Kantoor of . ALAIN : Capgemini Financial Services Analysis, 2015; 2015 Retail Banking Voice of the Customer Survey, Capgemini Global Financial Services

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<ul><li><p>Kantoor of Koffiebar</p><p>Alain SwolfsMarket Unit Leader Banking &amp; Insurance</p><p>alain.swolfs@capgemini.com</p><p>Bessenveldstraat</p><p>Brussels, Belgium</p><p>Mobile:+32 (0)494 32 13 85</p><p>mailto:alain.swolfs@capgemini.com</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Japan</p><p>Taiwan</p><p>Philippines</p><p>Malaysia</p><p>Singapore</p><p>VietnamIndia </p><p>Peoples Republic of </p><p>China</p><p>United Arab </p><p>Emirates</p><p>Saudi Arabia</p><p>All of Europe</p><p>Morocco</p><p>South AfricaArgentina</p><p>Chile</p><p>BrazilColombia</p><p>Guatemala</p><p>Mexico</p><p>United States</p><p>Canada</p><p>Capgemini Group </p><p>Australia</p><p>New Zealand</p><p>North America</p><p>10,384</p><p>UK &amp; Ireland</p><p>8,766</p><p>Nordic</p><p>4,145</p><p>Germany &amp; Central Europe</p><p>10,596</p><p>Latin America</p><p>10,384</p><p>Morocco</p><p>1,102</p><p>Iberia </p><p>4,574India</p><p>56,006Italy</p><p>2,872</p><p>Group workforce: 143,643Working offshore: 67,404</p><p>France </p><p>22,535</p><p>Benelux</p><p>8,547</p><p>Iberia </p><p>4,574</p><p>Middle East &amp; Africa</p><p>62</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Script voor vandaag </p><p>Date Scene Take</p><p>De vraag is welke functies van een bank, Google gaat </p><p>overnemen.</p><p>Vandaag zijn er 3.738 of 463 minder bankkantoren </p><p>dan in 2009 </p><p>Customer experience Index (CEI) Kanalen</p><p>Winst</p><p>Bedreiging</p><p>Toekomst</p><p>1 2</p><p>3</p><p>4</p><p>5</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Onderscheiden</p><p>The road to Loyal Customers</p><p>Price</p><p>ServiceProduct</p><p>Customer Experience</p><p>Distinctive by value added servicesCommodity</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Thought Leadership </p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>By analysing customers experience across 80 different touch-points, Capgeminis CEI is among the most accurate measures of customer experience available.</p><p>Dimensions of Capgeminis Customer Experience Index (CEI)</p><p>CEI</p><p> Current, Depository Accounts &amp; Payments</p><p> Credit Cards Loans Mortgages</p><p> Information Gathering Transacting Problem Resolution Account Status &amp; History</p><p> Branch Internet Mobile Phone Social Media</p><p>2015 Customer Experience Index (CEI)</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>2015 Customer Experience Index (CEI)</p><p>Western Europe</p><p> Austria (76.2)</p><p> Belgium (69.2)</p><p> Denmark (69.5)</p><p> Finland (74.5)</p><p> France (69.6)</p><p> Germany (70.8)</p><p> Italy (72.6)</p><p> Netherlands (73.4)</p><p> Norway (68.1)</p><p> Portugal (73.6)</p><p> Spain (73.7)</p><p> Sweden (69.3)</p><p> Switzerland (73.7)</p><p> U.K. (73.9)</p><p>Middle East &amp; Africa</p><p> Saudi Arabia (67.9) </p><p> South Africa (76.7)</p><p> UAE (64.7)</p><p>Increase in CEI from 2013</p><p>Legend:</p><p>Decrease in CEI from 2013</p><p>Latin America</p><p> Argentina (76.8)</p><p> Brazil (71.1)</p><p> Mexico (76.4)</p><p>North America</p><p> Canada (78.9)</p><p> U.S. (76.6)</p><p>Asia-Pacific</p><p> Australia (76.4)</p><p> China (69.7)</p><p> Hong Kong (65.8)</p><p> India (70.9)</p><p> Japan (61.9)</p><p> Singapore (71.4)</p><p>Central Europe</p><p> Czech Republic (77.5) </p><p> Poland (73.6)</p><p> Russia (75.8)</p><p> Turkey (76.1)</p><p>Overall stagnating CEI with a marginal drop of 0.8 perc points to 72.7 in 2015</p><p>Customer Experience Index, by Country, 20132015</p><p>69,271,874,2</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Percentage Point Change from 2014</p><p>Netherlands</p><p>56.3%</p><p>Germany</p><p>48.4%</p><p>France</p><p>45.4%</p><p>Positive CEI, 2015</p><p>Western Europe</p><p>49.9%</p><p>Western Europe</p><p>11.7%</p><p>Netherlands</p><p>12.9%</p><p>Germany</p><p>15.2%</p><p>France</p><p>16.1%</p><p>Negative CEI, 2015</p><p>9.5</p><p>10.9</p><p>10.2</p><p>10.5</p><p>6.8</p><p>13.5</p><p>10.9</p><p>4.2</p><p>13.1</p><p>8.2</p><p>Percentage