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© Copyright 2015 Digital Leadership GmbH 1
Stefan F. Dieffenbacher at UXStrat Europe in Amsterdam – June 5th 2015
The User Experience Strategy behind one of Europe’s largest Digital Transformations
Digital Leadership2
© Copyright 2015 Digital Leadership GmbH
How has the average banking customer spent his time in 2014?
Branch Digital channels Source: Data from 5 of the top 20 banks in Europe, 2013-2014
Digital Leadership3
© Copyright 2015 Digital Leadership GmbH
What % of customers went in 2014 in the branch?
Also used the branch Only digital channels
59.6% 40.4%
Source: Data from 5 of the top 20 banks in Europe, 2013-2014
Digital Leadership4
© Copyright 2015 Digital Leadership GmbH
Usage behavior of channels in 2015 in %
Desktop / Browser Banking
Mobile Banking
Software (e.g. Quicken)
Cash / non-cash ATMs
Branch Source: Data from 5 of the top 20 banks in Europe, 2013-2014
Digital Leadership5
© Copyright 2015 Digital Leadership GmbH
The digital channels are already #1 today.
The branch is the alternative channel.
Really?
Digital Leadership6
© Copyright 2015 Digital Leadership GmbH
Sales numbers (by # and volume) in comparison
Branch Digital channels
Source: Data from 5 of the top 20 banks in Europe, 2013-2014
Digital Leadership7
© Copyright 2015 Digital Leadership GmbH
Banks don’t manage to make money out of their online customers (yet).
Digital Leadership8
© Copyright 2015 Digital Leadership GmbH
What is the strategy and design approach to develop an innovative and successful Digital Channels offering that meets user, business and technology demands?
Digital Leadership9
© Copyright 2015 Digital Leadership GmbH
Background on the framework and approach
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© Copyright 2015 Digital Leadership GmbH
The challenge: it’s a large field
Strategy Business Case / Plan typical gap typical gap –
partially covered by internal governance
Brand & Marketing
Global Brand strategy Design Go-live
communication typical gap –
no feedback loop
Tech Tech development Architecture typically no long-term view
typical gap – no feedback loop
UX UX details UX Concept typical no strategy typical gap – no feedback loop
Product Requirements Engineering, Pricing, Product development … typical not aligned typical gap –
no feedback loop
Strategy Conception Development Go-live Optimization Stage Discipline
Innovation Innovation Labs typical gap
Digital Leadership11
© Copyright 2015 Digital Leadership GmbH
The challenge: it’s a large field
Strategy Business Plan typical gap typical gap – partially covered by internal governance
Brand & Marketing
Global Brand strategy Design Go-live
communication typical gap –
no feedback loop
Tech Tech development Architecture typically no long-term view
typical gap – no feedback loop
UX UX details UX Concept typical no strategy typical gap – no feedback loop
Product Requirements Engineering, Product development … typical not aligned typical gap –
no feedback loop
Strategy Conception Development Go-live Optimization Stage Discipline
Innovation Innovation Labs typical gap
?
Are we integrating what we should?
Digital Leadership12
© Copyright 2015 Digital Leadership GmbH
Stakeholders! Expected Benefits!
Overall Direction! “The Product”! Costs! Business Case! Approach &
Plan!Stakeholder identification""Personas""Initial market & competitive analysis""Other inputs to needs!
Departmental inputs""Benefits identification""Benefits breakdown "BI & Analytics review""Initial opportunity identification"
Vision""Goals""Business objectives""Project Motivation"
Key user tasks""
Cross-channel experience journeys""
Scope Landscape""
Roadmap"""
Content org model"Site org model"
Technical architecture" "Draft cost breakdown""Initial project plan""Organisational setup post launch""Cost assumptions"
Business case""Funding options""Business Case presentation"
Initial draft plan till go-live""Project plan strategy & concept phase"
1! 2! 3! 4! 5! 6! 7!
