Welche Bank wünscht sich die nächste Kundengeneration


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Die neue Generation von Bankkunden stellt Banken und ihre IT vor neue Herausforderungen. Sie beschäftigen sich mit anderen Finanzfragen, sind aktive Benutzer neuer Technologien, wollen schnelles Feedback, fordern stärkere Interaktion und Transparenz, haben punkto Geheimhaltung und Datensicherheit neue Vorstellungen und konsultieren auch für Finanzfragen Blogs und Foren.

Die Banken von heute sind mit Systemkomplexitäten, Komponenten & Daten-Redundanzen und fehlender Agilität konfrontiert, propagieren Self-Service Portale, können ihre Services nicht über alle Kanäle anbieten und zeichnen sich durch eine fehlende service-orientierte Architekturstrategie aus. Die User Experience leidet aufgrund rigider Frameworks und Manuals, Altlasten diktieren den IT-Alltag und beeinträchtigen die rund um die Uhr Verfügbarkeit.

In diesem Referat geht Andrej Vckovski den Umwälzungen in der Finanzbranche auf die Spur und analysiert die Herausforderungen im Bereich IT im Detail. Er bespricht Lösungsszenarien und zeigt konkrete Empfehlungen auf, wie Banken und ihre IT den Anforderungen der Generation „Y and beyond“ erfolgreich begegnen können.

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Welche Bank wünscht sich die nächste Kundengeneration

  1. 1. Welche Bank wünscht sich die nächste Kundengeneration?Banking for Generations «Y», «Z» and beyondDr. Andrej Vckovski, CEO, Netcetera
  2. 2. Agenda Motivation, Objectives & Definition Generation Y Expectations Remaining Challenges Netcetera | 2
  3. 3. Motivation & Objectives 31. What are the expectations of tomorrow’s banking customers2. Match the findings against the current state of affairs Netcetera | 3
  4. 4. Motivation & Objectives Forced Industrial Society NationalThings Technology to to Informational Economy to High-tech/High- Society: World Economy touch Representative Short-term to Centralization to Democracy to Long-term: Decentralization Participatorychange. Democracy Hierarchies to Institutional Help North to South: Networking to Self-help (for example) Either/Or to John Naisbitt’s 1982 Megatrends Multiple Option: Netcetera | 4
  5. 5. Motivation, Objectives & Definitions Generation «X» • Born after baby boomer generation,1960s up to 1980s. Generation «Y» • Millennial Generation, Generation Next, Net Generation, Echo Boomers, 1980s to 1990s Generation «Z» • also known as Digital Natives. mid 1990s to now. … and beyond • alpha, …(Source: http://wikipedia.org) Netcetera | 5
  6. 6. Motivation, Objectives & Definitions 61. What are the expectations of tomorrow’s banking customers2. Match the findings employees, customers, against the current state of affairs business partners including HNWI! Netcetera | 6
  7. 7. Motivation, Objectives & DefinitionsWhat is a bank? Business Investment Retail Bank Private Bank Bank Bank Changes in the environment relates to all types of banking Netcetera | 7
  8. 8. General expectationsOnline is mobile is comprehensive = comprehensiveA branch is nice-to-have. Online is not “only” a channel for self-servicing. It is the maininterface of the bank to the client 1990s Online Banking 2010s Online banking is a channel is the main (like ATM) for access to self-service full-service + advisory + financial workbench + interactive (instant messaging, video chat, co-browsing) Netcetera | 8
  9. 9. ExampleOnline is 24x7x365 Netcetera | 9
  10. 10. General expectationsOnline is integratedThe customer does not care about the bank’s internal organization Retirement My small Accounts Payments Loans Planning business + integrated servicing + “one-stop” shop Netcetera | 10
  11. 11. General expectationsRelationship is more than the transactionThe transaction is only the “end” of a processMy personal finances Goals & financial plansMy current assetscashflow history & Current money matters Saving goalsforecast Retirement planning Invoices to pay Eventually:My loans Family stuff Stock market activities Actual Long-term investments Loans I need transaction intended + personal financial management + track scenarios, goals + integrated “virtual” and “physical” advisory + establish relationship beyond “inform and transact” Netcetera | 11
  12. 12. Goals and Plans
  13. 13. Netcetera | 17
  14. 14. Selected expectationsTransparent and Open “open bank data” • Provide data links to other if I allow so (e.g., other bank to have a consolidated view, external personal financial management tool) I see what you see • Customer has same information about herself/himself as the client advisor Be aware of information asymmetry • Today, Customer might know more than the bank. Be open, responsible. Be at eye level with your customer! Netcetera | 18
  15. 15. Selected expectationsFast and Agile Traditional life-cycle Fast and agile • Waterfall model • Constant improvement • Two releases per year • Embracing fast new • Long time-to-market developments • No customer involvement • Launch fast and fail fast • Constant “Beta” While maintaining security & stability Netcetera | 19
  16. 16. Remaining Challenges Security Trust Netcetera | 20
  17. 17. Remaining ChallengesWhat about “social media”? Is my social graph generating trust? Will Facebook and Google be better banks? Will person-to-person lending become relevant?((image by Aduvvuru) Netcetera | 21
  18. 18. Remaining ChallengesWill disintermediation be a threat? The networked infosociety allows services without an orchestrating (and financially participating) intermediary. For example  taxi reservations without a taxi call center  Person-to-person lending  Person-to-person payments with some mobile payment schemes Netcetera | 22
  19. 19. Remaining ChallengesWill new entrants be a threat? New intermediaries that fill “service gaps” (e.g., PayPal for online payments without credit card and escrow) General service providers with existing customer relationship New payment schemes (e.g. using mobile phone as plastic-replacement for presence payment, using mobile phones as POS-terminals) What will chase the customer away? Netcetera | 23
  20. 20. Remaining ChallengesWill there be newbusiness models? Interest SpreadMegatrend Internet did createnew business models invarious industries. Consulting Transaction Fees Fees Service Fees Netcetera | 24
  21. 21. Remaining Challenges Get rid ofWhere goes legacymy IT budget? core banking Be more cost effective Netcetera | 25
  22. 22. Summary: Key drivers for the next generation(online) bank Integrated, 100% online Comprehensive & Convenient Fast to the market Open & and agile Transparent Netcetera | 26