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Pascal Spelier, May 7th 2014
Digital Customer Experience, two steps ahead
2
3
Three drivers for change
Changing
customer
behaviour
New
technology
Changing
regulations &
legislation
4
The customer wants change
Lack of trust has changed the relationship between
bank and customer
The credit crisis changed the purchase drivers
Traditional retail banking customer is shifting to
new generation retail banking customer
Customers demand transparency and simplicity
Customers become more and more self-directed
Social medial create a fundamental shift in the way
we communicate
5
Technology creates new opportunities
25 years ago, introduction of internet
10 years ago, introduction of social media
5 years ago, introduction of smartphones
Big data
Quantified self
Internet of things
6
Regulations limit opportunities
Basel III
Solvency II
Local regulations & legislation
7
How will the drivers for change impact
your business?
8
9
We live in a digital era
10
11
Inside Out  Paradigma Shift  Outside In
Single Channel
Customers experience single
touch point.
Banks have a single type of
touch point.
Multi Channel
Customer sees multiple touch
points independently
Channels are functional &
technical silos).
Cross Channel
Customer sees multiple touch
points as part of the same
brand.
Single view but banks operate
in functional silo‟s.
All Channel experience
Customers experience a
brand, not a channel within
a brand.
1980 20001967 1990
ATM Online Banking Internet BankingCall Centre
2010
Mobile Banking
201?
Video Banking? Virtual Banking?
201?
12
Measuring
Customer
Experience
13
• Current, Depository
Accounts & Payments
• Creditcards
• Loans
• Mortgages
• Information Gathering
/ Decisioning
• Transacting
• Problem Resolution
• Account Status &
History
• Branch
• Internet
• Mobile
• Phone
• ATM
14
20132014
Since its launch in 2011, the banking CEI
decreased for the first time in 2014
15
Price
Product
Service
(Digital)
Customer
Experience
The road to loyal
customers
„Commodity‟ Distinctive by „value added services‟
16
Challenge 1:
How can you
create an All Channel Experience?
17
Customer
Journey
Awareness Orientate Buy Receive Use ServiceAdvise
Creating a seamless
(Digital) Customer Experience
by (re)designing the Customer Journey
18
Customer
Journey
Awareness Orientate Buy Receive Use Service
Each Customer Journey has a customer side
and an organization side
Processes
Midoffice
Customer
Relationship
Management
Customer
Financial
Management
Document
Management
Communication
Management
Business Process
Management
Security
Advise
19
„Beware of putting
lipstick on a
pig‘‘
20
The future of banking is online
21
US research
indicates…
22
 36% of Dutch customers never visit bank
branches
 Only 3% buys financial products
 Most of the low-value transaction can be
fulfilled in other ways through other
channels (cash withdrawal, deposit, pick up
cards, et cetera)
 Europeans older than 40 prefer to use
branches, while younger people prefer
online banking
 Highly educated people with high income
prefer online banking
Younger people embrase online banking
Source: Forrester « European Banking Customers Continue Migrating Away From The Branch »
23
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
40%
50%
60%
70%
80%
90%
20% 25% 30% 35% 40% 45% 50% 55%
Customers with positive experience with channel (%)
ChannelImportance(%)
2011 2014Gen Y (18-34 years) Others
Gen Y drives importance digital
24
Kids are our future
Financial Education
25
Digirati: 9% more turnover,
26% more profit
26
Challenge 2:
How to become
really digital?
hello customer
ISN’T THIS
ENOUGH?
self
directed
CAN I DO
MY OWN BANKING?
the customer is
becoming part of
the processes!
27
Customer- and bank:
one online environment
28
29
30
Online
Mortgage
File
Integration offline and online
31
Pro-
active
Chat
support
32
Do you like this coat ?
How ‘social’ is your branche?