The Digital Leadership Strategy Framework integrates all disciplines
The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy LandscapeTMServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases & User Journey
Business Strategy
Stakeholderobjectives
Quantified Benefits
Business Model
Business Objectives
Governance Model
OrganisationalCapabilities
Existing Operational Model
Sourcing Strategy & Partner Map
Security
Current IT Landscape
Field of Competition
Market trends
Current Product Performance
Vision
Project Motivation Statement
MeasureableBusiness Results
Pricing Model
Business Case
Defined Funding
Defined Maintenance Costs
Defined Develop-ment Costs
Defined Operating Costs
Expected Sales
Community Approach
Service Design
Supporting Products
Channel Strategy
Target devices
Positioning
Integrated MarComs Strategy
Target Architecture
Target Technologies
Target Platform
IntegrationArchitecture
User Experience
Interaction Design
Media Presentation
Brand
Design
Styleguide
Modules & Templates
Multi-Device Concept
Navigation Concept
Personalization Concept
Internationaliza-tion Concept
Structure Migra-tion Approach
Content Strategy
Content Model
Content Migration Approach
Scope Landscape
Functional Scope
Non Functional Scope
RequirementsBacklog
Governance structure
Change plan
Communication & trainings plan
Organisationalstructure
Roadmap Project plan
Config. & Release Management
Internal capability building
SW-Dev & QA - Approach
Risk Management
KPI Framework Performance Measurement
Continous improv. Approach
Multivariant Testing
Analytics Operations SLAs IT Operating Model
Business Processes & Workflows
Promotional Contents
Promotional Media
Compliance &Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition FinancialsThe Digital Leadership Strategy LandscapeServices & Consulting for
Digital LeadershipDescription: Summary of key artefacts, jointly summarizing the cornerstone of a digital strategy that are to be created during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 3.2 (Jan 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT
CONTEXT DRIVERS
Business
Technology
Brand
User Experience
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© Copyright 2015 Digital Leadership GmbH
Big Picture / Strategy
The High Level Project approach
5 people 6 weeks
March
Longer-term strategy
Ongoing Releases (UX + Solution Definition)
Dashobard
Communication Centre, Advice dialog
Save & Invest
Personal Finance Manager
Product Information
Navigation and Search
Profiles and personalization
Multiuser Banking, becoming a customer
Development of key concepts (2 weeks = concept)
Retail and private personas
KPI frameworkRisks & Critical Success factorsInitial legal reviews
Business alignment
RetailPrivateBusiness
Needs and capabilities
Online Business StrategyCampaign Aligments
MarComs
Scope landscape 2015, 2016/2017, long term
Roadmap creation
6 members team
15 April - 4 Octoberduring 21 weeks
526 man days
6 people 25 weeks
Dashobard
Communication Centre, Advice dialog
Save & Invest
Personal Finance Manager
Product Information
Navigation and Search
Profiles and personalization
Multiuser Banking, becoming a customer
Development of key concepts (2 weeks = concept)
Retail and private personas
KPI frameworkRisks & Critical Success factorsInitial legal reviews
Business alignment
RetailPrivateBusiness
Needs and capabilities
Online Business StrategyCampaign Aligments
MarComs
Scope landscape 2015, 2016/2017, long term
Roadmap creation
6 members team
15 April - 4 Octoberduring 21 weeks
526 man days ≈12 people 35 weeks (ongoing)
Dashobard
Communication Centre, Advice dialog
Save & Invest
Personal Finance Manager
Product Information
Navigation and Search
Profiles and personalization
Multiuser Banking, becoming a customer
Development of key concepts (2 weeks = concept)
Retail and private personas
KPI frameworkRisks & Critical Success factorsInitial legal reviews
Business alignment
RetailPrivateBusiness
Needs and capabilities
Online Business StrategyCampaign Aligments
MarComs
Scope landscape 2015, 2016/2017, long term
Roadmap creation
6 members team
15 April - 4 Octoberduring 21 weeks
526 man days
Dashobard
Communication Centre, Advice dialog
Save & Invest
Personal Finance Manager
Product Information
Navigation and Search
Profiles and personalization
Multiuser Banking, becoming a customer
Development of key concepts (2 weeks = concept)
Retail and private personas
KPI frameworkRisks & Critical Success factorsInitial legal reviews
Business alignment
RetailPrivateBusiness
Needs and capabilities
Online Business StrategyCampaign Aligments
MarComs
Scope landscape 2015, 2016/2017, long term
Roadmap creation
6 members team
15 April - 4 Octoberduring 21 weeks
526 man days
April May June July August September October November December
Total effort Ca. 3.000 PD by DL
Ongoing Releases (Software Development, not done by DL)
Digital Leadership14
© Copyright 2015 Digital Leadership GmbH
Phase 1 Big Picture
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© Copyright 2015 Digital Leadership GmbH
Segmentation overview and prioritization
# Customer intelligence segmentation
Group size in thds Emotional segment
General priority for the bank
Strategic priority Digital Channels
Revenue in EUR
1 Retail plus 6.397 AB12 1 5 €167 2 Retail partnership 811 Partnership Seeker 2 4 €458 3 Retail dependent 1.019 Dependent Faithful 1 4 €666 4 Cusio HiPo 694 Distant Functionalist 4 5 €200 5 Priority 616 Partnership Seeker 5 1 €2.763 6 Save and Investors 804 Dependent Faithful 4 1 €504 7 Nexus Retail 781 Distant Functionalist 3 5 €185 8 Evolvers 397 Dependent Faithful 4 3 €389 9 Youngsters 448 Distant Functionalist 3 5 €160 10 Evolvers HiPo 118 Partnership Seeker 5 5 €677 11 Saver 2.352 B3 3 4 €1.481
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! !
