As the banking experience evolves from product-based to customer-based, banks must identify new ways to design and deliver hyper-personalized services that customers expect. We’ve been around for 17 years and started off working with... At the end of last year, Infosys published a 2020 trends forecast looking at Artificial Intelligence in banking, but much like everyone else, COVID-19 has forced us to reassess that. With the rise of customer-savvy fintech disruptors and low consumer trust in the financial services industry, it’s no secret that banks feel the pressure to drive personalized customer experiences. Why should banks give priority to customer-centric approach and how can they enable it? Fintech Trends: Customer-Centric Banking Only 20 years ago, the core of customer experience in the banking industry were meetings between clients and account managers. That means they must deliver more hyper-personalized services, enhanced transparency and holistic capabilities to add measurable value across each step of the customer journey and offer a new level of customer engagement and fresh kinds of physical and digital banking services. Under the guidance of NK, SunTec has forayed into areas such as offer management, loyalty and relationship-based pricing. These appointments were the key for establishing a trustworthy relationship and a positive customer experience. It is these companies that are in a position to disrupt their industries (i.e., Apple, Google, Amazon, USAA, Tesla, to name a few). How do marketers quantify business outcomes across every digital and offline touchpoint? Many companies lose sight of the customer experience as internal processes and organizational structures evolve organically over time. Customer Centricity in Banking Retain, grow, and attract customers with timely, holistic, and certifiably accurate data Retaining and grow existing customers while attracting the right ones is important to any financial institution. The majority of these individuals are sourced internally to fill the role. Clearly, pressure ismounting. She has worked extensively for leading consumer financial services companies across banking, lending and payments to recruit CEOs, board directors and customer-facing functional leaders. Today, banks offer standardized products hardcoded with specific benefits, parameters, and rules–30-year mortgages, travel rewards credit cards, savings accounts with minimum balances. Nanda Kumar: Customer loyalty is fragile, and customer retention and trust are critical to any digital transformation initiative – and any banks’ overall success. In summary, the journey to becoming a customer-centric organization is achievable. He pioneered the concept of relationship-based pricing -an idea industry analysts and thought leaders now acknowledge as the key to balanced pricing dynamics. The CCO and CIO are working closer than ever. With a focus on digital innovation, he provides organizational and business process expertise to global companies striving to increase productivity, improve quality, and achieve a customer-centric approach to interacting with its customers. We ask: how can they deliver better experiences to their customers during these unprecedented times? When accumulated over time, the data within a CRM system can be used to identify behavioral patterns and build predictive models that reveal valuable customer insights or operational inefficiencies. But if they can create an ecosystem by partnering with businesses that offer connecting services, they can build lasting relationships with their customers and deliver a new level of measurable value. He has delivered numerous talks across global forums such as SIBOS, 3G Mobile Forum, Indian Banking Summit, Gartner Summits etc. If banks continue to solely operate in their current form without embracing both online and offline models, they risk becoming nothing more than a utility service. This leads to an inconsistent customer experience. Banks are particularly well-placed to orchestrate this for the ultimate benefit of their customers and are in a unique position to promote social and economic success for their customers – be it a mortgage to a family or a loan to an expanding business. In fact, this was not the first time they had headed down this path. Banks needs to be cognizant of their customers’ changing preferences. What many organizations fail to realize is that what is needed is an experienced enabled operating model designed around what is right for the customer, not what is easy for the company. She has led numerous searches for chief marketing officers, chief digital officers as well as for leaders in customer experience, strategy and innovation. He has delivered numerous talks across global forums such as SIBOS, 3G Mobile Forum, Indian Banking Summit, Gartner Summits etc. There must be a concerted effort to align banking products a nd services to customer needs. As the banking industry is currently experiencing rapid and widespread changes and customers become more demanding, it is crucial for banks and other mobile service providers to understand the everyday lives of their customers and to integrate their future services into the customers’ value creation processes as smoothly and inseparably as possible. Nanda Kumar: We are in unprecedented times, and banks must quickly adapt to changing goalposts, shifting customer needs and requirements, and continued disruption. Brian S. Morris is a Partner at Merkle and has more than 20 years of financial services industry experience. March 13, 2019 A blog post by Richa Wadhwani, assistant manager, Deloitte Center for Financial Services. 