33
‘Facebook likes’
online and offline
34
Challenge 3:
„leveraging mobile‟
35
Isn‟t it time for a mobile strategy?Plateau
Time 
1 “I want an app too”
2 Mobile 1.0 ‘quick & dirty’
3 Mobile 2.0 ‘neatly integrated’
4 Mobile, leveraging touch points
1
2
3
4
36
Isn‟t it time for a mobile strategy?Plateau
Time 
1 “I want an app too”
2 Mobile 1.0 ‘quick & dirty’
3 Mobile 2.0 ‘neatly integrated’
4 Mobile, leveraging touch points
1
2
3
4
37
Your website
Anytime, Everywhere?
38
Your website
Anytime, Everywhere!
39
The smartphone is the most powerful
sales- and service channel of the future
NL: a mobile
customer has
11 times more
„contact‟
40
Report car damage
by using mobile
41
Personal messages
in a secured mobile environment
42
Push notification
or in-app message
when leaving Europe
43
Sales &
Services
• Behavorial targeting
• Block debit/credit card
• Buy travel insurance
• Change limit ATM
• Change limit debit card
• Etcetera
44
Location Based Services using beacons
45
Hypothesis:
Digital isn‟t
personal
46
Challenge 4:
What moves the customer?
47
"Consumers don‟t think
how they feel. They
don‟t say what they
think and they don‟t do
what they say."
David Ogilvy – the Original Mad Man
48
ABOUT ME
Entrepreneur
Ik ben Don (47) en ik run mijn eigen Reclamebureau. Ik heb het in de
afgelopen jaren laten groeien tot 15 man personeel en 7 vaste freelancers,
met wie ik vaak samenwerk. Ik ben weinig thuis, maar woon wel samen.
MY LIFE
Gerneral
management
Sales &
Marketing
Operations
MY COMPANY
DAY TO DAY ACTIVITIES
//////////////////////////////////////////////////////////////////
Ik werk veel, vaak en hard. Daardoor heb ik weinig
tijd voor andere zaken. Hobbies heb ik niet.
Tijdgebrek is sowieso een issue. Ik kan moeilijk zaken
uit handen geven.
Mijn doel met het bedrijf is om verder te groeien,
dan 15 man personeel en 7 vaste freelancers, zodat
ik financieel onafhankelijk kan zijn.
Sinds de oprichting zijn we hard gegroeid door de
inzet van mijzelf en mijn medewerkers: work hard,
play hard. Iedere dag weer richten we ons op
tevreden klanten.
Mijn dagen zien er altijd anders uit, ik moet altijd
mijn tijd verdelen over verschillende zaken,
waaronder de verschillende vrouwen in mijn leven.
Ik ben verantwoordelijk voor het aantrekken van
nieuwe klanten en de creatieve campagnes.
Ik bezoek naast mijn werk af en toe ook beurzen en
congressen. Cijfers interesseren mij niet. Daar heb ik
mijn accountant voor.
“Risk doesn‟t
scare me”
Example persona
partly in Dutch
Don Draper
49
Entrepreneur
Kleinere risico's zijn voor mij bedrijfsrisico‟s.
Bij grotere risico‟s kijk ik ook naar
verzekeringen, mocht het nodig zijn!
55%
Krant
Kantoor Thuis
Digitale body language
ABOUT MY COMPANY
Algemeen
Eigen medewerkers
Vriendingen
Concurrenten
Accountant
“In het verleden zocht ik
àlles zelf op, maar
tegenwoordig laat ik steeds
meer over aan mijn
medewerkers”
INFORMATION CHANNELS
CUSTOMER PROFILE
Ik ben al jaren klant bij USAA. De
adviseur heb ik via een vriendin leren
kennen. Daar heb ik toen niet veel tijd
aan besteed.
