A few weeks ago we published a post where we presented a personal vision according to the 5 things to take in account when deploying our digital banking channel to people; a vision that focused on how clients related to the financial entity. Well, this is only one side of the coin, certainly the most relevant one but there surely is another one: how do we accompany efficiently the financial entity staff in its daily management of clients and business in a new digital environment, where the closeness of the face-to-face channel is replaced by the “anonymity and coldness” of digital channels.
In a process of increasing adoption of digital relationships, the digital banking platform must equip the financial institution and its staff with the tools that allow them to carry out an efficient, personalized and aligned management with corporate strategy.
1. Facilitate a comprehensive management of customer interactions that allows to obtain relevant information and advancing needs, both at the group level – it’s difficult to always reach a level of granular management - as individual. Sales actions have always been based primarily on personal relationships, digital platforms must facilitate the execution and follow-up of proactive, flexible sales actions adapted to different channels.
2. Monitor and act on the platform, resolve what is happening and act in a timely manner, either in relation to business or purely technical issues or needs; The operational support requires considering both business and technical aspects. Facilitating a collaborative action of the different teams of the Bank staff is a sure bet for efficiency and customer satisfaction.
3. Data, huge amounts of data from our customers that can potentially help us in different aspects of our relationship with them as being more efficient sales actions or increasing their satisfaction by adapting the customer experience of our channels to their needs. However, making non-rational use of data can lead users to make unwise decisions or even collapse. Adequately organizing data and facilitating rational access to data is a necessary first step towards data-driven management.
4. The management of regulatory compliance lies generally on Core Banking or on external systems. Although digital channels are increasingly important in this relevant, restrictive and in some cases changing. Providing the staff of the financial entity with the ability to manage compliance aspects wherever customer interactions occur is an aspect that should be, at least, considered.
5. At least but not last, any management tool of a digital platform must be self-supervised respecting to the risk of a human error; Possible errors in this management are instantly propagated - is the digital magic - affecting a large potential number of customers. This results in both an adequate UX and the provision of competent monitoring and double-checking mechanisms to allow an acceptable management of this potential risk.
In the overall process of continuous digital transformation there are other equally relevant aspects that must be taken in account such as the role of Offices and Channels, transparency and corporate social responsibility or the agility in the creation and commercialization of new products and services, whether owned or not, in which digital platforms have or should also have a leading role.