Worldline - 2019 Universal Registration Document

WORLDLINE Sales and marketing

Sales and marketing C.8

Worldline commercializes its products and services through multiple approaches and dimensions. Sales activities take place mainly on two dimensions: Global business line: the global and local management of ● each global business line 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: the regional sales teams – each of ● them led by a regional coordinator - cover one or more countries depending on the size of the markets in scope (France, Benelux, Germany, Austria, Switzerland, United Kingdom, Spain, Italy, Latin America, India, Asia-Pacific, Central Europe, Baltics, Nordics). When it comes to clients, the Group’s sales efforts differ according to the types: Large clients are managed by dedicated managers in ● charge of developing and strengthening the business strategy and relationships. To address client requests, the sales and technical teams work in close collaboration. More specifically, they leverage solutions from the Group’s existing commercial portfolio and, where relevant, build tailored ones using the available case modules or components. Its existing business is developed through a systematic “client account planning” process. For each large account, the Group sets development goals, identifies up- and cross-selling opportunities and establishes an annual plan, while ensuring the quality and satisfaction on existing contracts. These annual plans include 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. A second constantly evolving approach focuses on ● acquiring new clients. Client acquisition initiatives include bidding for client-led competitive tenders, conducting proactive market-specific prospection through industry groups (in such sectors as Financial Services, retail, telecommunications, and transportation), networking and lobbying. However, the public sector bidding process is different due to the obligation to comply with Public Procurement Codes. It is required, in most countries, that public entities launch competitive bids both for the initial contract and for each renewal.

Finally, there is the “mass market” (acquiring business) ● clientele in Belgium, Switzerland, Austria, Czech Republic and India. Very specifically, the marketing efforts consist of direct sales and indirect sales. The former includes telephone and face-to-face sales. The latter are handled by independent parties and corporate partners, as well as banking partners. These efforts are supported by a marketing campaign management team and a standard-defining team. The marketing campaign management team sets the pricing policies, develops multiple promotions and identifies target markets. The other team formulates the Group’s standard sales offers which usually combine different products in one offer. In India, direct sales rely on a team of sales representatives and a call center. Indirect sales are related to the distribution of white label electronic payment services. In Belgium, direct sales mainly capitalize on a call center to sell payment acceptance services (including terminals) and payment acquisition by bank cards. Indirect sales are managed through resellers, who distribute the Group’s branded payment services. Except for Benelux, Switzerland, Austria, Czech Republic and India whose client bases encompass a large number of small merchants (the “mass market”), the Group’s clients are primarily large accounts. In 2019, as part of Worldline sales transformation program, global sales campaigns and partnerships are the two major growth levers to generate new business internationally: The sales campaigns are aimed at boosting the sales ● go-to-markets of Worldline on the 12 most promising solutions in terms of high growth potential and multi-country reach; The development of partnerships is a key lever to ● consolidate Worldline ecosystem, in payments and beyond, while selling with and through partners. More specifically to address the fintechs, Worldline organizes the e-Payments Challenge to co-create solutions together with clients and start-ups, and to get prepared for the future challenges related to payments. As of December 31, 2019, the Group had approximately 700 employees to handle sales and sales-related activities (sales representatives, business development, pre-sales, bid management and marketing).

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Universal Registration Document 2019