reinventing the branch - i-am online … · reinventing the branch step 1: understand your customer...
TRANSCRIPT
KIOSK
KIOSK
GYM
LEISURE CENTRE
WORKPLACE / OFFICE
BUSINESS PARK
MOBILE POP-UP
REINVENTING THE BRANCH
STEP 1: UNDERSTAND YOUR CUSTOMER
CONSUMERS ARE INTERACTING WITH THEIRBANK MORE THAN EVER
15-20 TIMES PER MONTH VS. 3-4 IN THE PRE-DIGITAL ERA
PREDICTIONS
HOWEVERTHERE IS SOME GOOD NEWS...
WHAT IS THE PATH TO SUCCESS?
i-amonline.com
LONDON ISTANBUL MUMBAI DUBAI
THE THREAT
THE OPPORTUNITY
IT’S ALL ABOUT MILLENIALS• LOVE A DEAL• PREFER EXPERIENCES• NOT BOUND BY TRADITION • WEANED ON DIGITAL
STEP 2: DEFINE YOUR FORMAT STRATEGY
WHERE WOULD THEY LIKE TO BANK?
STEP 3: DEFINE THE ROLE OF TECHNOLOGY
BANKING NEEDS TO BE PERSONAL
WHAT DOES THIS MEAN FOR THE FUTURE?
ONES TO WATCH
THE CURRENT BRANCH MODEL IS OUTDATED • 50 % OF THE WORLD’S BANKS WILL DISAPPEAR DUE TO DIGITAL DISRUPTION
• AVERAGE TRANSACTION COSTS HAVE DOUBLED WHILE BRANCH VOLUMES HAVE HALVED IN THE LAST 20 YEARS
• BRANCH TRANSACTIONS COST 20X MORE THAN MOBILE
• FINTECH IS CHOMPING AT THE FRINGES
MORNING FLEXIBLE
6:30 8:00 20:00FLEXIBLE WORKING HOURS
PREFERRED HOURS
WHEN DO THEY NEED BANKING?
WHAT DO THEY VALUE?
FOREIGN TRANSACTIONS ONLINE
UNIFORMS
DEPOSIT ON ATM FRIENDLY, KIND, SMILING STAFF
FEELING GOOD AT THE BRANCH
EXCELLENT SERVICE QUALITY
SIMPLE DIGITAL CHANNELS
CLEAN, BUT NOT PREMIUM
MORE ATMS EVERYWHERE
Jen Kuhn Marketing Manager, London. [email protected] | +44 (0)20 7613 4114
BURGAN BANK ODEABANK RAIFFEISEN BANK
Segment: ? Attitude to Tech: ? City: ?
GORANKA, 45 Head of International Relations
FAMILY ?
FAVOURITE BRANDS
?
GADGETS ?
FUTURE PLANS ?
CUSTOMER WITH BANK SINCE ...
?
PERSONAL
• Retail-likestorecharacter
• Personalisedservice
• Roamingstaffavailableonthefloorwithhandhelddevices
WARM & WELCOMING
AMAZON GO - REAL TIME UPDATES
FRIENDLY, HELPFUL STAFF PERSONALISED LIVE INFORMATION
TRANSPARENCY EASY TO NAVIGATE
brand experiences
WHERE DO THEY NEED THEIR BANK?
WHY THIS BANK? ?
BANKING NEEDS ?
HOW THEY BANK ?
WHICH BANKING TOUCHPOINTS?
?
BANKING CHALLENGES
?
PERSONAL• RETAIL-LIKE STORE CHARACTER • PERSONALISED SERVICE • ROAMING STAFF AVAILABLE ON THE FLOOR WITH HANDHELD DEVICES
DIGITAL DISPLAY• RELAX AND ENGAGE WHILST INFORMING • INTERGRATED SCREENS AND QR CODES REPLACE TRADITIONAL PROMOTIONAL LITERATURE • CUSTOMER SERVICE WITH VIRTUAL USER SUPPORT
1. FORMATS• NEW SIZE BRANCHES• NEW LOCATIONS • NEW BRANCH EXPERIENCES• NEW IN-BRANCH ACTIVITIES
4. REWARDSSTAFF WILL BE MEASUREDON THE BASIS OF:• CUSTOMER ENGAGEMENT • CUSTOMER EDUCATION • CUSTOMER EXPERIENCE
3. STAFFBRANCH TEAMS WILL BE “HOSTS”, PROVIDING CUSTOMERS WITH INFORMATION, EDUCATION AND LINKS TO EXPERTS
2. NETWORKSBRANCH NETWORKS WILL BECOME A DIGITAL CHANNEL WITH A PHYSICAL PRESENCE.
STEP 4: FOCUS ON BECOMING YOUR CUSTOMER’S PRIMARY FINANCIAL ADVISOR
HOSPITAL
UNIVERSITY CAMPUS
BUSINESS PARK
SHOPPING MALLS
SHOP/SUPERMARKET
TOWN CENTRES
MAIN SUBURB/HIGH STREET
AIRPORT
TRAIN/BUS STATION
DRIVE THRU
CAR PARK
TRADE PARK
RESIDENTIAL BLOCKS
THERE ARE THREE KEY INGREDIENTS
PROCESSPEOPLE
TECHNOLOGY
REDUCE COST TO SERVICE THROUGH TECHNOLOGY
BECOME YOUR CUSTOMER’S PRIMARY FINANCIAL ADVISER
CONTACT US
THE FUTURE OF BRANCHES IS ASSURED... BUT ONLY THE FEW!