CREATING A UNIVERSAL EXPERIENCE - Adrenaline...banking isn’t dead...it’s just different.Branch location, hours and the level of service provided are still major selection factors

E M P O W E R I N G

T H E U N I V E R S A L

B A N K E R I N

T H E B R A N C H

E N V I R O N M E N T

CREATING A UNIVERSAL EXPERIENCE

A D R E N A L I N E W H I T E P A P E R S E R I E S

P A R T 1

DEFINING THE UNIVERSAL BANKER

T H E U N I V E R S A L E X P E R I E N C E

THE INFORMATION

AND INTERNET

REVOLUTION HAS

TRANSFORMED

THE TASKS OF

EVERYDAY LIFE

FOR CONSUMERS

ACROSS THE

GLOBE. Today, people can have same-day packages del ivered at the doorstep, crowd-source information from restaurant rev iews to traff ic condit ions, unlock the car from a phone, track burned calor ies whi le s leeping or instant ly stream favor ite shows on cable-less T Vs in a s ingle c l ick. Whi le th is level of user convenience and customizat ion is unparal le led in human history, the new landscape has brought many dist inct chal lenges to a l l of the serv ice industr ies, especia l ly those in the f inancia l space.

4 C R E A T I N G A U N I V E R S A L E X P E R I E N C E

While the concept of the Universal Banker is not new, it has taken a long time for the banking industry to catch up to their customers’ demands for a high-touch, high-tech experience. Gone are the days when we set aside a lunch hour to “go to the bank.” We conduct our financial tasks around the clock from nearly anywhere — at a restaurant, in line at the movies, in the comfort of our homes — and we expect our transactions to go through securely and seamlessly.

In short, the days of going to a brick-and-mortar bank and waiting in line to deposit a check or transfer funds are headed the way of the Dodo, but we still need a professional financial expert we can talk to face-to-face when we have complex questions or want to open a loan or new account. What has become clear is that inside the branch, we want a knowledgeable expert to provide the same level of convenience and customization we experience in the outside world. In short, we want it all.

The good news for most financial institutions: branch banking isn’t dead . . . i t ’s just different . Branch location, hours and the level of service provided are still major selection factors (Fg. 1), and 34% of customers actually still prefer the branch for most of their banking activity (Fg. 2). When it comes to the most sensitive, valuable transactions — opening an account, applying for a loan or receiving financial advice — the branch is by far the preferred channel (Fg. 3). And not least of all, consumers rate people just as importantly as technology, with competent branch personnel being the most important factor in selecting a primary financial institution (Fg. 4).

M E E T T H EU N I V E R S A L B A N K E R

A CROSS-TR AINED, SWISS-ARMY KNIFE, SUPER-EMPLOYEE

Online/Mobi le Guru

Tech Suppor t

Banking

Risk /Compliance

LendingCustomerSer vice

Sales

MAIN CHECKING

BRANCHES NEAR HOME/WORK

FRIENDLY EMPLOYEES

USE ONLINE EVERYDAY BANKING

EASY EVERYDAY TRANSACTIONS

ATMS NEAR HOME/WORKPL ACE

BRANCHES OPEN CONVENIENT HOURS

SMART/COMPETENT EMPLOYEES

Fg. 1 : REASONS CONSUMERS SELECTED PRIMARY OR SECONDARY BANK

Fg. 2 : HOW CONSUMERS CONDUCT MOST BANKING ACTIVIT Y

BANK BRANCH

PHONE

ONLINE

MOBILE

34%

55%

4%

7%

PrimarySecondary

55%

46%

45%

43%

33%

33%

42%

11%

28%

28%

20%

21%

16%

21%

18%

B R A N C H E S R E M A I N K E Y C O N S I D E R AT I O N S I N C O N S U M E R S ’

C H O I C E O F B A N K

Consumer demand for traditional branch banking services remains significant

Over a third of consumers still prefer branches for most of their banking

85%

SOURCE: Re invent ing U.S. Reta i l Bank ing , Kurt Sa lmon/Phoen ix Market ing Int l 2015

5© A D R E N A L I N E 2 0 1 7 , A D R E N A L I N E S H O T . C O M

B A N K I N G R E I M A G I N E D

The modern generation of banking consumers are comfortable using mobile devices to conduct the majority of their banking transactions, with 94% of people under 35 as active users of online banking. While they want the ease of banking on-the-go, they still demand high-quality, customized service along with that convenience. They have the luxury of brands furiously competing for their money and attention, so they expect and demand far more than previous generations of bank consumers.

So, how can banks and the new breed of consumers both win? Enter the Universal Banker — sometimes called a universal associate, universal agent or customer care representative. The universal banker is a cross-trained, “Swiss Army knife” employee who can act as a teller, process loans, open and close accounts, and perform most of the other functions customers want from their local bank branches. Since she has access to all of the customer’s data — assets, income, credit score, financial history — often, she is the only employee we need to interact with during our visit.

