Brett king banking 3.0 pdf

 
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BANK brings together Brett King's incomparable view of technology, strategy, Banks and banking – Customer services. 2. Bank management. 3. Financial. Bank Why banking is no longer somewhere you go, but something you do ( 2nd ed.) by Brett King. Read online, or download in secure PDF or secure EPUB . Editorial Reviews. From the Author. Late in WH Smith, my UK publisher, asked me to look In BANK , Brett King looks at the latest trends that are redefining financial services and payments. From the global scramble for dominance of.

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Brett King Banking 3.0 Pdf

Bank Why Banking Is No Longer Somewhere You Go, But Something You Do. Editor(s). Brett King. First published:2 January In BANK , Brett King brings the story up to date with the latest trends redefining financial services and payments—from the global scramble. BANK BRETT KING. Banking Everywhere, Never at a Bank . engineering is known to engineers as “design by analogy”3. Design by analogy works on the.

The first edition of BANK 2. In BANK 3. BANK 3. Highly impatient, skeptical, cynical. Brett King understands deeply what drives this new hard-nosed customer. Banking professionals would do well to heed his advice.

Brett King understands deeply what drives this new hard-nosed customer. Banking professionals would do well to heed his advice.

Brett King is a strategic advisor to the financial services sector and the founder of the International Academy of Financial Management, a professional association focused on financial services. A regular speaker at the top global conferences for financial services, King is an acknowledged expert on wealth management, customer experience, and retail channel distribution strategy.

King is the founder of the world's first mobile direct bank, Movenbank. He also runs UserStrategy, a boutique consultancy focused on improving customer interaction for leading financial services, companies and businesses.

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Bank 3. Jun 07, Maria Angelita Widjaja rated it it was amazing This book is visionary. Mr King shows that the future of banking in the digital era that has to change. The change will be driven by information technology. If bankers and members of the financial sector deny the technological threat, their services could become irrelevant.

When it is too late to change, they will become unable to compete with the faster, better, cheaper services which are offered by technology companies. I highly recommend this book! In many ways, banks face the same decisions in respect of their high street presence today.

Such branches are often very high cost because of the rental rates, but the brand exposure alone from the presence makes a certain amount of sense. So how should the institution utilise these high- cost locations effectively? The objective of these branches must be to show the capability of the brand, and to get the sales which guarantee the margin that makes the branch financially viable.

With the high-counter teller space removed, we are left with low-counter, coffee shop-style seating for specialist advisors and sales staff to engage customers in a friendly, brand positive environment. Deutsche Bank decided in to create one such store in Berlin.

The Q design is as unusual a branch as the name; Q stands for Quartier on Friedrichstrasse in Berlin. Customers enter a branch without barriers or counters that keep visitors at a distance. In the Forum, customers meet relationship managers for their initial informal discussions. Kids Corner is where children are looked after professionally while their parents concentrate on banking matters.

The Lounge is a place to relax in, to chat with friends, and enjoy tasty snacks and refreshments. The Trend Shop has a constantly changing assortment of new and trendy products. On top of that, customers in Q, as in a supermarket, can find the financial products they are looking for in attractive product boxes that they can take home with them. Bank products become tangible. As Deutsche Bank manager Ira Holl, says: An innovative idea made real: The response from customers and staff has been very enthusiastic.

Like Deutsche Bank, Jyske has also thought about re-engineering the physical space to make the experience more like visiting a retail store. Some highlights of their redesign include: As former CEO Dick Kovacevich said in respect of making branches more profitable and turning them into stores which customers feel happy to use and visit: Who over time have been the better merchandisers, retail stores or banks, in terms of their ability to attract customers and serve them well? Most people would say retailers have been more effective than banks.

For example, Wells Fargo used ethnographic research, auditing and analysis to reduce over documents to six core brochures as part of their customer focus strategy. The result overall was that Wells Fargo cut millions of dollars in marketing costs and improved the clarity of their core messages to customers. Thanks to technology, we know how many products each customer has with us. Banks have realised that products no longer differentiate, brand is not the sole factor in success, and branches themselves hold no particular ability to draw customers, so the ability of the bank to meet the needs of the customer must drive new revenue opportunities.

Branches become a platform for this, but only with significant re- engineering from a personnel, design and technology perspective. Branches remained largely empty during much of the working week except for spurts of high- demand activity at lunchtime and just before the branch closed at the end of the day. However, security concerns, issues with staff unions, the bank culture as regards branch hours and other such complications made such progression difficult.

