keynote: "digitale transformation für banken - mitspielen oder untergehen"
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© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Herzlich Willkommen zur BANKINGLOUNGE „Digitale Transformation für Banken –
Mitspielen oder untergehen“
Services & Consulting for
Digital Leadership
Herzlich Willkommen zur BANKINGLOUNGE!“Digitale Transformation für Banken !– Mitspielen oder untergehen”!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!
Digitale Transformation für Banken - Mitspielen oder untergehen!Frankfurt, 15. Oktober 2014, Stefan F. Dieffenbacher"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Teil 1: Die Welt ändert sich!
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Erinnern Sie sich an das größte Unternehmen der Welt 1997?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Nokia!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital LeadershipNew Apple Headquarter.!
The new leader: Apple.!
© Copyright 2014 Digital Leadership GmbH!Digital LeadershipNew Apple Headquarter.!
The new leader: Apple.!
Apple hat doppelt so viel Geld wie die US Regierung: !160 Milliarden US-$.!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Q110, Deutsche Bank Berlin!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Wo verbringt der durchschnittliche Bankkunde 2013 seine Zeit?!
In der Filiale ! Digitale Kanäle!
Quelle: Daten von 5 der Top 20 Banken in Europa, 2012-2013!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Wieviel % der Kunden waren 2013 überhaupt in einer Filliale? !
Auch in der Filiale! Nur in digitalen Kanälen!
59.6%!40.4%!
Quelle: Daten von 5 der Top 20 Banken in Europa, 2012-2013!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Projezierte Intensität der Kanalnutzung 2015 in %!
Desktop / Browser Banking!
Mobile Banking!
Software (z.B. Quicken)!
Cash / non-cash ATMs!
Filiale!Quelle: Daten von 5 der Top 20 Banken in Europa, 2012-2013!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Die digitalen Kanäle sind bereits heute die #1.
Die Filiale ist der alternative Kanal.
Wirklich?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Verkaufszahlen (Anzahl und Volumen) im Vergleich!
Filiale! Digitale Kanäle!
Quelle: Daten von 5 der Top 20 Banken in Europa, 2012-2013!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Schlussfolgerung: Banken schaffen es noch nicht mit
ihren Online Kunden Geld zu verdienen.!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Und es kommt noch schlimmer: Die nächste Generation Bank Kunden ist “online-only”!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Und es kommt noch schlimmer: Die nächste Generation Bank Kunden ist “online-only”!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Für$die$Studie$analysierte$Bain$die$Entwicklung$von$121$Banken$aus$der$Europäischen$Union,$
den$vier$wachstumsstärksten$GUSAStaaten,$Südafrika$und$der$Türkei$in$den$Jahren$2007$bis$
2012.$Das$Ergebnis:$Im$Durchschnitt$fiel$die$Rendite$der$risikogewichteten$Aktiva,$der$
sogenannte$RoRWA,$bis$2012$auf$0,5$Prozent.$2010$hatte$sie$sich$immerhin$noch$auf$1,3$
Prozent$belaufen.$Dies%entspricht%für%2012%einer%Eigenkapitalrendite%(RoE)%von%4,9%Prozent,%die%damit%weit%unter%den%Kapitalkosten%der%Banken%liegt.%
Nur wenige europäische Banken haben in den letzten 7 Jahren ihre
Kapitalkosten verdient.!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Was würde passieren wenn sie innerhalb von drei Jahren 0,1%
weniger Einlagen auf den Girokonten hätten?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Was würde passieren wenn sie innerhalb von drei Jahren 0,2%
weniger Einlagen auf den Girokonten hätten?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Was würde passieren wenn sie innerhalb von drei Jahren 0,5%
weniger Einlagen auf den Girokonten hätten?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 36!
Wie viel sind 0,5% der Einlagen auf den Girokonten?!
! Privatpersonen in DE = 200 Milliarden Euro Einlagen auf Giro- & Tagesgeldkonten!
! 0,5% = 1 Milliarden Euro Einlagen!
! Bei 5% Eigenkaptialquote bedeutet das 20 Milliarden Euro weniger an Krediten!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 37!
Wie könnte das passieren? Z.B. durch ApplePay?!
! Apple hat >800m iTunes Benutzer, +500k neue jeden Tag!!
