Barclays' Multi-Channel Customer Service Strategy


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In this presentation, Barclays, a Moxie customer discusses their multichannel customer service strategy, focused on supporting support clients in channels of their choice. As Barclays is doing this against the backdrop of a financial crisis that constrains investment, undermines confidence and heightens client scrutiny, this presentation also discusses balancing the needs of all stakeholders, while building out a customer focused multichannel strategy and platform.

Matt Smallman, Head of Strategy and Change, Global Client Experience.
Matt Smallman leads the Client Experience Strategy and Change team for Wealth and Investment Management at Barclays. Over the last 4 years his team has engineered and delivered a continuous stream of operating model improvements to the service centre platform which in 2012 won over 10 industry awards for excellence and innovation. Matt previously led Six Sigma process improvement projects at Barclays and before that was an officer in the Corps of Royal Engineers delivering counter improvised explosive device capabilities to deployed operations.

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Barclays' Multi-Channel Customer Service Strategy

  1. 1. Wealth and Investment ManagementDelivering Service Channel Change toClients in their Channel of ChoiceDirectors Club – 6 March 2013Matt SmallmanHead of Strategy and ChangeWealth and Investment Management Client Experience
  2. 2. Investment Banking About Barclays Corporate (CIBWIM) Banking Wealth and and Investment Management Investment Management Corporate, Investment Banking, Wealth UK Retail andBusiness Banking (RBB) Barclaycard Retail and Business BankingEurope Retail andBusiness Banking
  3. 3. Wealth and Investment Management International, Wealth Intermediaries and Management Direct
  4. 4. Two fundamental routes for the client
  5. 5. Becoming “Go-To” “ Success will be defined by how our stakeholders think and feel about Barclays. It’s about creating an emotional as well as ” intellectual connection with them. - Anthony Jenkins, Chief Executive, Barclays
  6. 6. Client need drives designPurpose Support our clients’ emotional, urgent and complex needs Need How should these services feel?Capability How do we design, build and run our services?
  7. 7. Our delivery capability model Receive Route Recognise Resolve Review Understand Context Hours of service Telephony Identify Interaction Identify Solution Language Email Authenticate Colleague Execute Solution Location Physical Mail Authorise Process Identify Opportunity Match Demand Secure Mail Audit Client Execute Opportunity
  8. 8. Service centre journey Consolidate Renew Transform Leverage2007 2009 2012 2014
  9. 9. Business Problem - 2010 250,000 emails per year 9220% colleaguesof all interactions 100+ inbound email addresses
  10. 10. Business Case Client Colleague Company Control
  11. 11. Implementation Request for Proof of Project Project Business Proposal Concept Lead Supported OwnedFeb Jul Sep Feb Dec 2010 2011
  12. 12. Learning Process Colleagues Solution Clients Technology
  13. 13. Process “ Simplicity is the ultimate sophistication. ” -  Leonardo da Vinci (copied by Steve Jobs)
  14. 14. Engagement “ If you are not serving the customers you better be serving someone who is. ” - Karl Arbrecht, Co-Founder of Aldi
  15. 15. Business Results - 2012 750,000 emails per year 34% 110 of all interactions colleagues 70% of High Net Worth interactions
  16. 16. Building out the platform Complete In Progress Planning Parked Workforce Screen Share & Management Web Chat Social Media Collaboration Integration Secure Messaging CRM Integration Integration
  17. 17. Wealth and Investment ManagementThank