RISKS
Vriendinnen
////////////////////////////////////
Werkervaring
Krant
Café
Beurzen & congressen
Netwerkverenigingen
Use business media
“Its important to keep
business going”
55%
TV
55%
Radio
55%
Computer
TIME SPEND PER LOCATION
50
Age, income,
location
Transactions
Products/ser
vices bought
Property,
unemployment
Preferences
regarding
products/services
Preferred
channelsSustainable
customer
relation
Last product
bought and
value
Engagement
with different
media
„Depth‟ of
product
categories
Behaviour
regarding
recurring sales
or switch
Use of services
Taking part in
loyalty
program
Customer DNA
Use devices
51
„Feature‟ Vector Customer X: (A,B,C,D,E,....K)
Share of wallet
Preferred
channels
Churn
Life events
Next best sell
Et cetera
Customer DNA
Derived from data
Bron: IBM
52
More rocket science:
clustering
Bron: IBM
53
Data-driven
persona‟s
Rank Action Cluster % of
Customers
% of Spend
1 Brand lovers 7% 35%
2 Regular customers 12% 15%
3 Online „socialites‟ 8% 14%
4 „Poor‟ customer 7% 6%
5 Promising customers 2% 7%
6 Make me an offer 11% 5%
7 Negotiators 2% 4%
8 Try and find me 5% 2%
9 Non loyalists 36% 8%
10 Spoiled customers 1% 2%
11 I‟ll be back, maybe 3% 1%
12 Just looking, not buying 6% 1%
54
Persuasive
Marketing
55
The future marketeer is
a nerd with empathy
Privacy as a
currency
56
Capgemini created the All Channel
Experience approach, which is about
helping organizations to engage with
customers at every stage of the journey in all
their channels. We can offer organizations
our vision, knowledge, experience and hands
on execution power regarding the following
subjects
57
Capgemini created the All Channel Experience approach, which is about helping organizations to engage
with customers at every stage of the journey in all their channels. We can offer organizations our vision, knowledge,
experience and hands on execution power regarding the following subjects:
 (Digital) Marketing, Sales & Services
 Integrating and optimizing the commercial- and service activities in
all relevant physical & digital channels
 (Digital) Customer
Experience
Transformation
• Are all the required channels present?
• Do channels perform?
• Do right customers use right channels?
 (Digital) Channel Strategy
• Too many channels?
• Are channels integrated?
58
59
Pascal Spelier
Managing Consultant
All Channel Experience
Banking & Insurance
Reykjavikplein 1,
Utrecht, The Netherlands
Mobile:+31 (0) 6 53 29 90 17
pascal.spelier@capgemini.com
Thank you!
@spelier

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20140506 presentation digital customer experience slideshare

  • 1. Pascal Spelier, May 7th 2014 Digital Customer Experience, two steps ahead
  • 2. 2
  • 3. 3 Three drivers for change Changing customer behaviour New technology Changing regulations & legislation
  • 4. 4 The customer wants change Lack of trust has changed the relationship between bank and customer The credit crisis changed the purchase drivers Traditional retail banking customer is shifting to new generation retail banking customer Customers demand transparency and simplicity Customers become more and more self-directed Social medial create a fundamental shift in the way we communicate
  • 5. 5 Technology creates new opportunities 25 years ago, introduction of internet 10 years ago, introduction of social media 5 years ago, introduction of smartphones Big data Quantified self Internet of things
  • 6. 6 Regulations limit opportunities Basel III Solvency II Local regulations & legislation
  • 7. 7 How will the drivers for change impact your business?
  • 8. 8
  • 9. 9 We live in a digital era
  • 10. 10
  • 11. 11 Inside Out  Paradigma Shift  Outside In Single Channel Customers experience single touch point. Banks have a single type of touch point. Multi Channel Customer sees multiple touch points independently Channels are functional & technical silos). Cross Channel Customer sees multiple touch points as part of the same brand. Single view but banks operate in functional silo‟s. All Channel experience Customers experience a brand, not a channel within a brand. 1980 20001967 1990 ATM Online Banking Internet BankingCall Centre 2010 Mobile Banking 201? Video Banking? Virtual Banking? 201?