! iOS ist bereits heute führend im Mobile Payment: >60% mPayment Marktanteil in USA!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 38!
Wie könnte das passieren? Z.B. durch ApplePay?!
! Apple hat >800m iTunes Benutzer, +500k neue jeden Tag!!
! iOS ist bereits heute führend im Mobile Payment: >60% mPayment Marktanteil in USA!
Und es gibt noch weitere Konkurrenten die den Bankenmarkt stürmen:!
! Google, Facebook, Amazon, Microsoft, AliBaba & PayPal haben Banklizenzen in Europa!
! In DE alleine gibt es aktuell über 100 FinTech Startups!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 39!
Wie könnte das passieren? Z.B. durch ApplePay?!
! Apple hat >800m iTunes Benutzer, +500k neue jeden Tag!!
! iOS ist bereits heute führend im Mobile Payment: >60% mPayment Marktanteil in USA!
Und es gibt noch weitere Konkurrenten die den Bankenmarkt stürmen:!
! Google, Facebook, Amazon, Microsoft, AliBaba & PayPal haben Banklizenzen in Europa!
! In DE alleine gibt es aktuell über 100 FinTech Startups!
Was passiert wenn >800m iTunes Benutzer 50€ in Ihrem iTunes Wallet halten? " Dann liegen 40 Milliarden Euro weniger auf den Girokonten! !
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 40!
Wie könnte das passieren? Z.B. durch ApplePay?!
! Apple hat >800m iTunes Benutzer, +500k neue jeden Tag!!
! iOS ist bereits heute führend im Mobile Payment: >60% mPayment Marktanteil in USA!
Und es gibt noch weitere Konkurrenten die den Bankenmarkt stürmen:!
! Google, Facebook, Amazon, Microsoft, AliBaba & PayPal haben Banklizenzen in Europa!
! In DE alleine gibt es aktuell über 100 FinTech Startups!
Bei 5% Eigenkapitalquote wären das bis zu!
800 Milliarden Euro Kapital!Was passiert wenn >800m iTunes Benutzer 50€ in Ihrem iTunes Wallet halten?
" Dann liegen 40 Milliarden Euro weniger auf den Girokonten! !
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Drei Gedanken…
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn.
2. Banken sind heute ein “low involvment business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Drei Gedanken…
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn.
2. Banken sind heute ein “low involvment business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!
Banken müssen im Leben der Kunden relevant werden (und nicht nur notwendig). !
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadershipto be continued…!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!
Services & Consulting for
Digital Leadership
Teil 2: Noch nie war der Appetit nach Innovationen größer!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Innovation!!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Innovation?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
2001! 2007!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
2001! 2007!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
2001! 2007!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
2001! 2007!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Innovation auf Geschäftsmodellebene!! Value Proposition & Geschäftsmodell!
! Produkt- und Serviceportfolio!
! Ökosysteme!
! Vertriebskanäle!
! …!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Innovation auf Geschäftsmodellebene!! Value Proposition & Geschäftsmodell!
! Produkt- und Serviceportfolio!
! Ökosysteme!
! Vertriebskanäle!
! …!
Innovation auf Produktebene!! User Experience!
! User Experience!
! User Experience!
! GANZHEITLICH!!!!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Innovation auf Geschäftsmodellebene!! Value Proposition & Geschäftsmodell!
! Produkt- und Serviceportfolio!
! Ökosysteme!
! Vertriebskanäle!
! …!
Innovation auf Produktebene!! User Experience!
! User Experience!
! User Experience!
! GANZHEITLICH!!!!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
You’ve got to start with the customer experience and work back toward the technology – not the other way around.!
- Steve Jobs!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 58!
Wie kann eine Digitale Strategie entwickelt werden, die alle Innovationsaspekte abdeckt?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
! The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy LandscapeServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 3.2 (Jan 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT
CONTEXT DRIVERS
Business!
Technology!
Brand!
User Experience!
Governance!
Ökosysteme!
Erstmalig existiert ein vollständig verstandenes und durchdekliniertes Vorgehensframework zur digitalen Strategie!!!Das Framework ist durchdekliniert bis hin zu einzelnen Artefakten, Teilvorgehensweisen, Abhängigkeitsgraphen, Best Practice Deliverables und Templates.!
“Das Digital Leadership Strategy Framework”!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
! The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy LandscapeServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 3.2 (Jan 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT
CONTEXT DRIVERS
Business!
