Maximizando las capacidades de autoservicio en la sucursal

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Bill Hippensteel, Director de contenidos del BAI (Bank Administration Institute)

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  • These are the issues we are going to address today….
  • These are the issues we are going to address today….
  • While there are some bright spots, most countries and banks are having tough times. In the aftermath of the financial crisis, retail banks around the globe are struggling to make a positive impression on customers. Differentiating on price and product innovation is becoming increasingly difficult, and firms face the added complications of changing customer preferences and increasingly stringent regulations.
  • U.S. economy is recovering, but it will be slow and bumpy due to overleveraged consumers, high unemployment and real estate losses. Interest rates will eventually return to pre-crisis levels. Global economic concerns with Greece, Ireland, Italy, Spain and Portugal with little consensus on how to fix the banking system in the Euro zone.
  • And global economic challenges are affecting everyone. The European debt crisis is a highly complex situation caused by the globalization of finance; easy credit conditions that encouraged high-risk lending and borrowing practices; international trade imbalances; real-estate bubbles, and slow growth economic conditions. And since countries and banks are so interconnected, there is concern that the challenges in Europe will bring a global financial meltdown.
  • While for most of you the economic picture looks pretty bleak, but according to this Gallup poll there are some areas in the world that are feeling good about their economy. Places such as Canada, Australia, the Netherlands, and portions of Southern Africa. Wish you were living there, right?
  • Trust is a critical issue in the banking industry and the levels of trust vary from different parts of the world. And with the debt crisis in Europe, it will be interesting to see how this changes. But trusted brand building is a strong priority for banks.
  • And while customer demographics and behaviors are changing, consumers are also redefining values. They demand greater Transparency in everything including communications, products and pricing. Simplicity , relative to clear functionality, easy of use, and direct interaction with their bank. And Feedback from peers, as well as advice and co-creation, are determining value for consumers. Many organizations are migrating from a B to B to a C to B (customer to business) model. I know that is something you are trying to transform to at NCR.
  • These are the issues we are going to address today….
  • In a recent BAI Research Demand Pulse Survey of institutions with assets under $2.5B and greater than $2.5B, asset growth and quality was reported as the area where most investment dollars would be allocated in the next year to two years. This is followed by technology upgrades for institutions with assets under $2.5B and brand positioning and organizational governance for those with over $2.5B
  • Payments: Juniper Research 2010 Banking: Juniper, NA + Western Europe
  • These are the issues we are going to address today….
  • These are the issues we are going to address today….
  • Maximizando las capacidades de autoservicio en la sucursal

    1. 1. continuation I Compass Social Media Summit
    2. 2. Olympics 3
    3. 3. Olympics 4
    4. 4. Olympics 5
    5. 5. Banco Bilbao Vizcaya Argentaria - More than $740 billion in total assets,More than $740 billion in total assets, - 47 million clients, 7,400 branches- 47 million clients, 7,400 branches- 107,000 employees in more than 30 than 30 countries - 107,000 employees in more countries- Headquartered in Madrid, Spain Spain - Headquartered in Madrid,7
    6. 6. Maximizing Self-Service Capabilities to IncreaseBranch Efficiencies of BankingWilliam HippensteelManaging Director, ContentBAI
    7. 7. Agenda 9
    8. 8. Agenda 10
    9. 9. “The future aint what it used to be.” Yogi BerraBaseball Player and Philosopher 11
    10. 10. We Face Unprecedented Challenges in Global Financial Services 12
    11. 11. Uncertainty….Uncertainty….Uncertainty 13
    12. 12. Transformation of Global Financial Services Economic Political RegulatoryUncertainty Uncertainty UncertaintyCompetitive CustomerUncertainty Uncertainty 14 14 14
    13. 13. Global Economic Challenges Affect All of Us 15
    14. 14. Economic Uncertainty is WorldwideSource: The Gallup Organization Survey, 2011
    15. 15. Trusted Brand Building: Consumer Confidence 17
    16. 16. Consumers are Redefining Their ValuesTransparencySimplicityFeedback 18
    17. 17. Agenda 19
    18. 18. What Matters Most?Source: BAI Research Demand Pulse Survey-July 2011 20
    19. 19. Four Strategies that are WinningCustomer-Centric Trusted Brand Focus on Integrated Value Building Efficiency Channels PropositionsCustomer-centric Generate Focus on simplifying Manage your customer your products and distribution networkbusiness models segment approaches with a holistic built around experiences that and create core approach and expecttransparent value create satisfaction, competencies on comparable customer propositions loyalty and maximizing your experiences across advocacy resources all channels 21