Taking into consideration the primary objective of getting people into the branch, the question became where could we put a branch where we know people are going to be? Thus, the bank-shop was created. Bank hours had to be more flexible because it would look a bit strange having a closed bank-shop in a major shopping mall on Friday night when the mall saw its maximum traffic. Since then, in various locations, these bank-shops have been huge successes. Location and availability opening times are a key driver to success here.

The other advantage that bank-shops offer, apart from accessibility, is the ability to predict the service and product requirements of the branch traffic better. While customers may enquire about a mortgage at a high street branch, it is more likely in a bank-shop that customers look for information on a credit card, high interest or fixed deposit account, or a car loan.

Taking the concept of the bank-shop to its logical conclusion, we find that there are perhaps many more opportune places where branches could be located either permanently or temporarily to maximise the sales or service opportunity presented by the locale and the potential audience. As long as there is a brand presence, qualified sales staff and the ability to interact with the bank systems to support the sale or transaction, it is enough.

Table 3. However, if a new, hi-tech, automated branch or a coffee shop-style branch opens in a new location, the bank is seen as innovative. The likes of Rabobank, ING Direct and others have been increasingly successful with cashless, teller-less branches in the form of coffee shops. The only transaction you can execute with cash at these branches is, in fact, the download of a latte or cappuccino. The teller is non-existent and the access to bank services is either via an Internet terminal or via the ATM and deposit machine near the entrance.

What about traditional banks? Well, HSBC has had huge success with FirstDirect in the UK, again starting with phone banking in the 80s and then increasing its focus on the Internet over the last decade.

The traditional players can, of course, take a slow and measured approach to this by creating hybrid branches with some automation for the transactional side of the business, but low-counter capability for sales opportunities. Likely the trend will be for even greater use of technology in branches as we move forward. Adopting the same type of RFID technology used by retailers in shopping malls, the proof-of-concept demonstrated how the most valuable customers could be served better by integrating this technology.

As soon as Premier customers entered the branch, they were recognised as a priority customer and the purpose of their visit was captured.

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Of course, secure identification or a signature is still required for a third-party transaction or withdrawal, but the service perception for customers goes through the roof. On top of that, HSBC also offered free wireless at the premier branches. Initially designed for university campuses, these so-called teleportal branches have been so effective that ABN Amro is rolling them out across Europe for many different types of segments.

Thus, the more automation we include and the less paper we use, the better. ABN Amro be more integrated with the technologies available. For example, instead of printing off a receipt from an ATM, the ATM will automatically send our account balance and last five transactions to our mobile phone when we complete a transaction.

When we pay an electricity bill, our Internet-enabled fridge may give us the good news on its display, or our mobile phone will simply log our bill payments. Renewal notices for outstanding tax or utility bills will be sent to our mobile devices, or even our car, to provide us with reminders.

The more we neglect such outstanding payments, the more persistent our devices might become. Alternatively, our smart bank account may be able to manage such day-to-day bills and transactions on our behalf. Primarily this will make itself evident in better, intelligent sales systems where the system will give tellers an offer to present to the customer on completion of his or her primary transaction for that visit.

So, greater automation for better service and improved sales revenue is a given. The only question is how we as bankers can integrate this into our overall service platform at a reasonable cost.

The second step is to evaluate the potential for fully automated branches when we want to expand our real estate footprint of physical locations.

The concurrent development steps are to improve the usability and interface of our customer-facing technologies so that they are not inferior options, but just choices. Then automated services become just improved service, not only ways to reduce cost for the bank. Third-party branches The final type of branch evolution that we see emerging is the franchise, reseller or third-party branch.

Community banks have been hugely successful in taking this approach by providing the platform and ensuring local involvement for success. Now the immediate concern I can imagine hitting you in the face at this suggestion is the increasingly tough compliance requirements presented by regulators and lawmakers.

However, in real terms we have systemised most of the compliance and risk mitigation processes today, and these are largely handled by the systems or processes embedded in the branch.

With the right training and systems, this is not an issue as long as there is an effective quality control mechanism put in place to ensure ongoing standards are met.

Ideally, third-party branches will be purpose-built for specific sales activities or segments. The institution gets the benefit of having no real estate costs, and no staffing costs. Can it work?

