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
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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.
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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.
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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.
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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.)
Results
7% increase vs. Universal Control Group
The rate was multiplied by 3 from 1 to 2.9