    20. 20. Self Service Solutions & Channel Integration Priorities Considering the various aspects of your institution’s RETAIL DISTRIBUTION CHANNELS, please select up to three areas where you think Institution Asset Size your institution will allocate the most investment (A) (B) (C) (D) dollars in the next year to two years? Under $500M to $2.5B to $50B or $500M $2.5B $50B more 45% 75% 57% 62% 55% 44% 62% 77% 64% 63% 38% 38% 27% 38% 24% 23% 9% 13% 43% 8% 9% 19% 24% 8% 9% 0% 10% 46% 9% 13% 10% 8% 9% 25% 5% 8% 9% 0% 5% 8% 22Source: BAI
    21. 21. Emerging Channels Investment Rationale How much do you agree or disagree Top 2 Box with each statement regarding new or Total Retail Dist. Respondents Agreement emerging channels? N= 61 74% 74% 65% 33% 24%Source: BAI 23
    22. 22. Agenda 24
    23. 23. What is the future of the branch? What is the future of the branch?25
    24. 24. There is a wide range of perspectives on the branch’s importanceDifferentiate with Start the replacement Uncertain / cautious Branch Values • Self-service channels will substitute for branches and human assistance • Technology has advanced (e.g. mobile) • Customers have transitioned • Revenues are cut; rationalization is an imperative • Tipping point is now© 2011 FMCG BAI 169 26
    25. 25. There is a wide range of perspectives on the branch’s importanceDifferentiate with Start the replacement Uncertain / cautious Branch Values • Self-service • Undecided on channels will importance or role substitute for of branches branches and • Are new roles or human assistance formats the • Technology has answer? advanced (e.g. • Not clear on mobile) strategy for other • Customers have channels transitioned • Adapt call centers? • Revenues are cut; Use video? rationalization is an • Many questions imperative • Tipping point is now© 2011 FMCG BAI 169 27
    26. 26. There is a wide range of perspectives on the branch’s importanceDifferentiate with Start the replacement Uncertain / cautious Branch Values • Self-service • Undecided on • The branch will channels will importance or role remain important substitute for of branches for: branches and • Are new roles or ̶ Routine and human assistance formats the complex servicing • Technology has answer? ̶ Customer advanced (e.g. • Not clear on acquisition mobile) strategy for other ̶ Cross-sell / • Customers have channels deepening transitioned • Adapt call centers? relationships • Revenues are cut; Use video? • Alternative channels rationalization is an • Many questions will be imperative complementary vs. • Tipping point is now substitutes© 2011 FMCG BAI 169 28
    27. 27. The branch is far from dead• Many high value clients are branch-loyal• Most account originations still come from branches• Branches still important to business banking clients• The need for advice will continue to increase• Remote deposit capture may not fully satisfy the need for branch access 29
    28. 28. Retail Branches are the Cornerstone of a Multi-Channel Strategy 30
    29. 29. The branch channel is plagued by at least three challenges 1. Cost control  Rising operating costs  Rising labor costs  Declining transaction volume 1. Declining foot traffic  Growth in self-service channel usage  Declining check writing (and depositing)  Declining cash usage 1. Eroding relevance  Expanding self-service functionality  Prodigious and widespread growth in mobile device usageSource: FMSI 2011 Teller Line Study 31
    30. 30. Many banks predict continued branch expansion • Nearly 2/3 of banks and CUs expect their institutions to modestly increase branch count in the next 5 years • More larger banks expect significant branch growth, although they are in the minority (17%) • Nearly 1/3 will see a decrease in their branch countBased on what you know now, which of the following seems most likelyfor your financial institution over the next 5 years? Celent ResearchJuly, 2011 32
    31. 31. Transactions will continue their migration to self-service channels Resulting in fewer branches and fewer teller stations industry wide • Weighted averages suggest FIs expect ~25% transaction migration from branches to self- service over next five years • About half of FIs expect 25% or more transaction migration from branches to self-serviceOver the next five years, what percent of current branch transactions will likely migrate to self-service channels. Celent Research July 2011 33
    32. 32. Agenda 34
    33. 33. Self Service Channels are Growing Significantly Online Banking Mobile Banking ATMs • Rapid adoption • Focus on simplifying your• Strong adoption rates • Key segment attraction products and segment• Competing with best in class • Mobile applications are approaches and create core online experiences important competencies on maximizing• Radical simplicity, • Seamlessly connect with your your resources personalization and life seamlessly connect with your • Highly competitive and life source of new entrants 35
    34. 34. Self Service Channels are Growing Significantly Online Banking Mobile Banking ATMs • Rapid adoption • Focus on simplifying your• Strong adoption rates • Key segment attraction products and segment• Competing with best in class • Mobile applications are approaches and create core online experiences important competencies on maximizing• Radical simplicity, • Seamlessly connect with your your resources personalization and life seamlessly connect with your • Highly competitive and life source of new entrants 36