Arno Dübel „Retail partnership seeker“!Prio 1-5!
Banking behaviour and attitude !
Number of banks! 2 (Sparkasse Lüneburg, Volksbank)!
Primary bank ! Sparkasse!
Banking likes ! Better than average conditions, quality, agreeable but somewhat business-like atmoshpere, late opening hours, politeness!
Banking dislikes! Automated bank without employees, ineffective handling of her issues, not precise information!
Banking fears ! Handling her affairs not effectively because they do not know her background enough!
Service frustrations ! Not enough attention, different information from different bank staff!
Literacy and devices!
Computer Literacy! Medium, rarely buys online!
Finance Literacy! Reads finance news on the internet and newspaper, modest knowledge but high interest, discussing business options with financially educated friends!
Devices! PC, Windows phone, Android tablet ( jointly used by partner)!
Proposition Matrix!
Brand affinity ! Weak Advocate!
Products u. Mngmt! Current and savings account, little investment!
Advice type ! Personal, detailed, deeply sensitive, regular contact, proactive, does not want to have advice on familiar products, email!
Financial evolution! Savings and investment!
Up and cross selling! Bonds and funds, personal loan!
Key data 5!Age: ! 54!
Location: ! Berlin!Language: ! Deutsch!
Education: ! BA, Univ.!Income: ! €1 k!Assets: ! €5k!Group size ! 823 000! !Lifestyle!Background: !• Lives together with husband!!Life goal: !• Having kids!• Career is less important then a good quality of life!!Life events: !• Having kids, traveling !• helping parents!
5!Top Prio: 5!
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© Copyright 2015 Digital Leadership GmbH
“I want to save for my grand-children”
“I want to retire before 60”
Awareness
Interest
Purchase
Service & Support
Loyalty
1
2 3
4
5
I need...
“I want to finance my first car”
“Invest in a way that yields enough return for the time when my kids will be grown up”
“find the next branch”
Digital Leadership18
© Copyright 2015 Digital Leadership GmbH
Benefits sought
Improved service- Areas
Family bankingDaily banking
Fin. analysis & planning
Information
Payment features
Save & invest
Help & supportNotifactions
Advice
Efficiency
Ubiquity (everywhere)User Experience
Human
Simplicity
ProactivitySecurityControl
Flexibility
Improved service - Attributes
Human
SimplicityControl
Proactivity
Usable product info.
Higher share of wallet- Attributes
Higher share of wallet- Areas
Discovery of products
Long-term fin. advisoryProduct infos - loans
Information
Efficient purchasing
Family banking
Higher share of wallet- Tools
Simulations
Help & SupportAdvice
Trust
InformationRewards
Social & sharing
Advice
ControlVoice
Customer Retention
Human advice
Simplicity
Activation- Attributes
Activation- Areas
Help
InformationOvercoming resistance
Discovery of products
Simple product infosInformation
Comparing products
Detailed product infos
Family bankingEfficient purchasingProduct infos - loans
Personalization
Acquisition- Areas
Simulations
Acquisition- Tools
Based on an assessment of the eleven segmentsVery important ImportantCritical
significantly more important
Gaining a deep understanding of user needs
Digital Leadership19
© Copyright 2015 Digital Leadership GmbH
User needs “I want to be
supported with my savings” “I want to retire
before 60”
“I want to finance my first car”
“Invest in a way that yields enough return for the time when my kids will be grown up” “I need to
find the next branch”
Digital Leadership20
© Copyright 2015 Digital Leadership GmbH
User needs
Business goals Decrease of
maintenance costs
Responding quickly to market needs has
become critical Move defined
segments online
Online, callcenter & branch processes
need tighter integration
“I want to be supported with
my savings” “I want to retire before 60”
“I want to finance my first car”
“Invest in a way that yields enough return for the time when my kids will be grown up” “I need to
find the next branch”
Digital Leadership21
© Copyright 2015 Digital Leadership GmbH
ONE overarching
vision
User needs
Business goals Decrease of
maintenance costs
Responding quickly to market needs has
become critical Move defined
segments online
Online, callcenter & branch processes
need tighter integration
“I want to be supported with
my savings” “I want to retire before 60”
“I want to finance my first car”
“Invest in a way that yields enough return for the time when my kids will be grown up” “I need to
find the next branch”
Digital Leadership22
© Copyright 2015 Digital Leadership GmbH
Prio
ritiz
ed
Busi
ness
obj
ectiv
es
Cust
omer
be
nefit
s sou
ght
How the vision was developed
One overarching vision
§ Each prioritized user benefit and business objective were directly mapped
§ Customer benefits sought & business objectives were found to be consistent overall
Digital Leadership23
© Copyright 2015 Digital Leadership GmbH
From user needs to requirements
“I need to be able to talk to my bank online.”
