2. 2
Hong Kong banks
urged to
Paul McSheaffrey ,
Head of HK Banking at KPMG
THINK
STRATEGICALLY
TO REMAIN
PROFITABLE
3. 3
Powerful forces are
shaking the core of
the financial industry
HIGH CUSTOMER
EXPECTATIONS AND
DEMANDS
HIGHLY COMPETITIVE
LANDSCAPE
DISRUPTIVE
TECHNOLOGIES
STRICTER AUDITS &
REGULATIONS
5. The changing
NEW CHANNELS
NEW DEMOGRAPHICS
SHIFTING VALUES What matters most
The digital revolution
Aging, millennials and women
NOW consumer
nature of the
6. Customer demands have changed
Consumers use 5.8 channels on average
(NICE survey)OMNI-CHANNEL
“In 2016, companies will increasingly focus on
mobile customer service interactions and will
provide support for value-added mobile usage.”
“It’s no longer a question of digital channels or
“other” when it comes to the customer journey;
it’s now intertwined..”
The ‘now customer’ demands service,
information, and resolution at that moment.
IMMEDIATE
ANSWERS
SIMPLE,
PERSONALIZED,
CONTEXT-AWARE
MOBILE FIRST
7. 7
Significant number of CC calls are due to
unresolved issues in other channels…
Interaction flow if unable to complete task (2015 survey)
Email
15.1%
IVR
12.5%
Branch
11.5%
Website
6%
Mobile app
6.4%
Text
6.8%
Chat
9.2%
Voice
100%
Branch
11.2%
Email
8%
Chat
6.4%
Website
5.6%
Give Up
3.2%
Number in card is percent of
total customers
#NICEi2016
8. 8
When customers get to a live agent, 40% don’t
achieve successful resolution
Interaction flow if unable to complete task (2015 survey)
Email
15.1%
IVR
12.5%
Branch
11.5%
Website
6%
Mobile app
6.4%
Text
6.8%
Chat
9.2%
Voice
Branch
11.2%
Email
8%
Chat
6.4%
Website
5.6%
Give Up
3.2%
40% of respondents
continued to other
channels, which
indicates only 60% FCR
(First Call Resolution)
Number in card is
percent of total
customers
#NICEi2016
100%
9. 25
35
45
55
ExperienceQualityIndex*
9
Customer satisfaction with voice is at its lowest point
Actual quality of experience – experience map by channel (2015 survey)
*Experience quality index – measure the respondents experience in a channel, calculated based on BAI (Brand Advocacy Index) methodology
Digital PhysicalCare center
Voice
Branch
Email
Website
Chat
IVR
Text
Mobile app
ATM
Care center caries the
lowest point in customer
experience
#NICEi2016
10. By 2018, 67% of Global 2000 CEOs mark
digital transformation as core of their
corporate strategy
DIGITAL
TRANSFORMATION
FORCES
that shape the
MARKET
Analytics to drive. $60B in savings for
Enterprises by 2020
ANALYTICS OF
EVERYTHING
30% of work activities can be automated
AUTOMATION OF
KNOWLEDGE WORK ~ 75%
CLOUDVOLUTION
of organizations to adopt cloud
strategy by 2016
The Future
11. Financial Regulators are Stricter then EVER
CFPB Report
(Dec 2015)
CFPB Orders Service
member Auto Loan
Company to Pay
$3.28 Million for
Illegal Debt Collection
Tactics
Hong Kong
Monetary Autherty
AIs are subject to
potential reputation
and legal risk if they offer
e-banking services
involving transmission of
sensitive customer
information to and from
other institution(s)
Triple-s management
corporation settles
HHS charges by
agreeing to $3.5
million HIPAA
settlement
U.S Department
of HHS
Research by VUE
Software
Company and
independent
adjusters will have to
submit continuing
education and all the
other certifying
processes that
agents already have
to complete.
Education
perpetuation for
licensed people is
going to get harder
13. Actions That Insurers Need To Take In 2016
By 2025 there will not only be an evolution in terms of customer expectations, but
an evolution in what the very notion of a ‘customer’ is
Build digital
capabilities for
group, life, and
small business
lines.
Use digital to create
lasting value
Deepen customer
engagement and
loyalty using
new,
personalized
services.
Guide agents in real-time
with best practices
Knit digital and
agents together to
increase sales
Predict customer
satisfaction
patterns along the
cross-channel
customer journey
Source: TelesPerience
Notas del editor
Opening statement. I would now tell the bear story…
Let me start by sharing a story that we may all be familiar with about 2 back-packing friends who were on a camping adventure. One of them ran into the tent and shouted to his friend that there was a bear running towards them. The other friend quickly started to put on his running shoes. As he started lacing up his shoes, his partner was incredulous and asked how on earth he thought he would be able to outrun the bear.
His response is very instructive, ‘I do not have to run faster than the bear, I only have to run faster than you’ – Survival Tactics lesson 101.