4. easier. At a recent offsite event, our team spent the day with the senior marketing, HR, operations, and IT leaders of a top-five financial institution. Facebook ServiceNow banking solutions deliver transparent, compliant, customer-centric experiences in banking to help you stay focused on your priorities. In response, firms are focusing on delivering innovative products, services, and channel applications, increasing one-to-one marketing programs, and transforming themselves from account-centric to customer-centric business models. All content © 2021 by The Financial Brand and may not be reproduced by any means without permission. This “digital core” — as we like to call it — is intelligent, prescriptive and forms the bridge between the current customer-facing capabilities and legacy core technology used by today’s banks. Branch banking has always played an important role in both attracting new customers and cementing relationships with existing ones. To develop digital banking capabilities that are truly customer-centric, the bank must first look inward. SunTec has partnered with AWS, IBM Financial Services Cloud and Microsoft Azure to help banks adopt our cloud-native and cloud-agnostic products to help design and launch products, offers, reward programs rapidly to meet the evolving needs of their customers. Please use a corporate/work email address instead. A Modern Bank Brand Builds on its Branch Network Strategy. Please introduce us your company and products/solutions you are offering. 1 The general acceleration towards online (which was particularly accelerated by the 2020 pandemic) will... Tech is disrupting the conventional banking sector from back office core banking to customer-facing processes. With platform-as-a-service gaining traction, organizations also need to enable monetization models that can support the same to ensure that they are the primary choice of their customers for all transactions. Founded recently in 2017, PayR has already managed to build a strong network of partners in multiple Latin American countries with operations that span from north... Financial IT: Please introduce us to your company. The Barcelona-based startup PayRetailers (PayR) helps companies that want to enter the markets in the LATAM region with its diverse suite of payment options through a single integration. More and more financial institutions want to transform their organization to be more customer centric and focus on transforming their customer relationship marketing capabilities. Mr. Morris has worked with banks, insurance, and financial markets companies globally in developing and advancing their customer analytics and digital strategy, which includes media/channel, customer/marketing analytics, organizational alignment, enterprise data management, data quality, situational and advanced analytics, big data discovery analysis, and data visualization. Subscribe to The Financial Brand via email for FREE! NK holds a master’s degree in management and physics. Nanda Kumar: Just a year ago, we had predicted that it would take at least another decade for global banks to truly embrace digital transformation. If banks can embrace this new way of thinking that enables them to reevaluate their holistic systems, processes, data and people, they will be able to deliver an unmatched level of personalized services. However, statistics show that banks are slow to accelerate this move from a focus on selling products to selling customer-centric relationships. Here is insight into achieving accurate performance accountability for your marketing efforts. To gain customer centricity, retail banks should realize that they can no longer offer just attractive lending terms or a free checking account to achieve success among customers. We were a bit surprised. A significant change is that banks – and industry, in general – will assert their demands from Artificial Intelligence (AI) technology, rather than waiting for AI... ICS Financial Systems (ICSFS), is a leading provider of modular, core banking systems. In the US, the number of bank branches has dropped by 6% since 2009, and is now at the lowest level in more than a decade. Top content on Banking, Customer Centricity and Examples as selected by the Customer Experience Update community. What are the key factors that need to be considered by a bank looking to implement AI? Daniel Alpert is a CRM Strategy Consultant at Merkle. With SunTec, banks can gain deep insights into their end-customers’ financial behavior; create dynamic customer segments; rapidly design and launch hyper-personalized products, offers, product bundles, pricing, loyalty programs and monetization models for ecosystems and platforms. Apple Inc. is famed for This field is for validation purposes and should be left unchanged. In our experience, firms who start down this path typically spend most of their efforts on aligning around the what and why. Islamic banking is no different. Overcoming the organizational impact of a customer-centric transformation can be daunting and stories like the one described above are not the exception. Remember, customer experience is the perception based on the sum total of all customer interactions across multiple touchpoints. In-branch banking will continue to play a pivotal role for many consumers and will remain an important vehicle for banks to attract new customers, retain existing ones — and engage more deeply with them. We are working closely with our clients to help them place empathy and agility at the heart of all their customer engagements. The burning question they needed to address was how they were going to do it. We are in the process of launching SaaS applications around preferential interest rates, risk-based pricing, offers and benefits management that will not only help banks meet the fast-changing economic conditions, but will also help them design and launch products and offers that meet the new needs of customers. Those measures need to be clearly linked to compensation, rewards, and recognition. That said, the payoff for following through on the customer-centric journey can be enormous. It is not an easy path and it takes focus and dedication to overcome the organizational challenges. Keywords: customer-centricity