User need 1. Online chat 2. Phone 3. Skype 4. E-mail 5. Callback 6. OBO
(On Behalf of Management)
Requirement
Digital Leadership24
© Copyright 2015 Digital Leadership GmbH
§ BILD LEITZ ORDNER
Digital Leadership25
© Copyright 2015 Digital Leadership GmbH
A functional banking blueprint that for the first time reunites user- and business requirements
Source: Digital Leadership Strategy Framework
Digital Leadership26
© Copyright 2015 Digital Leadership GmbH
Results of phase 1
Customer segmentation &
prioritization
Sought benefits & business objectives
breakdown
Vision Functional Scope Landscape
Segmentation overview and priorization
#"Customer"intelligence"segmentation"
Group"size"in"thds" Emotional"segment"
General"priority"for"the"bank"
Strategic"priority"Digital"Channels"
Revenue"in"EUR"for"BNPPF"
1" Retail"distant" 363" Distant"Functionalist" 1" 5" €238"
2" Retail"partnership" 364" Partnership"Seeker" 2" 4" €238"
3" Retail"dependent" 364" Dependent"Faithful" 1" 4" €238"
4" Nexus"HiPo" 246" Distant"Functionalist" 4" 5" €286"
5" Priority" 248" Partnership"Seeker" 5" 1" €1.715"
6" Save"and"Investors" 287" Dependent"Faithful" 4" 1" €720"
7" Nexus"Retail" 279" Distant"Functionalist" 3" 5" €66"
8" Evolvers" 198" Dependent"Faithful" 4" 3" €556"
9" Youngsters" 160" Distant"Functionalist" 3" 5" €57"
10" Evolvers"HiPo" 42" Partnership"Seeker" 5" 5" €967"
11" James" 10" Competent"Challenger" 3" 5" €1.900"
Sources: Customer intelligence segmentation; emotional segmentation. Priorities were developed with key stakeholders.
Business Objectives Map – aligned at financial levers
Improve the experience / hygienic factors
Increase revenue
Push # of James clients
Attract new youth and Nexus customers
Push innovativepayment solutions
Communicateaggressively
Improve customeracquisition
Number of customers
Improve retention & churn prevention
Lock-in by PFM,customer knowledge...