Point Change from 2014</p><p>Belgie onder aan de ladder betreffende positieve klantenervaring</p><p>Source: Capgemini Financial Services Analysis, 2015; 2015 Retail Banking Voice of the Customer Survey, Capgemini Global Financial Services</p><p>Positive and Negative Customer Experience, by Country (%), 20142015</p><p>Belgium</p><p>14.9%</p><p>Belgium</p><p>45.4%</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Generation Y (18-34 jarigen) </p><p>206 Bones </p><p>207th Bone</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>74,0</p><p>72,2</p><p>70,4</p><p>73,0</p><p>75,0</p><p>68,3</p><p>67,166,8</p><p>70,6</p><p>Others</p><p>Gen Y</p><p>Belgie en zijn generation Y</p><p>BelgiumNetherlands</p><p>Germany France</p><p>WesternEurope</p><p>The lower customer experience levels of Gen Y customers can be attributed to their higher expectations and banks need to put in higher efforts to impress upon these customers.</p><p>Belgium has the highest difference in the CEI levels </p><p>of Gen Y and Other Customers</p><p>Customer Experience Index for Gen Y customers vs. Others, by Region, 2015</p><p>64.8</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Gen Y, maakt een belangrijk deel uit van de Belgische bevolking</p><p>Percentage of Gen Y of the total population of the country </p><p>28-30%24-26%</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Kanaal voorkeur van de klant</p><p>Branches Digital Channels</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Gen Y drijft het mobilekanaal 2014</p><p>Branch</p><p>Internet</p><p>Mobile</p><p>Branch</p><p>Internet</p><p>Mobile</p><p>Branch</p><p>Internet</p><p>Mobile</p><p>Branch</p><p>Internet</p><p>Mobile</p><p>20%</p><p>40%</p><p>60%</p><p>80%</p><p>100%</p><p>10% 20% 30% 40% 50% 60%</p><p>Importancea vs Positive Experienceb with Channel for Gen Y Customers and Others, 20112014</p><p>Customers with positive experience with channel (%)</p><p>Ch</p><p>ann</p><p>el Im</p><p>po</p><p>rtan</p><p>ce (</p><p>%)</p><p>Gen Y 2014 Others 2014Gen Y 2011 Others 2011</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Belgie kent een daling in gebruik van het internet kanaal in 2015</p><p>Branch</p><p>3.8pp</p><p>5.1pp</p><p>7.4pp</p><p>6.3pp</p><p>5.1pp</p><p>Internet</p><p>5.0pp</p><p>(0.4pp)</p><p>11.4pp</p><p>3.1pp</p><p>11.4pp</p><p>Mobile</p><p>8.6pp</p><p>12.3pp</p><p>12.5pp</p><p>3.9pp</p><p>7.6pp</p><p>Social Media</p><p>1.2pp</p><p>4.6pp</p><p>6.3pp</p><p>3.8pp</p><p>4.4pp</p><p>Germany</p><p>France</p><p>Western Europe</p><p>Netherlands</p><p>Changes in Channel Usage, by Country (Percentage Point), 20142015</p><p>Increase in usage</p><p>Decrease in usage</p><p>Note: Numbers represent percentage point change in channel usage from last yearSource: Capgemini Financial Services Analysis, 2015; 2015 Retail Banking Voice of the Customer Survey, Capgemini Global Financial Services</p><p>Belgium</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Gen Y klanten bepalen het gebruik van het mobile kanaal </p><p>Gen Y Others</p><p>Re</p><p>spo</p><p>nd</p><p>en</p><p>ts (</p><p>%)</p><p>Re</p><p>spo</p><p>nd</p><p>en</p><p>ts (</p><p>%)</p><p>Branch usage is clearly higher for others age groups, however, for the research purpose usage of internet channel is almost same across all age groups.</p><p>Note: Question asked, Where did you first hear about the product?, Where did you research/get advice about the product?, and Where did you apply for this product? Source: Capgemini Financial Services Analysis, 2015; 2015 Retail Banking Voice of the Customer Survey, Capgemini Global Financial Services</p><p>Channels Customers Used in Belgium, by Lifecycle Stage(%), 2015</p><p>47.7%</p><p>35.5%</p><p>3.2%</p><p>45.6%</p><p>37.7%</p><p>2.4%</p><p>49.9%</p><p>34.3%</p><p>3.6%</p><p>Branch Internet Mobile Phone Social Media</p><p>Research</p><p>35.8%</p><p>30.6%</p><p>1.4%35.5%</p><p>37.6%</p><p>2.8%</p><p>37.6%</p><p>28.7%</p><p>2.6%</p><p>Branch Internet Mobile Phone Social Media</p><p>Research</p><p>16.6%</p><p>10.8%</p><p>10.4%</p><p>9.2%</p><p>9.2%</p><p>14.1%</p><p>3.2%</p><p>5.1%</p><p>2.9%</p><p>15.5%</p><p>13.3%</p><p>17.0%</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>De