WORLDLINE_REGISTRATION_DOCUMENT_2017

The Group’s business Sales andmarketing

Sales andmarketing C.3

Worldline commercializes its products and services through different approaches and dimensions. Sales activities take place mainly on two dimensions: Global business line: under the supervision of the global and ● local management of each global business line, who establish the overall strategy to develop their portfolio of offerings in coordination with the various geographic entities. The global business line managers are also involved in overseeing sales initiatives and approving major bids in connection with the “Rainbow” procedures; and Geographic market: by the sales teams in each region in ● which the Group operates. Each sales team is led by a coordinator at the regional level; the teams cover one or more countries depending on the size of the markets in question (France, Benelux, United Kingdom, Germany, Spain, Italy, Latin America, India, Asia-Pacific, Central Europe, Baltics, Nordics). As of December 31, 2017, the Group had approximately 515 employees dedicated to sales and sales-related activities (approximately 230 sales representatives employees and 285 employees in business development, pre-sale, bid management and marketing). These figures include the acquisitions the Group had made during the year (Digital River World Payments, First Data Baltics and MRL Posnet in India). Except in Benelux and in Czech Republic, where the client base is composed of a large number of small merchants (the “mass market”), the Group’s customers are primarily large clients. In India, where the client base was composed mainly by mass market and some major banks, after the acquisition of MRL Posnet, the Group has access to a new market segment composed of numerous medium-sized banks. The Group’s sales efforts differ according to the type of client: Except in Benelux, in Czech republic and in India, where the client base is composed of a large number of small merchants (the “mass market”), the Group’s customers are primarily large clients. The Group’s sales efforts differ according to the type of client. For large clients, managed by dedicated manager in charge of the quality and development of the relationship, the sales teams work in close collaboration with the technical teams to answer clients’ requests based on solutions from the Group’s existing

commercial portfolio and, where relevant, build tailored solutions using in the vast majority of the cases modules or components that already exist. The approach for developing existing business is based on a systematic process of “client account planning”. For each large account, the Group sets development goals, identifies additional services that might be sold and, while ensuring the quality and satisfaction of existing contracts, establishes an annual plan, with ad-hoc commercial actions and focused or customized innovation workshops, supported by targeted communication and marketing actions. This approach represents the main sales channel for the Group’s products and services. In addition, a second approach, in constant evolution, is centered on acquiring new clients. Client acquisition initiatives of course include submitting bids in competitive public tenders initiated directly by clients, but indeed also proactive market specific prospection, in particular through industry groups (in such sectors as Financial Services, retail, telecommunications, and transportation), networking and lobbying. In public-sector accounts this approach is obviously different, due to the obligation to comply Public Procurement Codes, which in most countries requires public entities to launch competitive bids both for the initial contract and for each renewal. Finally, for the “mass market” (acquiring business) clientele in Belgium, Czech Republic and India, marketing efforts are divided into direct sales and indirect sales. Direct sales include telephone sales and sales made face-to-face by sales representatives. Indirect sales are made through independent parties and corporate partners, as well as by banking partners. These sales efforts are supported by a marketing campaign management team, which determines pricing policies, creates various promotions and identifies target markets, as well as by a standard-defining team that formulates the Group’s standard sales offers, which generally combine different products in one offer. In India, direct sales rely on a team of sales representatives and a call center, which primarily markets cheque verification services. In Belgium, direct sales rely mainly on a call center for sales of payment acceptance services (including Terminals) and payment acquisition by bank card. Indirect sales in India relate to distribution of white label electronic payment services. Indirect sales in Belgium are made through resellers who distribute the Group’s branded payment services.

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Worldline 2017 Registration Document