    35. 35. Online Banking Space Continues to Grow Top 10 Q/Q % Change At 68MM customers, just over 30% of the total U.S. online population logged in to view their LDA account last quarterSource: ComScore Banking Benchmarker© comScore, Inc. ProprietaryBeginning Q109, Top 10 includes mergers and acquisitions 37
    36. 36. We Ground Ourselves in What Consumers Want Seamless, Connected Radical Simplicity Recognition LifeCustomer First Be Human Meet customers whereLead with Design Recognize Value I they are BringStreamline! Seamless, Be Contextual connected experience The Bar is Not Other Financial Services Companies 38
    37. 37. Radical Simplicity 39
    38. 38. RecognitioniTunes Netflix 40
    39. 39. Seamless, Connected Life Open Table 41
    40. 40. Self Service Channels are Growing Significantly Online Banking Mobile Banking ATMs • Rapid adoption • Focus on simplifying your• Strong adoption rates • Key segment attraction products and segment• Competing with best in class • Mobile applications are approaches and create core online experiences important competencies on maximizing• Radical simplicity, • Seamlessly connect with your your resources personalization and life seamlessly connect with your • Highly competitive and life source of new entrants 42
    41. 41. Mobile usage for financial services continues to grow significantly Growth in Mobile Usage within the Financial Industry (Millions) Y/Y Change +56% Banking +59% Credit Card +68% Brokerage +13% Insurance +98% © comScore, Inc. Proprietary.Source: MobiLens™ : 3-mth rolling averagesNote: Data includes both customers and prospects who have utilized a browser, app or SMS in the prior month. 43
    42. 42. Today’s Mobile Banking Adopters Are More Affluent and Buy More Products Demographic Profile of Today’s Mobile Banking Customers Younger More Affluent Buy More Products Non Non Mobile Mobile Mobile Mobile Banker Banker Banker Banker Average Average# of HH $73k $60k Products and 3.5 3 Income Services Held With Bank Average HH $459k $227k Share of Wallet 51% 46% AssetsSource: AlixPartners Mobile Financial Services Tracking Study, Q2 2011 44
    43. 43. Mobile is expanding beyond transactions PageoncePNC Virtual Bill App Mint Mobile Wallet 45 App
    44. 44. Mobile is becoming your personal financial assistantTest screenshots from USAA mobile app (already in production) 46
    45. 45. The Biggest Financial Services Company in the World? 47
    46. 46. Google’s #2 Strategic Priority“Second, we must attend to thedevelopment of mobile money. Phones,as we know, are used as banks in manypoorer parts of the world—and moderntechnology means that their use asfinancial tools can go muchfurther than that.”
    47. 47. Many see mobile as the future for banking 1m users $5m per day "Cash registers and credit card terminals are relics of an expensive, complicated, and impersonal commercial transaction system..." Jack Dorsey, Square
    48. 48. Self Service Channels are Growing Significantly Online Banking Mobile Banking ATMs • Rapid adoption • Focus on simplifying your• Strong adoption rates • Key segment attraction products and segment• Competing with best in class • Mobile applications are approaches and create core online experiences important competencies on maximizing• Radical simplicity, • Seamlessly connect with your your resources personalization and life seamlessly connect with your • Highly competitive and life source of new entrants 50
    49. 49. Seamless, Connected Life Citi: ATM Redesign 51
    50. 50. Element Physical design elements Rationale Example • Engages customers quickly, eliminates wandering • Can form a choke point in high traffic Concierge branches • Slowly being equipped with customer authentication • Gives tellers flexibility to engage customers • Often staffed with more highly trained Teller Pods “Relationship Bankers” • Practically requires teller cash recycling • Comfortable waiting area offers good Lounge merchandizing options • Increasingly equipped with self-service refreshmentsSource: Celent 52
    51. 51. Element Physical design elements Rationale Example • Merchandizes key product offerings Branded Retail Destinations • Intuitive retail paradigm • Most appropriate for large format branch designs • Low-wait, low-cost transaction delivery Self-service Area • In addition to or replacing tellers • Often vestibule based to extend hours • Considerate and smart for larger branches Kid’s Areas • Reflects the evolving role of branches: customers visit longer and less oftenSource: Celent 53
    52. 52. The Key is How You Bring it all Together 54
    53. 53. Think differently like Home Plus in South Korea 55
    54. 54. Summary• Unprecedented challenges require different thinking• Self service channels will continue to grow significantly• Approach to branching will need to be different with redesign and automation• Integrate your delivery channels and place the customer at the center 56
    55. 55. “Design isn’t about howsomething looks. Design is about how something works. And great designcan motivate people to do remarkable things.” Steve Jobs 57

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