Well, the post office has been doing this sort of thing for decades, and the basic systems and service sophistication are quite similar. So why not for banking? This has the added advantage of increasing brand-width rapidly, with very little outlay in terms of physical space or investment. But it does mean investing in systems that are largely foolproof operationally. The roll-out of third-party branches is dependent on such technologies to ensure the franchisee or agent can adequately execute.

The CRM systems reduce risk, and the STP guarantees immediate turnaround on a product application, rather than requiring the supplemental physical back office processes we still seem to be lumbered with today. A packaged, well supported, self-sustaining business model that is primarily revenue generating in its focus, but with fantastic service metrics.

Take the low-counter handling of cash transactions out of the branch and this is entirely possible today, with the right investments in systems and process re-engineering. Branch Improvements Today So what is on the branch improvement roadmap that we can achieve in the short term that will bring both benefits to the organisation and to the customer?

The following areas represent suggested opportunities for either improvement in financial operations or customer service levels at the branch over the coming three to five years: These improvements make themselves evident through a range of projects that can be undertaken within the branch. See Table 3. Sales intelligence and Real time and pre-cognitive offer management automated offer capability for existing customers delivered in the form of prompts, offers, or service messages.

Branch customer Customer information dashboard that shows dashboard entire relationship footprint at a glance, along with current risk rating, credit approvals and suggested sales offers. Improved staff Focused service and sales training programmes, mobilisation along with better KPIs that focus on more than simply the number of applications per month, or total revenue.

Results in improved service perception and reduction of abandonment due to ongoing process demands i. Additional benefits include reduction of compliance errors through manual mishandling. Customer friendly Use of ethnography, usability research, audits, language initiative customer-focused observational field studies and focus groups to improve language and simplicity of application forms and communications with customers within branch and beyond. Key information should include total relationship footprint, sales opportunity based on analytics and modelling , outstanding issues, and credit rating and pre-approvals.

It is not necessarily a requirement that all of these initiatives are completed at once, or even that all of them are completed. However, these steps are a specific formula for success. Each initiative is designed to save money and add value to both the bank and customers.

They are also all initiatives that will eventually have to be done to keep the branch competitive and viable in the longer term. For larger multinational banks, the benefits of scale will reduce that time frame down to 4—6 months as long as the bank has a platform enabling knowledge transfer across the organisation and a technology platform that is integrated across the total network of the brand.

Just be sure to focus on the changing needs of the customer. Fewer transactions, more advice. The branch is a place I come into to talk to an expert on banking.

It has. This chapter reviewed what branches will become in the BANK 2. It means that current configurations of branch are extremely unlikely to survive. The objective is to leave other less costly channels to handle no or low-margin transactions, and focus on where the value is—deep, profitable customer relationships. Well, at the time, Citi only had 24 of them up against our competitors which measured them in the thousands.

We had an inferiority complex that dominated much of our decision making. One of my first jobs was to assist in the roll-out of the model branch concept in the mids. The concept, similar to what Brett is talking about in this book, was to design branches to maximise the customer experience—from their interaction with the greeter we had an I automated queuing system , their ability to receive an instant ATM card, instant cheque books, all on the first meeting.

The branch manager was so excited as were we in head office—the result, well, we had a state- of-the-art branch that looked great, and we still had the same customers coming in. Did it reach our expectations? This was part of a bigger continuing headache for Citibank in Australia at that time. We had no branches, so how should we compete? So what did we do?

I I felt we compensated quite well for not having a network. We had a large mobile sales force, a well connected introducer network made up of accountants, financial planners who sold our products, and we were part of one of the largest ATM networks in the country. The arrival of mono-line financial providers into the Australian market in the early 90s.

They came selling one product, at least initially, and they had no balance sheet, no branch network, yet they took a large share of the mortgage market within two years. And this I was years before the Internet!

For me it does not depend on the branch; it depends on what the branch can do for the customer, what services it provides, if it is the most convenient choice, and what other alternatives I have that are more convenient. So, my lesson to take away from all of this is this: The branch models Brett has identified all have something in common, that is, they are about changing the way the bank can effectively sell and service customers.

We also know that for banks most transactions are done through non-branch channels, and increasingly sales are being conducted through direct sales channels. And for the people who say only humans can build relationships with other humans, I agree, and for high value relationships that justify a dedicated relationship manager, they can conduct that relationship anywhere, not just sitting in a branch.

