How To Improve Customer Experience In Banking

Transcription

1 Customer Experience in Consumer Banking A Global Analysis and Best Practices Copyright 2010 Accenture. All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

2 Contents Customer Experience Management Key Findings from Global Analysis and Best Practices from Client Experiences

3 Customer trust/experience is influenced also by other 3 factors Banking in 2012 (Accenture International survey) Sustainability in Banking framework Transparency Green operations Service models Green products Financing based on green principles Partnerships and foundations Environmental Customer trust/experience Social Offering simplification ( need based ) Customer satisfaction management Employee caring Employee relationship management Specialized training Diversity management Employee trust Local community development Support to those who need (including developing countries)

4 Customer trust/experience is based on Functional (products, services ) and Emotional (pride ) elements Customer experience: key elements What do I receive from my Bank? Functional dimension Emotional dimension Customer Satisfaction Customer Advocacy What do I feel about my Bank?

5 Advocacy (Emotional) Satisfaction (Functional) Customer trust/experience in Banking has room for improvements (Retailers, Automotive, Insurance) Customer experience: industry index (Accenture survey) Retailers 64.3 Automotive 63.6 Retailers 70.1 Insurance 69.1 Automotive 69 Insurance 62.6 Banking Overall Banking 67.6 Overall 67.5 Energy 59 Telecom 58 Telecom 64.6 Energy 64.6

6 To improve customer trust/experience, Banks should mainly focus on Banking interactions Customer experience: key touch points (Accenture survey) Leading organizations deliver a consistent experience and delight their customers in moments of truth to build the basis for a loyal relationship. *Source: Accenture CRM Global Customer Survey,

7 At every interactions there is an opportunity to transform the customer s perceptions of the bank Banking interactions: Customer Journey Model 6. FOLLOW-UP 1. ATTRACT & WELCOME Every interactions follow a standard set of steps, each of which should be designed to: 5. WRAP-UP & LEAVE 4. INTERACT & TRANSACT 3. SELECT & WAIT 2. NAVIGATE & BROWSE Enhance the customer s satisfaction with the bank by meeting their basic needs and expectations Develop customer loyalty and advocacy by creating an emotional bond with the customer

8 Today in this section, we would like to complete with you a high-level assessment of your Bank among the 6 key elements Customer Experience Assessment Accenture FS Customer Experience Scorecard 1. Attract & Welcome Initial Greeting & Assistance Meeter & Greeter Role Appointment Booking Facility Customer/ Segment Identification Application Status Tracking Confirmation Notification 6. Follow-Up 2. Navigate & Browse Product Exposition & Advertising Signage and Branch Layout 5. Wrap-Up & Leave Verification before Confirmation After-Sales Point of Contact Customer Satisfaction Checkpoint 3. Select & Wait Customer Management Floorwalker Assistance Customer Lounge 4. Interact & Transact Application Process Advisory Competence Needs-Analysis & Offer Recommendation Multi-Channel Integration

9 Contents Customer Experience Management Key Findings from Global Analysis and Best Practices from Client Experiences

10 We observe UK and Australian banks leading the march towards needsbased solutions (rather than product-pushing), simplified applications, and multi-channel process continuity Key Findings Geographic View Canadian Banks The customer experience among Canadian banks differ quite significantly, with banks (e.g. TD) lagging in efficiency, and other banks such as CIBC embarking on multi-channel integration! UK Banks UK banks lead the way in terms of multi-channel process continuity and needs-based cross selling Malaysian Banks The local Malaysian banks still lag in process efficiency; while foreign entrants such as HSBC Malaysia lead the way in advisory competence and simple product bundling Singaporean Banks DBS leads the local pack by intelligently tailoring its crosssell conversations to customers needs; and re-using existing customer data extensively to increase efficiency! Australian Banks The leading Australian banks have embraced simplified electronic application and multichannel process continuity, while increasingly promoting bundles for certain products

