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Video Collaboration Archives - POPi/o

Feb 02
1
Happy older woman relaxing on the sofa with tablet

How Financial Institutions are Thriving with Personalized Digital Services

By | Blog, Digital Communications

In the last few years, our way of life and doing business has gone through tremendous changes. Businesses across the globe are undergoing “digital transformations”, altering their practices or business models to cater to the rising demand for digital services.

In 2021, the global digital transformation market size was valued at $521 billion, and is anticipating a compound annual growth rate of 19% between now and 2026. But what does this all mean? In short, the increasing use of mobile devices, smartphones, tablets and other forms of technology has brought a growing demand for advanced digital features. 

Consumers are more comfortable navigating apps and web portals while dealing with businesses, and with this rise in digital fluency, consumer expectations have risen as well. 

But businesses aren’t undergoing digital transformations purely to meet the demands of customers. Some have also invested in digital services because of the monetary value they provide.

Digital implementations help businesses expand their service footprint and extend their hours of operation. A transformation allows a business to leverage services through efficient online tools, negating the inconvenience of in-person meetings.

With these new practices, businesses are opening new streams of revenue while also driving brand loyalty and customer satisfaction. Studies have shown that 80% of businesses that undergo digital transformation report an increase in profits, while 85% report an increased market share. Enhanced data collection and more efficient resource management are also common benefits of digital transformation.

Why Personalization is Key

For businesses that sell generic, out-of-the-box products, personalization may not have to play a key role in their digital strategy. But financial institutions (FIs) have a more nuanced relationship with their customers. Because everyone’s financial situation is unique, a one-size-fits-all approach isn’t always effective in the financial services industry. As Colleen Dabbs put it on The Financial Brand, “Much more than just good targeting for offers, organizations need to engage contextually, in real time, helping customers reach their financial goals.”

But what does that kind of all-encompassing, hands-on approach look like? Translating all the services of a fully-operational branch into a functional and easy-to-use app is not an easy task. 

The answer, says Jim Marous, CEO of the Digital Banking Report, is that FIs need to blend the speed and convenience of their digital tools with the friendly and personalized services of their customer-facing staff. 

“Banks and credit unions must focus on building a distribution network that combines the qualities of human interaction with the power of new technologies,” Marous writes.

When it comes to targeted ads and other specified offers, data collection can be highly beneficial practices for FIs. In a survey, Mckinsey showed that triggered communications—typically featuring personalized product recommendations—contributed to 5-15% increases in revenue and 10-30% increases in marketing spending efficiency.

While those numbers alone are an incentive for FIs to be thinking about personalization in their digital marketing practices, there’s a lot more to the story. Enhanced selling isn’t the only benefit that personalization can have. As BCG stated in their publication on the topic, “Personalization in banking is not about selling, yet many banks tend to focus on the sales arena.”

Instead of being limited to the sales and marketing arena, personalization can comprise a large part of an FI’s strategy in coming years. “The combination of data, analytics, applied insights and new engagement models will open the door for an exponential increase in ideas and innovations for new products, services, engagement options and communication strategies,” writes Jim Marous.

With what he calls the “hybrid distribution model”, Marous says that banks and credit unions can meld technology and data collection with the assets provided by their customer-facing staff and their in-branch product experts. 

People are Just as Big a Part of the Equation as Technology Is

Balancing digital self-service technology with the engagement of FI representatives has been shown to lower the abandonment rate of services like loan applications and new account openings. Instead of exiting the page when they hit a snag, these customers are given the opportunity to work with the specialist that best fits their needs.

When they can’t access a branch, yet still need to complete a banking transaction that can’t be accomplished on their own, customers need to know that their FI will still be able to serve them. In the digital world, even collaborative, in-depth banking services need to be accessible outside the branch.

By showing your customers that your FI can deliver friendly, personalized service—whether it be through web, mobile, or in-branch channels—you do more than just enhance your customer satisfaction rating. You open the door to new opportunities, securing new streams of revenue and investing in your ongoing digital relevance.

To learn more about Digital Communications and the ways it could benefit your financial institution, schedule a free demo today!

Nov 05
1
Educators Credit Union Branch

Careful and Steady Wins the Tech Urgency Race

By | Blog, Video Banking | No Comments

Financial institutions have had to pivot quickly this year when it comes to delivering products and services, launching new delivery channels adding to and modifying using existing ones. Even those banks and credit unions confident in their digital delivery strategies were caught off guard by the dual challenges of operating remotely and switching to entirely digital interactions.