Achieve 85% customer satisfaction
Push two-waycommunication
Push wallet initiatives
Prevent churn in Prior-ity, James, Nexus HiPo
ImproveQuality of Service
Higher share of wallet
Improve digital sales
Improve digital sales performance
Maintain market share over profitability
Aggressively sell insurance
Aggressively sellconsumer finance
Achieve 25% sales via digital channels
Introduce more buying opportunities
Improve digital upselling / x-selling
Improve personalisation & relevance
Increase productutillisation
Increase main bank customer share
Push AuM / value per product
Push digital activity levels
Lower costs &improve profitability
Activation
Push everydayprocesses to digital
Push consumer finance to digital
Push “retail” segment to digital
Push main bank customers to digital
Push invest & brokerage to digital
Online-specific KPIs
Number of visits
Number of product sales
Conversion optimization
Average time spent on site
Number ofApp downloads
App opening / usage rate
Site speed / serverresponse time
Additional enabling factors
Meet legalrequirements
Consistent experience across channels
Align digital along BNPPF’s core promises
Enable more products with STP
Digitize branchprocesses
Improve customercontact
Create unifiedcommunications
Process improvements
Key sources: !• Marketing Plan "Individuals & Youth" • Sales Direct Channels Plan 2013 • CER Segment/Product Matrix • "Strategic Context 2011" • Customer Intelligence Report "Where to focus?” • Online Sales targets & current performance objectives
Digital Leadership
Programme Vision for "Next Generation Digital Channels" The Next Generation Digital Channels will drive down costs and increase profitability by activating the retail segment and across all segments increase digital activity through efficient services, smart self-advisory functions and the digitization of branch processes. The data we will have of our customers will help us develop an increasingly personalized and relevant offering while at the same time driving sales supporting our customers all through product discovery and comparison, smart data mining and campaigning and effective purchase options. The future Digital Channels will enable us to become a digital bank offering a benchmark user experience across all channels, offering innovative payment solutions and integrating into the social universe which will ultimately help us lock in our customers. Last but not least, the Digital Channels will build upon the core brand promises of BNPPF being transparent, open, engaged, and being a trustworthy partner of our customers with a human interface and through advice.
Source: prioritized business objectives and prioritized benefits sought by customers
Product(Information
Discontinued(product(management
AnalyticsReportsCapabilities
Other
Dashboard
Views(on(financial(situation
Security
LowAbarrier(security
User(Profiling(/(PersonalisationSegmentation
client:(BNPPF
orig.(date:(19.03.2013
rev.(date:(21.03.2013
Note:(
subject:(Scope(Landscape(@(Future(State
project:(Next(Generation(Digital(Channels
page:1(of(1version:(0.1BNP(Paribas(Fortis(A(Scope(Landscape((longer(term)
author:(IND
Realtime(Interfaces
EnterprisePrivate Business
Roles Build(/(integrate
Lege
nd
Cha
nnels
Web Mobile(WebRetail
Tablet SMSBranch Call(center Admin Expert(advisor Editor
Campaign(Management
Chat Video Social(SiteATM((non@cash)
Bac
kend
User(profiling
Segmentation(capabilities
File(system
Search(@(IDOL
CMS(@(Autonomy
Analytics
SSO
Campaign(Management
AxesLanguages
French
Brand(/(territory
Channel
SegmentAudience
Daily(Banking(Panorama
Financial(overview
Free(to(spend
SelfAServiceProduct(Contract(Management
Contract(Overview
Account(Management Credit(/(Debit(Card(Management
Incident(&(Problem(reporting Limits(Management
Rights(Management
BranchArelated
PFMTransaction(Handling/
Rich(Transactions
Categorization
Net(WorthPersonal(Finance(Planning((PFP)Budgets
Notifications
Visualization(&(Reporting
Saving(Goal(Management
Save(&(InvestInvestment(Panorama
Investment(portfolio(overview
Investment(Account(Management
Buy(&(sell
Reports(&(Analysis
MultiAuser
Virtual(Portfolios
MessagingSecure(Channel(Information
Alerts(&(Notifications
Gratulations
HelpFAQ(/(Q&A
Emergency(Contact
ContextASensitivityVideo(Tutorials(/(Screen(Walkthroughs Contact(Form
SupportSupport(by(Voice( Support(by(Video(Call Support(by(MailSupport(by(Chat Support(by(Machine(
Takeover
Login(/(Logout
Facebook(Login
Signing
Recommendations
Recommendation(sources
Recommendations(based(on(past(performance
Recommendation(Channels
PreASales(/(Sales(ToolsSimulators(&(Calculators
Car(loan
Education Wizards
PreAApproved(Loans(/(CreditALine
Life(Event(Planner
Contact
Online(Contact Contact(triggers Branch(Locator
Complaints
ATM(Locator
Service
Interfaces
Content(Management(System(A(Autonomy Search(A(IDOL Product(Master(Data(Catalogue Other(Backoffice
Reporting
Business(Intelligence
Sales(dashboard(
CRM
Branch(locatorDisplay(banker(visually((picture)(with(
all(contact(information(on(every(
key(page
Implicit(personalisation
Profile(based(interface(display
Dutch
English
German
At(least(the(automated(part(of(the(site((i.e.(daily(banking)(needs(to(exist(in(4(languages
SEO
SEO
SEO(for(products
SEM
SEM
Show(a(phone(number(on(all(pages
Always(show(phone(number(&(contact(options(of(next(
branch
ATM(locator
ATM(locator(abroad
Branch(locator(abroad
Show(closest(branch(based(on(current(
position
Send(feedback
Desktop(Version(of(Online(Banking(/(OfflineAMode
Different(views(depending(on(
novice(/(expert(status
Fun(visual(elements(and(animations(
(Youngtser(Views)
Sharing(rights(management((what(can(other(users(see?)
