Customer behavior is changing: Customers expect new services, customized products and services, and are now part of the value chain. In this article, we show how andrion supports financial institutions in meeting these demands in the digital age.
Times have changed a lot in recent years. Most customers are always online, leaving a digital footprint everywhere. The use of the latest technologies opens up new possibilities. What potential do these have?
- To succeed today, you do not need a digital strategy, you need a business strategy for the digital age.
- We start by revising the business model to find new ways to earn extra money. We define a strategy that involves existing or new business partners and embeds digitization. The business partners help us deliver better services and products and operate a flexible operating model.
- We invest in the analysis of business data to gain insight into the customer experience across all customer channels. In this way, we not only understand what customers see and buy, but also what they use - and how they use it.
In the end, this creates trust, because the clients get real help in realizing their dreams and ambitions. The business gains an agile and innovative character and the employees feel part of the success and are much more connected to the company.
Digital customer experience
The digital revolution offers new opportunities when it comes to creating a unique customer experience. The customer is always in the center and the services to be purchased should be personal and easy to use - even though the automation of business processes also standardizes the provision of services.
The following cross-industry trends play an increasingly important role in digital customer experiences:
Digital "self-services" online communities, chat bots and similar services are constantly being optimized and increasingly used time and location-independent thanks to mobile solutions or wearables (IoT).
Businesses are increasingly using digital / virtual language assistants because customers want to voice their concerns verbally and in their own language.
Prescriptive Analytics ensures that customers are always routed to the agent who can best handle the request.
Every generation has different demands when it comes to personal banking. While the Baby Boomers still rely on personal advice, the Generation X mainly uses classic e-banking and Generation Y majority mobile banking. At the same time, the demand for "Digital Self Banking" and "Digital Personalized Banking", which above all must be fast, simple and secure, is increasing for "Digital Natives".
Important: Not only the functionality and the design are decisive for the match, but also the associated user experience. In doing so, the user is increasingly confronted with a need (e.g., "I would like to invest CHF 50,000") to his bank rather than the solution (e.g., "I need a deposit for my fund"). As a result, the traditional bank is also developing into a one-stop-shop for all financial concerns of the client, because sometimes the specific need can only be addressed with the services of a partner or third party.
The digital bank is to be understood as an extended bank, both in terms of "digitization" and "personalization". The classic products and services remain, but become highly automated in terms of their handling, as the pressure on their costs is steadily growing. At the same time, the classic products and services are also to be digitized. It's not just about providing the same functionality via digital channels, but "rethinking" functionalities that are only possible with digitization and state-of-the-art technology.
In order for the right solutions and services to be offered seamlessly and professionally to the customer, the digital bank is very open to its customers and partners. Open means that the bank is developing into a marketplace for financial services that not only offers its own infrastructure, services and products, but also those of third-party providers. However, all offers have to be presented to the bank customer as a "one-stop shop", because for him it is ultimately irrelevant whose performance he receives, if his needs are optimally covered.