11 Some leading banks have made significant strides to transform the customer experience they deliver through their branches Client Examples Deliver emergency cash within 24 hours and a replacement card in 2 days. Stores open 7 days a week, Monday Friday from 7:30am 8pm 6. FOLLOW-UP 1. ATTRACT & WELCOME Stores are designed to be community gathering points. Events include yoga classes, movies on a Friday night etc. An in-branch music download service is also available RFID key tags enable customers to be personally greeted as they enter the branch Instant Customer Survey using single touch Traffic Lights The Opinionmeter is a tool designed to survey on-site and analyze customer satisfaction 5. WRAP-UP & LEAVE 2. NAVIGATE & BROWSE Bank Products displayed on shelves using innovative and captivating packaging (e.g. tins, bags, boxes) the barcode triggers a visual presentation on the product Teller windows are replaced with Teller Towers" that automatically dispense cash allowing for easier transaction between the customers and service representatives. 4. INTERACT & TRANSACT Defined specific behaviours into I will statements for staff in serving and thinking about customers Create your own financial package with a Bank Shopping Cart 3. SELECT & WAIT Customers issued with pager when delay on transaction occurs, and invited to look around the store Play area to entertain children and to ensure tranquillity whilst parents transact Lounge area with refreshments, TV screens, reference library and display of Business and Banking Magazines

12 Most banks struggle to achieve consistency in delivering personalized customer greetings and proactive assistance; and fail to identify the customer segment early in the interaction 1 1. Attract & Welcome : The Consistency Gap Attract & Welcome Lagging Parity Leading Initial Greeting & Assistance Poor quality or lack of initial greeting Inconsistent quality of initial greeting Consistently high-quality greeting Proactive in offering assistance Multimedia directory Meeter & Greeter Role Meeter & Greeter not always present; often replaced by security guard Often pulled away to perform other duties Meeter & Greeter directs customers to appropriate transaction area in branch Dedicated greeter role Service ambassador responsibilities Customer-service oriented KPIs and incentives Appointment Booking Facility No appointment booking facility, or via selected channels only Appointment booking available but not multi-channel Greeter has limited visibility of appointments Greeter has visibility of appointment bookings Multi-channel appointment booking & reminders for customer Customer/ Segment Identification No triggers or mechanism to identify customer segment early in the interaction Preliminary initiatives to identify segment (e.g. differentiated ATM cards, priority banking cards) Quick ID via Bank Card Chip and PIN reader Sample bank(s) from assessment: Malaysia Banks Australia, Singapore, Canada Banks & Leading Malaysia Banks Leading UK Banks

13 An excellent customer greeting and assistance is based on a holistic customer profile Client profile ACCENTURE EXPERIENCE Quick view of products already accepted by the customer on every channel Possibility to view products already owned by the customer and to choose new products from the catalogue Click to start the execution phase in order to arrange and sign up the contract Easy access to commercial processes already started Evidence of the next best product

14 Please vote from 1 (Lagging) to 5 (Leading) Customer Experience Assessment Accenture FS Customer Experience Scorecard 1. Attract & Welcome Initial Greeting & Assistance Meeter & Greeter Role Appointment Booking Facility Customer/ Segment Identification Application Status Tracking Confirmation Notification 6. Follow-Up 2. Navigate & Browse Product Exposition & Advertising Signage and Branch Layout 5. Wrap-Up & Leave Verification before Confirmation After-Sales Point of Contact Customer Satisfaction Checkpoint 3. Select & Wait Customer Management Floorwalker Assistance Customer Lounge 4. Interact & Transact Application Process Advisory Competence Needs-Analysis & Offer Recommendation Multi-Channel Integration

15 Most of the banks assessed continue to be sluggish in adopting leading practices from the retail industry 2 2. Navigate & Browse: Learning from the Retail Industry ILLUSTRATIVE Navigate & Browse Lagging Parity Leading Product Exposition & Advertising Poor display of product brochures; not organized by segment or need Some dedicated display brochure racks, but not organized intuitively by need or segment Multi-lingual brochures Attractive displays organized by segment or need Signage and Branch Layout Lack of clear signage within branch to direct customers to appropriate areas Basic signage within branch to direct customers to appropriate areas Separated areas for some transactions & segments Distinct areas for various transactions: international finance, account inquiries etc. Sample bank(s) from assessment: Malaysia, Canada Banks Singapore, Australia Banks Leading UK/Australia Banks Key Findings 2. Navigate & Browse: Learning from the Retail Industry

16 Early learners from the retail industry retailize standard financial products that invite clients to inform themselves without needing a financial advisor Client Example Financial products placed in innovative and captivating packages, displayed on shelves, with information provided on an informal basis by dedicated personnel, in order to increase customers interest in new products/services

17 "Try it" approach Client Example Independent stations where the customer joins the RM in order to establish a friendly and cooperative relationship Bar supplied with Self-Service stations where customers can autonomously examine products using demos and trials