  • 13. 13 • Current, Depository Accounts & Payments • Creditcards • Loans • Mortgages • Information Gathering / Decisioning • Transacting • Problem Resolution • Account Status & History • Branch • Internet • Mobile • Phone • ATM
  • 14. 14 20132014 Since its launch in 2011, the banking CEI decreased for the first time in 2014
  • 15. 15 Price Product Service (Digital) Customer Experience The road to loyal customers „Commodity‟ Distinctive by „value added services‟
  • 16. 16 Challenge 1: How can you create an All Channel Experience?
  • 17. 17 Customer Journey Awareness Orientate Buy Receive Use ServiceAdvise Creating a seamless (Digital) Customer Experience by (re)designing the Customer Journey
  • 18. 18 Customer Journey Awareness Orientate Buy Receive Use Service Each Customer Journey has a customer side and an organization side Processes Midoffice Customer Relationship Management Customer Financial Management Document Management Communication Management Business Process Management Security Advise
  • 20. 20 The future of banking is online
  • 22. 22  36% of Dutch customers never visit bank branches  Only 3% buys financial products  Most of the low-value transaction can be fulfilled in other ways through other channels (cash withdrawal, deposit, pick up cards, et cetera)  Europeans older than 40 prefer to use branches, while younger people prefer online banking  Highly educated people with high income prefer online banking Younger people embrase online banking Source: Forrester « European Banking Customers Continue Migrating Away From The Branch »
  • 23. 23 Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile 40% 50% 60% 70% 80% 90% 20% 25% 30% 35% 40% 45% 50% 55% Customers with positive experience with channel (%) ChannelImportance(%) 2011 2014Gen Y (18-34 years) Others Gen Y drives importance digital
  • 24. 24 Kids are our future Financial Education
  • 25. 25 Digirati: 9% more turnover, 26% more profit
  • 26. 26 Challenge 2: How to become really digital? hello customer ISN’T THIS ENOUGH? self directed CAN I DO MY OWN BANKING? the customer is becoming part of the processes!
  • 27. 27 Customer- and bank: one online environment
  • 28. 28
  • 29. 29
  • 32. 32 Do you like this coat ? How ‘social’ is your branche?
  • 35. 35 Isn‟t it time for a mobile strategy?Plateau Time  1 “I want an app too” 2 Mobile 1.0 ‘quick & dirty’ 3 Mobile 2.0 ‘neatly integrated’ 4 Mobile, leveraging touch points 1 2 3 4
  • 36. 36 Isn‟t it time for a mobile strategy?Plateau Time  1 “I want an app too” 2 Mobile 1.0 ‘quick & dirty’ 3 Mobile 2.0 ‘neatly integrated’ 4 Mobile, leveraging touch points 1 2 3 4
  • 39. 39 The smartphone is the most powerful sales- and service channel of the future NL: a mobile customer has 11 times more „contact‟
  • 40. 40 Report car damage by using mobile
  • 41. 41 Personal messages in a secured mobile environment
  • 42. 42 Push notification or in-app message when leaving Europe
  • 43. 43 Sales & Services • Behavorial targeting • Block debit/credit card • Buy travel insurance • Change limit ATM • Change limit debit card • Etcetera
  • 44. 44 Location Based Services using beacons
  • 46. 46 Challenge 4: What moves the customer?
