• Emerging customer segments in B2B banking are placing new demands on banks
• New players are attacking established business models
• Financial products and services are becoming personally and situationally tailored to the individual customer (adaptive products)
• New product opportunities are emerging in the areas of trusts and white label products
• The omnichannel approach requires new organization, structure, processes, and incentivization from financial services providers
• Included in this study: 23 strategic recommendations for facing these imminent changes
This concept lies at the core of the recently published trend study, "Omnichannel Management of the Future: How Financial Service Providers Can Future-Proof Their Dialogue With Business Customers" by the Leipzig trend research institute, the 2b AHEAD ThinkTank, in cooperation with communications solutions and services provider Unify. This study reveals the causes and consequences of systematically client-centered customer communication ("omnichannel" communication), and gives 23 precise strategic recommendations on how financial service providers can accommodate themselves to this development and successfully implement it in their business.
The qualitative Delphi-method study bases its conclusions on the statements of the innovation managers, strategic leaders, and future experts chosen as interview subjects. Furthermore, it draws upon the trend study "Insurance 2020," which, in 2014, described a reordering of the customer segments for the digital ageand caused a sensation beyond the bounds of the insurance industry. The present study uses these new customer segments in the economy and premium markets as a foundation, and describes how the omnichannel approach will alter the experience of the customer dialogue in the future, how financial service providers can establish future-proof omnichannel management, what incentivization methods will do justice to this new customer-centered approach, what organizational and structural consequences will arise as a result, and how new product opportunities for the financial sector will emerge because of these things.
For quite some time, many companies have already been providing their customers with a large number of communication channels. This step towards "multichannelling" was necessary and a good start, but lacked perspective. Financial services providers face the challenge of coordinating and integrating customer communication across all channels, all sectors, and all phases of the sales and customer service process. Omnichannel management - as implied - therefore changes much more than just the immediate interaction aspect of the customer service process. Omnichannel management means nothing less than new ways of bringing business customers to the focal point of company communication and the overall business model.
While, several years ago, it was the financial brands, consultants and intermediaries who enjoyed the greatest consumer trust, now, thanks to technological change, customers are increasingly shifting their confidence to digital assistance systems. Along with these systems, intelligent prognostics technologies will also find their way into the sales processes of the financial sectoreither driven by individual companies or in the market on the whole. The value placed on transparency will also increase in significance.
An essential factor for success here is the timely adaptation of corporate strategy, structure, and organization to the new omnichannel approach. The essential requirements for a real-time synchronization of customer communication on all channels are a dedicated omnichannel strategy and a trans-departmental management of the activities involved. In this regard, omnichannel management serves to promote innovation and coordination within a given company. This new cross-sectional function is no longer compatible with typical, Tayloristic organizational structures and divisions of labor.
The financial sector has a big futureif that future will look different from its past! Our present study names the essential strategic drivers for the future of your industry. It also explains which players are driving which trends, and for what reasons. Using the road maps, plans, and expectations of trendsetting industry players, the study delineates a vision of the future of the industry through the next five to ten years. In giving concrete strategic options, the study reveals which steps financial services providers will need to take in order to establish the omnichannel management systems of tomorrow.
The trends described in this study are to be understood as aids for long-term strategic orientation. Be skeptical about trend studies which forecast that your industry will completely change overnight. This is pure nonsense! Most financial services providers and financial advisers will be able to continue with their current business for years to come. Granted, they will continue with steadily declining revenues, but continue nonetheless ...
This study is a guide for shaping your future. It represents an invitation to the industry to develop approaches to the future in manageable pilot projects parallel to the slowly declining classic business and thus, step-by-step, to generate more profit than is lost by that existing business. Your success in doing this - or lack thereof - will decide whether you will number among the winners or the losers of today's trends in 2020.