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20140506 presentation digital customer experience slideshare
The document discusses three key drivers of change for banks: changing customer behavior, new technology, and changing regulations. It outlines how customers are demanding more transparency, simplicity, and self-directed services across channels. New technologies like mobile, big data, and the internet of things are creating opportunities for banks. However, regulations like Basel III are also limiting opportunities. The document argues that banks must create an "all channel experience" and truly digital solutions to meet evolving customer and regulatory demands.
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Similar to 20140506 presentation digital customer experience slideshare
20140506 presentation digital customer experience slideshare
- 1. Pascal Spelier, May7th 2014 Digital Customer Experience, two steps ahead
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- 3. 3 Three drivers forchange Changing customer behaviour New technology Changing regulations & legislation
- 4. 4 The customer wantschange 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 newopportunities 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 BaselIII Solvency II Local regulations & legislation
- 7. 7 How will thedrivers for change impact your business?
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- 9. 9 We live ina digital era
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- 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?
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- 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 launchin 2011, the banking CEI decreased for the first time in 2014
- 15. 15 Price Product Service (Digital) Customer Experience The road toloyal customers „Commodity‟ Distinctive by „value added services‟
- 16. 16 Challenge 1: How canyou create an All Channel Experience?
- 17. 17 Customer Journey Awareness Orientate BuyReceive Use ServiceAdvise Creating a seamless (Digital) Customer Experience by (re)designing the Customer Journey
- 18. 18 Customer Journey Awareness Orientate BuyReceive 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. 19 „Beware of putting lipstickon a pig‘‘
- 20. 20 The future ofbanking is online
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- 22. 22 36% ofDutch 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 ourfuture Financial Education
- 25. 25 Digirati: 9% moreturnover, 26% more profit
- 26. 26 Challenge 2: How tobecome 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: oneonline environment
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- 32. 32 Do you likethis coat ? How ‘social’ is your branche?
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- 35. 35 Isn‟t it timefor 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 timefor 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
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- 39. 39 The smartphone isthe most powerful sales- and service channel of the future NL: a mobile customer has 11 times more „contact‟
- 40. 40 Report car damage byusing mobile
- 41. 41 Personal messages in asecured mobile environment
- 42. 42 Push notification or in-appmessage when leaving Europe
- 43. 43 Sales & Services • Behavorialtargeting • Block debit/credit card • Buy travel insurance • Change limit ATM • Change limit debit card • Etcetera
- 44. 44 Location Based Servicesusing beacons
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- 46. 46 Challenge 4: What movesthe customer?
- 47. 47 "Consumers don‟t think howthey 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 benDon (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 zijnvoor 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 Lastproduct 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 CustomerX: (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
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- 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%
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- 55. 55 The future marketeeris a nerd with empathy Privacy as a currency
- 56. 56 Capgemini created theAll 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 theAll 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?
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- 59. 59 Pascal Spelier Managing Consultant AllChannel Experience Banking & Insurance Reykjavikplein 1, Utrecht, The Netherlands Mobile:+31 (0) 6 53 29 90 17 pascal.spelier@capgemini.com Thank you! @spelier