So the one lesson bankers need to take away from this chapter is that your branch is not sacred. It is just a channel and your customers may choose I an alternate channel to work with you. They may even prefer an alternative channel. Use it to your advantage. Pascal Zachary, Business 2. In the UK, surveys show that call centre staff turnover on average is around 25 per cent per annum but can peak out at between 60—80 per cent. Many contact centres employ young university students who are looking for some quick cash and a job where they can choose their time commitments.

Such employees, however, will generally leave as soon as they finish their studies and move to their profession of choice. Staff turnover is just one of the issues facing contact centres in the shift to BANK 2. The key issues affecting bank management regarding contact centres today are pretty uniform whichever geographical location you may be in. They include: The number one tactical challenge bar none—ensuring that staff know why they are recommending a specific product or solution to a customer.

Email handling and regulating customer communications are also critical to avoid unnecessary issues. IVR Interactive Voice Response systems were first brought in to reduce the cost of, and the load on, our contact centres. Text chat, video chat, Skype support sound great in practice, but making these viable, profitable and with engagement options is important. Persuading customers on the phone to switch to e-statements, e-receipts, etc. How to generate higher levels of advocacy amongst callers.

Advocates of call centres talk of genuinely helpful, personable, friendly customer service agents who can empathise and create rapport with them. Enough said.

The trade-off between offshore cost savings and regionalisation vs onshore perceived better quality. It is possible that something is broken with our call centres. Staff turnover in the call centre is the highest of any department in the retail institution. Problem resolution is often not successful. Customers find the current IVR processes generally frustrating and difficult to navigate. The common customer perception is that calling the customer service centre may or may not actually get you a solution to your problem at the very best of times.

There is simply no guarantee of service through this channel, and it is not as cost effective as it once was. A number of issues have contributed to the deteriorating perception of contact centres. Take the example of an ongoing problem that you, as a customer, have tried to resolve but were unsuccessful. It is a rare instance of service excellence where an individual within the organisation might actually take ownership of your problem and do the work required to get back to you with a solution.

Very rare indeed.

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In other instances, there will be a communication disconnect between the call centre and other channels, or even within departments that are supported by the call centre team. The preferred banking team has to start at the beginning because they have not been informed of the decision by the cards team, and when they finally get to the core issue, they have to refer the client to the credit department in any case.

The customer is not a priority in this process. Otherwise, the preferred banking team would have been notified first, and given the opportunity to call the customer BEFORE the stop is put on the card. Why the disconnect with the customer? Capitalising on Sales Opportunities Initially contact centres were designed to reduce the cost of servicing existing clients. Over time, however, management realised that since customers were already calling in and we knew a fair bit about them, we could leverage that opportunity for selling.

Outbound call centres also started to spring up, and became very popular for telephone companies and others that were trying to reach customers who were responding less and less to traditional advertising and direct mail offers, and those who were hard to track down except on an evening when they were at home taking a respite from their hard day at work.

So popular was the phenomenon of outbound sales that we actually overdid it. We even have do-not-call lists and mechanisms available for individuals to opt out so outbound sales centres are restricted from calling these individuals. So while outbound sales centres have been taking the brunt of customer dissatisfaction in the last few years, the reality is that they can still work with just a little bit of focus and thought.

Optimising sales performance in contact centres comes down to two key elements—better targeting and better sales conversations. When we started with telemarketing it was always simply a numbers game. Today we need to know who we are targeting, and we need to know what they need, so that we can fit the right product to the customer. Better targeting Firstly, the objective has to be about the right product at the right time to the right customer.

This takes some intelligence, but increasingly we have great pools of information available about our customers; we just have to tap into the information and make use of it. Secondly, we need to be able to have a conversation with the customer that appears more like a service exchange than a sales exchange. How is this possible? Well, if the offer is presented as a solution to a potential problem for the client, then they equate this with better service from the institution, rather than a pure sales pitch.

Move from selling to service-selling. Any time I present a badly positioned or poorly selected product to a valuable customer, the more likely I am to fail, not just once, but in the future too. As effectiveness has reduced, we increase the offer of the month to perhaps three or five different products that the CSR can choose from on the fly, depending on what he knows about the customer, but it is still hit and miss.

For inbound solutions, we need to have intelligence built into the system in respect of the next best offer or the next best action for the customer. It also requires each of the product teams to come up with a range of offers each month that can be triggered by key data points for specific customers.

Most product teams are used to running just one acquisition-type campaign on a new product three or four times a year, and it takes a great deal of work with creative agencies and so forth to pull it off.