Share(read@only(of(certain(screens(/(information
Proactively(contact(consumers(who(have(products(that(will(near(their(maturity(
date
Money(transfer(notification(email
Message(about(events((i.e.(change(in(
portfolio,(stock(performance)
Introduce(service(team(in(a(group(
photo,(with(all(the(names
Tool@tipsFAQ(with(powerful(search(capabilities(
Tutorial(@(for(basic(online(banking
Easy(screen@shot(facility(when(support(
is(required
Online(tech(support(chat
Ask(bank(@(by(topic
Videos(explaining(key(functional(items(and(concepts(such(as(
saving(goals
Tutorial(@(for(specific(topics(such(as(PFM(/(
PFM
Emergency(contact
Chat((available(agents)(offer(on(all(
pages
Problem@based(FAQ(navigation
First(online@banking(guidance
Step@by@Step(tutorials(for(all(key(
workflows((transactions,(investing,(PFM)
Proactive(support(calls:(We(care,(are(you(alright,(does(it(
work(for(you?
Shared(online(screen(advisory(by(expert
Shared(online(screen(advisory(by(expert
Regular(balance(updates
Monthly(pension(report(by(email
Regular(greetings(at(name(days(and(
birthdays
Maturity(notifications
Push(/(SMS(alerts(on((major)(balance(
changes
SMS
OS(notification(center(alert
Internal,(two@way(messaging(in(online(
banking
Conversational(archives
Desktop(alerts
Desktop
Mobile(/(Smartphone(OS
Desktop(/(OS
Online(banking(notifications
Birthday(offer
Choose(channel(for(alerts(&(notifications(
by(type(of(msg.
App
My(Profile
Loyalty
Loyalty(points(management
Loyalty@based(additional(
functionality(unlocking
Loyalty(points(webshop
Loyalty(coupons
Collecting(and(distributing(loyalty(point(within(family
Settings
Personal(settings(for(communicational(channels(and(
frequency/event(type
Loyalty(gifts(for(high(activity
Transfer(loyalty(points(to(family(
members(or(friends
Preferences(for(unusual/usual(events
Signup
New(Customer(signup(STP
Online(customer(origination(for(other(
user((i.e.(kid)
Badges
Playful(goals(and(rewards
Rewards(with(own(products
Rewards(from(partner(
organizations
Profile(completeness
Segment@specific(product(
recommendation
Preferences(for(unusual/usual(events
Specific(measures
Activity(log
Two@way(/(factor(/(level(authentication
Loyalty(program(points(on(signup(or(account(opening
Show(completeness(of(profile,(show(real(rewards(to(be(gained(
at(50%(profile(completion,(100%
Use(preferred(way(of(adressing(the(
customer,("Hello(Mr.(Mustermann",("Hi(
Max".
Ask(for(opt@in(to(allow(proactive(calls(
for(such(eventsShow(loyalty(points(to(be(gained(for(
individual(actions(/(amount(of(cash(in(an(
account,(etc
Display(loyalty(level?
Display(of("loyalty(points(needed(to(next(reward"
Settings(to(activate(/(inactivate(service(
content
Manage
Newsletter
Feeds(&(Push@Message
Predictable(MoTs(and(adequate(
response
Outlook(on(free(to(spendRolling(budget
Budget(for(each(category
Auto@proposed(categories
Total(view(on(assets
Savings(planner
Financial(health(checker
Visualisation(of(spending(and(budgeting
Expense(tracking(and(budgeting(
Rich(transaction(history(with(filtering(
and(ordering
Tagging
Commenting
Flagging
Simulator(for(pensions
Home(value(calculator
Set(saving(goals
Manage(saving(goals
Graphical(product(overview((incl.(3rd(party(banks(@@>(
account(aggregation!)
Tools(based(on(past(transactions
Cutting(costs
Splitting
Travel(planner
PFM(@(Spending(overview
Family(analysis
Expense(tracking
Push(/(SMS(balance(&(history
Alert(when(reaching(category(limit
Investment(simulators
Switch(view(by(connected(user
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CLE
Landing(Pages
Scope Landscape Translating the vision, business objectives and benefits sought into a functional landscape.!
