By Steve Grout, Director of Loyalty at Collinson, a global customer benefits and loyalty company
The concept of loyalty in the banking sector has been questioned a lot lately. Changes to legislation, including the EU’s Payment Services Directives, have seen more emphasis placed on the consumer and provided incentives to switch banks.
More recently, the topic of a ‘loyalty tax’ has been discussed by media. A recent study by Citizen’s Advice, found that staying loyal to current providers leaves people £877 worse off each year; almost £500 of which comes from banks (on average, £439 for a mortgage and £48 for a cash ISA account). As a result, CASS found the number of current account customers ditching their old bank and switching to a new one jumped towards the end of last year.
With competition for customers’ hearts and minds increasing, keeping customers loyal is more important now than ever before for banks. However, our recent consumer research found that just 26% of consumers feel that their bank values their loyalty. There is no question that loyalty can be extremely powerful in the sector – banks simply need to get back to basics to achieve it.
Treat your customer as an individual
Today’s customers are increasingly inundated with communications; their inboxes are overflowing with e-marketing. Social media also plays a role in brand apathy, with increasingly blurred lines between social and paid content, from companies, influencers and celebrities alike. At the same time, customers are living notoriously busy lives. They don’t have spare hours in the day to filter through the junk.
In order to cut through the noise and stand out from the crowd, banks need to capitalise on the time they do have with their customers by showing them that they are more than just a number on a piece of paper. It’s vital for banks to personalise interactions – otherwise communications are more likely to drive customers to a competitor than increase brand loyalty.
It is worth noting, however, that personalisation is never just personalised communications. It’s about the entire experience – not only do customers need personalised communications, but the offers, services, products and rewards offered have to feel right for the customer.
Our research found that a third (33%) of consumers don’t feel that the loyalty initiatives or communications they receive from their bank are personalised to them. Meanwhile a quarter (25%) said they will not engage with organisations that fail to personalise their customer experience or communications, highlighting how today’s customers demand to be treated as individuals, and failure to deliver targeted, personalised experiences may actually decrease customer loyalty.
Use the tools at your fingertips
Too often, banks focus on the immediate returns; the quick fixes to please customers. However, there is no immediacy where loyalty is concerned. People don’t suddenly start to feel loyal towards a brand overnight, it takes times and effort.
Part of the issue is banks’ failure to use their data to understand their customers and why they are loyal. Two thirds (66%) of businesses surveyed in our globally commissioned research conducted by Forrester Consulting do not understand why their customers are loyal to their business. On top of that, over half (53%) do collect customer data and augment it with third-party sources to build a clearer picture of customers.
All financial institutions, whether traditional players or new entrants to the field, hold transaction history and spending behaviour data on their customers – the key to maximising this data is educating stakeholders and breaking down silos internally.
By combining internal data with data from regulated third-party organisations, such as other banks, personal finance and fintech app providers, banks will have the insights they need to deliver a more personalised experience for the customer – the right product recommendations and loyalty initiatives communicated in the right time and place.
What does success look like?
Loyalty initiatives are doomed to fail if you don’t have a clear picture of what you’re trying to achieve. Despite this, almost seven out of 10 (67%) banking loyalty experts said they do not have a framework in place to measure loyalty in the context of overall business performance. Whilst this may sound surprising, understanding what success looks like for a business as a standalone requirement can often be a challenge – as ‘success’ can often vary wildly by region, team and department. Loyalty is no different, and as various business units can feed into this function, the opportunity for discrepancy in metrics, goals and targets is understandable in reality.
Loyalty needs to be a top-down and company-wide commitment. It must be part of a customer-centric approach and all business units need to be aligned and clear on the strategy to develop deep lasting relationships with customers. This includes creating formalised processes to drive loyalty across company departments. Employing a dedicated resource can be a valuable investment and can visibly demonstrate your company’s commitment to loyalty.
Getting back on track
In a world of constant change, consumers want to be able to rely on their favourite brands. A truly personalised experience is one that delivers individuals not only the information, services and products, but does so at the time and place the customer wants and needs it. This is as true for banks as it is for other brands. Those banks that do use the tools and data they have available to demonstrate that they understand and value their customer, will be rewarded with loyalty.
European shares end higher on strong earnings, positive data
By Sagarika Jaisinghani and Ambar Warrick
(Reuters) – Euro zone shares rose on Friday, marking a third week of gains, as data showed factory activity in February jumped to a three-year high, while upbeat quarterly earnings boosted confidence in a broader economic recovery.
The euro zone index was up 0.9%, with strong earnings from companies such as Acciona and Hermes brewing some optimism over an eventual economic recovery.
The pan-European STOXX 600 index rose 0.5%, as regional factory activity was seen reaching a three-year high on strong demand for manufactured goods at home and overseas.
Another reading showed the euro zone’s current account surplus widened in December on a rise in trade surplus and a narrower deficit in secondary income.
Still, the STOXX 600 marked small gains for the week, having dropped for the past three sessions as investor concern grew over rising inflation and a rocky COVID-19 vaccine rollout.
But basic resources stocks outpaced their peers this week with a 7% jump, as improving industrial activity across the globe drove up commodity prices.
“This week’s slightly adverse price action has all the hallmarks of a loss of momentum temporarily and not a structural turn,” said Jeffrey Halley, senior market analyst at OANDA.
“There is not a major central bank in the world thinking about taking their foot off the monetary spigot, except perhaps China. (Markets) will remain awash in zero percent central bank money through all of 2021 (and) a lot of that will head to the equity market.”
