
Adaptation of the Internet Channel websites to Web 2.0 technologies was completed. These technologies
offer a number of benefits to the customers, such as better user experience, greater customization capacity
and functionalities better adapted to day-to-day needs.
As far as the Cell Phone Channel is concerned, new developments for intelligent terminals or smartphones
have been added to the existing SMS and bbva.mobi services, which offer the customer a better user
experience in mobility.
Transformation of the distribution model
Consolidation of the multi-channel distribution model and of commercial management truly focused on the
customer have been the goals pursued by two of the most relevant initiatives in 2010, in terms of evolution of
the physical distribution model: the creation of a Contact Center Global and an original Sales Network
Objectivation system based on “Customer Centric” models.
Transformation of the Contact Center Model was proposed to define the common operation systematics of
the Group’s contact centers, integrating them into the multi-channel customer management processes using
a transversal work team in which all the Business Units and Technology participate in order to define their
future vision.
The Objectivation and Incentive Model is a key lever for transformation towards customer-centric
management. Given the Group’s diversity, this project, which will yield its first results in 2011, will identify
“winner” models for each geography and network, supporting the growth process of the Group’s Strategic
Plan over the next five years.
Marketing and customers
In order to guarantee global implementation of the corporate principle of “customer centric” and be able to
grow, distinguish ourselves and be recognized by our customer orientation, in 2010 we worked basically on
the evolution of the commercial intelligence and customer research disciplines, on the development of
marketing strategies aimed at building new commercial highways in the digital world, and on the global
quality, satisfaction and customer care model.
Once the capacity to extract customer insight in various segments and through various types of research
has been established, the traditional marketing concept needs to be evolved towards strategic marketing,
which is capable of analyzing customer needs and aspirations in a segmented way, in order to develop
solutions and experiences in a competitive manner.
In this regard, work has been carried out to define the strategic segments, go more deeply into customer
insight, identify the current situation of the business units, establish the requirements for developing
solutions and experiences, and define a strategic action plan.
In parallel, the digital marketing discipline has been launched in order to strengthen new forms and
channels of communication with the customer: e-mail marketing, social networks, cell phone marketing, on
site marketing, etc.
In terms of quality and customer care, the complaint management reference model has been aligned
with the Group’s new Differentiation Plan focused on the customer –customer centric– as its guiding
principle.
New customer experience analysis processes have also been developed, based on IReNe -Net
Recommendation Rate-, which make it possible to measure and increase customer satisfaction, as well as
transform the customer’s experience at critical moments using thousands of surveys aimed at assessing
BBVA, as a financial institution, and its products and distribution channels.
These processes have been implemented in Spain and Portugal, Mexico, South America and the United
States.
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