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Talent Programme 11.01.2012

Talent Programme 11.01.2012. Pro-activity and a stronger focus on the right customer service are key elements in Sampo Bank positioning. PRO-ACTIVE Active and easy to reach in all channels. PRODUCT-ORIENTED Products for everybody. SOLUTION-ORIENTED

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Talent Programme 11.01.2012

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  1. Talent Programme 11.01.2012

  2. Pro-activity and a stronger focus on the right customer service are key elements in Sampo Bank positioning PRO-ACTIVE Active and easy to reach in all channels PRODUCT-ORIENTED Products for everybody SOLUTION-ORIENTED Solutions for customers with most potential RE-ACTIVE Traditional big bank attitude

  3. Agenda • Development of banking – what drives customer centricity? • Fees and prices up – costs down – recipe for customer centricity? • Multichannel sales – can we offer value and yet earn money? • What tools are needed to run professional MCS • What skills are required to run successful MCS • Case: more revenues with less costs

  4. 1. Development of banking – what drives customer centricity?

  5. Development of banking – what drives customer centricity? – Case Sampo Bank Development phases I-III  From bank driven cost cutting self service approach to.... customer & bank driven two way multichannel communication & sales • Bank & Cost driven... • - Cost cutting/efficiency • Customers from Branch to Web • Self service technology • Bank & Product driven... • Activity (meetings & simple sales) • Outbound multichannel approach • - Self-service enablers • Customer & Bank driven... • Service concepts focus on preferred target groups • Activity & cross sales • Two way communication & new channels • Digital sales and optimisation • Personalisation PHASE I (1991 – 2000) PHASE II (2001-2010) PHASE III (2011  )

  6. Development of banking – what drives customer centricity? • Externalenvironment • Ownperformance ->Inmostcasesbankdriven, notcustomerdriven ->Paritywithsatisfaction and profitability

  7. 2. Fees and prices up – costs down! • Easy, buthowdoweattract and charmgoodcustomers at the sametime ->Onestepahead – twostepsbackwards! ->Banksare an obvioustarget for aggrevation

  8. 3. Multichannel Sales – can we offer value and yet earn money? • Tools • Skills • Case: Morerevenuewithlesscosts!

  9. Multi-channel customer contacting – value chain“system is as good as any individual area” Channel functionality Customer analytics and campaign management Data: internal & external Customer’s process • Mass Media and • sponsorship + • Branch • Source data • eBanking • Multichannel Tool • Activity engine • Score models • Target group selection • Automated lead generation • Channel optimisation • Source data • Contact Center • Group Data warehouse (EDW) • Automated channel interfaces • Mailings • Source data • Source data • Business Online • Data Mart • Portal/inbound • eMail/SMS • Homepage • Response / behaviour data Defines targeting possibilities for customers and non-customers; data quality, access to internal & external data crucial Choice of channel mix based on efficiency and customer preference; ideally integrated production & distribution (e.g. straight-through process in eBank) Enables systematic management of customer contacts within MCT’s scope; core coordination function in customer contact activity Determines business relevance from demand side

  10. Long-term Development path of Multi Channel Campaign Management

  11. Business case example using call centre Expected sales funnel

  12. Business case example using call centre Sales details

  13. Business case example using branches Expected sales funnel

  14. Business case example using branches Sales details

  15. Appendices

  16. Scoring matrix of the development path enablers

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