Another critical function that the Universal Banker serves is as the first impression a customer gets from a bank and as the key influencer — and even curator — of the customer experience. When a customer thinks about her bank, she sees the face of the friendly, knowledgeable person who assisted her, she should feel less like a number and more like a valued customer. More importantly, she should leave the branch more informed, empowered, perhaps even delighted, and ultimately glad she went in. In short, the Universal Banker is the key to creating value in the physical branch channel.

COMPETENT PERSONNEL

LOW FEES & PRICING

ONLINE BANKING

FRIENDLY/COURTEOUS PERSONNEL

ENOUGH BRANCH PERSONNEL TO ASSIST

SHORT WAIT TIMES AT TELLER LINES

FAST & EFFICIENT BRANCHES

CONSISTENT INFORMATION ANYWHERE

Not important (1-2) Neutra l (3-5) Ver y important (6-7)

Fg. 4: IMPORTANT AT TRIBUTES WHEN SELECTING A PRIMARY BANK

Fg. 3: CONSUMER CHANNEL PREFERENCES BY BANKING ACTIVITY

C U S TO M E R S R AT E P E O P L E J U S T A S I M P O R TA N T A S T E C H N O LO G Y

F U T U R E O F B A N K I N G : “ C L I C K S A N D B R I C K S , ” N OT

“ C L I C K S V S . B R I C K S ”

OPEN/CLOSE

ACCOUNT

CASH DEPOSIT

CHECK DEPOSIT

SOLVE PROBLEM

FINANCIA

L ADVICE

APPLY FOR LOAN

CASH WIT

HDRAWAL

ACCT. BALANCE

PAY BIL

LS

RESEARCH FINANCIA

L

80%

70%

60%

50%

40%

30%

20%

10%

0%

Consumers prefer to conduct more sensitive, valuable financial

transactions in person within the branch

1% 24% 75%

2% 24% 74%

8% 23% 69%

2% 32% 66%

3% 34% 63%

3% 36% 61%

3% 39% 58%

4% 38% 56%

Branch ATM MobilePhone Rep Online

SOURCE: Re invent ing U.S. Reta i l Bank ing , Kurt Sa lmon/Phoen ix Market ing Int l 2015

Branch personnel are critical in selecting a primary financial

institution


S H I F T I N G T H E P A R A D I G M

It’s no secret that branch transactions are declining, now by a rate of 6-7% per year. FSMI (a Financial Branch Performance Optimization Company) reports that transactions have declined by over 45% since 1992, while salaries and benefits have simultaneously increased by over 84%. Thus, labor cost per transaction has increased by 124%, and productivity, as defined by transactions processed, has decreased by nearly 18%, all resulting in the average cost per transaction doubling from $0.48 to $1.08.3 In this challenging environment, the need to enhance employees’ ability to sell and provide valuable advice has never been more critical.

Would you rather pay four employees to do the work of five, six or even seven? Cross-trained employees with expanded skillsets reduce the need for extemporaneous headcount. By training one individual for multiple roles, bank branches are able to reduce staff by as much as a third and streamline expenses with a leaner staff that is more productive and efficient. Employees are able to cross-sell and engage customers in valuable conversations, while servicing complex transactions and ultimately improving overall customer satisfaction.

Outlined on the opposite page, a description of the Universal Banker position reveals its complex expectations. Capabilities range from multiple banking roles — opening new accounts, processing loans, solving issues — to cross-selling, upholding compliance and even initiating marketing programs. Responsibilities include needs-based selling and relationship management. Most important may be the character traits requiring compassion, openness and spirit.

• Reduced number of branch employees• Reduced temporary staff required for

coverage from illness, vacations, etc.• Reduced cost of salary & benefits• Increased cross-sell ratio• Improved employee satisfaction scores• Improved employee retention• Improved customer satisfaction scores• Improved staff ability to handle more

complex transactions

4 Peak Per formance Consu l t ing Group, Inc . , 2016

W H Y W E N E E Dt h e u n i v e r s a l b a n k e r

M O R E T H A N E V E R

3 2013 FSMI Te l l e r L ine Study

decrease in branch transactions

decrease in teller productivity

increase in salaries & benefits

increase in labor cost per transaction

DATA TRENDS SINCE 1992:

45%

18%

84%

124%

U N I V E R S A L B A N K E R B E N E F I T S 4


J O B D E S C R I P T I O NT H E U N I V E R S A L B A N K E R

• Easi ly t rans it ion between jobs and respons ib i l i t ies• Perform any job within the branch, inc luding se l l a l l bus iness

and consumer products :– Open new accounts us ing needs-based se l l ing techn iques– Accept and process loan app l icat ions– Ab i l i ty to act in a re lat ionsh ip management ro le– So lve operat iona l i s sues

• Not afra id to proact ive ly se l l• Understand and meet a l l regulator y compl iance requirements• Init iate and support market ing programs

– Abi l i ty to host branch events and educat iona l market ing sess ions• Desire to prov ide except ional ser v ice• Desire to make a pos i t ive impact in people’ s l ives

