Experience Design for Banking November 23, 2011Posted by reto wettach in service design.
Webcredible, an agency offering “user experience serives” based in London, wrote a nice post on the their blog on how to think about customer experience in the financial services. The distinguish between retail and investment banking and for the first one, they make an important statement:
It could be said that customer service is re-gaining its power for the high-street banks, as it was back in the day when your bank manager knew you and your family.
In that observation lies a lot of new opportunities, especially if you conncet the very personal relationship with technology.
Furthermore webcredible names 5 key areas to look at:
- Testing and Research requires recruitment and persona creation of a wide variety of customers to cover the spectrum and needs to map out the entire life-cycle of clients to really understand their motivations, needs and desires.
- Accommodate for the lowest common denominator. This means using a language and creating a level of usability that applies to a wide audience.
- Seamless interactions across in-branch, call centre and digital interfaces. This requires a mixture of staff training, digital design, and striking a careful balance between automation and personal communication. We would recommend at this point that customers should be able to choose their communication and interaction methods that they are most comfortable with.
- Flawless usability is necessary as consumers don’t have patience with services such as banking. This may seem like a difficult and obvious goal but what we want to highlight is that usability can be difficult to design for large audience types. In some cases segmentation could be a vital step to help reduce the scope of design and to ensure the experience is correct for the most appropriate target audience.
- Consistent brand experience through all touch points including websites, mobile apps, print ads, TV ads, customer service advisors, any form of communication. The issue for retail banks with regards to this aspect is one of ownership over the customer experience as most of these outlets are managed across different departments.
A key insight that emerged from our initial research was that 1st Source could leverage its brand as a local bank in ways that national banks could not. We also found that tellers felt constrained by their role and were frustrated by not being able to act more broadly and effectively on conversations they were having with customers. In return, customers connect to people who work in banks, not to banks as institutions, and they want to be treated with respect and concern. While bankers intuitively understood this need, the bank’s service model and facilities did not support it.