Helping Banks to Enhance the Customer Experience Bernie Hughes Senior Vice President Nielsen
Example: The Australian Banking Industry Highly competitive, with four major local players, plus many smaller competitors and multi-nationals
Australian Banks Have Improved the Customer Experience Then Now Services offered Customer touch points Loan approvals Geographical coverage Business banking Deposits & Lending Branch visits, limited opening hours, long queues Visit branch manager, weeks to confirm approval Local / National Via Branch manager Full service banking, financial management & insurance Rarely visit branch. Internet, ATMs, telephone, extended branch opening hours Lending officer visits you, days to confirm approval International Dedicated Business Banking relationship manager
and Improved Profits During a Time of Financial Turbulence: 2011 Results NAB posts $5.5bn record profit Commonwealth Bank lifts profit to record $6.8bn despite the gloom Sydney Morning Herald The Australian Westpac posts Australian bank record profit of $7bn ANZ records bumper $5.36bn profit ABC Online News.com.au
Direct Link Between Increased Profits and Enhanced Customer Service The use of Six Sigma and Lean re-engineering methodologies is seeing frontline employees spending more time with customers. During 2011 NAB continued to pursue its kaizen@nab agenda to reduce complexity and enhance the NAB experience for its customers. Westpac media release, Q1 2011 results Next steps in ANZ s business transformation making customer service and process improvements as a result of our investment in Lean Six Sigma methodologies ANZ Media Advisory, 2008 NAB media release, 2011 results CTB remains committed to excellence in customer service service improvement progress was recognized through Best Retail Bank in Asia Pacific at the Asian Banker Excellence Awards. Commonwealth Bank media release, 2011 results
A Structured Approach to Improving the Customer Experience Business Process Improvement is a quality management system, but with a heavy focus on the customer DEFINE MEASURE ANALYZE CONTROL IMPROVE
Nielsen Uses BPI to Help our Clients Improve their Customer Satisfaction case study Client A is an FMCG manufacturer and wants to measure in-store execution covering: Number of product facings Share of shelf Pricing Promotion activities
Slow Reporting Negatively Impacts Client s Ability to Take Improvement Actions with their Customers It takes 54 days to compile & deliver the monthly report 54 days Target to meet customers needs: 25 days
How Do You Reduce Reporting from 54 to 25 days? Resource investment? More people? More technology? Reduced scope? Less stores visited? Fewer products checked?
The Answer: Business Process Improvement Understand the customer need Re-design the process to meet the customer need Utilize Lean and Six Sigma techniques to build efficiency, quality and sustainability into the process
The Result: Client Response Time Improved by One Month REPORT DELIVERY TIME 55 before implementation after Days 50 45 40 35 30 54 days 25 days 25 OCT 09 DEC 09 FEB 10 APR 10 JUN 10 Month AUG 10 OCT 10 DEC 10
The Key: It All Starts with the Customer BPI is more than quality for quality s sake it s about adding value for the customer, working on three levels: Customer level Process level Executive level
Understanding Customer Needs is Critical to the Demand Model Who are my most profitable customers? What is their unsatisfied, latent & emerging demand? How do I differentiate my products & services to satisfy this demand? What is the action plan so I can align the people inside my company to satisfy the demand for all of our customers?
BPI Tools Help Identify and Segment Customer Needs Satisfied Excitement! Satisfiers Delighters Requirement Unfulfilled Dissatisfied Dissatisfiers Fix These First! Requirement Fulfilled
Example: China Banking Customer Needs Deliverable Dissatisfier (must be, basic) Satisfier (the more you offer, the better) Delighters (excitement) Branch banking Professional staff Clean Convenient hours Queuing time Multi-city network ATM network Low fees Teller comes to your home Never have to visit branch Internet banking 24-hour access High security Speed of website Multi-language Intuitive to use Cyber wealth management (e.g. online video advisory) Banking integrated in glasses, watches and extra to follow instruction of brains
Identifying Root Causes Leads to Sustainable Solutions SOLUTIONS Integrate multi-systems Cash/ non-cash counter cross sale Hall managers do not to distribute clients Simplify cash box processes Remove manual registration Increase local decision making Complicated processes Root causes for long waiting times Authority process issue Multi-task retail interactions Improve enterprise solutions Short staffed Limited counters Manual data entry system
Key Takeaways 1 Enhancing the customer experience is a key business growth driver 2 Build customer satisfaction through our Business Process Improvement tools and methodologies 3 Bet on brains, not bodies: low investment, high return