20140506 presentation digital customer experience slideshare

1. Pascal Spelier, May 7th 2014 Digital Customer Experience, two steps ahead

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?

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?

12. 12 Measuring Customer Experience

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

19. 19 „Beware of putting lipstick on a pig‘‘

20. 20 The future of banking is online

21. 21 US research indicates…

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

30. 30 Online Mortgage File Integration offline and online

31. 31 Pro- active Chat support

32. 32 Do you like this coat ? How ‘social’ is your branche?

33. 33 ‘Facebook likes’ online and offline

34. 34 Challenge 3: „leveraging mobile‟

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

37. 37 Your website Anytime, Everywhere?

38. 38 Your website Anytime, Everywhere!

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

45. 45 Hypothesis: Digital isn‟t personal

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

52. 52 More rocket science: clustering 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%

54. 54 Persuasive Marketing

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

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