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An article from
Sponsored


HOW END-TO-END INNOVATION BUILDS CUSTOMER TRUST AND EMPLOYEE SATISFACTION

Published Aug. 25, 2020
 * 
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fizkes via Getty Images
Sponsored content
By ServiceNow
SPONSORED CONTENT BY

Long before COVID-19 disrupted the global economy and our collective daily
lives, the financial services industry recognized the critical importance of
building customer trust, engagement and satisfaction. For example, Accenture’s
2018 North America Banking Operations Survey found that nearly three-quarters of
bank operations leaders put customer experience at the top of their list of
strategic priorities.

A wealth of data and research underscores the long-term financial benefits banks
can reap by embracing a customer-centric strategy. Researchers from the
University of Michigan and Michigan State University, for instance, studied 15
years of audited financial returns from public companies and found that a
portfolio made up of businesses with high customer-satisfaction scores
outperformed the S&P 500 by 487 percentage points. Another study, which appeared
in the Harvard Business Review a few years ago, found that a 5% increase in
customer retention increased profits between 25% and 95%.

Access now➔
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Trendline


CREATING WINNING CUSTOMER SERVICE IN THE BANKING INDUSTRY

Banks and fintechs have a choice when looking to grow: Identify a new customer
segment and expand services, or drill down and better serve the clients they
have.

Access now➔
Fotolia
Trendline


CREATING WINNING CUSTOMER SERVICE IN THE BANKING INDUSTRY

Banks and fintechs have a choice when looking to grow: Identify a new customer
segment and expand services, or drill down and better serve the clients they
have.

WHY COVID-19 HAS PUT A PREMIUM ON CUSTOMER TRUST

COVID-19 has undoubtedly reinforced the fundamental importance of customer
engagement and trust. But it has also highlighted that digital-transformation
initiatives haven’t yet fully equipped banks and their employees to meet
customer expectations in a way that builds long-term trust.

“Customer experience has been at the forefront of banks’ digital-transformation
efforts for a long time, but it has traditionally been more about driving net
promoter scores and staying competitive with fintech companies that are agile
and fast,” said Laurén Robbins, General Manager for the Financial Services
vertical at ServiceNow. “With COVID-19, customer trust has taken on a whole new
meaning and importance. It’s about the ability of the bank to be there for an
individual or small-business customer in need. It’s trusting that the bank can
quickly process a PPP [Paycheck Protection Program] loan or quickly get answers
for someone who can’t pay their mortgage. The stakes today are so much higher.”

The banks that help individuals and businesses navigate the financial stresses
brought on by the pandemic have the opportunity to position themselves as an
indispensable long-term partner. But to actually achieve that, banks need to
extend their digital-transformation initiatives beyond the engagement layer to
include the operations that actually make it possible to deliver the experiences
that build lasting trust and loyalty.

“The first wave of digital transformation empowered the engagement layer, but
that’s no longer enough,” Robbins said. “It’s great to be personalized and have
a true understanding of the customer, but if you can’t quickly get answers about
the status of loans or payments, that is just not a customer experience that
builds trust. And that has everything to do with the manual processes and
fragmentation that is causing banks to not have the transparency, agility or
efficiency to deliver on these things.”

Access now➔
Fotolia
Trendline


CREATING WINNING CUSTOMER SERVICE IN THE BANKING INDUSTRY

Banks and fintechs have a choice when looking to grow: Identify a new customer
segment and expand services, or drill down and better serve the clients they
have.

END-TO-END INNOVATION EMPOWERS EMPLOYEES AND IMPROVES EFFICIENCY

The most obvious manifestation of a lack of end-to-end innovation is when bank
employees spend an inordinate amount of time making phone calls, sending emails,
and searching for answers in spreadsheets and homegrown systems to find answers
to straightforward customer queries. When it takes 20 minutes to track down
accurate information about the status of a payment, loan or credit card
application, stressed-out customers inevitably get frustrated.

But so, too, do bank employees, who would much prefer to use that time to focus
on a customer’s situation and needs and deliver an engaging and valuable
experience. “When data is visible and accessible, employees are less focused on
scrambling and searching for answers across systems and navigating fragmentation
and are more focused on actually delivering that answer in an empathetic way to
customers who are, in many cases, struggling,” Robbins said.