Technology!
Brand!
User Experience!
Governance!
Ökosysteme!
“Das Digital Leadership Strategy Framework”!
Wir brauchen einen integrierten Ansatz!!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Innovation auf Geschäftsmodellebene!! Verbinden von verschiedenen Bereichen
(Strategie, operatives Business, Produkt-management, UX...) !
! Innovations-Workshops!
! Business Model Canvas!
! Blue Ocean Strategy!
Innovation auf Produktebene!! “User-zentriert & Business Focused” !
! Strukturierter Prozess zur Produktentwicklung!
! Multidisziplinärer Ansatz!
! End-to-End Sicht auf Produktdefinition!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Stakeholders! Expected Benefits!
Overall Direction! “The Product”! Costs! Business Case! Approach &
Plan!Stakeholder identification!!Personas!!Initial market & competitive analysis!!Other inputs to needs!
Departmental inputs!!Benefits identification!!Benefits breakdown !BI & Analytics review!!Initial opportunity identification!
Vision!!Goals!!Business objectives!!Project Motivation!
Key user tasks!!
Cross-channel experience journeys!!
Scope Landscape!!
Roadmap!!!
Content org model!Site org model!
Technical architecture! !Draft cost breakdown!!Initial project plan!!Organisational setup post launch!!Cost assumptions!
Business case!!Funding options!!Business Case presentation!
Initial draft plan till go-live!!Project plan strategy & concept phase!
1! 2! 3! 4! 5! 6! 7!
Das Digital Leadership Strategy Framework: die 7-Prozessschritte "
62"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
Wie funktionieren Produktinnovationen
in der realen Welt?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 64!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 65!
Arno Dübel: vielleicht Deutschland’s faulster Arbeitsloser.!
Ein guter Kunde?!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 66!
Für offline!NEIN.!
Für online!JA !!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 67!
1. Segmente definieren!
2. Personas entwickeln!
3. Bedürfnisse verstehen!
! !
Arno Dübel „Retail partnership seeker“!Prio 1-5!
Banking behaviour and attitude !
Number of banks! 2 (Sparkasse Lüneburg, Volksbank)!
Primary bank ! Sparkasse!
Banking likes ! Better than average conditions, quality, agreeable but somewhat business-like atmoshpere, late opening hours, politeness!
Banking dislikes! Automated bank without employees, ineffective handling of her issues, not precise information!
Banking fears ! Handling her affairs not effectively because they do not know her background enough!
Service frustrations ! Not enough attention, different information from different bank staff!
Literacy and devices!
Computer Literacy! Medium, rarely buys online!
Finance Literacy! Reads finance news on the internet and newspaper, modest knowledge but high interest, discussing business options with financially educated friends!
Devices! PC, Windows phone, Android tablet ( jointly used by partner)!
Proposition Matrix!
Brand affinity ! Weak Advocate!
Products u. Mngmt! Current and savings account, little investment!
Advice type ! Personal, detailed, deeply sensitive, regular contact, proactive, does not want to have advice on familiar products, email!
Financial evolution! Savings and investment!
Up and cross selling! Bonds and funds, personal loan!
Key data 5!Age: ! 54!
Location: ! Berlin!Language: ! Deutsch!
Education: ! BA, Univ.!Income: ! €1 k!Assets: ! €5k!Group size ! 823 000! !Lifestyle!Background: !• Lives together with husband!!Life goal: !• Having kids!• Career is less important then a good quality of life!!Life events: !• Having kids, traveling !• helping parents!
5!Top Prio: 5!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 68!
1. Segmente definieren!
2. Personas entwickeln!
3. Bedürfnisse verstehen!
! !
Elise „Retail partnership seeker“!Prio 1-5!
Banking behaviour and attitude !
Number of banks! 2 (HSBC, Crédit Lyonais)!
Primary bank ! Axa!
Banking likes ! Better than average conditions, quality, agreeable but somewhat business-like atmoshpere, late opening hours, politeness!
Banking dislikes! Automated bank without employees, ineffective handling of her issues, not precise information!
Banking fears ! Handling her affairs not effectively because they do not know her background enough!
Service frustrations ! Not enough attention, different information from different bank staff!
Literacy and devices!
Computer Literacy! Medium, rarely buys online!
