Group 16
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Background

Our client, a bank with more than 8 million customers, is fighting against an increasing competition in its domestic market. Faced with the digitalization of the sector and the emergency of new players, the customer experience is becoming a real differentiating factor.

Challenges

Place the customer at the center of the investments in line with their value and potential

Encourage new uses with individualized offers

Increase NBI per customer and on the whole customer base

Solutions

  • Implementation of a value/potential segmentation

    Based on a diagnostic and analysis of customer data, workshops led by our banking experts were conducted to determine the axes of this segmentation and its implementation.

  • Re-allocation of clients by agency in line with the new segmentation

    Preparation of the portfolio taking into account logistics and sales team constraints before making the actual allocation to the agencies.

     

  • Construction of a set of scores and triggers (fragility, product appetence...)

    Definition of about ten scores following workshops with our business experts according to the bank’s priorities.

  • Implementation of multi-channel communications appropriate to each customer

    After setting up scores and creating customer knowledge indicators, triggers were defined according to customer profiles.

    A contact plan was deployed and automated, taking into account constraints (seasonality, commercial pressure, agency capacity, etc.)

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Results

01
Increase in monthly NBI

7% increase vs. Universal Control Group

02
Increase in the Customer Equipment Rate

The rate was multiplied by 3 from 1 to 2.9

03
Improvement in the number of sales per FTE and the multi-sales ratio

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