Minutes of the European Central Bank’s January meeting, released on Thursday, showed policymakers expressed fresh concerns over the euro’s strength but appeared relaxed over the recent rise in government bond yields.
The bank’s relaxed stance was justified by the euro zone economy requiring continued monetary and fiscal support, as evidenced by a contraction in the bloc’s dominant services industry in February.
The STOXX 600 has rebounded more than 50% since crashing to multi-year lows in March 2020, with hopes of a global economic rebound this year sparking demand for sectors such as energy, mining, banks and industrial goods.
London’s FTSE 100 lagged regional bourses on Friday due to a slump in January retail sales and as the pound jumped to its highest against the dollar in nearly three years. [.L] [GBP/]
French carmaker Renault tumbled more than 4% after posting a record annual loss of 8 billion euros ($9.68 billion), while food group Danone and German insurer Allianz rose following upbeat trading forecasts.
(Reporting by Sagarika Jaisinghani in Bengaluru; Editing by Sriraj Kalluvila and Shailesh Kuber)
ECB plans closer scrutiny of bank boards
FRANKFURT (Reuters) – The European Central Bank plans to increase scrutiny of bank board directors and will take look more closely at diversity within management bodies, ECB supervisor Edouard Fernandez-Bollo said on Friday.
The ECB already examines the suitability of board candidates in a so-called fit and proper assessment, but rules across the 19 euro zone members vary, so the quality of these checks can be inconsistent.
The ECB plans to ask banks to undertake a suitability assessment before making appointments, and they will put greater emphasis on the candidates’ previous positions and the bank’s specific needs, Fernandez-Bollo said in a speech.
The supervisor also plans more detailed rules on how it will reassess board members once new information emerges, particularly in case of breaches related to anti-money laundering and financing of terrorism, Fernandez-Bollo added.
Fernandez-Bollo did not talk about enforcing diversity quotas, but he argued that diversity, including diversity in gender, backgrounds and experiences, improves efficiency and was thus crucial.
“Supervisors will consider furthermore all of the diversity-related aspects that are most relevant to enhancing the individual and collective leadership of boards,” he said.
“Diversity within a management body is therefore crucial … there is a lot of room for improvement in this area in European banks,” he said.
(Reporting by Balazs Koranyi, editing by Larry King)
Where are we with Open Banking, and should we be going further?
By Mitchel Lenson, Non-Executive Chairman, Exizent
Open Banking has the power to revolutionise the way we manage our money, but most (65%) consumers are still not aware of it, while many financial institutions continue to treat it as an obligation rather than an opportunity.
For Open Banking to truly reach its potential, consumers need to have more trust in its benefits. However, this will only happen if banks and other financial institutions start to embrace it, rather than simply accept it.
Covid-19 has proven to banks that digital banking and open finance innovation is not simply a ‘nice to have’. It is vital for their own survival. With so many challenger banks now coming into the market, many of whom have entirely digital models and therefore invest heavily in technology, banks are starting to become aware that if they don’t embrace it, they’ll get left behind.
So, fuelled by a mixture of competition and Covid-19, banks are starting to realise that Open Banking is not about giving away valuable data, but it is about collaborating with third party fintechs to explore the endless opportunities data sharing can bring – to all sides.
By making open finance easier for developers, banks can not only save time and money by improving their own services but help create useful solutions that add real value for their customers.
Open Banking for all?
There is one, yet untapped area of consumer finance that could be immeasurably improved by Open Banking, and that is estate administration.
Recent research from Which? found that many executors contend with delays, errors and poor knowledge from their banks during the probate process. Our own research shows that most legal professionals admit the process does not work as it should, and the time it takes to complete probate is unacceptable.
Like the Which? survey, we found that the main issue is the administration involved, with most legal professionals saying that the time it takes for financial institutions to get back to them with the information they need is the main cause of delays.
Given that the system is not working for consumers, something clearly needs to be done. The good news is that the technology and data is already available – we just need to harness it to create a better system.
That is why we are developing the first ever platform to connect executors, legal professionals, and financial institutions to create a better, quicker, and more secure probate experience for everyone.
Our first release of the platform – a bespoke cloud-based solution to enable legal services firms to integrate directly with financial institutions making information gathering and processing more straightforward – was released in 2020. We are now building on that foundation to accelerate our development work with financial institutions to deliver additional value for all sides.
We also see huge potential in working with banks to utilise the digital financial infrastructure, powered by Open Banking, to improve things even further. But there is one, fairly sizeable issue – currently, Open Banking consent ceases at the point of death.
Is it time for legislative change?
Open Banking is not as open as is should be for those who can give consent, so we are certainly some way off from Open Banking for the deceased. However, the more that banks acknowledge Open Banking and its potential and are prepared to collaborate with third party fintechs to develop better experiences for consumers, the more likely we are to get to a point where we can tap into that potential to improve things for the bereaved.
Many of the problems – highlighted by Which? – that consumers face when managing someone’s estate could be reduced significantly if open finance continued to apply to the deceased.
Open Banking provides a huge opportunity to speed-up and reduce friction for loved ones faced at some of the hardest moments of their lives, and there is a strong argument here for the current position to be reviewed to enable better access to a deceased person’s assets.
With our current platform, we are showing how technology is playing an incredibly significant role in dealing with the complex, tangled process that is probate and the potential of open finance in radically enhancing what we are already doing cannot be understated.
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