Three steps to using transaction data to optimise the customer journey

JCPenny

There are three steps to using transaction data to optimise the customer journey:

Measure the real customer experience and define bottlenecks

Using process mining to connect data from different systems allows you to understand the customer journey as experienced by customers, highlight gaps and inefficiencies, and measure throughput times and workload.
For a large retail bank in the Netherlands, for example, we measured the customer journey for customers applying for a new mortgage. The online application process asked them to calculate their mortgage requirements and fill in their details. We connected online customer click paths to information in the CRM system and made the real omni-channel customer journey visible, from first contact until the moment the mortgage was signed. Process mining uncovered several bottlenecks in the customer journey, allowing the bank to focus on making improvements that increased conversion rates.  This included optimising the functionality for uploading mortgage documentation, a point where customers where dropping out of the process without completing their application.

Stop making assumptions – develop a business case based on full and real data

Data on the number of steps involved in the customer journey and its actual duration makes defining the drivers for your business case easy. Data that compares the performance of sales employees, departments or branches indicates potential for savings based on facts.
For a global financial institution, we analysed 2.8 million process steps in the IT service management chain and identified 300,000 process steps (representing 6.8 million hours of throughput) that could be eliminated. Optimising processes meant internal IT customers had their IT problems solved more quickly and the organisation made savings of €3.3 million.

Monitor improvement with continuous intelligence about the customer experience

Process mining lets you monitor the results you get from changes to the customer journey and enables continuous improvement. Using automatic triggers can help you to target improvements for maximum impact. For example, you can set triggers to alert employees whenever runtime or the number of steps exceeds a pre-set target, allowing them to take action and contact customers directly.

Businesses have always known that giving their customers a pleasant experience will encourage them to buy more. No successful high-street retailer would expect their customers to come back to a physical store that was confusing, inefficient and full of long queues. The same is true for digital customers. Using process mining, you can optimise the customer journey and reap the rewards in improved conversion.

To find more about understanding the customer journey and optimising the customer experience,contact us

 

Are the financial services prepared for the disruption?

 

Build bank

We see two main reasons why financial services organisations should prepare to enter a period of unprecedented disruption.

1. The financial services sector is no longer seen to be working.
Across society, people are increasingly critical of the financial services sector and of banking in particular. Dissatisfaction with financial services is not restricted to the general public. It is also evident among shareholders, regulators and politicians.

2. Inertia is no longer your friend.
In the past, banks and insurers have been able to rely on deep-seated customer inertia. Customers have only had a limited number of providers and services to choose from, and they have had no material reason to switch provider or veer away from what they know. Importantly, switching has always been seen as time consuming and complicated, with the costs of switching seen to outweigh the benefits. Today however, a combination of socio-demographic and technological changes mean this traditional customer ‘stickiness’ can no longer be relied upon.


What you can expect

There are two urgent questions leaders of financial services firms should be asking:

  1. Will there be a period of sustained economic, political or social instability that is so severe government support is required for survival?
  2. Will there be a dramatic new entrant that is powerful and innovative enough to steal our most valuable customers?
Dacade of disruption four scenarios

Scenario 1

 Stay the course and iterate the model

This scenario assumes no material new entrant to the sector and no sustained period of economic, political or social instability. This appears to be the central planning scenario of most banks and insurers, especially those that are currently favoring a ‘wait and see’ approach to the changes we are experiencing in the market.

Without a material new entrant or period of large scale instability in the market, it is likely incumbent players will continue to focus on incrementally improving their models. They will probably focus on a combination of efficiency gains and new customer propositions to gain or protect their market share. There will be an incremental investment in digital and data analytics, but this scenario does not ultimately represent a wholesale change of the model.

Scenario 2

Instability: Prepare for sustained instability

This scenario considers a world in which there is a period of sustained economic, political or social instability that is so severe government support is required for survival.

Even a quick glance at the news reveals significant economic, political and social tensions remain across the developed and developing world – political tensions between Russia and the West, and falling oil prices are prime examples. Should these escalate, the impact on financial institutions operating within, or connected to, affected jurisdictions would be significant. Organisations that are able to anticipate and align their model quickly to a period of instability will likely minimise the disruption they face and/or the support they require. But those that fail to do so risk significant losses or even collapse.

Scenario 3

New entrant: Prepare for a dramatic new entrant

In this scenario, a dramatic new entrant with a proposition that is powerful enough to dominate against today’s incumbent firms enters the market with force. The threat is very real, with recent history demonstrating that longstanding and profitable businesses (such as HMV and Kodak) can be devastated by developments in technology or customer preferences they failed to recognise, responded inadequately to, or decided to ignore.

A company from a different sector, with ambitions to diversify its business model to fuel continued growth, might see the profit to be made in the most valuable parts of the insurance or banking value chain and try to seize them.

The options for incumbent firms come down to either waiting to see what happens – risking the erosion of shareholder value and loss of customers – or leading the charge by building on their knowledge of the sector, back book and sheer volume of data to partner with an innovative business to create a new offering.

Scenario 4

New paradigm: Prepare for a radically different market

In this scenario, the financial sector will face sustained economic, political or social instability and dramatic new entrants, possibly including state-sponsored players, at the same time. Should this manifest, we would be looking at a whole new financial services paradigm where governments take a more direct role participating in the financial system, creating their own state players alone, or through partnership, and proactively encouraging new entrants that help to address the social or economic challenges they face.

In this world all bets are off, but the models that succeed will likely heavily feature the ability to build meaningful partnerships in the public and private sector to meet the economic and social challenges at that time.

 Disrupt or be disrupted

CEOs will experience a phenomenal amount of change over the next decade, driven in part by five disruptive realities.

  • A world of ongoing uncertainty
  • Shifting trade and capital
  • Fundamental socio-demographic change
  • A new technology landscape
  • A data and analytics revolution

In the context of these realities, too many companies still believe their size and former glories will protect them from disruption. In fact, it is relevance and agility – not size – that will be the critical determinant of success.

Sooner or later, someone is going to disrupt the market – why shouldn’t it be you?