Santander 123 Current Account CCS 006 Certified Case

Santander 1|2|3 Current Account CCS 006 – Certified Case Study October 2015

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Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 3

Santander 1|2|3 Current Account: What is it? KEY FEATURES WHAT IS IT • The current account that pays the customer cashback on the household bills and interest on the balance, for a £ 2 monthly account fee. From 11 January 2016 this will change to £ 5 per month for both existing and new customers • Launched on March 5 2012, 1|2|3 has been taken up by 3, 6 million customers (out of 9 million current accounts, 5 th largest in the UK) • Monthly cashback on selected household bills. • Monthly interest of 3% AER (variable) payable on the entire balance up to £ 20, 000, when the customer has at least £ 3, 000 in the account. • Access to 1|2|3 World offers, including preferential rates and special deals on other Santander products. • To get cashback on the household bills and interest on the balance, the customer has to: • The current account was built on the success of the 1|2|3 credit card that was launched in 2011. • Fund the account with £ 500 a month (excludes internal transfers). A minimum balance of £ 1, 000 is needed to receive interest. • Since September 2013 (Current Account Switch Scheme launch), one-in-four customers who switched current account provider in the UK moved to Santander 1|2|3, gaining more than any other UK bank. • Have at least 2 active Direct Debits. The monthly cashback on selected household bills is given when they are paid by Direct Debit Source: Santander Website, Santander 2014 Annual Report, ICG CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 4

Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 5

Regulation has forced banks to increase easiness to switch… RETAIL BANKING REVIEWS (2000 -2013) The UK banking industry has been subject to many reviews that raised concerns regarding competition in retail banking. • Sir Donald Cruickshank’s review of retail banking (2000) • Office of Fair Trading and Competition Commission (2002 and 2007 reviews) • The Independent Commission on Banking (ICB) chaired by Sir John Vickers (2011) which made wide-ranging recommendations including the introduction of a switching service (the sevenday Current Account Switch Service (CASS) was launched in 2013) • The Parliamentary Commission on Banking Standards (2013) recommended a review of account number portability and a voluntary code to provide free basic bank accounts (BBAs) and free use of automated teller machine (ATMs). CURRENT ACCOUNT SWITCH SERVICE (CASS) • Launched in September 2013, CASS is a free-to-use service for consumers, small charities, small businesses and small trusts that makes switching current accounts simple, reliable and hassle-free. • Only just over 2 million customers switched their current accounts since 2013 MIDATA (2011) AND GOCOMPARE (2015) • Launched in 2011, the Midata initiative provides a means for consumers to gain this information by downloading their usage history in a file from their bank’s website. • Its current application is not fully effective and its usage remains very low. • Gocompare. com has been launched in March 2015 to compare checking accounts Source: https: //www. gov. uk/government/uploads/system/uploads/attachment_data/file/470032/Banking_summary_of_PFs. pdf ; http: //www. bacs. co. uk/bacs/corporate/resources/pages/factsandfigures. aspx ; http: //www. gocompare. com/money/midata/#current-accounts CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 6

…but preliminary findings from the CMA review (October 2015) points suggest that, still, too few customers are switching 1. Low level of engagement, with 57% of the respondents being with the current account provider for more than 10 years. Further, 79% of customers had neither searched nor switched in the last year. 2. A lack of trigger points because PCAs have no contract end date, which means that customers are not required periodically to consider if their current account is best for them. 3. High levels of stated customer satisfaction with their existing account despite differences in the prices and quality of service offered by different banks. 4. Low level of perceived gains from switching, despite substantial potential gains especially for overdraft users. 5. There are barriers to accessing and assessing information on current account charges and service quality despite the Midata initiative 6. Consumers still perceive significant barriers to switching account despite the introduction of CASS. Source: https: //www. gov. uk/government/uploads/system/uploads/attachment_data/file/470032/Banking_summary_of_PFs. pdf CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 7

1|2|3 World is at the core of Santander strategy Source: Investor Day presentation, 2015 CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 8

Thanks to the 1|2|3 offering, Santander has gone from a Challenger to a serious players with 9 mil current accounts, 5 th largest in the UK Source: Investor Day presentation, 2015 CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 9