19 Leaders in this area proactively manage customers expectations by providing overviews of the application process; and leveraging floorwalkers to improve queue management 3 3. Select & Wait: Importance of Customer Management Select & Wait Lagging Parity Leading Customer Management Customer left in the dark as to the application process Not proactive in providing customers with overview of process steps Inconsistent waiting time Customer provided with overview of application Short waiting time Customer notified of anticipated delays Floorwalker Assistance No assistance from floorwalkers or other staff Occasional assistance from other branch staff, but no dedicated floorwalker role Floorwalkers actively teach customers to use selfservice options Floorwalkers able to assist with simple requests Customer Lounge Basic waiting area with limited seating; nondifferentiated by segment Waiting area with adequate seating Basic interview rooms Comfortable lounge for customers to wait in comfort Differentiated lounge for highvalue segments Sample bank(s) from assessment: Selected Malaysia, Canada Banks Singapore, Australia Banks Leading UK Banks

20 An actionable analytical segmentation that includes the customer value dimension is the basis to optimize the marketing mix and customer management and operate in a cost effective way Segment Size Customer management: Retail Banking Segmentation Segments Target groups Sleeping Relations Inaktive Sparer mit langer Kundenbeziehung Starter Sleeping Relations Stand by Grown up stand by Risky Consumer Big Spender Small Saver Smart Shopper Customer Financial Value Starter Junge Zweiproduktnutzer (Spar, Giro) mit debitorischem Saldo Stand By Junge Kontokorrentkonten ohne Hausbankbeziehung mit unterdurchschnittlichem Umsatz Grown up Stand By Solo-Kontokorrentkonten ohne Hausbankbeziehung mit Finanzprodukten beim Wettbewerber Big Spender Liquiditätssuchende Kunden mit Kreditkarte, Soll-Salden aber hoher Vorsorge und privater Krankenversicherung Risky Consumer Konsumorientierte Kreditkunden mit Darlehen ohne Kreditkarte Small Saver Mehrfachanleger im Sparbereich mit kleinen Beträgen Smart Shopper Zinssensitive neue Kunden, häufig mit wenig GAA Nutzung und vielen Barzahlungen

21 Customer Dialogue Management translates the customer strategy into customer interactions Customer management: Customer Dialogue ACCENTURE EXPERIENCE Customer Dialogue Management Segmentation Customer Analysis to identify customer needs and relevant segments Implementation of a closed loop controlling (continuous improvement) Decision Monitoring Customer Strategy Definition of customer strategy based on business targets Creative development of content (visuals, content) Customer Dialogue execution Pilot and Test Channel Treatment Marketing Mix Alignment of Marketing Mix for specific segments Definition of customer treatments and offers Rule design and maintenance Rules and treatment prioritization Decision Management Identification of event triggers Design of contact flows per channel Interaction Planning Marketing Planning Definition of operational Marketing activities to achieve targets Prerequisites for Customer Dialogue Management

23 Leading banks focus on process efficiency and advisory competence as fundamental priorities, though process continuity across channels is growing in emphasis 4 4. Interact & Transact: Focus on Efficiency & Competence Interact & Transact Lagging Parity Leading Application Process Paper-based application forms Multiple forms for product bundle Simplified, rationalized forms Minimal data pre-population Simple, rationalized forms Electronic application Data pre-populated from previous interaction Advisory Competence Lacking product knowledge and confidence Lack of product selling tools Equipped with basic product knowledge Supported by basic product selling tools Competent sales staff, able to articulate product benefits Supported by sophisticated product selling tools Needs-Analysis & Offer Recommendation No Sales behaviours No needs analysis Product push rather than needs based product solutions Sales behaviours defined but not adopted Some attempts to cross-sell or up-sell Simple needs analysis Sales behaviours adopted (after customized roll-out) Needs-based assessment Proactive next best offer Cross-sell of relevant products Multi-Channel Integration No process continuity across channels; must be completed in a single channel (mostly at branch) Limited process continuity; for basic retail products only Occasional request for existing customer information Able to start application in one channel and continue seamlessly at branch Sample bank(s) from assessment: Malaysia Banks Canada, Singapore Banks UK, Australia Banks

