lanner client nationwide discuss managing demand for automated branch services using simulation
TRANSCRIPT
Managing Demand for Automated Branch
ServicesJay Bourne, Senior Operations Manager, Nationwide (UK)
A few facts about us
UK’s largest mutual
Formed in 1846 Top 3 provider of savings and mortgages
c. 14m members
Original crowd funding model
Owned by members
...not shareholders This means…
Stakeholders’ and members’ interests are the same
Mainly funded by our members’ deposits
Our assets are mainlyUK residential mortgages
Enables a longer term strategic focus
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2
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Multi-accountview
A few facts about us
Internal Self ServiceExternal CashInternal CashBalance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN UnlockCheque DepositCash Deposit
Balance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN Unlock
Balance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN UnlockEnvelope Deposit
183 Machines located in 178
branches
700 Machines located in 561
branches487 Machines located in 356
branches
Business alignment
BACKGROUND
Self-Service Capabilities
Technology Focus Service focus Customer
focusBusiness focus
SOLUTION DEVELOPMENT
Our first attempt
1 3 5 7 9 11 13 15 17 19 21 2375.00%80.00%85.00%90.00%95.00%
100.00%
0.00%2.00%4.00%6.00%8.00%10.00%12.00%
Availability v Customer Served
Customer demand Availability
Availability
Customers Served
Service Line Demand
Full Service Site Demand
Full Service DemandUtilisation and Customer Experience
.
Align and define Build Exploit
Business Context
Retail Strategy Digital Strategy
Capability Definitions
Output Definitions
Define Simulations Reporting Capabilities
Vision & Outcome
Develop Questions Identify Opportunities
Data Gathering
Desktop Analysis Service Scenarios Observational Analysis
Test Integration
Tool OutputTarget State
Function Mode Governance Model
Operational Reporting Design
Integration
Next Steps
Confidence Testing Real World
Comparisons
Usage Cases Enhancement
Roadmap
Capability Profile Transaction Profile Customer Profile
SOLUTION DEVELOPMENT
Structured Approach
STRATEGIC AIM THEMES
SOLUTION DEVELOPMENT
Align and Define
Understand how well the Self Service network meets the demand of its customers for all service lines
Provide support services tailored to meet the demand of the customers and the impact on the branch environment and staff
Understand how much headroom we have on site to migrate transactions from the counter or introduce new service lines
How available are services when customers want to use them?
How does demand impact customer experience e.g. wait times?
How long do transactions take and how does that vary?
What factors impact the transaction time?
What headroom exists on the network to support migration of traffic?
How can we further reduce the overhead of ATM support on our branch colleagues?
QUESTIONSMigrate traffic off of the counter to free up staff time for value add transactions
Align Self-service capability with online and mobile service for consistent look and feel across channels
Transaction timings, distribution of time taken for customer to complete transactions
Distribution of customer arrival patterns over the day
Transaction mix carried out by branch customer using the site
Length of queue before customers begin to walk away
SOLUTION DEVELOPMENT
Build
Access hours
Service Configuration
CustomerBehaviour
Number and type of devices e.g. internal cash, internal Self-service, external cash
Device configuration, functionality available on devices
Number of queues to devices e.g. 1:1 or 1:many
SOLUTION DEVELOPMENT
Exploit
Video
Next steps
• Capacity planning with the physical cash values. • Planning for most effective use of headroom• Cost of service at transactional level by branch• Improvement plans for customer and branch
experience• Understand customer experience and used as part of
risk based decision on design• Changing support model
Summary
• Disciplined approach makes efficient use of time• Agree the question• The observational insight highlighted some great
opportunities• Take your stakeholders with you• Driving to a customer aligned outcome improves team
engagement • The relatively complex can be made to look simple• You do what you’re measured on