Customer Service: Can Banks Do It Better?
Tuesday, May 8th, 2012In a recent article from Better Bank Systems, author Karl Hakkarainen suggests that banks are now “trying too hard” – and in all the wrong ways, resulting in a decline in their ability to innovate and in the overall customer experience.
Hakkarainen argues that the banks have gone into a reactionary mode, and lost their long term focus and their overall confidence. They’ve also been putting off important upgrades and investments in new technologies:
Banks are facing a long-term shift and short-term shock. Jean Lassignardie, global head of sales and marketing at Capgemini Financial Services, told a press briefing that the institutions are experiencing “extreme, violent, brutal pressure” from macro-economic realignment, regulatory requirements, and rising customer expectation for innovative services.
Most of the executives reported that they were confident in their ability to resolve current issues. They were, however, worried about long-term trends. The executives surveyed were looking to cost-cutting and other revenue enhancements to stabilize their institutions’ finances and operations. Except as a path to streamline operations, the executives were generally not looking to upgrade their core systems or make major investments in new technology.
There is, however, bad news for the banks that aren’t making these investments – as consumer preferences are continuing to evolve. The article cites studies that makes this readily apparent – mobile banking usage has doubled since 2005, and mobile payments’ growth trajectory suggest they may overtake credit and debit within the decade. Banks with mobile customer services and mobile payment strategies will have a significant advantage in retaining and acquiring customers.
Hakkarainen’s conclusion is that to thrive in the current market, banks should make the choices that let them “wow” their customer – which may mean evolving into a more lean organization that focuses on offering a narrower selection of financial products, and differentiating their brands based on that focus plus a strong customer service orientation. Investments in technology can be part of that “wow,” if they create secure, seamless, self-service capabilities.
Similarly, the New York Times recently reported banks have been slow to embrace social media channels. NYT cites an Assetinum study that labeled most banks’ social media strategies with terms like “amateurish” and “token”, finding that only 26 of 50 actively responded to customers via Twitter, for example. It is, however, not all bad news, and there are some banks that are engaging productively with customers in this channel:
The Assetinum survey listed some positive examples of banks’ use of social media. The Facebook pages of Royal Bank of Canada and ABN Amro reacted quickly to queries and give clients opportunities to participate in surveys and events, Mr. Manz said. “Also, they are asking their users beforehand how to implement certain new services — as in the case of a new mobile app for ABN Amro, for example,” Mr. Manz said. “This makes users feel that they are taken seriously.”
For forward-looking financial institutions, we know there’s a lot more that banks can do to upgrade their customers’ experiences with self-service – from context-sensitive, dynamically updated IVR menus and the ability to personalize and customize IVR offerings based on individual customer preferences and accounts, to proactive outbound notification systems (e.g., for functions like bill payment reminders or low balance notifications) and a rich, consistent experience across voice, text, mobile web and smartphone-app interactions and much more. Want to learn more ways to upgrade the customer service experience for financial institutions? Voxeo’s free 2012 Financial Industry Trends Report looks at current trends and provides seven steps to revolutionize your bank’s customer service strategy.
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