1|2|3 has been so successful that similar concepts have emerged since its launch KEY FEATURES IMITATORS • On April 202015, Barclays launched the Barclays Blue Rewards program. For a fee of £ 3 per month, customers will receive fixed cash rewards, regardless of how big their credit balance or monthly income is. • Customers can earn up to £ 15 cash rewards each month (£ 180 per year) and receive even more with cashback through Smart. Spend partners such as Expedia and Boots. • With Barclays Blue Rewards, customers collect their cash rewards into a separate digital Rewards Wallet. • On 4 September 2015, TSB launched 555, a new offer giving its Classic Plus current account holders cashback on contactless debit card payments and a high rate of in-credit interest. • Five per cent interest on the Classic Plus account on balances up to £ 2, 000 and unlike other banks TSB won't whip the five per cent interest away after the first year. • Five per cent cash back on the first £ 100 of contactless debit card payments made from a Classic Plus account each month. • Five per cent interest on the TSB Monthly Saver account • Halifax offers up to £ 160 in the 1 st year of switching to the Reward Current Account made up of: • £ 100 for switching and, • 12 monthly rewards of £ 5 as long as each month the customer pays in a minimum of £ 750, pay out at least 2 different direct debits and stay in credit. Plus up to £ 60 each subsequent year. • On October 12 215, Nat. West/RBS launched the Reward account, which carries a fee of £ 3 a month, will offer customers 3% cashback on seven types of household bill – council tax, gas, electricity, water, phones, TV and broadband – with no limit to the amount that can be earned. Source: secondary data, ICG analysis. CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 10

Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 11

Santander 1|2|3 Current Account is one of the offering of the 1|2|3 World WHAT IS IT SANTANDER WEBSITE • The 1|2|3 World provides benefits to several customers segments, including students • 1|2|3 offers both current accounts and Credit Cards Source: Santander website, CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 12

1|2|3 allows Santander to build deeper and more valuable relationships with its customers HOW 1|2|3 WORLD IS HELPING CUSTOMERS Source: Annual Report CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 13

1|2|3 World customers are key to Santander’s strategy KEY POINTS LOYAL AND SATISFIED RETAIL CUSTOMERS • KPIs were set in 2012 and aligned to Santander strategic priorities • The customer base grew further, supported by the continued success of the 1 I 2 I 3 Current Account. Total deposits held by primary banking customers increased 34%, to £ 70. 3 bn at 31 December 2014, enabling us to manage a reduction in higher cost, less loyal customer deposits. • Made a significant improvement in retail customer satisfaction, which was one of the most challenging areas for Santander. • The gap between Santander UK and the average of the three highest performing peers reduced to 0. 7 percentage points in December 2014 from 3. 8 percentage points a year ago. • Santander has the most improved bank for customer satisfaction since December 2012. Source: Annual Report, ICG CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 14

1|2|3 offerings have provided key benefits to customers and Santander over the 2014 financial year BENEFITS ACHIEVED FROM 1|2|3 OFFERING Source: Investor presentation CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 15

Cashback and Interest offers CASHBACK INTERESTS Payable on your entire balance up to £ 20, 000, when you have at least £ 1, 000 in your account. Source: http: //www. santander. co. uk/uk/current-accounts/123 -current-account CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 16

How it works and what you get HOW IT WORKS • A £ 2 account fee will be taken from your account each month. From 11 January 2016 this will change to £ 5 per month. • Fund the account with at least £ 500 per month - transfers between Santander personal accounts won't count towards this • Have at least 2 active Direct Debits - you'll receive cashback on any qualifying household bills you pay by Direct Debit • When you fulfil these conditions - and have the minimum £ 1, 000 balance required to start earning interest - we'll automatically work out how much cashback and interest you've earned and pay it into your account each month. • If you'd like to switch to us from another bank or building society we'll move all your Direct Debits, standing orders and your salary. • We'll close your old current account and make sure any payments to and from your old account are redirected to your 1|2|3 Current Account for 36 months. WHAT YOU GET • What you can get • Visa debit card - a quick and secure method of buying goods and services at home and abroad • Contactless payments with an i. Phone 6 (or later) or Apple Watch by linking your card to your device and using Apple Pay. • Arranged Overdraft - usage fees apply • Chequebook • Visa debit card and Arranged Overdraft are subject to status Source: http: //www. santander. co. uk/uk/current-accounts/123 -current-account CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 17

Examples of suppliers eligible for cashback Source: http: //www. santander. co. uk/uk/current-accounts/123 -current-account CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 18

The Santander Way puts the customer first Source: https: //www. wearesantander. co. uk/documents/16600/7215102/Employee+Handbook CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 19

