eFinancial Communications provides paperless and digital communication solutions for financial services companies. It offers services such as paperless document management, digital signatures, email marketing, text messaging, custom web portals and dashboards. The company was founded in 2010 and is headquartered in San Diego, California. It has a leadership team with extensive experience in financial services, marketing and IT.
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Companies like yours provide a vital service to the public, but you know that communicating with consumers can be challenging. No matter how important banking and insurance products are, most people spend little time reading the fine print.
So how do you increase customer engagement and boost retention?
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Today’s evolving digital capabilities can help financial services companies achieve greater customer-centricity & community authenticity by breaking some of the key compromises the industry has had cope with its legacy.
In the past, the form, frequency, and caliber of companies’ interactions with customers have been governed to a great extent by operational limitations and/or intermediaries in the value chain such as Agents, Brokers in the Insurance realm.
Time, ease of operations and costs influence business in today's world, and the financial services industry is no exception. Customers in the financial services industry are mature, savvy and technologically better equipped than customers of most other industries. Whether it is the baby boomers, Gen X or Gen Y, the proliferation of the Internet has increased the level of technological awareness and customer expectations. Financial services companies are now embracing multichannel integration (MCI) as a key initiative to acquire, retain and service their customers.
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Digital intervention is a reality in today’s banking business and banks need to adapt and respond to this change to stay ahead of competition. The digital foreground has presented banks with a huge opportunity to attract new customers, lower costs, develop new propositions and business models, as also explore customer value to its maximum. To create a digital environment is now a priority for all banks and they need to undergo considerable investment for complete transformation.
The CII-PwC report titled, Banks taking a quantum leap through digital, released at CII National BANKing TECH Summit by Mr H R Khan Dy Governor RBI, Mr A P Hota MD& CEO National Payments Corporation of India and M S RaghavanChairman & MD, IDBI Bank.
More and more customers are seeing mobile as their banking channel of choice, proven by a growing body of papers. To cite some, Cimigo revealed that for every 10 respondents who are Vietnamese consumers, 3 are using some forms of e-payments including mobile banking application and e-Wallet. Or Backbase predicted that mobile transactions in Vietnam will increase by 300% between 2021 and 2025, driven by mobile payments. As banks build more creative features and integrate with third-party financial products, mobile banking application is no longer a tool for remote money transaction; it has become a financial lifestyle platform that offers a single hub for all banking services. In this article, we get to explore various innovative features that a bank might consider for its mobile banking application, with the goal to keep up with the Digital Banking upsurge.
A successful Digital Transformation must stand on a successful Digital Strategy as its basis. Essentially, Digital Strategy is about making wise investments into all aspects of Digital Transformation, be it the talents, processes, or customers—with the end goal of maximizing competitive advantage, profits, and ultimately growth that companies expect when initiating their Digital Transformation. The concept of Digital Strategy has changed fast. A couple of years ago, it was as simple thought as “let’s build a website and an app, and it’s done”. But now Digital Strategy has grown beyond that; it has become an integrated plan that does not only involve the adoption and development of new technologies but also requires a shift in business culture and coordination across the business. While a Digital Strategy acts as a guiding star for Digital Transformation, formulating it can inundate companies with even more problems rather than solutions. The need for a well-defined digital strategy seems absolute, yet many don’t know where to start, and others fail for a lot of pitfalls when compiling it. If your company is in this same situation, this paper can help, where you find the step-by-step guide to formulating a digital strategy.
It’s clear how Incumbent banks are met with unprecedented market forces. Fintech and neobanks—new financial players that offer more and more exciting financial products—are eating up banking market shares. Meanwhile, the growing use of alternative payments such as PayPal, Samsung Pay, Apple Pay, and so on points to the fact that customers are finding traditional banks inconvenient and untrustworthy. At the same time, people are walking away from physical branches; instead preferring mobile banking for ease and convenience, according to a recent report by Backbase. On top of that, the government continues to encourage Digital Banking, made apparent by the government’s recent directives. These factors may sound like twists and turns that took traditional banks by surprise, yet they point to the refusal to change and innovate in the face of digital disruption. Now that change becomes a matter of life and death for banks, there’s an evident need for a shift in mindset and principle called Design Thinking. This paper looks over the relevance and application of Design Thinking in the banking sector. You will also get to explore how some current banks are applying this method. The promise of Design Thinking for banks proves beyond doubt. Now let’s dive in.