24 Sales Behaviours SME Relationship Manager ACCENTURE EXPERIENCE START Planning activities Prepare client meetings Manage client meetings Close the day Goals Pianificare/ organizzare, di concerto con il Dir. di Filiale e con il Resp. di Mercato, i contatti in base ai risultati, alle Direttive Commerciali e alle Campagne Definire in anticipo le proposte commerciali da presentare Incontrare i Clienti privilegiando una gestione della relazione di tipo proattivo Monitorare l andamento del portafoglio e delle azioni commerciali What to do Pianificare: 1. Identificare i clienti da contattare in base alle Campagne attive, budget del portafoglio e monitoraggio del rischio 2. Contattare i clienti per fissare gli appuntamenti 3. Verificare/ aggiornare gli appuntamenti 4. Partecipare all incontro di allineamento settimanale con il Direttore e il team di Filiale (durata minuti) Aggiornarsi: 1. Verificare le Direttive Commerciali in corso e l andamento dei Mercati Incontri proattivi e di sviluppo: 1. Analizzare il cliente al fine di capire la situazione e anticiparne i bisogni (settore di attività economica, dati di bilancio, prodotti posseduti, posizione rischio, etc.) 2. Visualizzare gli esiti degli incontri/ contatti precedenti e delle azioni commerciali già intraprese nei confronti del cliente 3. Definire le possibili offerte commerciali Incontri proattivi, di sviluppo e reattivi 1. Accogliere e riconoscere il cliente 2. Ascoltare le esigenze del cliente e capirne la situazione ed i bisogni 3. Effettuare le domande chiave su progettualità future (es.: rinnovo beni strumentali, acquisto immobili, etc.) 4. Presentare le proposte commerciali 5. Chiudere la vendita 6. Inserire l esito dell incontro/ azione commerciale 7. Pianificare l incontro successivo Monitorare: 1. Analizzare l andamento del portafoglio - delta rispetto al budget, rischio complessivo - e l avanzamento delle azioni commerciali 2. Confrontarsi e ricevere feedback/ input dal Responsabile di Mercato e dal Direttore di Filiale Completare le attività operative: 1. Espletare, interagendo anche con la U.O. Crediti di Area, l operatività connessa all ambito dell erogazione del Credito 2. Seguire l iter delle procedure amministrative per le pratiche di competenza 3. Completare le attività di formazione richieste e approfondire le Normative di recente introduzione Tips Gruppo Banca Popolare di Vicenza Considera l opportunità di contattare i clienti inseriti negli Eventi attivi Studia sempre in dettaglio le Direttive Commerciali della Direzione di Segmento Prepara gli incontri in ottica relazionale, l obiettivo è passare dal ruolo di referente amministrativo a quello di Consulente Affianca il Direttore di Filiale nel presidiare il governo del Rischio, del Pricing e della quota di inserimento nel portafoglio Concorda sempre un incontro successivo che potrà essere o di follow-up della proposta commerciale presentata o di aggiornamento/ checkup (dopo 2 mesi) Mira a costruire un rapporto trasparente e di fiducia con la controparte Monitora costantemente la rischiosità complessiva del portafoglio Verifica di avere inserito l esito per ogni incontro/ contatto effettuato nella giornata

25 Planning activities Prepare client meetings Manage client meetings Close the day ACCENTURE EXPERIENCE Pianificare Aggiornarsi Prepare proactive meetings Prepare meetings with prospects Gestire gli incontri proattivi Gestire gli incontri di sviluppo Gestire gli incontri reattivi Monitorare Completare le attività operative Commercial platform wizard: 3.1 Focus - Cliente - Scheda Cliente: visualizzare: tutte le azioni attive (Campagne/ Eventi) sul cliente i principali dati anagrafici, di bilancio e di redditività tutte le altre informazioni rilevanti (es.: sintesi della movimentazione, cross selling, score andamentale, classe gestionale, etc.) 3.2 Focus - Cliente - Offerta: visualizzare i prodotti posseduti e quelli non posseduti (next product) 3.3 Focus - Cliente - Dettaglio Accordo: visualizzare il dettaglio dei rapporti in essere (es.: C/C, Anticipo fatture, etc.) 3.4 Focus - Cliente - Dettaglio Linee di Credito: visualizzare il dettaglio delle linee di Credito 3.5 Focus - Cliente/ Secnew - Posizione Cliente: visualizzare la Posizione Cliente per esaminare nel dettaglio il profilo economico/ finanziario del cliente 3.6 Focus - Cliente - Contatti: visualizzare gli esiti degli incontri/ contatti precedenti e delle azioni commerciali già intraprese nei confronti del cliente 3.7 Focus - Cliente - Note Commerciali: consultare le note inserite, integrarle con le ulteriori informazioni e inserire le proposte commerciali da presentare Gruppo Banca Popolare di Vicenza 26