• Open a l l types of consumer and bus iness depos it and loan products• Handle the sa le and set up of complex products and ser v ices• Cross-se l l a l l bank products• Assume customer re lat ionship respons ib i l i t ies , as necessar y• Comply with a l l banking regulat ions• Able to address and so lve operat ional i ssues• Fol low a l l bank pol ic ies and procedures• Complete a l l required tra in ing• Provide super ior customer ser v ice to customers• Refer customers to other departments when necessar y• Conduct needs-based se l l ing• Support branch market ing efforts• Support community programs, inc luding vo lunteer support• Provide ass istance to fe l low employees and contr ibute to a pos i t ive

teamwork environment

• Friendl iness• Compass ion• Openness• Spir i t

• Retai l Exper ience• Col lege Degree• TCR Transact ions• Consultat ion• Account Orig inat ion

SOURCE: Peak Per formance Consu l t ing Group, Inc . , 2016

R E S P O N S I B I L I T I E S

C H A R A C T E R I S T I C S S K I L L S

C A P A B I L I T I E S

• Account Ser v ic ing• Video Conferencing• Tablet/Collateral-Trained• Loan Orig inat ion


SOURCE: 2015 Paysca le .com, U.S. Bank Te l l e r vs . Un iversa l Banker

E M P L O Y E E M O T I V A T I O N

One of the greatest challenges in Universal Banker deployment is getting the employees themselves on board, but few factors are more convincing than the potential for greater earning. Universal Bankers earn an average of about $14/hour, or $31,000 annually, which is 34.7% more than a traditional branch employee who makes $23,000 annually (Fg. 5). As a traditional banker, experience is the primary method for achieving significant financial growth, with experienced and late-career employees increasing earning potential by as much as 14-20% (Fg. 6). Although experience still positively affects a Universal Banker’s salary potential, it is less than half as important in this position.

Beyond experience, certain skills can also significantly affect earning potential. In the traditional banker role, skills like data entry, cash handling and accounting can only slightly increase salary. The ability to handle banking tasks and sell can have a more noticeable impact on earning potential at 4-5% respectively, but the number one skill for earning potential could be speaking Spanish, which would bump salaries as much as 7%. Above that however, the Universal Banker’s already higher salary can increase as much as 11% with the ability to originate consumer loans.

Cash Handling,

SalesConsumer Loans

Cash Handling BankingSpanish LanguageSale

s

Banking

Customer

Relatio

ns,

Communicatio

ns

Accountin

g,

7%11%

1% 1% -6%

5%4%2%1%

Customer

Service

Data Entry

,

increase a Universal Banker’s salary by

Consumer lending skills can

11%

S K I L L I M PA CT O N S A L A R Y

Fg. 6: EXPERIENCE & SKILL IMPACT ON SAL ARY

Fg. 5: BANKING SAL ARY COMPARISON

$23,000avg. annual salary

$31,000avg. annual salary

The Universal Banker makes

34.7% more than a Traditional Banker

$10.76per hour

$13.99per hour

Experienced

ExperiencedLate-C

areer Late-CareerMid Care

er

Entry Leve

lMid Career

Entry Level

20%

14%

9% 9%

5%3%

-3% -3%

Experience is less than half as important for a Universal Banker as for a Traditional Banker

E X P E R I E N C E I M PA CT O N S A L A R Y

Universal BankerTraditional Branch Employee

Universal Banker

Universal Banker

Traditional Branch Employee

Traditional Branch Employee


SOURCE: 2015 Paysca le .com, U.S. Bank Te l l e r vs . Un iversa l Banker

Banking Cash Handling

Customer Relations SalesCustomer Service

Consumer Loans

Fg. 7 : BANKING SKILL COMPARISON

Ultimately, the greatest challenge of the Universal Banker role versus a traditional banking one is juggling multiple skill sets (Fg. 7). The lion’s share of the Universal Banker’s day is an equal balance of customer service and sales on top of handling cash. Creating an environment in which the Universal Banker can be successful at these tasks, supported by the right tools, technology and training is pivotal to their success. In Part 2 of this white paper, we shall outline the steps to create and deploy a successful universal experience in the branch environment.

C O M PA R I S O N O F R E Q U I R E D S K I L L S

Universal Banker

Traditional Banker

The Universal Banker has to equally balance customer

service and sales

T H E L I O N ’ S S H A R E

O F T H E U N I V E R S A L

B A N K E R ’ S DAY I S A N

E Q U A L B A L A N C E O F

C U STO M E R

S E R V I C E &

S A L E S

H A N D L I N G

C A S H .