Phase 2: Long-term Strategy
Digital Leadership28
© Copyright 2015 Digital Leadership GmbH
What is key from a user, business and tech perspective?
Financial planning
Re-commen-dations
Advice
Personalisation Navigation & Search
Sales
UGC
Dash-board
User profile data
Digital Leadership29
© Copyright 2015 Digital Leadership GmbH
Approach on phase 2: sprints for each topic
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns4. Refine scope and create definitions
6. Represent scope items visually for reference
KPI Framework5. Develop KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns4. Refine scope and create definitions
6. Represent scope items visually for reference
KPI Framework5. Develop KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns4. Refine scope and create definitions
6. Represent scope items visually for reference
KPI Framework5. Develop KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns4. Refine scope and create definitions
6. Represent scope items visually for reference
KPI Framework5. Develop KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns4. Refine scope and create definitions
6. Represent scope items visually for reference
KPI Framework5. Develop KPI Framework
Bastian Antoine
Lutgarde Malorie
Zoiu
Bastian Antoine
Lutgarde Malorie
Zoiu
Background She grew up in a big family in a small rural town, left school early, She worked all her life at the same shop, relies on husband and bank for major decisions.
Family situation She married to a car mechanic, two children whom she cares about a lot
Lutgarde Shop worker Key data § 53 years old § Dependent faithful § 14K € assets Bank expectations § Bank branch is place for
social exchange § Likes to talk with her
banker before she does anything
§ Security and personal touch are important
Characteristics § Nice § Talkative § Basic education Online characteristics § She uses the internet
because she has to § Computers are a burden § She doesn't try new
websites or apps § Her children help her with
new technology § She's afraid of doing
something wrong § Likes to have help
Current situation Marijke is approaching retirement and looking forward to more quiet and relaxed years. She doesn't know a lot about money and banks, but her regular visits to the branch are part of her weekly routine. Computers and the internet are things she is still afraid of, but she learned the basics in order to keep in touch with her children.
Income!
Product changes!
Financial knowledge!
Earning potential!
Loyalty!
Digital lifestyle!
Branch dependence!
Advice reliance!
Openness to proactivity!
Very low! Low! Medium! High! Very high!
Digital Leadership31
© Copyright 2015 Digital Leadership GmbH
Understanding customers
Sequential steps Sequential steps in parallel Loosely ordered steps Time independent steps Iterative steps Potential Moment of Truth Positive experience Breakdown Touchpoint with other providerPotential touchpoint with Westpac Branch visit Potential property Meeting Phone call made Phone call received Email Traditional mail Personal computerWebsiteForms Discussion with friends/family Customer thinking or workingPublicationWES9017 P&O Mortgage Transformation | v1.0 Final
© 2010
“I love working for myself, and spending time with the kids. If only I had more time in my day and more space in our house.”
Digital Leadership
Digital Leadership32
© Copyright 2015 Digital Leadership GmbH
Sequential steps Sequential steps in parallel Loosely ordered steps Time independent steps Iterative steps Potential Moment of Truth Positive experience Breakdown Touchpoint with other providerPotential touchpoint with Westpac Branch visit Potential property Meeting Phone call made Phone call received Email Traditional mail Personal computerWebsiteForms Discussion with friends/family Customer thinking or workingPublicationWES9017 P&O Mortgage Transformation | v1.0 Final
© 2010
“I love working for myself, and spending time with the kids. If only I had more time in my day and more space in our house.”
