Faced with the wear and tear of existing models and the pressure from digital players, the redesign of relational models is becoming a strategic priority.
- A weakened historical retail banking model, with structurally declining profitability and eroding goodwill.
- Among the highest service costs on the market, penalized by complex processes
- Declining customer satisfaction, heightened by a perceived service quality below market standards across multiple channels and pain points in customer journeys.
Support the bank in transforming its relationship and operational model. Define and deploy a differentiated customer relationship, optimize customer journeys and processes, and establish value-based management to strengthen both customer satisfaction and appropriate relationship intensity.
Support in place
Our team has deployed a methodology in collaboration with clients, around 4 main axes:
Creation of different relational modalities (access to channels, actors, and offers) according to the client and the value they generate.
Launch of a pilot program to test new customer service procedures and evaluate the resulting improvements in customer relations and business performance across approximately 151 locations in the network.
The results
And tomorrow?
Following the successfully completed experimentation phase, the bank is now preparing for a nationwide rollout of the models by industrially integrating new relational approaches into tools and management systems. Finally, the ambition is to embed the models into the managerial culture through training and network facilitation.