In addition, the productivity losses due to fragmented and disconnected middle
and back office bank operation systems are enormous once you multiply all those
20-minute blocks spent searching for accurate information by millions of
transactions. At a time when banks are contending with historically low interest
rates, thin margins and pressure to reduce costs, the need to simultaneously
improve efficiency while elevating customer trust couldn’t be more important.

Which is why it’s so critical for banks to enhance the end-to-end operations and
systems that make great customer experiences possible. “Behind every great
experience is a great workflow,” Robbins said. “When you have processes that are
digitized and connected across front, middle and back offices, the productivity
benefits are immense.” A 2019 report from Accenture underscores the importance
of an end-to-end approach to customer experience. The authors emphasize the need
to focus digital transformation on simplifying the full spectrum of operations
that go into meeting customer expectations. The report also notes that “nearly
80% of bank operations leaders say their organization’s existence could be
threatened if they don’t update technology to be more flexible and capable of
supporting rapid innovation.”

Access now➔
Fotolia
Trendline


CREATING WINNING CUSTOMER SERVICE IN THE BANKING INDUSTRY

Banks and fintechs have a choice when looking to grow: Identify a new customer
segment and expand services, or drill down and better serve the clients they
have.

There’s little doubt that banks and other financial services companies will
continue to invest heavily in digital tools. Research firm IDC forecast that
spending on digital transformation across all industries between 2020 and 2023
would near $7.4 trillion. But the full potential of digital transformation can
only truly be reached when it expands from important priorities such as fraud
detection and predictive analytics to also include customer experience. A recent
IDC survey about IT spending in response to COVID-19 found that task and process
automation was a top priority, with cloud software ranked fourth. Additionally,
a McKinsey analysis found that truly connected operations in the banking
industry had the potential to generate $30 billion or more in new value,
including a profit increase of 40%.

“The industry is still needing to play catch-up with consumer-grade experiences
offered elsewhere,” Robbins said. “This crisis has been unfortunate for many
reasons, but it has also been a wake-up call about what is needed to move toward
the bank of the future.”

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EDITORS’ PICKS

 * “Royal Bank of Canada’s global headquarters at 200 Bay Street in Toronto,
   Canada” by Francisco Diez is licensed under CC BY 2.0
   
   
   RBC FIRES CFO, TREASURY EXEC OVER UNDISCLOSED RELATIONSHIP
   
   Nadine Ahn had been seen as a potential future CEO candidate, sources told
   The Globe and Mail. RBC named Katherine Gibson its interim CFO while it
   searches for a successor.
   
   By Dan Ennis • April 8, 2024
 * Sean Pavone via Getty Images
   
   
   UTAH PONZI SCHEME CASE ENVELOPS BANK EXECUTIVE
   
   Bank of Utah’s vice president and senior trust officer knowingly disregarded
   fraudulent activity and divulged protected financial information, a lawsuit
   asserts.
   
   By Gabrielle Saulsbery • April 9, 2024


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Editors’ picks
 * “Royal Bank of Canada’s global headquarters at 200 Bay Street in Toronto,
   Canada” by Francisco Diez is licensed under CC BY 2.0
   
   
   RBC FIRES CFO, TREASURY EXEC OVER UNDISCLOSED RELATIONSHIP
   
   Nadine Ahn had been seen as a potential future CEO candidate, sources told
   The Globe and Mail. RBC named Katherine Gibson its interim CFO while it
   searches for a successor.
   
   By Dan Ennis • April 8, 2024
 * Sean Pavone via Getty Images
   
   
   UTAH PONZI SCHEME CASE ENVELOPS BANK EXECUTIVE
   
   Bank of Utah’s vice president and senior trust officer knowingly disregarded
   fraudulent activity and divulged protected financial information, a lawsuit
   asserts.
   
   By Gabrielle Saulsbery • April 9, 2024

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   By Caitlin Mullen
 * US, Europe lock arms on payments regulation
   By Lynne Marek

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