Digital Leadership33
© Copyright 2015 Digital Leadership GmbH 19 / 79BNP Paribas Fortis | Next Generation Digital Channels | Long-Term Strategy Track | UX Flipbook Roadmap 2015 Version 1.0 | 02.10.2013
Capabilities
Notes
ENCOCO-5cd Show Advisor / RM with picture and all contact info
ENCOIN-2b8 Call Back buttonENCOIN-755 Call Now buttonSEDADA-cd3 Display picture of advisor,
offer callSEDAFI-1cf Free to SpendSEDAFI-51f Balance AggregatedSEDAFI-6cc Balance by AccountSEDAIN-360 Transfer Money to beneficiary
from listSEDAIN-d54 Contact AdvisorSEDADA-92e Saving Accounts OverviewSEDADA-a85 Current Accounts OverviewSEDAIN-59f ATM & Branch FinderSEDABA-44f Transactions since last loginSEDAFI-088 Notification AreaSEDAFI-0b3 All bank products and
insurancesSEDABI-099 Request Zoomit on Non-
Zoomit BillsSEDACU-360 Cards view / List view
Personas
Dashboard - basic - list view DA-01Dashboard
€ 2 440,61Current account Lutgarde Ducroix
Lutgarde Ducroix € - 387,27
€ 21 319,75Savings account Lutgarde Ducroix
current accounts:
save & invest accounts: + find new save & invest ->
+ find new account ->
Account overview show: All accounts
Product type Account owner Amount - You have no new notifications -
Total: € 23 373,09Free to spend: € 1 382,24 (details)
ATM's near postal code: 2640
Credit card
all transactions ->
25-07 € -59,87Shell gas station Liege - paymentPiet de Lange - Thanks for dispursing dinner! € +25,00
€ -43,41Belgacom monthly subscription - transfer25-0723-07
€ -249,99Bol.com - Sony audio system22-07
FueluncategorizedTelecom
Electronics
Notifications
Adriana LievensCustomer contact1252 Ave. Charlemagne(32) 034-342223
Chat
Call
Call back
Contact More ->
archive ->
Transfer€
Transfer money
Beneficiary:
Enter amount:
From account:Current account
advanced ->
Select contactThis company uses Zoomit: add Belgacom to Zoomit ->
Online banking > Account Overview
| Account Overview | Accounts & Cards - Save & Invest - Loans - Insurances | Personal Finance Manager SOS Assist
BNP PARIBASFORTIS
EN Locations Newsletters About BNPPF Site Help LogoutPersonal | Professionals | Private banking
Search... messages supportLutgarde
O
A
BCD
EFfGH
IJKLMNO
P
Q
1. The dashboard is the page on which the customer arrives after logging in. It contains information and tools that he/she uses most frequently, like account overview, transferring money and notifications.
2. The account overview can be viewed in different ways, in this case in the form of a table that lists all accounts.
B
A
CDE F
GH
IJ
K
L
1
2
N
M
P
Q
Digital Leadership34
© Copyright 2015 Digital Leadership GmbH
Strategic rationale What's the overall business rationale on this sprint?
Business value drivers How does this sprint item drive value for the bank?
Departmental inputs Results from business workshop that are developed into capabilities
Business score card Scoring of capabilities
Key business capabilities The most important capabilities from the bank's view
KPI-framework Success metrics for most important aspects of the sprint
Each Sprint included Business Rationale
Digital Leadership35
© Copyright 2015 Digital Leadership GmbH
What is key from a user, business and tech perspective?
Financial planning
Re-commen-dations
Advice
Personalisation Navigation & Search
Sales
UGC
Dash-board
User profile data
Digital Leadership36
© Copyright 2015 Digital Leadership GmbH
Scoring model
Contribution Business Center 2
Contribution Business Center 1
Contribution Business Center 4
Customer priority
Business priority
IT & organisational perspetive
Impact # customers
Contribution Business Center 3
IT Complexity
Impact on utilization
Impact Upselling /Equipment
Organizational complexity
Bastian Antoine Zoiu Malorie Lutgarde
Digital Leadership37
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Final Scope Landscape
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Analysis of current and target architecture
Digital Leadership39
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Go-to-market scope
Digital Leadership40
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Building a roadmap
Today +1y Target state
Digital Leadership41
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Roadmapped short-term scope
Digital Leadership42
© Copyright 2015 Digital Leadership GmbH
Digital Leadership43
© Copyright 2015 Digital Leadership GmbH
About
Digital Leadership44
© Copyright 2015 Digital Leadership GmbH
We have developed a complete approach and framework to
STRATEGY Create superior digital strategies
BUILD Build successful portals and
digital products
RUN Efficiently run
digital organizations
And we support our clients across all three stages.
Digital Leadership45
© Copyright 2015 Digital Leadership GmbH
Stefan F. Dieffenbacher e-Mail: sd@digital-leadership.net
web: www.digital-leadership.net
blog: digital-business-reimagined.com
twitter: /sfdieffenbacher
twitter: /leading_digital
Facebook: DigitalLeadership
LinkedIn: stefanfdieffenbacher
Slideshare: dieffenb
Xing: StefanF_Dieffenbacher Be invited. Get in touch.
Thank you!
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