Thus, approaching these teams and asking them to come up with core benefits or sales messages for 10—15 different offers each month requires a fundamental change of philosophy internally. Firstly, an offer is not a campaign; it is a simple sales message tailored to a market segment or Targeting Conversation client profile. Lastly, it does not require a great deal of preparation or a steep product learning curve in order for a CSR to be able to pitch an offer.

In fact, he or she can Figure 4. These need to be reinforced with training. Acquisition is for targeting new customers and is the most difficult to be driven from an analytics perspective, but there is a way. For example, we may have customers who have taken a credit card with us but have no savings or current or checking account. By looking at their card history, downloads and payment history, we can get a picture of potential needs.

Maybe at certain times of the year they make certain big downloads that might be better funded by a lower-interest-rate credit facility, for instance.

Primarily this comes back to the systems disconnect issue we will talk about later in the chapter, but the issue is very much about learning from the data we have on customers to ensure we pitch the right offer to the rightt client. Products that the customer has downloadd before but currently does not utilise, such as general insurance or a term deposit.

Alternative products that give the customer a better deal than the current solution. Bundled offerings or products that go well combined with other products, such as mortgage insurance or contents insurance with a new mortgage, car insurance with a car loan, or a Platinum credit card with a Mutual Funds investment.

Future point-of-impact offerings that are time sensitive or might be linked to a future action, download or trigger. For example, a tax loan at tax time, or a great travel loan deal when the customer takes his annual family holidays.

As customers, we rarely receive such well thought out offers. I have a spread of products with various financial institutions that could easily be consolidated with one or two institutions, but the fact is that often I make the choice on a product because of expediency and because my primary institution relationship is not anticipating my needs. For example, I go to the local car dealership to look at upgrading my family car.

I typically opt for some sort of hire-to-download or leasing deal with the dealer, and I normally go with the recommended financing option proposed by the dealer because I can sign up there on the spot. Better customer analytics. The offer management or generation process needs to be a dedicated function within the bank.

The marriage of the product team and the contact centre sales team needs to occur through a function such as a customer propositions or customer dynamics team, but one with real clout. The customer dynamics team, however, can assist the product team with the right data and analytics so the crafting of relevant offers is made easier.

At the end of the day, the CSR has to feel that he knows enough about the product to sell it. So, making the key benefits to the individual customer clear is essential.

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It is damn hard work. Sometimes, just sometimes, staff will let these frustrations show to customers. A friend of mine recently related the story of an occasion where he wrote out a cheque for the discharging of a loan and gave it to the loan officer at his branch. The cheque got all the way up to the loan department and someone realised that the amount on the cheque was wrong due to a calculation error and it could not be processed. The bank called and told my friend that he would have to go back to the branch.

To this day, he has a sneaking suspicion that maybe he wrote out the cheque incorrectly. The bank suggested some alternative methods, but all of these still required him to visit the branch.

He asked the bank if they could instead do an electronic transfer. But as a bank, we should realise that often it is the outmoded processes and compliance requirements that produce such responses from jaded clients like my friend in the above example. The customer is simply thinking: But the compliance rules of the bank dictate this is the box the frontline office must have ticked to proceed, so as a customer I have to go out of my way for your antiquated processes.

Many times these service issues that the bank creates are just that— service issues the bank creates. Nowhere is this more evident than in a customer contact centre. By its very nature, the atmosphere is hectic and intense. The environment is usually tightly structured with the primary focus on quantity and speed.

According to Gartner Group, overall attrition for contact centres globally is averaging 15 per cent per month. High turnover, however, has other negative effects beyond just the cost of replacing staff. Turnover creates morale problems in the contact centre, increasing the likelihood that other staff will be affected by the departure of friends and colleagues. It reduces staff productivity and lowers overall service levels. So turnover is expensive in more ways than just the cost of attracting, rehiring and replacing staff.

There are many potential causes for staff turnover. Certainly, economic conditions as well as factors such as market and competitive pressure affect turnover rates. These more general causes for involuntary turnover are not easy to manage because they often occur independently of the organisation.

However, there are certain causes for voluntary turnover associated with contact centres, such as non-competitive compensation, high stress, unpleasant physical or interpersonal working conditions, monotony and poor direct supervision, that can be better managed.

One option for addressing the issue of high staff turnover in contact centres is to try to re-engineer the job to eliminate the negative characteristics, but given that most of the negatives are associated with the job itself, this may not be entirely feasible.

