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But things change…Even Monopoly is electronic now
Defining your futuredepends on knowingand delivering yourcustomers‟ needs
Do you understand the needs of theGeneration-Y Persona?Do you know how to reach them? 3.54bn people are under 30 today They decide how and when they want to interact They want convenience and simplicity
How do you connect with Gen-Y? Do you have a Do you channel have a strategy to plan to provide reach services on them? their terms? Is your proposition Are yougoing to capture findable? their interest?
In the UK 27% of adults and almost 47%of teenagers now own a smartphone 59% of these acquired one in the last year! The growth in digital channels and the prolific use of Smartphones is changing how consumers will: • Buy goods • Make payments • Gain access to services • Interact with your Financial institutions
So we need to think beyond the branch.And channels need to be connected.Think „Martini Banking‟. Anyplace. Anywhere. Anytime. Customers are demanding a mix of channels and greater two way interaction from their financial services provider. People call this „channel banking‟ or „multichannel banking‟. Its definition is inconsistent but it depends on consistency of brand and customer experience which means channel integration. This is tricky when what consumers really want is for banking to be simpler.
Conflicting multichannel definitions “True multichannel banking provides a rich set of products and services to customers in a seamless and always available fashion across all channels” McKinsey Consulting, Banking on Multichannel, 2010 “The multi-product, multi-channel environment… presents a number of challenges. The first is an unfocused approach to delivering products and services to the market. Banks can easily fall into the “3E trap” of trying to be Everything to Everyone, Everywhere. ” World Retail Banking Report, Cap Gemini, Unicredit, EFMA 2011 “One of the things that continues to surprise me about many banks’ multi-channel strategies is how little most banks have integrated their ATMs into those strategies.” Benjamin Ensor, Forrester Research, 2010 “the ATM is not a channel as such, but call centre, internet and mobile are channels” Chris Skinner, The Multichannel Myth, FSClub Blog, 2009
By the way, we‟ve always thoughtmulti-channel banking means… Multi-·chan·nel bank·ing /ˈMul ˈ ˈ ti Chanl ˈbaNGkiNG/ n. def: “Creating a consistent and rewarding customer experience by offering an integrated multi-channel mix with specific products and services for each channel, delivered according to the way people want to interact on that channel” This is the essence of “Connected-Generation Banking”.
How do you offer a multi-channel bankingexperience to your customers? Good multi-channel Banking is not about making the “branch” available across different channels 1. The banking experience must be customer-centric, offering relevant, simple, and consistent services as consumers move from channel to channel. 2. Make both your brand and the quality of each customer’s experience consistent across all channels through multi- channel integration 3. Each delivery channel offering should be built from the ground up maximizing its particular interaction capabilities 4. Offer channel-specific services that consumers actually want to use on that channel (in a way they want to use them).
The end of „Casino Banking‟ “retail banking activities should be structurally separated, by a ring-fence, from wholesale and investment banking activities” - Sir John Vickers
Consumers want a “simple” banking experience(which is more difficult to achieve with complex legacy systems) Consider: 1. How many steps does it take to apply for a loan? 2. Can your consumers identify their needs on the homepage of your website? 3. Is there a digital channel for speedy customer service? 4. Is the the right mix of services available on the right channels without making the experience complex?
Remember bank customers are regularconsumers, who are used to interactingseamlessly with sophisticated retailers acrosschannels
New entrants are disrupting the landscape 1. Alternative Models Clear alternatives are offering simpler services, and bank-as- retailer convenience services 2. Tailored Product Selection Sourcing off-balance sheet and highly regulated product from “other” manufacturers 3. New Banks with out legacy processes can provide simpler and customer centric experience for consumers 3. The gate is open for more E-money and Payment services regulation making market entry easier for this type of new transaction centric financial services
It‟s a profitable market… Tesco‟s banking division made a £102m pre-tax profit in the first half of 2010 - up 92%
And a new opportunity is dawning… 1 Focused purely on consumers and retail banking transactions 2 Channel-specific solutions, which may be integrated but are not the same core stuff just rebadged over a new technology protocol 3 Simplified service offerings utilizing retailing principles and social media, when and where consumers want
Want to know more? Let‟s talk…bayberryconsult.comAbout Bayberry Bayberry ConsultingBayberry is a business strategy and Alexandra House, The Sweepstakesconsulting firm. We specialise in Ballsbridgebanking and payments, hi-tech and Dublin 4B2B marketing, and company growth. IrelandWhat makes us different is our focus Tel: + 353 1 2827103on turning the ideas we create into www.bayberryconsult.comresults for your company. firstname.lastname@example.org twitter: @bayberryconsult