  • 47. 47 "Consumers don‟t think how they feel. They don‟t say what they think and they don‟t do what they say." David Ogilvy – the Original Mad Man
  • 48. 48 ABOUT ME Entrepreneur Ik ben Don (47) en ik run mijn eigen Reclamebureau. Ik heb het in de afgelopen jaren laten groeien tot 15 man personeel en 7 vaste freelancers, met wie ik vaak samenwerk. Ik ben weinig thuis, maar woon wel samen. MY LIFE Gerneral management Sales & Marketing Operations MY COMPANY DAY TO DAY ACTIVITIES ////////////////////////////////////////////////////////////////// Ik werk veel, vaak en hard. Daardoor heb ik weinig tijd voor andere zaken. Hobbies heb ik niet. Tijdgebrek is sowieso een issue. Ik kan moeilijk zaken uit handen geven. Mijn doel met het bedrijf is om verder te groeien, dan 15 man personeel en 7 vaste freelancers, zodat ik financieel onafhankelijk kan zijn. Sinds de oprichting zijn we hard gegroeid door de inzet van mijzelf en mijn medewerkers: work hard, play hard. Iedere dag weer richten we ons op tevreden klanten. Mijn dagen zien er altijd anders uit, ik moet altijd mijn tijd verdelen over verschillende zaken, waaronder de verschillende vrouwen in mijn leven. Ik ben verantwoordelijk voor het aantrekken van nieuwe klanten en de creatieve campagnes. Ik bezoek naast mijn werk af en toe ook beurzen en congressen. Cijfers interesseren mij niet. Daar heb ik mijn accountant voor. “Risk doesn‟t scare me” Example persona partly in Dutch Don Draper
  • 49. 49 Entrepreneur Kleinere risico's zijn voor mij bedrijfsrisico‟s. Bij grotere risico‟s kijk ik ook naar verzekeringen, mocht het nodig zijn! 55% Krant Kantoor Thuis Digitale body language ABOUT MY COMPANY Algemeen Eigen medewerkers Vriendingen Concurrenten Accountant “In het verleden zocht ik àlles zelf op, maar tegenwoordig laat ik steeds meer over aan mijn medewerkers” INFORMATION CHANNELS CUSTOMER PROFILE Ik ben al jaren klant bij USAA. De adviseur heb ik via een vriendin leren kennen. Daar heb ik toen niet veel tijd aan besteed. RISKS Vriendinnen //////////////////////////////////// Werkervaring Krant Café Beurzen & congressen Netwerkverenigingen Use business media “Its important to keep business going” 55% TV 55% Radio 55% Computer TIME SPEND PER LOCATION
  • 50. 50 Age, income, location Transactions Products/ser vices bought Property, unemployment Preferences regarding products/services Preferred channelsSustainable customer relation Last product bought and value Engagement with different media „Depth‟ of product categories Behaviour regarding recurring sales or switch Use of services Taking part in loyalty program Customer DNA Use devices
  • 51. 51 „Feature‟ Vector Customer X: (A,B,C,D,E,....K) Share of wallet Preferred channels Churn Life events Next best sell Et cetera Customer DNA Derived from data Bron: IBM
  • 53. 53 Data-driven persona‟s Rank Action Cluster % of Customers % of Spend 1 Brand lovers 7% 35% 2 Regular customers 12% 15% 3 Online „socialites‟ 8% 14% 4 „Poor‟ customer 7% 6% 5 Promising customers 2% 7% 6 Make me an offer 11% 5% 7 Negotiators 2% 4% 8 Try and find me 5% 2% 9 Non loyalists 36% 8% 10 Spoiled customers 1% 2% 11 I‟ll be back, maybe 3% 1% 12 Just looking, not buying 6% 1%
  • 55. 55 The future marketeer is a nerd with empathy Privacy as a currency
  • 56. 56 Capgemini created the All Channel Experience approach, which is about helping organizations to engage with customers at every stage of the journey in all their channels. We can offer organizations our vision, knowledge, experience and hands on execution power regarding the following subjects
  • 57. 57 Capgemini created the All Channel Experience approach, which is about helping organizations to engage with customers at every stage of the journey in all their channels. We can offer organizations our vision, knowledge, experience and hands on execution power regarding the following subjects:  (Digital) Marketing, Sales & Services  Integrating and optimizing the commercial- and service activities in all relevant physical & digital channels  (Digital) Customer Experience Transformation • Are all the required channels present? • Do channels perform? • Do right customers use right channels?  (Digital) Channel Strategy • Too many channels? • Are channels integrated?
  • 58. 58
  • 59. 59 Pascal Spelier Managing Consultant All Channel Experience Banking & Insurance Reykjavikplein 1, Utrecht, The Netherlands Mobile:+31 (0) 6 53 29 90 17 pascal.spelier@capgemini.com Thank you! @spelier