The simplest way to do this would be to use the information regarding negative job characteristics—those cited by staff who leave, for example—as part of the pre-employment screening process in order to identify job applicants who are likely to be affected by such negative issues. We discussed in the introduction the fact that staff employed in a contact centre often see the job as a temporary fix rather than a career path. This is obviously one of the key issues to combat.

If someone comes into a job expecting to leave it in the not too distant future, retention is always going to be an uphill battle. This and the lack of employee engagement are key issues that need to be tackled. Employee engagement and creating a service culture Team leaders need to be taught to lead more effectively, and they need to demonstrate vision.

The culture of service needs to start at the top and filter down through the organisation every day. If you create an organisation that lives and breathes a positive service culture, it will also create a positive working environment.

The undisputed leader in improvements in customer service globally is a friend of mine, Ron Kaufman. Ron has created what can only be described as a global movement in world-class customer service education. For years, staff in contact centres have been saddled with the baggage of an institution that believes they are organisational refuse or hangers-on in the big world of retail banking. It is a job that carries little prestige. This is a tough monkey to shake off your back if you are sitting in the contact centre trying to motivate yourself to take that next call from an irate customer.

Figure 4. UP Your Service! Ron created the UP Your Service! College as a global mechanism to educate and motivate contact and frontline staff from around the world. He cites a number of key success factors that are essential to creating a strong service culture and ensuring employee engagement: His concept of service excellence is in the form of a six-stage ranking that tests whether your service response is in the range of Criminal or tops out at Unbelievable!

The key here is engagement of every employee from the janitor to the CEO in the culture of service excellence. He asked the man what he was doing. If not, you may need to up your service culture.

The fact is that every single employee working in the bank needs to have done some time in the contact centre to be able to empathise with both customers and call centre staff. It is a great way for cadets who are on a career track to cut their teeth in the organisation for the first year listening every day to customers and their needs, concerns and issues. You have to be ready to deal with any product enquiry within the bank and tackle day-to-day issues that really matter to customers.

You also get to know more about the organisation as you are constantly firing off emails or transferring calls in an effort to solve customer problems. It helps institutionalise the service excellence culture even further. The reality is that staff turnover is increasingly a fact of life, not just in contact centres, but in all sectors. By the time my kids are in their thirties, they will probably have worked for six different companies, staying on average for only 12—18 months at a time.

So in addition to working to retain the best staff longer, in the BANK 2. According to research by PeopleStreme, 77 per cent of employees are unhappy with their current job, and 39 per cent of employees who are not actively engaged suffer from work-related stress. I serve you in Consistency and Quality one way, you serve me in of Communication another. When one of us Banks are frequently talking about first improves, things get better.

College performance. At any one point in time, a customer may have contact with multiple touchpoints, including the IVR, the inbound call centre, the outbound call centre, the branch, the ATM, the Internet, a relationship manager and a direct salesperson.

Additionally, institutions are constantly sending information to customers such as statements both paper and electronic , direct mail offers, transaction advice, PIN numbers, SMS and e-alerts.

The problem organisations now face is how to regulate all this communication with customers across these disparate touchpoints while remaining cognizant of the needs and status of each individual customer. While a cheap avenue of communication, email is probably the single most dangerous medium available for your staff to communicate with your customers. Because probably the least skilled, least motivated and lowest paid member of staff who has a company email account is just one email away from creating a customer service problem of epic proportions.

In some instances, even full-blown marketing campaigns might go out to a whole distribution list with such eloquent prose as this classic example below inviting HNWI clients to an investment seminar in Hong Kong.

E-Marketing Team To: Customer asiaco. Please come to our upcoming Investment Seminar. Saturday, 29 September , 2: But no one verified the English version because the Chinese version was fine and had already been cleared by the departmental head. Worse than this is happening every day as a result of contact centre and frontline staff communicating with customers one-on-one.

Direct communications from staff without any quality control mechanism or policy on how to handle customer issues may invariably lead to communications that could effectively destroy a customer relationship in seconds. Take a look at the example below.

Rebekah Keen Date: There are certain procedures we need to abide by.

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I am not surprised to read this mail from you as it was very much expected. The Credit Department first reviews the initial application which is already forwarded to them and then they come back to us seeking more information if required.

And for your information, I have several other Accounts with a substantially bigger deposits and operations and they are quite content with the services provided. However, if you still feel the need for an Account Manager change, do call me whenever and I shall look into having that done.

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