Sandander’s sales incentive scheme is focused on customer relationship and linked to value created to customers (in terms of cash back and interests) and branch rather than individual performance SUMMARY OF KEY POINTS Santander thought that previous reward schemes were overly focused on sales at the expense of a more diverse set of objectives such as customer satisfaction, customer retention, service quality and risk (pre 2009). From 2009, Santander refocused their approach to incentives so that their aspiration to put their customers first in everything that they do is clearly embedded in the incentive schemes. The scheme was changed so that the reward for providing excellent customer service became independent of sales reward. In particular, no individual can achieve any level of reward unless they and their branch team meet certain minimum customer outcome standards. Effectively, we have a “gateway”. They review those standards on a quarterly basis and seek to raise them over time, so the bar becomes ever higher. A pilot scheme in 2013 introduced a “value” element to the scheme. For this part of the scheme Santander will be directly rewarding the branch staff in relation to the amount of true value (cashback and interest) that they create for their customers. Hence there will be greater alignment of the benefits that staff create for customers with the benefits that colleagues can obtain. The scheme for Q 1 2013 was therefore designed to continue to encourage branch staff to focus on building relationships with customers to find the right products to suit their needs and offer them value in their lives. Source: http: //www. publications. parliament. uk/pa/jt 201314/jtselect/jtpcbs/27/27 ix_we_j 06. htm CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 20

Core business reward scheme key principles (2012, Santander discussing changes since 2009) 1. No individual can achieve any level of reward unless they and their branch team meet certain minimum customer outcome standards. Effectively, we have a “gateway”. We review those standards on a quarterly basis and will seek to raise them over time, so the bar becomes ever higher as we evolve as a bank. 2. Once through the “gateway”, any sales are assessed for customer outcomes; for example, did the customer use the product in the way intended, and where we find evidence that is not the case, the sale does not count towards a reward. Any trends are investigated, and employees disciplined if appropriate. 3. There is an independent and separate customer reward, based on a range of customer outcomes. Satisfaction is an element of this, but we recognise that customer outcomes are more important than pure satisfaction and therefore there a range of customer outcome metrics. 4. Customer retention is as, or more, important than sales. Over the past few years, the sales elements of our schemes have fallen to now represent around a third of the overall incentive scheme. We believe that our customers demonstrate their confidence in our people, processes and products with their loyalty in continuing to bank with us, and we also believe that it is key to treat existing customers and new customers similarly. 5. Branches and branch managers are ultimately responsible for our customers, but our customers are encouraged and enabled to bank with us through all channels. Therefore our incentive schemes are based around the customers allocated to a specific branch and our colleagues are rewarded no matter where those customers transact with us. That way, we seek to eliminate any behaviours that would prevent our customers using the channels or branches with which they feel most comfortable. 6. Our Regional Managers to whom our branch managers report are now on a discretionary scheme that reviews their performance across customer outcomes, operational risk, commercial performance, colleague engagement, and other management metrics. This seeks to ensure our people are focused on a broad set of objectives and are not incentivised to take “short cuts” in pursuit of sales. Source: http: //www. publications. parliament. uk/pa/jt 201314/jtselect/jtpcbs/27/27 ix_we_j 06. htm CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 21

Core business reward scheme pilot test (2013) A new pilot was run in around 100 branches from January 2013. The pilot programme looks at performance and customer outcomes for the branch team as a whole. (Text sourced from the link below) 1. We will continue to apply a “customer gateway” to the scheme. If an employee does not meet minimum standards for customer satisfaction, operational risk, advice quality and complaints handling they get no discretionary incentive payment, irrespective of their performance across other metrics such as sales. 2. Importantly, we will be introducing a “value” element to the scheme. For this part of the scheme we will be directly rewarding our branch staff in relation to the amount of true value (cashback and interest) that they create for their customers. Hence we will seek to align the benefits that we create for customers with the benefits that colleagues can obtain. 3. There will be no “step up” in reward at 100% achievement of target; rather we will be releasing reward on a linear basis. 4. An earnings cap will be introduced for all roles to ensure variable pay as a percentage of total pay can be controlled more closely. Source: http: //www. publications. parliament. uk/pa/jt 201314/jtselect/jtpcbs/27/27 ix_we_j 06. htm CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 22

Frontline bank staff at Santander portrays a better sale culture than in other major banks (small sample) Source: http: //www. consumersinternational. org/media/1529404/sales-incentive-report_riskybusiness_final 2_151014. pdf CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 23

Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 24

Relevant media AT THE LAUNCH (MARCH 2012) Kevin Mountford of Money. Supermarket. com said the account aims to provide a consistent deal with no introductory incentives, and this innovation in the market is a very good thing. What's the catch? Account holders pay a £ 2 monthly fee. Customers must also have at least two direct debits paid from their account and credit a minimum of £ 500 a month. - Financial Times, Elanie Moore, 3 March 2012 The bank has launched a new set of rewards for existing customers who recommend friends to open a Santander 123 Current Account, or 123 Credit Card. If the referral is converted into a new current account, the bank will pay the referrer a GBP 20 Amazon voucher. Customers can recommend up to five friends to receive up to a total of GBP 100 in Amazon vouchers. - Global Banking News, 9 November 2012 AT THE ANNOUNCEMENT OF FEE INCREASES (SEPTEMBER 2015) The 123 account, which was launched three years ago, has been the most popular deal for people moving their current account, attracting hundreds of thousands of customers through the industry switching service. Rival bank Lloyds estimates that Santander now has 20% of the current account market by value. – The Guardian, Hilary Osborne, 14 September 2015 Nicolas Frankcom at u. Switch. com says: “An almost threefold increase in fees is a huge kick in the teeth for Santander 123 customers. Many will feel cheated by the bank moving the goalposts, and those drawn in by tempting cashback offers will have to spend more on household bills to break even. ” – London Evening Standard, 22 September 2015 CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 25

The press is positive in regards to Sandander’s changes to rewards and culture (2012) THE REWARD STRATEGY AND NEW PORTAL Regarding the key changes: “One, which will bring a fundamental cultural change for both employees and managers, is a greatly simplified pay framework and job families structure. The bank’s acquisitions had seen it accumulate 45 different job families and 1, 200 pay ranges. Not surprisingly, it was keen to simplify these into a much clearer structure comprising just 12 job families. ” “Under the new framework, managers have a bigger role to play in identifying where employees under their remit fit in terms of job role and pay levels. ” “The portal will include all elements of the company’s HR, from career development and performance management to reward, benefits, and employee health and wellbeing. It is branded in line with its global employer brand, Santander Is You, and content is divided across four sections: Welcoming You, Developing You, Supporting You and Rewarding You. ” Source: http: //www. employeebenefits. co. uk/resource-centre/case-studies/santander-reshapes-reward-in-quest-to-be-the-best/100385. article CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 26

Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 27

Facebook campaigns (2012) Source: Facebook CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 28

Youtube video (2012) Source: https: //www. youtube. com/watch? v=Cogy_WDjtwk CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 29

Facebook campaigns (1/2) Source: Facebook CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 30

Facebook campaigns (2/2) Source: Facebook CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 31

1|2|3 current advertisement (October 2015) CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 32

Cashback and Interest calculator Source: http: //www. santander-products. co. uk/banking/calculator/123 ca. html CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 33

Supplier search engine Source: http: //www. santander-products. co. uk/banking/calculator/cashbacksearch. html CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 34

1|2|3 Offers (1/3) Source: http: //www. santander. co. uk/uk/123 -customers CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 35

1|2|3 Offers (2/3) Source: http: //www. santander. co. uk/uk/123 -customers CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 36

1|2|3 Offers (3/3) Source: http: //www. santander. co. uk/uk/123 -customers CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 37

Two ways to earn cashback Source: http: //www. santander. co. uk/uk/123 -customers CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 38

Oystercard wallet Source: http: //www. inajiffyuk. com/products/oystercard-wallet-santander-123 CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 39

Comparison search engine (1/2) MONEYSUPERMARKET WEBSITE Source: Moneysupermarket website CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 40

Comparison search engine (1/2) COMPARETHEMARKET WEBSITE Source: http: //www. santander-products. co. uk/banking/calculator/123 ca. html CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 41

Moneysupermarket questions whether 1|2|3 is still the right choice after the new fee increases Source: https: //youtu. be/q. DQ 4 If. I 5 ELo ; http: //www. moneysupermarket. com/c/news/santander-123 -customer-you-could-soon-be-paying-more/00171028/ CCS 006 – Santander 1|2|3 Current Account COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 42

Agenda Section 1 Component Description Overview • Santander 1|2|3 - What is it? • Why Santander 1|2|3 is an ICG Certified Case Study 2 Context • Santander 1|2|3 business model • Relevant regulation • Global market (peers and substitutes) 3 Detailed Description • Santander 1|2|3 value proposition 4 Relevant Media • Media coverage and relevant quotes • Case studies and detailed interviews 5 Marketing Collateral and Brochure ware • • 6 Appendix • Other ICG source of insights CCS 006 – Santander 1|2|3 Current Account Marketing Campaign Collaterals Videos Social Media COMMERCIAL IN CONFIDENCE | © Internal Consulting Group 2015 43

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