Finance Literacy! Reads finance news on the internet and newspaper, modest knowledge but high interest, discussing business options with financially educated friends!
Devices! PC, Windows phone, Android tablet ( jointly used by partner)!
Proposition Matrix!
Brand affinity ! Weak Advocate!
Products u. Mngmt! Current and savings account, little investment!
Advice type ! Personal, detailed, deeply sensitive, regular contact, proactive, does not want to have advice on familiar products, email!
Financial evolution! Savings and investment!
Up and cross selling! Bonds and funds, personal loan!
Key data !Age: ! 33!
Location: ! Le Havre!Language: ! French!
Education: ! BA, Univ.!Income: ! €1.5k!Assets: ! €5k!Group size ! 823 000!
!Lifestyle!Background: !• Lives together with husband!!Life goal: !• Having kids!• Career is less important then a good quality of life!!Life events: !• Having kids, traveling !• helping parents!
5!Top Prio: 5!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 69!
Benefits sought
Improved service- Areas
Family bankingDaily banking
Fin. analysis & planning
Information
Payment features
Save & invest
Help & supportNotifactions
Advice
Efficiency
Ubiquity (everywhere)User Experience
Human
Simplicity
ProactivitySecurityControl
Flexibility
Improved service - Attributes
Human
SimplicityControl
Proactivity
Usable product info.
Higher share of wallet- Attributes
Higher share of wallet- Areas
Discovery of products
Long-term fin. advisoryProduct infos - loans
Information
Efficient purchasing
Family banking
Higher share of wallet- Tools
Simulations
Help & SupportAdvice
Trust
InformationRewards
Social & sharing
Advice
ControlVoice
Customer Retention
Human advice
Simplicity
Activation- Attributes
Activation- Areas
Help
InformationOvercoming resistance
Discovery of products
Simple product infosInformation
Comparing products
Detailed product infos
Family bankingEfficient purchasingProduct infos - loans
Personalization
Acquisition- Areas
Simulations
Acquisition- Tools
Based on an assessment of the eleven segmentsVery important ImportantCritical
significantly more important
Zusammenfassung Bedürfnisse!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 70!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 71!
Die Vision!
The Next Generation Digital Channels will Icatur. Ta consequibus, nes re, officid ellamus et doluptatios nihicipit, que es nus, iumque conserum ipis voles doluptate ni inis pa se ipiento ribus.!
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Volorem eost, totae commodit, comnis res volorum eicillibus, quam eostrun tissunt liatiorion net ipsum que volorror aute volupta tectem quas doluptatur? Ellest, voles et reicatiis dis doluptibus, quossus apedis doluptium ad quibus el ium, offictatur, core.!
Nutzerbedürfnisse!
Geschäftsziele!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Von Bedürfnissen hin zu Anforderungen!
“I need to be able to talk to my bank online”!
1!Nutzerbedürfniss! 1. Online chat!
2. Phone !3. Skype!4. E-mail!5. Callback!6. OBO (On Behalf of
Management)!
3!
Anforderung!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Das tatsächliche Kundenbedürfniss ist die Kommunikation mit der Bank.!
73$
Bank Advisor Messages!
Tech Support!
Marketing Campaigns!
Targeted Offers!
Contractual (Terms, etc)!
Statements!
PFM Notifications!
Save & Invest Notifications!
Todos: Zoomit Own Reminders!
Site Outages!Maintenance!
Security!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Das tatsächliche Kundenbedürfniss ist die Kommunikation mit der Bank.!
74$
Bank Advisor Messages!
Tech Support!
Marketing Campaigns!
Targeted Offers!
Contractual (Terms, etc)!
Statements!
PFM Notifications!
Save & Invest Notifications!
Todos: Zoomit Own Reminders!
Site Outages!Maintenance!
Security!
Phone!
Skype!
Mail!
SMS!
On-Site Chat!
Secure Msg.!
Mobile Push Notification!
Onsite!Notification!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Das tatsächliche Kundenbedürfniss ist die Kommunikation mit der Bank.!
75$
Bank Advisor Messages!
Tech Support!
Marketing Campaigns!
Targeted Offers!
Contractual (Terms, etc)!
Statements!
PFM Notifications!
Save & Invest Notifications!
Todos: Zoomit Own Reminders!
