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2011WorldretailBankingreport3Preface5Chapter1:CustomersAreSatisfied,butOpportunitiesExisttoIncreaseSatisfactionintheAreasThatMatterMost6DespiteBeingGenerallySatisfied,CustomersStillLackTrustandConfidenceintheBankingIndustry8IntroducingCapgemini’sRetailBankingCustomerExperienceIndex10BanksAreStrugglingto“Wow”CustomersinAreasofGreatestImportance10Chapter2:TheBranchRemainsImportanttoCustomersDespitetheGrowingPopularityandAvailablityofDirectBankingChannels22BanksSeektoMinimizeDistributionCosts,WhileMaximizingtheCustomerExperience23AMulti-Channel,Multi-ProductEnvironmentRequiresaRevampedDeliveryApproach25CustomersAreSlowlyExpandingTheirUseoftheBranchbeyondBasicTransactionsasAdvisoryServicesBecomeMoreImportant27BanksAreFacingChallengesacrossFourAreasWhileTransformingtheBranchtoPlayaMoreEffectiveRoleinRetailDelivery31SixThemesAreShapingtheChannelLandscapeandRedefiningtheRoleoftheBranch36Methodology38AboutUsContentsCapgemini,UniCreditGroup,andEfmaarepleasedtopresentthe2011WorldRetailBankingReport.Intheaftermathofthefinancialcrisis,retailbanksaroundtheglobearestrugglingtomakeapositiveimpressiononcustomers.Differentiatingonpriceandproductinnovationisbecomingincreasinglydifficult,andfirmsfacetheaddedcomplicationsofchangingcustomerpreferencesandincreasinglystringentregulations.The2011WorldRetailBankingReportaddressesthesechallengesbyestablishinganewframeworkforidentifyingandmeasuringsuccessinretailbanking.Ournewtoolhelpsbankslaythegroundworkforamoreeffectiveretaildeliverystrategyandultimatelyaneweraofprofitgenerationinthisdynamicbusiness.Creationofthetoolbeganwithanextensivesurveyofcustomerbehavior.Weconductedalarge,in-depthstudyofthemanyvoicesandopinionsaroundtheworldthatmakeupthemodernbank’sretailcustomerbase.OurVoiceoftheCustomersurveysqueriednearly14,000customersacrosstheglobeonmorethan80parameters,makingitoneofthemostdetailedstudiesofitskind.WeusedthisdatatocreatetheCustomerExperienceIndex(CEI),anewapproachtogaugehowcustomersperceivethequalityoftheirinteractionswiththeirbank.TheCEIcapturesimportantemotionalattributesbytakingcustomers’personalvaluesandstandardsintoaccount.Itincorporatescustomers’channelpreferencesandshedslightonwhethercustomersarehavingpositiveexperiencesintheareasmostimportanttothem.ConsidertheCEIaflexibletooltohelptakethepulseofcustomersatatimeofgreatfluxintheindustry.InsightsgainedfromtheCEIcanhelpbanksstayonestepaheadoftrendsincustomerbehavior.FindingsfromtheCEIledtoourdecisiontospotlightthebranch.Whilethebranchremainsakeydeliverychannel,itisimportanttounderstandhowattitudestowardthebranchandusagepatternsareshiftingamongdifferentcustomersegments.The2011WorldRetailBankingReportidentifiesthemajorchallengesfacingbranchnetworks.Theseareoccurringintheareasofbranchlayout&design,technology,sales&service,andstaff&people.Asbanksaddressthesechallenges,theyareputtingintoplaysixthemesthatredefinetheroleofthebranch.Wepresentthesethemesindetail,alongwiththeCEI,asanaidtobanksgrapplingwiththeseriousmatterofretaildeliveryandbranchtransformation.Itisapleasuretoprovideyouwithourfindings,andwehopeyoufindcontinuedvalueintheWorldRetailBankingReport’sinsights.The2011WorldRetailBankingReportpublishesCustomerExperienceanalysisbyregiononlyforNorthAmerica,LatinAmerica,CentralandWesternEurope,aswellasAsiaPacific.Foramoredetailedpresentation,[e-mail]adofSalesandMarketingGlobalFinancialServicesCapgeminiPatrickDesmarèsSecretaryGeneralEuropeanfinancialmarketingassociationAlessandroDeccioHeadofF&SMEDivision,SeniorExecutiveVicePresidentUniCreditS.p.A.Preface42011WorldretailBankingreport5ƒDespitelowlevelsoftrustandconfidenceinthebankingindustry,59%ofcustomersacross25countriesaresatisfiedorverysatisfiedwiththeirbanks,whileonly4%aredissatisfiedorverydissatisfied.ƒGlobally,banks’successindeliveringpositivecustomerexperiencesishigh,withanaverageratingof72.2outof100,accordingtothenew2011CapgeminiCustomerExperienceIndex.TheUnitedStateshasthehighestrankingforNorthAmericaat78.0.SwitzerlandledEuropeat76.2,andIndiarankedhighestinAsia-Pacificwith77.0.ƒWhilebankshavehadverystrongsuccessinminimizingnegativeexperiences,theyhavebeenfarlesssuccessfulingeneratinghighlevelsofsatisfactionintheareasthatmattermosttocustomers.Banksachievedaglobalaverageofonly35.8%ofsatisfactionwithregardstoexperienceleversthataremostimportanttocustomers.ƒAchievingsatisfactiononthemostimportantcustomerexperiencedimensionsmaybedifficultforbanksrelyingsolelyonoverallcustomersatisfactionmeasures.Ineverycountry,satisfactiononthemostimportantcustomerexperiencedimensionsunderperformedcomparedtooverallsatisfactionlevels.ƒAcrosscountries,bankshaveachievedvaryinglevelsofsuccessinprovidingpositivecustomerexperiencesbytransactiontype,product,andchannel.Forexample,Franceprovidesmorepositiveexperiencesthroughthebranch,whileNetherlandsdoessoviatheinternet,andtheU.S.acrossallchannels.CustomersAreGenerallySatisfied,butOpportunitiesExisttoIncreaseSatisfactionintheAreasThatMatterMostChAPTEr162