O N TO P O F

A D R E N A L I N E W H I T E P A P E R S E R I E S

T H E U N I V E R S A L E X P E R I E N C E

CREATING A UNIVERSAL EXPERIENCEIN THE BR ANCH

P A R T 2

IN ORDER FOR

A UNIVERSAL

BANKER TO

THRIVE IN THE

BRANCH, THEY

NEED THE RIGHT

ENVIRONMENT,

TOOLS AND

TRAINING.In Part 1 we exp lored the who, what and why of Universa l Banker. In Part 2 , we focus on how to create the Universa l Exper ience in the branch env i ronment . Step One: P lan the branch des ign us ing a customer journey as a gu id ing beacon. Step Two: Se lect and dep loy cash automat ion technology. Step Three : Tra in the staf f on the organ izat ion’s new v i s ion and how to employ i t w i th in the un iversa l ly-enab led branch env i ronment . The remainder of th is paper i s ded icated to out l in ing the systemat ic dep loyment of these three steps .


U N I V E R S A L E X P E R I E N C EI N T H E B R A N C H E N V I R O N M E N T

H O W T O C R E A T E A

D E S I G N A C U S T O M E R J O U R N E Y T O S U P P O R T T H E U N I V E R S A L R O L E

CONSULT

TRANSACT

ENGAGE

Service any and all banking needs of the customer, inclusive of new account or loan origination, problem resolution, video conferencing, and even transactions.

A carefully planned customer “ journey” should be the strategic starting point in creating an environmental experience. The diagram below illustrates three consumer engagement zones in a branch environment—Engage, Transact, and Consult—outlining their function and purpose.

Greet, triage customer needs, service customer, provide engaging and interactive waiting experience, lead to deeper conversation.

- Podium/Kiosk- Tablet Bar- Tablets/Collateral- Digital Signage- Hospitality Bar

- Teller Pod- Cash/Concierge Bar- Environmental Graphics- Promotional Merchandising- Digital Signage

- Formal Offices- Informal Areas/Nooks- Evergreen Merchandising- Tablets/Collateral

Efficiently service customer transactions while engaging in conversational, consultative dialogue.

GREET, TRIAGE CUSTOMER NEEDS

CUSTOMER

UNIVERSAL BANKER

SERVICE CUSTOMER TRANSACTIONS

SERVICE CUSTOMER AT INFORMAL OR FORMAL CONSULT SPACE

IMMEDIATE CUSTOMER ASSISTANCE

SELF-GUIDED CUSTOMER WAITING

ZONES PATHS POINTS

UNIVERSAL JOURNEY

OBJECTIVES:

Greeting/AssessingDirect Assist

Engaged WaitingTransactions

Informal ConsultFormal Consult

S T E P 1


Z O N E S PAT H S P O I N T S

B E G I N W I T H T H E C U S T O M E R

J O U R N E Y

When creating an environmental experience, mapping a “journey” that outlines how customers and staff should utilize the space is the ideal strategic starting point. A journey map provides a framework from which to plan everything in the environment, from architecture to communications to intended staff behavior. A helpful way to approach this journey mapping process is by diagramming the space into Zones of experience, Paths of experience and Points of experience.

Z O N E S

Zones subdivide the space into designated areas based on function, purpose and a clearly defined intended experience for the customer. This customer experience should be weighted as heavily as the function and purpose. For example, a Transact zone represents the area where transactions occur, but the desired experience may be to make customers feel comfortable, secure and efficiently but thoughtfully served. All elements touching this zone — technology, furniture, millwork, merchandising, and staff behavior — should consider that experience objective.

P A T H S

Paths of experience outline traffic flow, both for staff and customers. In considering these paths of travel throughout a branch environment, sight lines and natural pause-points are key. A person should

intuitively know where to go and where to stop. The most successful paths will have clear but focused visibility from one intended journey step to another, carefully controlling what the customer sees — and does not see — at specific points. Fundamental traffic flow principles also apply, so ingress, egress and ergonomics dictate space programming, furniture size, etc.

P O I N T S

Points are physical elements within the environment, serving as destinations along the paths that contribute to the overall experience of each zone. Points include both larger infrastructure components (like, a Tablet Bar) as well as items within those components (like the Tablets and their content). Most importantly, the points should be designed and planned around serving the intended experience of each zone.

M A P P I N G T H E J O U R N E Y

While the customer journey framework can — and should — vary based on organizational needs, most financial branch environments have a similar mix of zones to fulfill common purposes. In our example, the Engage zone designates the area where customers enter the branch and wait to be served. It is named after its intended zone purpose — to actually engage customers during this process. This engagement can come in the form of education, entertainment, infotainment or even enjoyment via hospitality.

In the Universal Experience model in the Engage zone, a Universal Banker serves as a greeter that triages customer needs and then either (a) immediately assists to serve those needs or (b) leads the customer to wait for another staff member. The paths should be intuitively clear so a customer immediately knows where to be greeted, and the Universal Banker has an natural pause point to sit or stand where they can easily engage the customer. If the customer does have to wait, the environment should support engagement with points like digital signage communications, printed or e-collateral displays and comfortable seating.


