BBVA in 2012

The clientBBVA is constantly researching and developing global strategies designed to improve thecustomer experience in all the geographical areas in which it operates, in all the products it offersand in all the sales and contact channels that it makes available to them.Transversality plays a key role in all the objectives. Consequently, the best practices obtainedin day-to-day experience with customers flow across and are present in each of the quality andcustomer experience models in the countries where the Group operates.BBVA customerexperience, alever for growth2012 has been a year in which the Group, in an environment of global crisis, has been able toadequately respond to customer demands. Clients have asked for superior quality in customerservice, while requiring security for their savings and a strong capital position that makes BBVAtrustworthy.BBVA integrates customers in its core business in all the countries where it operates to ensurethat their experience is as positive as possible, and that as a result they recommend the Bank tofamilies and friends, thus making recommendations a lever for growth. To meet this challenge,BBVA has deployed a “Customer Experience” model across the whole Group, based on threepillars:• In-depth customer knowledge and experience assessment in each contact, service andproduct.• Implementation of plans to improve and guarantee the best service possible and thus anoutstanding experience.• An appropriate attitude and commitment on the part of all the BBVA team.Customer insightIn each country and business where it operates, BBVA also has a broad range of tools forconsultation and dialog with stakeholders, as mentioned above. To give it insight into itscustomers, BBVA has a global architecture in place to measure quality and customer experience.Leveraged on the Net Promoter Score (NPS) methodology, it allows to collect ongoinginformation on customer experience with the products, services and contact with the Bank’sstaff.The NPS program provides the degree to which customers recommend BBVA (they areclassified as promoters, passive customers and detractors), an understanding of the factorsinfluencing the decision to recommend, and an overview of BBVA’s position in the industry.Apart from using it as a metric, BBVA applies this methodology as a management model togenerate specific action plans designed to build and maintain customer loyalty, involving thewhole Organization in this purpose.BBVA has a globalarchitecturein place formeasuring qualityand customerexperience,leveragedon the NetPromoter ScoremethodologyAs a supplement to the NPS system, each entity in the Group carries out regular customersatisfaction surveys and additional studies that reflect customer expectations regarding theproducts and the perception of BBVA’s service quality.Primary stakeholders29