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
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?
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
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 »
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!
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
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
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
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?
