1 Defining the FINCA Brand 10 July 2012 – Mexico City

How does FINCA stand out? 2

Concerns Raised at Regional Meetings FINCA is the financial services provider of last resort Our prices are not competitive; our efforts to retain clients have not been effective. FINCA herds its customers into products they don’t need We are not reaching our mission-customers Potential customers think FINCA “doesn’t do” individual lending. Brand position doesn’t reflect what we want to be. FINCA doesn’t have meaningful customer segments; we think in terms of our products (group vs. individual loans). We are experiencing a convergence of group and individual lending. 3

Our Process 4

5 The Views of FINCA’s Customers and Stakeholders 5

Summary of Research Findings 6 HELPFUL FRIENDLY RESPECTFUL RESPONSIBLE TRUSTWORTY QUICK CHEAP INNOVATIVE CONVENIENT TECNOLOGICALLY UP-TO-DATE FLEXIBLE PERSONALIZED The interest rate FINCA charges is too high. Zambia Branches are far away, I fear carrying money out of the branch. Honduras I could lose my business if I don’t receive my loan in time. Tanzania “When the loan officers enter the office, you feel that they are friendly and ready to help. Georgia When you go into a branch they don’t look down at you, they treat you with respect. Mexico You’ll not be cheated at FINCA as you’ll get detailed information about loan terms and conditions, it’s not the same in other banks. Georgia FINCA is… FINCA is not…

FINCA’s uniqueness lies in its commercial performance and social mission 7 …but the role of the mission is not consistently portrayed or understood. “There is not really a social mission, FINCA has just determined a special corner of the market.” Stakeholder, Africa

8 Building a Brand Identity Based on Attributes 8

FINCA must work on the “to play – to win” attributes 9 To Win To Play Professionalism Convenience Competitive pricing Products Controls Infrastructure ?

Brand options for consideration 10

How do the positions map? 11 Beyond finance The ‘friendly’ bank ‘The bank built on trust’ ‘Convenient money’ Potentially too socially focused Potentially too commercially focused Opportunity area

The Friendly Bank 12

How does it stand up to brand metrics? 13

Brand Evaluation Metrics 14 Unique, successful brand Appropriate to the existing brand Distinct from the Competition Compelling to consumers Future- Proof Changes or shapes our actions

15 Implementation Through the Customer Journey 15

The Customer Journey Today Per Focus Group Discussions 16

The Friendly Bank Customer Journey Awareness 17 Standards - Advertising and Promotion Clear and concise messaging Targeted at defined segments Delivered in appropriate channels, tailored to customer habits No fine print Local languages

The Friendly Bank Customer Journey Initial Contact 18 Standards – Direct Marketing Recruitment and training of staff with requisite skills Physical presentation (cards, dress, timeliness) Respect for client – minimal disruption to business or personal activities Interaction guidelines

19 The Friendly Bank Customer Journey Loan Application Standards Guaranteed turn-around times Maximum length of applications Staff to fill-in forms based on customer responses Home visits Guarantors Documentation Pre-disbursement interviews

The Friendly Bank Credit Officer 20 Caring and kind Informally dressed Personable Responsible ‘One of the family’ Helpful

Other Touch Points 21 SMS messaging Non-routine communications with L.O. IA / IC Visits Branch Visits Cash Desk Transaction Mailings SurveysHelp Line Response to complaints Loan Collections Website Community Events STANDARDS TOOLS TRAINING

Next Steps 22 1.Finalize Strategy August 2.Additional Validation September - October - Timm Deggenhardt in Russia 3.Phase 1: Preliminary Implementation Program Fall Plan for a multi-year program of organizational change - Complete Customer Touch Point Analysis - Develop Initial Tools to Illustrate the Concept - Develop Template for Local Implementation 4.Global Launch and Awareness-Building Fall First Phase 2013