CONSULT ZONE

TRANSACT ZONEUB directly

assists customer

UB directs customer to engaged waiting

or hospitality

ENGAGE ZONE

UB services customer

transaction via TCR

UB directly assists customer

in informal consult area

The Transact zone is the most transformed area of the Universal model. The most critical shift is from traditional teller lines to cash automation technology, (illustrated in Step 2). Paths to this zone should be highly accessible to facilitate heavier traffic flow, and points include infrastructure supporting cash handling that range from pods to cash or concierge bars. The experience intent for this zone should center on servicing the customer efficiently and effectively, while engaging them in conversation with an eye toward cross-selling. The Universal Bankers should establish themselves as a consultative expert, even potentially leading into further conversation beyond the transaction.

Shifting from the Transact zone, the Consult zone is the new heart of the branch. Here the Universal Banker establishes himself as a financial advisor and provides value to the customer that is unique to the physical bank branch environment. Consultative spaces can be formal or informal, with many branch experiences having both. The paths to these areas should be unencumbered, but the experience should yield a sense of perceived privacy, so office walls, half-walls, furniture, and fixturing should facilitate a sense of security.

UB directly assists customer in consult office

with TCR

UB greets customer and assesses their needs

FLOOR PL AN EXAMPLE ILLUSTRATING UNIVERSAL EXPERIENCE VIA A

CUSTOMER JOURNEY


USAGE

D E P L O Y C A S H A U T O M A T I O N T O E N A B L E T H E U N I V E R S A L B A N K E R

Transaction technology exists in Self-Service, Staff-Assisted service and Full Service forms. All types have specific advantages when correctly deployed, but only Staff-Assisted and Full Service Teller Cash Recycler’s (TCR’s) can truly enhance the customer experience. Available as seated or standing units and a variety of capacities, TCR’s increase branch security, efficiency and enhance the customer experience.

SELF-SERVICE

STAFF-ASSISTED

FULL SERVICE

From ATMs to Virtual Teller Machines, transaction technology for customer self-service is ideally deployed in remote or extended-hour access areas, like 24-hour vestibules or drive-up banking, or in branches with high transaction volumes.

Automated Teller Machine (ATM)Virtual Teller Machine (VTM)

Interactive Teller Machine (ITM)

TellerInfinity™

Teller Cash Recycler (TCR)

New staff-assisted technology options expand self-service capabilities with the use of on-site staff to assist. They help migrate transactions without losing the value of in-person customer interaction.

Full Service Teller Cash Recyclers (TCRs) automate the cash handling functions that tellers had previously completed manually. TCR’s increase branch security, efficiency and enhance the customer experience. The solutions free up teller time and focus, so they can concentrate on conversation and cross-sell with customers.

TECHNOLOGY ENVIRONMENTAL DEPLOYMENT

CASH AUTOMATION ADVANTAGES:

Enhanced Teller EfficiencyIncreased Deposit Capacity

Improved Customer ExperienceEnhanced Security

Reduced FTE

S T E P 2


S O R T I N G O U T C A S H

A U T O M A T I O N O P T I O N S

The second step in Universal Experience deployment focuses on the historic core purpose of the bank branch: handling cash. As the branch purpose shifts to sales and service, being able to seamlessly handle cash transactions becomes of paramount importance. Enter Cash Automation: the catalyst of the Universal Experience. With this technology, former and would-be tellers can transform into Universal Bankers by being freed from traditional cash counting duties.

S E L F - S E R V I C E

Cash-handling technology is one of the largest branch-related expenses f inancial institutions face, and frequently emerging new options make it a daunting task to decide which to invest in and how to deploy them. Self-Service cash technology options range from ATMs to more advanced ITMs and VTMs. With VTMs & ITMs, two-way video allows a bank teller from a remote location to assist a customer.

Virtual teller technology increases the breadth of services a customer can do themselves and the hours in which to do them. Machines that boast virtual tellers are ideal for remote areas like drive-throughs and extended or 24-hour areas like vestibules, but banks should be careful when deploying in branch lobbies. Unless the branch has high transaction volumes that are expected to sustain their levels, these machines could turn customers off even though they create staff ing eff iciencies. Walk-in customers want service from a human, not a machine. After all, the branch’s greatest value is customer interaction.

S T A F F - A S S I S T E D

Staff-Assisted technology is a new option that provides an advantageous compromise between Self-Help and Full Service. TellerInf inity™ by Glory Global Solutions is the f irst of this kind.. Unlike virtual and interactive teller machines that sit on the ATM platform, this machine integrates with the bank’s core system. That integration supports nearly all transactions currently offered in the branch, allows for CRM informed assistance and doesn’t require costly video cabling or a remote contact center. This technology expands self-service transaction capabilities, but is assisted by branch staff — not remote staff — to still allow interaction opportunities between bankers and customers.

F U L L S E R V I C E

For optimizing in-branch transactions, Full Service Cash Automation technology dominates via the Cash Recycler, often called a Teller Cash Recycler or TCR. These machines facilitate more eff icient and accurate withdrawals and cash deposits by dispensing cash as well as accepting cash, authenticating cash and sorting it by denomination. The industry leading provider in TCRs is Glory, with the RBG-100 as their most popular machine. Other ATM-based companies such as Diebold, NCR, and ARCA have competing technologies.

