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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 - PowerPoint PPT Presentation
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Talent Programme 11.01.2012
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Pro-activity and a stronger focus on the right customer service are key elements in Sampo Bank
positioningPRO-ACTIVE
Active and easy to reach in all channels
PRODUCT-ORIENTEDProducts for everybody
RE-ACTIVETraditional big bank attitude
SOLUTION-ORIENTEDSolutions for customers with most potential
3
Agenda
1. Development of banking – what drives customer centricity?2. Fees and prices up – costs down – recipe for customer centricity?3. 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
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1. Development of banking – what drives customer centricity?
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Development of banking – what drives customer centricity? – Case Sampo BankDevelopment phases I-III From bank driven cost cutting self service approach to....
customer & bank driven two way multichannel communication & sales
PHASE I(1991 – 2000)
PHASE II(2001-2010)
PHASE III(2011 )
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
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Development of banking – what drives customer centricity?
• External environment
• Own performance
->In most cases bank driven, not customer driven->Parity with satisfaction and profitability
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2. Fees and prices up – costs down!
• Easy, but how do we attract and charm good customers at the same time
->One step ahead – two steps backwards!
->Banks are an obvious target for aggrevation
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3. Multichannel Sales – can we offer value and yet earn money?
• Tools• Skills• Case: More revenue with less costs!
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Multi-channel customer contacting – value chain“system is as good as any individual area”
Source data
Source data
Source data
Source data
Group Data
warehouse (EDW)
Multichannel Tool
Activity engine Score models Target group
selection Automated lead
generation Channel
optimisationData Mart
Automated channel interfaces
Branch
eBanking
Contact Center
Mailings
Business Online
eMail/SMS
Homepage
Portal/inbound
Mass Media and sponsorship +
Response / behaviour data
Data: internal & external
Customer analytics and campaign management
Channel functionality
Customer’s process
Defines targeting possibilities for customers and non-customers; data
quality, access to internal & external data crucial
Enables systematic management of customer contacts within MCT’s
scope; core coordination function in customer contact activity
Choice of channel mix based on efficiency and customer preference;
ideally integrated production & distribution (e.g. straight-through
process in eBank)
Determines business
relevance from demand side
Long-term Development path of Multi Channel Campaign Management
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For internal use
Business case example using call centreExpected sales funnel
30,00 %
Leads 50 000
100,00 %Leads handled
50 000
60,00 %First contact
30 000
0,00 % Meetings booked
0
0,00 %Sales9 000
Total funnel efficiency: 18,00 %
Not handled 0
No contact 20 000
No meeting 30 000
No sale 0
Channel: Call outbound
9 000
0
Number of products to be sold11 070
Exp. revenues 1st year Total: 1 491 747 €
Per customer: 166 €
Total funnel efficiency: 18,00 %
Sales efficiency: 6,51
Return to standard funnel
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For internal use
Business case example using call centreSales details
Expected number of
sales
Expected revenues in the
first year
Average revenues in the
first year
Total number of clients with a new product 9 000 1 491 747 € 166 €
Total number of new products 11 070 1 491 747 € 135 €
Mortgage - - € - € Consumer credit 4 320 753 488 € 174 € Package 6 750 738 258 € 109 € Savings account - - € - € Pension account - - € - € Mutual fund - - € - € Deepsell Mutual Funds - - € - € Continuous investments - - € - € Custody - - € - € Savings insurance - - € - € Loan risk insurance - - € - €
Channel: Call outbound
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For internal use
Business case example using branchesExpected sales funnel
0,00 %
Leads 50 000
72,00 %Leads handled
36 000
82,00 %First contact
29 520
66,00 % Meetings booked19 483
30,00 %Sales5 845
Total funnel efficiency: 11,69 %
Not handled 14 000
No contact 6 480
No meeting 10 037
No sale 13 638
Channel: Branches outbound
0
5 845
Number of products to be sold7 189
Exp. revenues 1st year Total: 968 800 €
Per customer: 166 €
Total funnel efficiency: 11,69 %
Sales efficiency: 0,67
Return to standard funnel
14
For internal use
Business case example using branchesSales details
Expected number of
sales
Expected revenues in the
first year
Average revenues in the
first year
Total number of clients with a new product 5 845 968 800 € 166 €
Total number of new products 7 189 968 800 € 135 €
Mortgage - - € - € Consumer credit 2 806 489 345 € 174 € Package 4 384 479 455 € 109 € Savings account - - € - € Pension account - - € - € Mutual fund - - € - € Deepsell Mutual Funds - - € - € Continuous investments - - € - € Custody - - € - € Savings insurance - - € - € Loan risk insurance - - € - €
Channel: Branches outbound
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For internal use
Appendices
Scoring matrix of the development path enablers
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