Impact van klanten gedrag op de winstgevendheid</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Bijna alle landen tonen een achteruitgang in winstgevend klanten gedrag</p><p>Stay Refer Buy</p><p>Likelihood</p><p>Unlikelihood</p><p>(6.7pp) 5.5pp (13.3pp) 11.3pp (20.8pp) 26.5pp</p><p>(6.0pp) 5.1pp (12.5pp) 13.7pp (22.2pp) 30.5pp</p><p>Germany</p><p>France</p><p>Western Europe</p><p>Netherlands</p><p>3.4pp 4.4pp 9.2pp 8.2pp (12.9pp) 20.3pp</p><p>(7.8pp) 4.2pp (6.8pp) 8.1pp (16.7pp) 41.2pp</p><p>(1.3pp) 3.6pp (3.8pp) 9.7pp (17.2pp) 25.7pp</p><p>Changes in Profitable Customer Behaviors, by Country (Percentage Point), 20142015</p><p>Belgium</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>De complexiteit van het product bepaalt de keuze van de bank</p><p>71.9%</p><p>Current Accounts</p><p>MortgagesCredit Cards</p><p>Loans</p><p>60.6% 55.4% 47.8%</p><p>52.3% 44.0% 49.1%</p><p>72.9% 61.3% 64.4% 55.0%</p><p>71.6% 55.6% 51.7% 55.8%</p><p>64.6% 42.6% 39.0% 40.0%</p><p>69.7%</p><p>Share &gt;60%</p><p>Share 50-60%</p><p>Share </p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Banking Options</p><p>De bedreiging</p><p>One Stop Shops</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Brett King</p><p>BANK 3.0</p><p>Why Banking is no longer</p><p>somewhere you GO, But</p><p>Something you DO </p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Meer en meer niet traditionele spelers doen hun intrede</p><p>Disintermediation of Banks across the Customer Value Chain</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p> Customer sees multiple touch points as part of the same brand.</p><p> Single view but banks operate in functional silos</p><p> Customer sees multiple touch points independently</p><p> Channels are functional &amp; technical silos.</p><p>Totaal ervaring </p><p>Single Channel Multi Channel Cross Channel All Channel experience</p><p>ATM Call CentreOnline Banking Internet Banking Video Banking Virtual BankingMobile Banking</p><p>1967 1980 1990 2000 201? 201?2010</p><p>Single Channel</p><p> Customers experience single touchpoint</p><p> Banks have a single type of touchpoint</p><p>Inside Out Paradigma Shift Outside InInside Out Paradigma Shift Outside InInside Out Paradigma Shift Outside In</p><p>Multi Channel Cross Channel All Channel experience</p><p> Customer experience a brand, not a channel within a brand</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Klant is koning</p><p>Enriching Experience throughout the Entire Customer Journey</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Source: Future of Bank Branches, April 2013, Capgemini Consulting</p><p>Leve</p><p>l of </p><p>Dig</p><p>itiz</p><p>atio</p><p>n</p><p>Hig</p><p>hLo</p><p>w</p><p>Low High</p><p>Level of Online / Offline Coordination Achieved</p><p>The Shop</p><p>The Digital Pod</p><p>The Pharmacy</p><p>The Lounge</p><p>Vier typen van Bankkantoren</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Digital Pod: Gericht op een</p><p>vooruitstrevende en overweldigende</p><p>digital experience</p><p>Level of Customer Intimacy Level of Advice ComplexityBranch Format</p><p>The Digital Pod</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Pharmacy: Zeer goede coordinatie tussen</p><p>kanalen, zowel fysiek als digitaal</p><p>Level of Customer Intimacy Level of Advice Complexity</p><p>The Pharmacy</p><p>Branch Format</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Shop: Ideaal voor studenten, nieuwe en </p><p>bestaande klanten met standaard</p><p>behoeften</p><p>Level of Customer Intimacy Level of Advice ComplexityBranch Format</p><p>The Shop</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>Lounge: Vooral gericht op het bouwen van </p><p>duurzame relaties met klanten</p><p>Level of Customer Intimacy Level of Advice ComplexityBranch Format</p><p>The Lounge</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>JA... DIT IS EEN BANKKANTOOR</p></li><li><p>&gt;&gt; 0 &gt;&gt; 1 &gt;&gt; 2 &gt;&gt; 3 &gt;&gt; 4 &gt;&gt;</p><p>May The </p><p>Force </p><p>Be With You</p></li></ul>