Managing Demand for Automated Branch

ServicesJay Bourne, Senior Operations Manager, Nationwide (UK)

A few facts about us

UK’s largest mutual

Formed in 1846 Top 3 provider of savings and mortgages

c. 14m members

Original crowd funding model

Owned by members

...not shareholders This means…

Stakeholders’ and members’ interests are the same

Mainly funded by our members’ deposits

Our assets are mainlyUK residential mortgages

Enables a longer term strategic focus

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Multi-accountview

A few facts about us

Internal Self ServiceExternal CashInternal CashBalance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN UnlockCheque DepositCash Deposit

Balance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN Unlock

Balance EnquiryBill PaymentCash WithdrawalMiniStatementMobile Phone TopUpPIN ChangePIN UnlockEnvelope Deposit

183 Machines located in 178

branches

700 Machines located in 561

branches487 Machines located in 356

branches

Business alignment

BACKGROUND

Self-Service Capabilities

Technology Focus Service focus Customer

focusBusiness focus

SOLUTION DEVELOPMENT

Our first attempt

1 3 5 7 9 11 13 15 17 19 21 2375.00%80.00%85.00%90.00%95.00%

100.00%

0.00%2.00%4.00%6.00%8.00%10.00%12.00%

Availability v Customer Served

Customer demand Availability

Availability

Customers Served

Service Line Demand

Full Service Site Demand

Full Service DemandUtilisation and Customer Experience

.

Align and define Build Exploit

Business Context

Retail Strategy Digital Strategy

Capability Definitions

Output Definitions

Define Simulations Reporting Capabilities

Vision & Outcome

Develop Questions Identify Opportunities

Data Gathering

Desktop Analysis Service Scenarios Observational Analysis

Test Integration

Tool OutputTarget State

Function Mode Governance Model

Operational Reporting Design

Integration

Next Steps

Confidence Testing Real World

Comparisons

Usage Cases Enhancement

Roadmap

Capability Profile Transaction Profile Customer Profile

SOLUTION DEVELOPMENT

Structured Approach

STRATEGIC AIM THEMES

SOLUTION DEVELOPMENT

Align and Define

Understand how well the Self Service network meets the demand of its customers for all service lines

Provide support services tailored to meet the demand of the customers and the impact on the branch environment and staff

Understand how much headroom we have on site to migrate transactions from the counter or introduce new service lines

How available are services when customers want to use them?

How does demand impact customer experience e.g. wait times?

How long do transactions take and how does that vary?

What factors impact the transaction time?

What headroom exists on the network to support migration of traffic?

How can we further reduce the overhead of ATM support on our branch colleagues?

QUESTIONSMigrate traffic off of the counter to free up staff time for value add transactions

Align Self-service capability with online and mobile service for consistent look and feel across channels

Transaction timings, distribution of time taken for customer to complete transactions

Distribution of customer arrival patterns over the day

Transaction mix carried out by branch customer using the site

Length of queue before customers begin to walk away

SOLUTION DEVELOPMENT

Build

Access hours

Service Configuration

CustomerBehaviour

Number and type of devices e.g. internal cash, internal Self-service, external cash

Device configuration, functionality available on devices

Number of queues to devices e.g. 1:1 or 1:many

SOLUTION DEVELOPMENT

Exploit

Video

Next steps

• Capacity planning with the physical cash values. • Planning for most effective use of headroom• Cost of service at transactional level by branch• Improvement plans for customer and branch

experience• Understand customer experience and used as part of

risk based decision on design• Changing support model

Summary

• Disciplined approach makes efficient use of time• Agree the question• The observational insight highlighted some great

opportunities• Take your stakeholders with you• Driving to a customer aligned outcome improves team

engagement • The relatively complex can be made to look simple• You do what you’re measured on