orientation, bank’s competitive strategy. With both the physical and digital realm, customers want to know that they will have an enhanced level of security, comfort and confidence, especially when it comes to financial issues that can be complicated, highly sensitive or both. This article was originally published on April 14, 2015. Tom Ainsworth: Jitterbit Harmony is an API integration platform provider. Under the guidance of NK, SunTec has forayed into areas such as offer management, loyalty and relationship-based pricing. What is unique about SunTec and how does it stand out among its competitors? Those companies that have succeeded are able to connect with high-value customers and prospects in a more integrated, relevant, and consistent manner, resulting in innovation, retention and loyalty. In today’s digital economy, banking, like other industries, faces “disruptive” expectations from customers. What’s the role of SunTec in addressing the impact of COVID-19? NK has made SunTec one of the global leaders in revenue management and business assurance space in the financial and telecom industries. Does your institution support a culture of innovation and an environment that welcomes new technology? Under his leadership, the company has won several awards and is considered as a leader in enterprise products. What can we expect in general for the fintech industry in 2021 (what will be trending in Europe / key markets)? A mere six months later, we were blindsided by one of the worst global pandemics in our lifetime. There needs to be a single point of accountability for enforcing the customer experience across media/channel. Our global digital banking survey indicates that satisfaction with contact centers and branches influences customers’ overall satisfaction twice as much as satisfaction with digital channels (read Recognizing the value of bank branches for more details on the analysis). Customer-centricity is a way of banking based on trust and fairness that uses knowledge of customers to meet their needs and achieve sustainable, valuable, long-term relationships. Customer success and centricity in banking as with any industry boils down to measuring the fundamentals in the purpose of the relationship as far as the customer sees it. Nanda Kumar: The financial services industry is in a state of flux. By making smart use of customer data to uncover the context behind banking transactions, banks can understand their customers’ ultimate goals and add value to every interaction, presenting offers and opportunities in real-time that are catered to different audiences and ultimately deliver a superior, world-class customer experience. Client-centricity deals with addressing the needs of clients as they change. Banks must reimagine how they can extend their value proposition beyond core offerings to navigate today’s increasing market pressure and changing customer sentiments. He is also a widely read writer who has written for many technology-oriented newsletters and blogs. Many firms try to enable a customer-centric transformation within their existing organizational structure rather than take the time to truly consider the extent of the internal processes and organizational changes required. What’s next for SunTec? Several banks did recognize that this was a necessity prior to the pandemic, but COVID-19 and the corresponding market volatility have created a new sense of urgency, and an understanding that we cannot simply revert to an outdated “normal.” While several banks have tried to accommodate customers in the short-term with incentives such as deferred interest, waived or overdraft fees or credit card and mortgage assistance, these measures won’t drive growth, profitability or most importantly, customer loyalty. Customer-centricity, for Fader (and many others) simply means looking at the overall customer lifetime value or CLV and concentrating our efforts on those customer segments that were most valuable and interesting to optimize profit. JEL Classification: G21, D81, L21, D23. Structure: Assign Organizational Authority & Accountability. Companies from other industries achieve huge success using dedicated customer centricity. In fact, the majority of these transformations fail for the very same reasons. KEY CAPABILITIES OF A CUSTOMER–CENTRIC CORPORATE BANK In order to capture the greater opportunity offered by corporate clients and be profitable in the processes corporate banks must embrace the below key capabilities Efficient client selection and product rationalization Putting users at the center of the product universe – Apple. ... Over the past decade, the banking industry has faced an uphill battle. Your diet, your schedule, your pleasures, your sleep, your money – just tap on the icon on the screen, and you’ll have all you need. A customer-centric banking model became a buzzword after fintechs came to the forefront of the financial services market with highly attractive financial apps focused on end-users’ experience. Regulations are constantly evolving, customer loyalty is inconsistent, competition is non-traditional, and a global pandemic has fundamentally impacted the way consumers engage with banks and other … These appointments were the key for establishing a trustworthy relationship and a positive customer experience. They are now working hard to keep their distribution channels open while adhering to social distancing guidelines and are being challenged to perform functions that weren’t originally designed to be carried out remotely. However, statistics show that banks are slow to accelerate this move from a focus on selling products to selling customer-centric relationships. Brian S. Morris is a Partner at Merkle and has more than 20 years of financial services industry experience. Next year we should expect continued growth all around as consumer behaviours keep demanding better and more innovative products. 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