TCRs can increase banking transaction productivity by speeding up transactions as much as 40%. Further, bankers don’t have to cash in and out as frequently, managers are relieved of vault responsibilities, and end-of-day book-balancing is more automated and precise, with real-time syncing with the bank ’s core processing system. With less time and focus on manually handling cash, employees can dedicate more time and focus on servicing customers and selling products. And because the TCRs house cash in secure safes versus exposed cash drawers, counterfeiting and theft are dramatically reduced. Many institutions use their TCRs in place of traditional vaults to lower costs and risks.

As freestanding units in the branch environment, TCRs allow banks and credit unions to remove traditional teller lines and instead create an open f loor plan. The next decision is how to integrate them. When architecturally planning for TCRs, traff ic f low is the most important consideration (“Paths” from Step 1), but is contingent upon the design of the infrastructure or “housing” for the unit(s). The most seamless solution is housing that hides the technology, presents a clean front-facing experience to customers and provides bankers with a fully-functioning workspace on the back side.


Often called “Pods,” these are the most common type of counter housing solution for cash recyclers. These are freestanding furniture units built to house one TCR unit and serve two employees handing simultaneous customer transactions. Important considerations include deciding between seated and standing versions (including complying with ADA standards), privacy panels for separating between concurrently-occurring transactions, surface work space, under-counter storage, and general ergonomics for both employees and customers.

Cash Bars are extended Pods, often designed into the environment like a concierge counter. Bars create a more significant singular visual destination, especially when paired with a branded backdrop. The bar can accommodate standing or seating counter height or both and deploy one or more TCRs. Some cash bars can be curved, servicing two simultaneous bankers like a Pod, but the radius provides more space and privacy between interacting customers and increased counter and storage space. Counter heights can vary to accommodate seated and standing heights.

Using Cash Automation machines in Consult areas and offices is less commonly deployed, but provides great opportunity for supporting the Universal Banker. At seated height, these units are designed to provide secondary transactional support to a banker having a more in-depth conversation in both formal or informal consulting spaces.

p 8A D R E N A L I N ESP01_ADR Service Counter Solutions_15133

CURVED FORMAT

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

PLAN VIEW

STANDARD FORMAT

ADA FORMAT

FRONT VIEW

m u l t i t r a n s a c t i o n p o d s

> CUS TOM DE SIGN

> CUS TOM FINISHE S


EFFICIENCY FORMATt r a n s a c t i o n p o d

RBG-10016.5” W

Verta G618.3” W

40.5"

120.0"

18.0"

10.0 " 19.375" 19.625"

5.375"5.5"

22.3125"

33.0"

53.0"

> S TA NDA RD DE SIGN (SEMI-PRI VATE TR A NS ACTION]

> PRE-SELEC TED FINISH LE V EL S

PLAN VIEW

FRONT VIEW

RBG-10016.5” W

Verta G618.3” W

40.5"

120.0"

18.0"

10.0 " 19.375" 19.625"

5.375"5.5"

22.3125"

33.0"

53.0"


MULTI TR ANSACTION PODm u l t i t r a n s a c t i o n p o d

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> S TA ND UP OR SIT DOW N C OLL A BOR ATI V E DI A LOGUE

> CUS TOM DE SIGN

> CUS TOM FINISHE S

PLAN VIEW

FRONT VIEW


30.0"

46.0"

42.0"

138.0"60.0"

30.0"

46.0"

42.0"

138.0"60.0"

PLAN VIEW

FRONT VIEW

SERVICE COUNTER FORMATc a s h b a r

> CUS TOM DE SIGN

> CUS TOM FINISHE S


CURVED FORMAT

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

PLAN VIEW

STANDARD FORMAT

ADA FORMAT

FRONT VIEW


> CUS TOM DE SIGN

> CUS TOM FINISHE S


EFFICIENCY FORMATt r a n s a c t i o n p o d

RBG-10016.5” W

Verta G618.3” W

40.5"

120.0"

18.0"

10.0 " 19.375" 19.625"

5.375"5.5"

22.3125"

33.0"

53.0"

> S TA NDA RD DE SIGN (SEMI-PRI VATE TR A NS ACTION]

> PRE-SELEC TED FINISH LE V EL S

PLAN VIEW

FRONT VIEW

RBG-10016.5” W

Verta G618.3” W

40.5"

120.0"

18.0"

10.0 " 19.375" 19.625"

5.375"5.5"

22.3125"

33.0"

53.0"


MULTI TR ANSACTION PODm u l t i t r a n s a c t i o n p o d

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> S TA ND UP OR SIT DOW N C OLL A BOR ATI V E DI A LOGUE

> CUS TOM DE SIGN

> CUS TOM FINISHE S

PLAN VIEW

FRONT VIEW


30.0"

46.0"

42.0"

138.0"60.0"

30.0"

46.0"

42.0"

138.0"60.0"

