What are the new codes for the home?
What are the new codes for the home? What implications they induce in the sales organization and how new technologies involved in this transformation? SIA Partnersproposes to decrypt the home issues in the distribution of retail banking strategy.
Despite the necessary resizing of the networks, the banking agency retains an essential place in the new models of distribution omnicanal is refocusing on the promotion of offers (showcase) and the provision of expertise in moments the relationship keys (property acquisition, precautionary savings, retirement, transmission, etc.). This transition, which marks the revival of the banking agency, translates the redefinition of the customer journey and requires revisiting the home patterns for simplicity andefficiency.
A banking consultant who fully participates in the redesign of the home into agencymodels
A controlled home should streamline the passages from clients in an agency, to ensure readability in the customer journey and finally the quality of contact into friendly spaces. Beyond work on the arrangement and the ‘phygitalisation’ of space (inclusion of the digital into the physical networks), the development of new formats of Agency (self-service, expert agencies, etc.) requires a mutation of the role of the advisors.
In fact, the profession of home load tends to disappear in favour of a model of shared hosting or all the staff of the Agency invests in the reception of the customers (more than 21,000 loaded home in 2009 against less than 13,000 today ). All employees of the Agency must be able to accommodate the customer covering the wholeof client situations regardless of the mode of contact (visit agency or remote contact via telephone, mail or video conference).
This model of shared hosting is put forward in the new store concepts developed bymajor french networks such as the 2 Opera agency BNP Paribas or ’19’ LCL, which are experimenting with new distribution codes in Agency. Usability is enhanced by areas of relaxation (a Starbucks coffee even came invite breast ‘ of the 19″LCL) and theworkspace is reorganized to allow customer loads to go meet the client and thereby strengthen the proximity from the home.
This new model home is based on proactive consensus even if it calls into question the traditional organization of banks.
On the one hand, support is required to raise competence across the Agency’s staff,both on the ability to provide a commercial quality relay regardless of client requests, to familiarize themselves with the new digital tools (interactive tablets, etc.).
On the other hand, this implies an adjustment of the teams and a redistribution of roles to translate in the post cards, with the need to value the commercial time allocated to the home.
New technologies at the service of the optimization of the management of flows into agency
Moments of crowd control is crucial in the home into agency. Efficient managementof the flows of persons or calls, especially at peak times, contributes to the optimization of trade efficiency and customer satisfaction. The rationalization of advisors time dedicated to administrative tasks, such as making appointments, is also an asset. From the point of view of the client, an enlightened management limited loss of time.
To achieve, the Agency must be able to anticipate the peaks of affluence and recurrent expectations to be able to effectively allocate the necessary resources (beachesof openings and appointments, schedule of contributors). Analysis of customer usage allows to improve agency clients. An IFOP study  2011 indicated that one-thirdof those surveyed was not satisfied with the opening hours of their agency and complained about the wait time. Most networks, reacted with openings on Saturday andhours extended during the week on some agencies, or with a stronger presence at the reception in time point but progress still yet to do. Furthermore, the beaches of accessibility client services by phone have also been extended.
The Agency must also be equipped with a clear digital signage in order to allow thecustomer to be guided and informed in real time, throughout his career. A good orientation to the daily actions self-service areas or effective support at the level of thedigital areas pre sale are simple examples. The car configurators image in concession, interactive presentation of tenders and custom simulation shelves allow to reducethe waiting time for clients.
Finally, new technologies are being tested in order to streamline the home. Amongthe notable initiatives, the Singaporean DBS Bank has implemented a queue management system named ‘SMS Q’ which gives the possibility to book an appointment inthe Agency of their choice by SMS. The customer is then notified when its rendezvous approach. This system allows, on the one hand, fluidify the waiting zone, but alsoto unload Bank advisors of the administrative burden of making appointment.
In the same way, the Beacon technology, tested in France by Credit Mutuel Arkéa orthe Fund of savings Lorraine champagne-Ardenne, to warn banking advisers of the arrival of their clients in front Agency even that they are reported to.
The home Agency continues to play a leading role in the transformation of networks as a first link in the customer relationship in front face and first commercial relay. Banks must therefore speed up the modernization of the home in order to make thepassages in Agency more effective and enjoyable.