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Transformation is difficult and digital transformation is even harder.
Today’s evolving digital capabilities can help financial services companies achieve greater customer-centricity & community authenticity by breaking some of the key compromises the industry has had cope with its legacy.
In the past, the form, frequency, and caliber of companies’ interactions with customers have been governed to a great extent by operational limitations and/or intermediaries in the value chain such as Agents, Brokers in the Insurance realm.
Time, ease of operations and costs influence business in today's world, and the financial services industry is no exception. Customers in the financial services industry are mature, savvy and technologically better equipped than customers of most other industries. Whether it is the baby boomers, Gen X or Gen Y, the proliferation of the Internet has increased the level of technological awareness and customer expectations. Financial services companies are now embracing multichannel integration (MCI) as a key initiative to acquire, retain and service their customers.
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Similar to eFinancial Communications Services Brochure (20)
2. Contents
THE eFC PROCESS 1
SERVING THE FINANCIAL SERVICES INDUSTRY 2
PAPERLESS SOLUTIONS 3
DIGITAL SERVICE PROVIDER CONSOLIDATION 4
CUSTOM PORTAL AND DASHBOARD DESIGN 5
INTELLEGENT MARKETING 6
LEADERSHIP 7
ADVISORY BOARD 8
Headquarters: San Diego, CA
Established: 2010
info@efinancialcommunications.com
619-333-6245
www.efinancialcommunications.com
3. Process
Evaluation
Your key stakeholders share
business goals, ideas, and
information to help us define the 1
returns you are seeking from your
communication efforts. We EVALUATION
conduct a full technology audit to
determine the best way to
seamlessly integrate our services
with your system.
Planning 2
You are presented with a detailed
project plan. These documents PLANNING
describe every deliverable and
timeline in detail—both yours and
ours—in order to hit deadlines,
control costs and resources.
Execution
You approve a strategic direction 3
from the solutions provided by our
team. Once a direction is EXECUTION
confirmed, we execute the
deliverables in the project plan,
ensuring that everything we do
meets your approval along the
way.
Review 4
In the weeks after launching your
initiative, we continue to monitor REVIEW
and refine the communications
strategy. Together, we assess the
impact on internal and external
audiences and our success in
meeting the objectives set out
during the evaluation phase.
1
4. FINANCIAL SERVICES
Financial Services
Compliance: FFIEC, FDIC, OCC, Federal Reserve Board, SEC, NAFCU, CUNA, World Council
of Credit Unions, SSAE16, FINRA, and many more.
Go paperless and significantly reduce costs.
Example: A major bank in the US currently spends approximately $10 to
electronically distribute disclosure documents during the mortgage application
process. If done with the eFC system, the paperless application processing would be
approximately 80 – 90% less! Imagine the cost savings of a full paperless initiative.
Additionally, the paperless solution combined with the digital signature solution
provides efficiency and tracking throughout the application process.
Gain efficiency by consolidating digital service providers to a single
relationship
Example: A credit union desiring paperless operations, targeted emails, digital
signature capabilities, text messaging capabilities, QR code capabilities and landing
page analytics would have to manage six or more relationships, which most likely
means a full-time in-house resource. With eFC, the credit union would only need one
relationship and one integration. eFC continually adds new providers as emerging
technologies come to market, providing the credit union with access to new digital
services without needing to continually pay for integrations or in-house labor hours.
Turn regular communication into relevant cross-selling opportunities
Example: An insurance company misses an important opportunity for relevant
communication with its customers every time it sends a policy statement. With eFC,
regular paper statements can become relevant cross-selling opportunities, based on
information in the eFC business intelligence platform. For example, a client with a
policy that has not been reviewed in over 24 months could automatically receive
information in their statement indicating that they are due for a policy review. Or, a
client with only minimal insurance coverage could receive up-selling messages about
additional coverage specifically applicable to their needs.