PLAN VIEW

FRONT VIEW

SERVICE COUNTER FORMATc a s h b a r

> CUS TOM DE SIGN

> CUS TOM FINISHE S


© 2015 Adrenaline. All rights reserved. file name: SYN15010_Millwork_Teller_DD01.ai date: 03/04/15scale: 1/2" = 1'

4.0"

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c a s h b a r C O N C I E R G E F O R M AT> CUS TOM DE SIGN

> CUS TOM FINISHE S


C O N S U LT F O R M ATs e r v i c e c o u n t e r

> CUS TOM DE SIGN

> CUS TOM FINISHE S


C O N S U LT F O R M ATs e r v i c e c o u n t e r

> CUS TOM DE SIGN

> CUS TOM FINISHE S

P O D S

C O N S U L T A R E A


CURVED FORMAT

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

48.5"

34.0"

122.25"

6.25" R 6.25" R22.0" 22.0"

40.0"56.0"

PLAN VIEW

STANDARD FORMAT

ADA FORMAT

FRONT VIEW


> CUS TOM DE SIGN

> CUS TOM FINISHE S


© 2015 Adrenaline. All rights reserved. file name: SYN15010_Millwork_Teller_DD01.ai date: 03/04/15scale: 1/2" = 1'

4.0"

22.0"

3.0"42.0"48.0"

84.0"

139.0"

R 72.0"

R 50.0"

22.0" 24.0"

4.0"

c a s h b a r C O N C I E R G E F O R M AT> CUS TOM DE SIGN

> CUS TOM FINISHE S

C A S H B A R S

EXAMPLES OF CASH AUTOMATION SOLUTIONS IN BRANCH ENVIRONMENTS


As the super-charged employee, the Universal Banker must be educated and empowered to service the customer in numerous ways across most areas of a branch environment. Training UBs to have fundamental skills, understand organizational objectives and operate successfully in the new branch environment is critical to successful universal experience deployment.

T R A I N T H E U N I V E R S A L B A N K E R T O L E V E R A G E T H E N E W E N V I R O N M E N T

UNIVERSAL BANKER SKILLS:

TCR TransactionsConsultation

Account OriginationAccount Servicing

Video ConferencingTablet/Collateral Trained

Loan Origination

CULTURE TRANSFORMATION

TRAINING

BRANCH EXPERIENCE

TRAINING

SKILLS TRAINING

• Corporate communications sharing top-down organizational strategy with front-line staff

• Introduction of new job descriptions and tiers, and onboarding for universal employees

• Empowerment of front-line staff to deliver a unique experience to every customer every time

• TCR Transactions

• Account opening, servicing and loan origination

• Problem resolution across all areas

• Cross-selling, relationship-selling, handling referrals, presentation skills, and relationship-building

• A deeper understanding of the new retail space and how it works

• Confidence to educate and improve customer lives while engaging them in the new branch design

• Teach staff to build relationships with customers and offer tailored solutions

Training of retail branch staff within a new, universal-banker enabled branch environment

Organizationally-driven training on service standards and company strategy to create a universal experience

Skills training on job fundamentals for the new universal employee role

TYPE OF TRAINING WHAT IT IS LEARNING OBJECTIVES

S T E P 3


CULTURE TRANSFORMATION

F I N A L LY , E M P O W E R T H E S T A F F

Once the new, universally-enabled branch environment is created, the f inal yet vital step is to train the Universal Banker to successfully operate within it. Many Universal Banker candidates have previously been tellers. They must not only have fundamental skills training to support more robust job functions, but also understand the organization’s vision for transformation and how to use their new skills to deliver on this vision in the Universal Branch environment.

S K I L L S T R A I N I N G

Skills training options and requirements range from cash automation equipment training to courses on cross-selling and relationship-building to organizationally-specif ic account opening and loan origination training. Equipment training provided by the technology manufacturers is also important. Third-party course training can cover a wide range of topics. Both the ABA and ICBA offer Universal Banker Certif icates through multi-course training programs.

C U L T U R E T R A N S F O R M A T I O N T R A I N I N G

The adoption of a universal experience model requires at least some amount of organizational transformation. Educating front-line staff on the transformational strategy helps them embrace the universal concept and more effectively deliver on the intended customer experience. Communications should include introduction of the new roles, job descriptions, tiers of career advancement opportunity, and plans for onboarding new universal employees. This culture training empowers employees to manifest the brand’s promise in their direct interactions with today’s customer.

B R A N C H E X P E R I E N C E T R A I N I N G

Following skills training and organizational cultural transformation training, employees need to be trained on — and within — the branch environment itself. This training will be specif ic to the new retail space and focus on helping employees understand the business intent behind every aspect of the design and all points within. Employees should learn how to conf idently engage customers within the new environment, building relationships and ultimately cross-selling to deliver enhanced customer experience.

Third-party courses and certification

Equipment and technology training

Communicate why these changes are happening

Create new job titles, tiers and descriptions

Help staff master operating in the new branch environment

Arm staff with the new fundamental skills they need

Set new expectations and shed old habits

Empower employees to build customer

relationships

SKILLS

BRANCH EXPERIENCE

Create a repeatable plan for ongoing learning

and sustainment


U N I V E R S A L E X P E R I E N C E :

I T ’ S A B O U T T H E P I L O T ,

N O T T H E P L A N E .

