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Leverage available data to create effective and safe customer journeys for each customer segment.
Indeed, self-service is a key building block towards customer satisfaction as customers increasingly want to be in control of the time and space in which they consume products. This means that they want to be able to consume 24/7 as well as via any device.
But there are conditions for self-service to be a successful revenue channel.
The design must be ergonomic, meaning a customer journey that is intuitive, easy and fast. Indeed, the primary reason a customer starts this journey is because s/he wants the product; the path towards satisfying this demand should therefore be as fluid as possible. Waiting, frictions, complexity, recurrence as well as unnecessary manual tasks should be avoided at all cost. Else, a customer will break off and look somewhere else. Overall, the journey should be designed in view to create a customer experience that corresponds to the image of product being consumed.
This leads us to the next point, conviviality. Although, this is a self-service, the customer should never feel alone. While the journey should run smoothly, there can always be issues. In this event help must be near. Whether through FAQs, peer-advice, chatbots, or human chats, getting help has to be easy and immediate. Importantly, the help should be engrained seamlessly within space the customer operates in. To further enhance the conviviality, the space should be designed in manner that makes it possible to interact with other consumers. Reviews are the most classic feature, but others like forums or algorithm enabled consumer-2-consumer help enhance the community feeling and thereby positive impressions.
Another fundamental building block is trust! Consumer must at all time feel secure in the self-service space you offer them, but without impeding fluidity. This can be achieved by Digital-ID, encryption and other cyber security measures. To be effective, they need to be completed by AI-tools conducting contextual analysis in order to detect anything suspicious. This should happen as invisibly as possible. Furthermore, it is also vital to communicate about how secure the journey is so that the consumer feels in a safe environment.
Whether based on generational or other segmentation criteria, the channels must certainly be adapted by bearing in mind that consumers increasingly become omni-channel. Primarily, one must identify which channels are favored (Online, Voice, InStore) and which media and devices clients use. This means that we must identify the generational group we are dealing with as fast as possible either through direct questions or based on contextual analysis.
Once this is identified, the channel must be adapted to that segment in terms of journey but also when it comes to calls-for-action. With seniors, for example, the type sets colors, buttons need to be more visible, less noisy and it may be necessary to add a few steps in the process to enhance clarity. While frequent calls to actions like promotions, new product info or user stories are considered as a must for younger generations, other groups may consider such a occurrence as disturbing. Also, when it comes to layout and journey, younger generations tend to expect and strive on frequent changes, while senior look for stability.
It is therefore essential to gather data-based feedback loops, also based on AB-testing, in order to follow the evolution of needs in view to calibrate channels.
Fundamentally, we must remember that the end-to-end journey is part of client experience and that generations consume a similar product in a different manner. Especially when it comes to the online journey, channels should therefore be split into multi-channels that are designed to offer a specific experience for different generational segments.
The better such journey is tailored to a customer segment, the higher the revenue potential…
Actually, churn is nothing new as it is only a few meters away in the brick world. Hence, we should start by using traditional tools to retain customers in view to build loyalty. What changes online is the velocity with which churn is possible as well as an broader amount of peer pressure, notably through social media.
In the online space one option consist in excelling at data analysis in order to provide a product and delivery that are targeted in a laser sharp manner towards the needs of a given customer segment, the more granular the better.
One can also build a platform that also sells competitors’ products and thereby become the convenient one-stop-shop solution to a client group.
Another approach, consists in continuous and fast innovation cycles that keep consumers engaged. These strategies can actually be combined in variable manners. But at the core lies the capacity to create and maintain a space to which customers want to return and that provides an experience that is perceived as being the best.
There are of course a lot of micro-marketing-tactics to enable such strategies. One key success factor through, resides in the ability to generate and convert data that is actionable. As there is so much more data available online, competitive advantages are being generated through data-driven customer initiatives founded on a virtuous data cycle: data leads to insights, insights lead to client satisfaction, this leads to more data, leading to more insights…
Frank ROESSIG is experienced in the successful growth of innovative ventures and solutions. As Head of Cloud Apps, Data & AI at Proximus, he manages novel solution streams encompassing Digital Client/Counterparty Management, Data Valorisation and Distributed Processes. These are founded on AI, blockchain, cloud and other cutting-edge technologies, that enhance client experience and optimise operational efficiency. Prior, as Country Manager Luxembourg for Akeance and as Founder of Racine Capital, he advised the Financial Sector on the implementation of new Busines Models encompassing Digitalisation. Previously, he was part of the founding teams of two start-ups in the financial sector with successful exits. GMAC-RFC Europe, where he eventually acted as CEO and Board Member, that structured and transacted international loan portfolios. EEPK, a covered bond bank, where Frank ramped-up and managed a fixed income portfolio. He started his career at various Financial Institutions by working in Capital Markets, Portfolio Management as well as Corporate & Retail Finance. Frank is an active member in various industry initiatives, notably the International Bankers Forum as Board Member. He regularly speaks and publishes on topics encompassing Digitalisation, AI-BigData, Blockchain, Phygital Client Management, FinTech, Capital Markets and Structured Finance. He completed the INSEAD International Directors Programme, studied Strategic Decision and Risk Management at Stanford University and holds a Master in Strategy and Change Management from Dauphine University. Frank is also an Auditor in Science and Technology of the Institut des Hautes Etudes pour la Science et la Technologie.