Site Outages!Maintenance!
Security!
Communication Center!Central communication clearing, tracking communication history and taking into account customer communication preferences. !
Channel Preferences!
History!
Opt-in/Opt-out!
Phone!
Skype!
Mail!
SMS!
On-Site Chat!
Secure Msg.!
Mobile Push Notification!
Onsite!Notification!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Der funktionale Blueprint ihrer Bank der User- und Geschäfts-anforderungen erstmalig vereinigt!!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 77!
Das zugrundeliegende Priorisierungsmodell!
Contribution Invest!
Contribution Save!
Contribution Insurance!
Bedeutung für die Kunden!
Bedeutung für !das Business!
Komplexität in der Umsetzung!
Impact # customers!
Contribution!Lending!
IT Complexity!
Impact on !utilization!
Impact!Upselling /Equipment!
Organisational !complexity!
Antoine! Brigitte! Lukas!Elisabeth!Marcus!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 78!
Final Scope Landscape!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 79!
Go-to-market scope!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 80!
Roadmapped short-term scope!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership Slide 81!
Dieser Prozess muss mehrfach durchlaufen werden. !
1.! 2.! 3.!
Grobe Ausrichtung!
Markt- & Produkttests! Ausarbeitung!
1 2 3 4 5 6 7!
Source: Digital Leadership Strategy Framework"
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Ein hartes Stück Arbeit – sicher kein Zufallstreffer!!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Ist das überhaupt möglich ???!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Basiskosten!
Zusätzliche Kosten durch Compliance, Basel III / IV …!
t!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Raum für Innovatiönchen?!
Basiskosten!
Zusätzliche Kosten durch Compliance, Basel III / IV …!
t!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Raum für Innovationen!!
Basiskosten!
Zusätzliche Kosten durch Compliance, Basel III / IV …!
t!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
!
3 Thesen:!! Weitere Filialen werden geschlossen werden müssen!
! Viele Filialen sind bereits geschlossen – ohne dass eine gute Alternative bestand!
! Wenn kein Geld für eine bessere Alternative aufgebaut wird, wackelt die Zukunft ihrer Bank insgesamt!
Ansatz 1: Schneller Filialen schliessen!
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
0:00! 24:00!
1!2!4!
6!
8!
12:00!6:00! 18:00!
# Instanzen!
# Sessions!
Bisher 8 Instanzen!# Sessions!
10k!
8k!
5k!2k!1k!
Einsparpotenzial im Online Banking: Dynamik der Cloud-Infrastruktur zum Beispiel bei schwankenden Nutzungszahlen über den Tag genutzt werden.!
© Copyright 2014 Digital Leadership GmbH!Digital Leadershipto be continued…!
Und dann haben Sie die Mittel in diesem Spiel mitzuspielen !
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Stefan Dieffenbacher Digital Leadership GmbH
Dirk Emminger Finanz Informatik Technologie Service
Dr. Oliver Vins Vaamo Finanz AG
Julian Setzer ING-DiBa AG
Tobias Drews RaboDirect Deutschland
Thorsten Hahn BANKINGCLUB GmbH
Herzlich Willkommen zur BANKINGLOUNGE „Digitale Transformation für Banken –
Mitspielen oder untergehen“
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
Services & Consulting for
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!Digital Leadership
We’ll take you to the top.!
Stefan F. Dieffenbacher!Executive MBA, PMP, CPM, Scrum Master!Managing Director!
Digital Leadership GmbH!Landsberger Straße 217!D-80687 München!
+49 (0)176 / 638 020 11!+49 (0)89 / 748 600 32!sd@digital-leadership.net!www.digital-leadership.net!!
mobile:!office:!
e-mail:!Internet:!
Alexander Schmid!Dipl.-Inform. (FH)!Partner!
Digital Leadership GmbH!Landsberger Straße 217!D-80687 München!
+49 152 / 215 65 847 !+49 (0)89 / 748 600 32!as@digital-leadership.net!www.digital-leadership.net!!
mobile:!office:!
e-mail:!Internet:!
Wir freuen uns auf spannende Gespräche und Herausforderungen im Bereich digital !!
Für mehr Informationen über das Digital Leadership Strategy Framework oder wenn Sie ein spannendes Thema mit uns diskutieren möchten: kontaktieren Sie uns jederzeit!!
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