As critical as new tools and modern environments are, it’s important to remember the Universal Banker himself is at the core of the model. New technologies and physical infrastructure alone won’t impact experience. Only 15 percent of customers interact with their banks exclusively through in-person visits to the branch. When these infrequent face-to-face meetings do occur, it’s because the bank customer has not found what he needed on his own, and seeks assistance from another human being. This makes the branch visit a rare and valuable opportunity for the bank.

The Universal Banker is this new, versatile bank employee herself, more than apps or machines. She empathizes with customers’ issues and financial matters because she has such issues herself. Until the day when an iPad has to pay rent or set up a retirement fund, humans will always have the edge over technology for advising customers about their money. After all, there is very little more personal than personal finance, and the Universal Experience is rooted in human experience.

© A D R E N A L I N E 2 0 1 7 , A D R E N A L I N E S H O T . C O M

© Glory Global Solutions 2016. Glory and Glory Global Solutions are registered trademarks of Glory LTD.

© 2016 American Bankers Association (ABA). All rights reserved.

© 2016 Independent Community Bankers of America (ICBA). All rights reserved.


W H AT I S T H E I M P A C T O F B R A N C H S E R V I C E O N C U S T O M E R E X P E R I E N C E ?

W H AT I S T H E C U S T O M E R ’ S P R O P E N S I T Y T O A C T B A S E D O N A D V I C E R E C E I V E D I N B R A N C H ?

Impact On Overall SatisfactionImpact On Branch Interaction SatisfactionImpact On “Definitely Will Not Switch”Impact On “Definitely Will Reuse”

SOURCE: 2015 U.S. Reta i l Bank ing Sat i s fact ion Study, J .D. Power

B Y T A K I N G B R A N C H S E R V I C E T O T H E N E X T L E V E L

B R A N C H S E R V I C E B A S I C S

P R O V I D E A C T I O N A B L E

F I N A N C I A L A D V I C E

P R O A C T I V E O F F E R I N G T O H E L P

W I T H F I N A N C I A L N E E D S

D E T A I L E D N E E D S A S S E S S M E N T

D U R I N G A C C O U N T I N I T I A T I O N

+72+88

+11

+7

+9

+26

+14

+23

+18

+33

+56

+67

+121

+74

+68

+134

* “Switchers” are those who switched their primary banking relationship in the past 12 months

Received advice from bankActed on advice (if provided)

Share of INV assets at bank

48%

38%

39%

16%

24%

55%

23%

89%

79%

74%

50%

52%

82%

54%

GEN Y AFFLUENT

GEN Y MASS MARKET

GEN X AFFLUENT

GEN X MASS MARKET

PRE-BOOMER AFFLUENT

“SWITCHERS”

INDUSTRY AVERAGE

43%

47%

30%

37%

13%

37%

31%

D E E P E N C U S T O M E R

E N G A G E M E N T

Customers are more likely to act on advice received at their primary bank,

particularly those in the Gen Y age cohort and ‘switchers’

Successful execution of ‘service basics; is still critical, but banks that excel at deeper levels of service can see

additional lift across multiple metrics

W E A R E A N E X P E R I E N C E D E S I G N A G E N C Y

23 C R E A T I N G A U N I V E R S A L E X P E R I E N C E 23© A D R E N A L I N E 2 0 1 6 , A D R E N A L I N E S H O T . C O M

W i t h i n A d r e n a l i n e ’s c o r e c o m p e t e n c i e s o f B r a n d , D i g i t a l a n d R e t a i l E n v i r o n m e n t s , o u r

E xp e r i e n ce D e s i gn s e r v i ce of f e r in g sp a ns f ro m cre at i o n of b r a n ds to t h e i r t r a ns l at i o n into

p h y s i c a l a n d d i g i t a l s p a c e s . B y f u s i n g s t r a t e g y a n d c r e a t i v e d e s i g n w i t h t h e e x p e r t i s e o f

imp l e m e nt at io n , w e m a k e b r a n d e d e x p e r i e n c e s r e a l .

E N V I R O N M E N TB R A N D D I G I T A L

Find out more at adrena l ineshot .com

THANK YOU A D R E N A L I N E I S A N E X P E R I E N C E D E S I G N A G E N C Y T H AT C R E AT E S A N D I M P L E M E N T S B R A N D S A N D R E TA I L E N V I R O N M E N T S

C R E A T I N G A U N I V E R S A L E X P E R I E N C E

F i n d o u t m o r e a t ad rena l i n e sho t . c om

© 2 0 1 7 A D R E N A L I N E , A D R E N A L I N E S H O T . C O M

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CREATING A UNIVERSAL EXPERIENCE - Adrenaline...banking isn’t dead...it’s just different.Branch location, hours and the level of service provided are still major selection factors