26 Accenture has supported an European Bank to roll-out Sales behaviours through a coaching activity in each branch (focus on underperforming branches) Sales behaviours case study: customized roll-out ACCENTURE EXPERIENCE Branch Snapshot Questionnaire Recovery Action Plan BANK SALES PRIORITIES/ ACTIONS List of the Sales Plan actions subdivided by segment and objective Sales Plan Sales Behavior Catalogue SALES BEHAVIOURS Personalised list of recovery actions based on Task Force feedback adn Branch Diagnosis

27 Commercial Performance improvement (feb. vs Jan.) Significant positive results for branches involved in the roll-out Sales behaviours case study: first results ACCENTURE EXPERIENCE Yes ~ 5 of Branches ~ 38% of Branches Grant stability of the results and foster adoption of virtouos commercial behaviours Maintain commercial pace and consolidate virtouos commercial behaviours ~14% of Branches ~ 39% of Branches No No Analyze the causes of the lack of results and intensify coaching Keep going in the right application of the commercial method and analyze the commercial effectiveness Commercial Method Adoption Contact rate Yes

29 Leading banks proactively perform customer satisfaction checkpoints and provide a single point of contact for after-sales follow-up 5 5. Wrap-Up & Leave: Customer Satisfaction Checkpoint Wrap-Up & Leave Lagging Parity Leading Verification before Confirmation Terms and conditions not discussed; limited transparency on charges or fees Inconsistent verification process No system-prompted verification checks Reviews terms and conditions with customer before confirmation System-prompted verification checks After-Sales Point of Contact No contact given for aftersales enquiries Generic call centre number for enquiries Single point of contact offered for after-sales enquires and follow-up Customer Satisfaction Checkpoint Limited avenues for customer to provide feedback Paper-based feedback forms available Customers feedback not actively sought Proactive satisfaction checkpoint to gather customer feedback Multi-channel feedback mechanism with continuous improvement loop Sample bank(s) from assessment: Malaysia, Canada Banks Canada Banks Leading Singapore UK, Australia Banks,

30 Customer satisfaction checkpoints Client Example Colored discs allow the customer to register his opinion at the end of branch visit: red if something must be changed, amber for a complaint and green in the case that customer feels satisfied Concierge Desk with personnel dedicated to welcome and direct customers

32 Many banks still lag in terms of providing easy application status tracking to the customer 6 6. Follow-Up: Status Tracking, Confirmation & Aftercare Follow-Up Lagging Parity Leading Application Status Tracking Customers are unable to track the status of the application Customers not informed of delays in the application processing Customers are able to track the status of the application via selected channels only Multi-channel application status tracking Customers proactively notified of any delays in the process Confirmation Notification No confirmation notification unless requested Confirmation notification for certain transactions and via limited channels Customer able to select channel of preference More personalized notifications for high value segments Sample bank(s) from assessment: Malaysia, Canada Banks Singapore, Australia Banks Leading UK/ Australia Banks

33 Insights Example Real-time KPIs are monitoring each single step of the customer dialogue and help identifying and resolving potential issues Example for Operational KPI Analyzing the Customer Dialogue Lesson Learned Contact Quote Log In Start Banner Hint Break off rate Dialogue step 1 Customer clicks on banner yes no Offer Mobile Phone Upgrade with button Details End Break off rate Dialogue step 2 Customer clicks on details yes no Detailed product Information including possibility to arrange an meeting End Break off rate Dialogue step 3 Customer clicks on appointment yes no Appointment rate Appointment arranged End Operational measures like click rates, break-off or click-through rates enable a precise finetuning of customer dialogues Peaks in break off rates, low click rates indicate the starting points for necessary adjustments Improvements are aimed at reducing the break off rates; overall at increasing generated value 100 % addressed 60% clicked on banner 10% continued clicking 90% continued clicking 30% made an appointment Most of the customers quit the dialogue here!!! Need for action!

34 as well as comparing treatments, identifying current trends and analyzing the differences between multiple offers Example for Operational KPI Analyzing Customer Acceptance Rates Lesson Learned ,5% Interest Coupon Financial precautions Savings Personal loan Free credit card Investment A Investment B Business Account Operational KPI, e.g. call center treatment measures the demand for each product offering, real-time Compares treatments and helps identifying which offer is accepted most KPIs can be used to discover current market trends Assures the possibility for a quick reaction on changing customer preferences