Offer client access to account information with a custom portal or
dashboard
Example: An investment services company can partner with eFC to offer client access
to account information via a custom portal or dashboard.
…AND MORE!!
2
5. eDocuments
Total Document Management
Manage and track document workflow
• Capture electronic signatures
• Store and access documents remotely
Example: A credit union can receive and process a loan application digitally and in
compliance with regulations. The application can be transferred seamlessly between
required departments for processing and the stages of processing can be tracked.
Additionally, all truth in lending communications can be digitally sent to the consumer and
tracked. This means cost savings through greater efficiency and reduced printing, postage
and handling costs.
Search content from scanned documents
Example: With the underlying eFC business intelligence database, a university could scan
paper student application documents and then query reports off of the content from the
paper documents. The university could search the information for all applicants with a GPA
of 3.5 or higher, or search for any applicants with essay topics related to information
technology, or any other relevant search.
Reduce printing and postage costs
Example: A private school partnered with eFC and reduced their invoicing costs by nearly
80% by switching to paperless solutions. The school is now able to track receipt of invoices
and late payments, leading to shortened collection times and a less time intensive
collections process. Additionally, invoice recipients are able to view their invoice on any
number of devices making review and payment easier and faster.
Enrich business intelligence data
Example: A major bank in the US recently closed thousands of accounts due to their
understanding of the account holders. As it turns out, many of the closed accounts
belonged to high net worth individuals. If the bank had partnered with eFC, it would have
been able to identify and nurture the meaningful relationships. Additionally, the enriched
data set would have allowed the bank to tailor the content of their communications to each
individual client, ensuring that efforts to nurture relationships were effective.
3
PAPERLESS SOLUTIONS
6. Integrated Solutions
Consolidated
Searchable
Data
Manage all of your digital services through a single point of contact, eFC
Landing Page Analytics (Track the effectiveness of your website)
Paperless Document Management
Email
Text Messaging
Mobile Applications
QR Codes
Custom Portals
Digital Signatures (eliminate email, printing, signing, scanning)
New Technologies Constantly Added
…And more
4
DIGITAL SERVICES CONSOLIDATION
7. Access Relevant Data
Provide account information to authenticated clients with a custom
web portal
Example: A financial advisory firm could allow client access to sophisticated, client
specific sets of information driven by the eFC business intelligence tool. The information
made available would be at the discretion of the firm and could vary on a client to client
basis.
Provide internal access to business performance with a custom
dashboard.
Example: An insurance can track their brokers’ performance and the type of coverage
that is trending in real-time, allowing proactive action to take place instead of the
traditional reactive approach to regular business performance reporting.
5
CUSTOM PORTAL & DASHBOARD
8. Targeted Communications
Consolidated
Searchable Data
The powerful eFC business intelligence database is able to consolidate
and leverage data from an array of sources for targeted communications.
Account Statements Emails Newsletters Legal Correspondence
Invoices Any other form of communication
The generic becomes customized
The manual becomes automated
The aimless becomes targeted
6
INTELLIGENT MARKETING
9. We provide advanced, dependable, scalable and cost-effective integrated technology solutions.
LEADERSHIP:
Sandeep Shah, CEO (MBA): Working primarily within the financial services industry (large
mutual fund companies, mortgage companies, broker dealers etc.) as an IT Project Manager and
Business Consultant Sandeep has an in-depth understanding of the complex IT and business
regulations with regards to developing intricate software solutions. Sandeep specializes in
bridging the business requirements and processes and the information technology that they rely
on. Sandeep also has extensive experience working at a boutique marketing firm where he was
deploying systems that served retailers in nurturing and retaining customers. Sandeep has a B.S
in computer science with management from Kings College London, England and a MBA from
Pepperdine, California, CA.