Tech:
Macro-economic conditions
Zero interest environment
Still recovering from 2008 crisis
Limited growth opportunities in Mature markets
Regulation: Aims for sustainability. Mostly lags the market in following and predicting trends
Regulatory compliance effects 30-50% of discretionary IT budget in banking
Regulation capping revenues in some revenue streams
Markets: Post-crisis financial markets still recovering:
loans and mortgages
Interests spread
Market volatility
Cost and availability of capital
Revenues: existing revenue steams are less accessible due to regulation, maturing market, market recovery after crisis, competition from new entrants and existing players
Growth model: physical locations and expanding customer base can’t be used as main growth engines
Millennial generation is emerging – expect different and more service
------------------------------------------------------------------------
Banks post crisis are more risk averse leaving a void of new product development for new entrants
Business leaders will need to disrupt their own business models
Banks look also to provide service to Under-banked and unbanked segments
--------------------------------------------------------------------------------------
Compeition - New Entrants eating away at customer life cycle value and disintermediating value chains
I want to start off today's discussion taking a look at today's consumers
98% of customers are multi-channel users.
Millennials - the largest US population cohort Will soon be entering peak earning and spending years and already spend $1.3T ($430B discretionary)
Shift in what matters for US consumers – things that have become less important "Luxury" and "Status", "wealth" has remained unchanged – those that are rising in importance – "value for money", "saving" and "stability" (same in Europe). Some other interesting values that have increasing importance: family, friends, home, environment, local communities
Omni-channel experience
Customers now expect to receive service from your organization on the channel of their choice, which might be voice, email, SMS/text, web, mobile or social media.
According to the latest NICE survey (2013) among end customers:
56% use multiple channels because they cannot reach resolution with a channel or it is not working well
An average of 5.8 channels were used by customers in 2013
36% of customers use Self-Service on Website daily or weekly
People both prefer and use a Live Phone Rep most
73% have used multiple contact methods in the past 6 months
Forrester in their recent survey found that web self-service was the most widely used communication channel for customer service, surpassing use of the voice channel for the first time. By 2015, customers will explore new communication channels such as video chat with screen sharing and annotation.
Companies are beginning to provide service on all of these channels – but too often, those channels may exist in silos. According to Forrester 58% of companies inconsistently measure, or fail to measure their customer’s cross channel journey.
Mobile
As of the end of 2019, more than five billion individuals will own a smartphone globally. Today, virtually all customer service vendors offer some mobile customer service capabilities, and many offer robust mobile field-service capabilities. In 2015, companies will increasingly focus on mobile customer service interactions and will provide support for value-added mobile usage scenarios. They will provide succinct mobile interactions that can be stopped, restarted, or switched to another device without a loss of context. (Forrester)
However, customer service mobile applications remain an afterthought. As a result, for many businesses their customer service solutions are in the survival phase in terms of maturity and derived business value.
Simple, Personalized, Context-Aware
A customer takes a journey to complete a specific task. Sometimes the customer completes the task easily, with one self-service activity; sometimes the journey goes on for days, or even longer. But when the customer gets to the point of making contact with the company, the expectation is that the agent knows what steps he or she already has taken along the way and is able to continue the process from that point. The customer, in other words, does not want to have to start all over from the beginning.
In 2015, Forrester predicts that customers will continue to demand effortless interactions over web and mobile self-service channels. Managing the customer journey is becoming increasingly difficult. Many organizations struggle and some even fail to meet their customers’ expectations.
Immediate Answers
Customers require immediate resolution, in the moment.
Yet what organizations have to deal with are interactions that are growing more and more complex, as simple service issues are often solved by customers via self-service channels.
Here you can see the percentage of customers that failed to achieve what they wanted on a specific channel and called the contact center to speak with a live rep. You can see it’s not a low percentage at all.
These customers are calling the CC expecting the agent to solve the problem they couldn’t solve on the previous channel.
And you know what happens then?
40% of these customers still don’t get an answer from the agent.
So they continue wondering the different channels hoping to find a solution.
60% FCR is not high enough and it’s impacting customer experience.
The contact center gets the lowest satisfaction rate out of all the different channels we surveyed. You can argue that it gets the most difficult customers and issues, and you’ll be right but in the age of the customer experience we can’t let our most strategic touch point produce such low rates.
Four fundamentals of workplace automation, McKinsey & Company - Dec 2015
The International Institute for Analytics (IIA)
Gartner. Michael Maoz
Ovum research
Automation -- By 2018, the total cost of ownership for business operations will be reduced by 30% through smart machines and industrialized services. (Gartner)
Smart machines are an emerging “super class” of technologies that perform a wide variety of work, of both the physical and the intellectual kind. Smart machines will automate decision making. Therefore, they will not only affect jobs based on physical labor, but they will also impact jobs based on complex knowledge worker tasks.
Analytics will take center stage as the volume of data generated by embedded systems increases and vast pools of structured and unstructured data within and outside the enterprise are analyzed.
Organizations will achieve an extra $430 billion in productivity benefits over their less analytically oriented peers.
"Every app now needs to be an analytic app," says Gartner’s Cearley. "Organizations need to manage how best to filter the huge amounts of data coming from the IoT, social media and wearable devices, and then deliver exactly the right information to the right person, at the right time. Analytics will become deeply, but invisibly embedded everywhere."
Big data remains an important enabler for this trend, but Gartner says the focus needs to shift to thinking about big questions and answers first and big data second — the value is in the answers, not the data.
Cloud -- 25% of total IT budgets will be allocated to cloud computing in 2016
Contact centers of all sizes and types are considering moving their call centers to the cloud. Contact center technology can dramatically impede organizations ability to support day to day operations and expand its business.
Digital Transformation -- CEOs expect their digital revenue to increase by more than 80% by 2020.
Government regulators have established state-run “wind pools” to take the business out of the private market, because it was unwilling to provide insurance to homeowners in these areas at any price. So these premiums are very high—and traditional carriers are losing business as a result.