Banks must strive to deliver flexibility and personalization while lowering costs and generating profitability.
Increased competition and greater choice have forced many banks to adapt their business models to serve these changing needs.
Some of these models are based on low-cost competition, some on high-touch service and others on accessibility. Large, full-service banks need to defend market share against new entrants and those offer greater specialization, while retaining the ability to meet a wide range of needs and sustain profitability.
Select regional findings include:
- Banking customers generally demonstrate increased sensitivity to high fees or rates on deposits and it is the primary reason that most switch their primary banks.
- US, Canadian and European banking customers cite poor rates on accounts as an important factor in switching banks.
- Banking customers from Brazil and India attribute lack of personalized service as a key reason for switching their primary banks.
To retain their customers, banks will need to adapt their business models to cater to increased demands for a wide range of customized service, products and attention.
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Worldwide, the proportion of customers planning to change banks has increased from 7% to 12% since 2011.
How can banks provide a better customer experience?
- Make low-cost digital channels customers’ preferred choice. Banks should encourage customers to use digital channels whenever possible by using price incentives.
- Prioritize investment on critical customer interactions. Banks should focus operational improvements on customers’ most valued interactions, optimizing the resulting impact on attrition, dormancy and loyalty.
- Use innovative technology to deliver the retail bank of the future. The use of technology is crucial to delivering a lower cost, more reliable, more flexible but still personal customer experience.
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