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Point of View
Financial
Services
0OSITIVE
!DVOCATES
.EUTRAL
4RANSACTIONALISTS
#USTOMERS
FEELINGS TOWARD
A COMPANY
!FFILIATE
!GITATOR
.EGATIVE
!NTAGONIST
"Y IMPROVING THE CUSTOMERS ATTITUDE
COMPANIES CAN PROMOTE CUSTOMERS UP THE
RELATIONSHIP SCALE TOWARDS ADVOCACY
%NSURING
PROMISES
&IRMS
SHARE OF
CUSTOMER
BASE
)MPROVING
'ATHERING #APTURING
TOTAL
-ORE BETTER LEVERAGING
CUSTOMER INFORMATION CUSTOMER
EXPERIENCE
INSIGHT
0REDICT
LOYALTY
RETENTION
!CQUIRING
NEW
CUSTOMERS
-EASURE
BUSINESS
OUTCOMES
New challenges
These new customer expectations present several key
challenges for major banks today:
How do banks formalize and operationalize the advocacy-building, higher-order emotive attributes, such as
dignity or empathy, as promised by their brands?
Moments of truth
The importance and relevance of an interaction is often
the sole reason why an interaction may leave a lasting
impact and change a particular customers attitude toward
the company. Interactions that do this are called moments
of truth.
A new perspective
IBM has developed a new view that involves all aspects of
customer experience delivery. A more complete vision of
customer experience and design, it fully addresses both
the emotive and rational attributes. The 20/20 customer
experience delivery framework for banking has six dimensions (see gure 5).
1. Emotive attributes are the intangible, subjective dimensions that make up the relationship between the bank
and the customer, such as being perceived as trustworthy, genuine or empathetic. These attributes present
the greatest opportunity for differentiation in the marketplace, largely due to their lack of operational attention
by most banks.
According to the 2005 research, banking customers
experience and respond to a broad array of emotive
attributes when interacting with the bank (see Figure 4).
Figure 4. Customer preferences during banking purchase
decision
7ELCOMED AND INFORMED
0ROFESSIONALFRIENDLY EMPLOYEES
7ILLINGNESS TO CUSTOM DESIGN
2ESPONSIVE TO NEEDS
4REATED WITH EMPATHY
4REATED WITH DIGNITY
3OURCE )"- "USINESS #ONSULTING 3ERVICES #2- $ONE 2IGHT
%XECUTIVE $ECISION -AKER 2ESEARCH )NSTITUTE FOR "USINESS 6ALUE
Emotive Attributes
2.
Rational Attributes
3.
Customer Segments
4.
Interactions
5.
6.
Source: IBM Business Consulting Services, 2005 CRM Done Right Executive Decision Maker
Research, Institute for Business Value
$IGNITY
%MPATHY
2ESPONSIVENESS
#OMBINED SCORES OF RESPONDENTS WHO SAID hIMPORTANTv OR hVERY IMPORTANTv
FOR IMPORTANCE AND COMBINED SCORES OF h-ORE THAN EXPECTEDv AND h-UCH
GREATER THAN EXPECTEDv SERVICE DELIVERY
)MPORTANCE TO BUYERS
"UYERS WHO HAD hBETTER THAN
EXPECTEDv EXPERIENCES
3OURCE )"- "USINESS #ONSULTING 3ERVICES #2- $ONE 2IGHT
%XECUTIVE $ECISION -AKER 2ESEARCH )NSTITUTE FOR "USINESS 6ALUE
Distributed delivery (virtualization): Create an environment and business model where business activity can
be completed with less or no physicality, creating new
interaction modes for customers and more effective
resource delivery for banks.
Innovation and collaboration both company and customer: Establish an environment that promotes new
ideas by combining insight with invention.
Conclusion
By addressing the entire customer experience, there is a
new frontier for companies to create protable customer
advocacy, differentiation and competitive leadership. This
new approach can be described as the 20/20 customer
experience, which takes into account emotive attributes
and focuses on key moments of truth the interactions
that will have a lasting impact on the customers attitude
toward the company.
IBM believes that companies should act on customer
experience strategies. Beyond delivering against baseline
expectations, being able to operationalize customer experiences by raising operations to meet the brand promise
is essential to nding success. Companies who successfully transform their operations toward creating 20/20
customer experiences should nd advantages in building
customer advocacy, and ultimately, greater returns on their
customer investments.
G510-6472-00