Objavljeno: 17. 2. 2016 in Blog

Primer iz bankarskog sektora

U Centralnoj Evropi banke su najnaprednije kompanije i prve prihvataju digitalnu ekonomiju. Ali i za njih i dalje postoji mnogo posla koji treba da se obavi.

Prema različitim izveštajima, u Centralnoj Evropi su finansijske institucije, prvenstveno banke, najnaprednije kompanije i one se prve adaptiraju na digitalnu ekonomiju. Glavni pokretač promena u njima je da, prelaskom na digitalno poslovanje, smanjuju torškove i istovremeno lakše dolaze do novih klijenata i tržišta.

Nakon ulaganja mnogo truda i resursa (uključujući i finansijske), banke sada prikupljaju podatke prve faze njihove digitalne transformacije. Kakvi su ti rezultati? (Ovde ćemo se fokusirati samo na jedan deo bankarskog poslovanja, namerno ostavljajući specifične finansijske rezultate zasnovane na zaslugama menadžmenta)

1. Online i Internet bankarstvo. Prvo online, a nakon toga Internet bankarstvo postalo je obavezno za sve banke. Rezultati su veoma dobri, jer banke znatno smanjuju svoje troškove po transakciji i brane svoje tržište od konkurencije. Naročito u početku, kada su korisnički interfejsi bili komplikovani i glomazni, sistemi su bili povremeno nedostupni. Bez obzira na ta "štucanja", korisnici su osali lojalni. Čak i kada je cena po transakciji krenula da pada, cena za održavanje naloga i dodatni servisi su i dalje ostali veliki i to su osećali klijenti. Banke su zadržale većinu svojih zaposlenih i nisu imale nameru da relociraju svoje resurse na optimizovaniji način.

2. Portali. Web sajtovi sa velikom količinom sadržaja, često loše organizovani, koji targetiraju različite korisničke segmente, široko su rasprostranjeni. Banke su se fokusirale samo na davanje informacije, ali se nisu otvorile i nisu omogućile transparentnu komunikaciju i saradnju sa klijentima. To je, kao rezultat, obezbedilo beznačajno povećanje poslovnih rezultata.

3. CRM sistemi. Customer Relations Managementi sistemi su predstavljeni kao način za poboljšanje upravljanja klijentima. Na žalost, od tri slova koja sačinjavaju skraćenicu samo "M" znači posao - i odnosi se samo na internu prodaju i tokove, a ne na klijente "C" ili odnose između vlasnika naloga i finansijske institucije "R". CRM-ovi su se dokazali kao interni alati i predstavljaju "kineski zid" između banke i klijenta. Najbolja komunikacija s klijentima je slanje mailova sa nervirajućom, ali poznatom rečenicom: "Ovo je automatizovani e-mail. Molimo vas da ne odgovarate na njega", ili kako ih CRM specijalisti zovu, softisticirano upravljanje kampanjom. Informacije o CRM klijentima dele se između zaposlenih, ali se ne dele kalendari account menadžera, na primer. To dovodi do toga da klijenti dobijaju duplirane ponude - kao pozive iz call centra i u vidu personalnih kontakata od strane account menadžera, kako bi se ugovorio sastanak i pregledao porftolio za eventualno investiranje. Statistike variraju, ali verujemo da čad do 80% CRM implementacija pada na tom ispitu.

4. Mobino bankarstvo. To je sledeći veliki alat za digitalnu transformaciju, ali je i primer "ja, takođe" sindroma. Banke impelentiraju ove opcije s "pola srca", kao način da ostanu u korak s konkurencijom, umesto da promovišu optimalnu upotrebu tehnologije i resursa. Mobilno bankarstvo retko donosi nove korisnike i uglavnom se koristi za pregled stanja na računu.

5. 

5. Custom isn't that custom. All new technologies aren't bringing real personalization for clients. True customization is still far away; what is operational is customer segmentation and that does bring some good results.

The new digital economy brought a set of new applications to data centers in banks and the whole system became more complicated and cumbersome, with additional security and availability issues. But banks didn't use the opportunity created by the lowering of the costs per transaction to reallocate resources and start new, productive initiatives. Regardless of the investment in sophisticated systems, the number of customers is decreasing and there is seldom an online sales upsell.

In the meantime, competition is growing by targeting high margins on transactions, managing accounts and loans. The first new entrants were digital banks that, for not owning physical branches, eliminated all costs in maintaining account managers for clients. They also added free credit cards and increased interest rates on deposits as a way to attract and retain customers. Retail companies (such as Tesco) followed and began offering bank services. Afterwards, mobile operators (such as Telenor, MTS and Polkomtel) entered the market with mobile payment solutions. In parallel, Paypal, Amazon, Apple and many others developed their own solutions to transfer money around and many start-ups pop up every day. There is even an expression for these tech companies focusing on innovation in the financial industry: FinTech.

All these new competitors – even if not all will last for long – have a piece of the cake so far enjoyed by traditional institutions only. All in all, banks are under heavy pressure and it shows by the number of employees let go every year and the number of banks sold or closed.

What is the solution? As any other companies, banks need to review their strategy and endorse the new digital reality: adjust, update and change strategies in order to to account for the new ecosystem and its digital element. Banks need to implement a new business model and change both why and how they create value for clients, reallocating resources in line with the new strategies and modifying the ways they make and manage profit.

Banks need to understand that their main assets are customer data, communication channels and content. In regard to customer data, banks need to figure out from a business perspective what they want to know about their clients. Then they need to compare this desired information with the actual data they already own and define ways to get the information they lack. Banks also need to analyze the functionality and improve their communication channels aiming at achieving a real omnichannel and personalized collaboration.

The most critical asset is content. Content refers to information about products and services and the way this data is presented. There is a big gap at the moment. All of this has to be part of the new strategy.

Stop bluntly investing in social, mobile, analytics and cloud and reassess strategy. This doesn’t mean that everything has to be digital and only digital. Recently, we are witnessing some digital only banks are opening information centers (a.k.a: branches). Read our blog entries on the value of information and the four levels of digital adaptation, as well as our digital transformation methodology, for more information.

Photo Credit: JD Hancock/Flickr

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