John Mueller, CTO: John has over 28 years of experience within the financial industry working as
a Database Architect & Data Warehouse Architect defining and building many financial services
applications and platforms. He has worked for commercial and retail banks as well as large
brokerage firms. John specializes within Microsoft SQL Server technologies. John is
spearheading the Microsoft Azure transition from the traditional rack-space architecture.
Steven Cavanaugh, Head of Marketing (MBA): Steven Cavanaugh is an experienced, highly
versatile marketing professional, specializing in International Marketing and Media Production.
Steven is fluent in Spanish and has experience in industries including but not limited to Music,
Retail Banking, and Web Advertising. Mr. Cavanaugh is also a seasoned public speaker, and
brings brand messaging expertise to the leadership at eFC. Steven has a BA in comparative
literature and a MBA from Pepperdine, California, CA.
Emily Rosenberry, Head of Operations (MBA): Emily Rosenberry is a seasoned strategy,
business development and operations management professional. Her engagement highlights
include successful management of 25+ person teams; management of product categories in
excess of $194 million; development of the Best Buy Mobile model during concept phase;
development of successful operations in European, Asian, Australian & North American Markets
for a start-up software company; and the development of a multi-million dollar mCommerce
initiative at Qualcomm. Emily holds a BS in Management from Michigan State University and a
MBA from Carlson School of Management at the University of Minnesota.
Swati Patel, Sr. VP IT Audit Consulting Manager: Certified Information System Auditor (CISA)
and is certified in Risk and Information Systems Control (CRISC). She has over 10 years of IT Risk,
Audit, and consulting experience. Mrs. Patel has experience in a variety of industries including:
Financial Services, Software, Entertainment, and Energy. Swati specializes in SOX Compliance
and Operational Audits. Swati has her BS in Business Administration from University of
Southern California. 7
10. We provide advanced, dependable, scalable and cost-effective integrated technology solutions.
ADVISORY BOARD:
Gary Lewis Evans: Gary Lewis Evans is former CEO of Bank of Internet USA (BofI Holding, Inc.
NASDAQ: BOFI). Mr. Evans has established himself as an Internet banking Pioneer; founder of
Bank of Internet USA, entrepreneur and co-author of the first book on Internet finance in 1996. In
2008, Mr. Evans was a finalist in the Ernst & Young Entrepreneur of The Year Award for the
founding and growth of Bank of Internet USA. He has been actively involved in multiple startup
companies and two successful IPO’s. Mr. Evans has served on many non-profit boards including,
the American Red Cross, San Diego Mid-Cities Development Corporation, San Diego Hospice, the
Salvation Army and San Diego Neighborhood Housing Services.
Robert Copeland: Bob is a partner at Sheppard Mullin in the Corporate Securities practice group.
Bob practices in the area of corporate law with an emphasis on corporate finance, securities, real
estate and mergers and acquisitions law. His clients have included startup business ventures,
private and public U.S. and offshore manufacturing, construction and service corporations, venture
capital and private equity firms, media firms, real estate developers and syndicators. Recently he
has had success connecting business owners seeking a liquidity solution with acquisition
sources.
John Bryan: A proven, Certified Management Consultant (CMC) with more than twenty-five years
of broad-based experience in business consulting to a broad range of clients, Dr. Bryan has helped
plan and launch more than a dozen startups and has improved the operational and financial
performance of Fortune 500-size companies on four continents involving six languages. Through
his own firm or contracted through other consulting firms, his extensive experience includes
management of projects at multiple simultaneous locations; performance assessments and lean
projects in mining, manufacturing, telecommunications, and service industries and for several large
healthcare organizations, government agencies, insurance and financial institutions; customer
service, sales, and call center operations; management training development and delivery;
organizational behavior and development; and strategic planning. Aside from performance
improvement, John also has significant experience in mentoring entrepreneurs and assisting
startups with business planning, financial forecasts, and capital investment
8
11. Headquarters: San Diego, CA
Established: 2010
info@efinancialcommunications.com
619-333-6245
www.efinancialcommunications.com