Andy Crisenberry, SVP of eLending Solutions at real estate lending fintech Black Knight, said his firm scrambled to provide support for its remote online notarization product after COVID-19 shuttered its clients’ real estate lending offices.

“This is a great technology solution that really helps with the challenges of COVID-19, but unless your business is ready to deploy, use and support RON, you won’t be very successful,” Crisenberry told HousingWire.

All new technology produces unexpected friction. In a normal year, launches are carefully planned and include feedback that identifies friction. Yes, COVID-19 drastically increased the urgency with which firms needed to launch technology or find new ways to use existing technology. However, increasing consumer expectations for intuitive, real-time digital service had already been pushing CX modernization forward faster than expected in all sectors well in advance of the COVID-19 pandemic.

Take, for example, the $2.5 billion Educators Credit Union in Racine, Wis. Like many community FIs, Educators had already determined smaller branches, supported by video access to centralized product specialists, was the most effective strategy to serve its market. It planned an in-branch video banking launch offering auto lending, mortgage and investment services that included training, testing and weeding out of all known friction points. On March 5, the credit union excitedly opened its first modern branch featuring video banking.

Less than two weeks later, COVID-19 closed every branch lobby in the credit union’s network. Existing online and mobile banking products handled essential transactions well on a dime, but new service friction points quickly popped up, including a hasty transition for employees to work from home.

Around this time, POPi/o reached out to Educators and asked if they would like to launch video banking digitally, through the credit union’s website. Within days, the executive team approved the initiative.

While this decision seems like a no brainer, consider that it required Educators to execute a 180-degree shift in video banking strategy. Staffing and workflows had to shift; the technology would now be used to provide branch services like cashless transactions and new accounts, not specialized lending and investments. Second, staff would have to be trained remotely and access new technology from their homes. Third, because Coronavirus had blocked access to lobby branch service, time was of the essence.

The solution to this challenge was a balance of speed and CX in the form of a measured, step-by-step rollout. To begin, Educators reviewed what it did know: how to train employees on using the technology and how to provide effective service on camera. It also had staff with video experience in its existing interactive teller machine service department, a valuable resource for the video skill set.

Within 60 days, the credit union had a team trained, staged, connected and ready to serve members via video banking. Educators was ready for the next step, a soft launch. On May 19, WeCU video banking branch was open for business. The launch was purposely limited, offering video banking via a widget button on the credit union’s website only a couple of days a week. Because there was no advertising, adoption numbers were small; on the first day, only 16 video calls were completed. However, this soft launch allowed the credit union to collect ample feedback from members and employees, and then take the time to address friction before taking the next step.

After one week, WeCU was promoted on the credit union’s website and social media accounts. Traffic climbed quickly and by the end of May, in just four total days of service, Educators had completed 193 video sessions.

Feedback and adjustments weren’t just limited to friction. From the first day, members raved about being able to see credit union employees face-to-face while in lockdown. Educators capitalized on the benefit of personalization and added the video banking representative’s branch location or department to the welcome screen.

Step by step, Educators collected feedback, made adjustments, increased service hours and carefully managed channel growth. Changes during the summer included increasing service hours to Monday through Saturday, providing staff with professional lighting, staging, and more on-camera training.

Educators launched its mobile app on August 12. After a couple of weeks to work out any bugs, a marketing campaign followed. By the end of October, ECU handled 5,278 sessions.

What began as an operational pivot during the Coronavirus pandemic has developed into a popular service delivery channel that members will continue utilizing after branches resume regular service. ECU didn’t change its original video banking strategy; it expanded it. The credit union will continue to offer video banking through digital channels, while also executing its original plan to provide specialized lending and investment services in branch from centrally located staff.

The future still isn’t clear when it comes to how COVID-19 has permanently changed consumer habits, but ECU has all its delivery bases covered with the ability to provide a branch experience in person or digitally through a virtual branch. This allows the credit union to focus on the future instead of worrying about it. ECU can instead focus on enhancing video banking to improve CX and achieve new member and loan growth goals.

Like other financial institutions, the Coronavirus shutdown turned ECU’s service delivery strategy on its head. Despite the urgency of the situation, credit union leaders calmly rolled out video banking using a carefully measured approach. The result was a new delivery channel that will pay dividends for ECU and its members long after its branch network reopens.

Interested in a deeper dive into Educators’ remarkable business pivot? Click here to download ECU’s case study and learn more about the unique way POPi/o approaches your growth and service goals.

To learn how POPi/o Video Banking can help your financial institutions maintain relevance and personal service, request a FREE demo.

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Oct 09
7
Young people sitting on floor against wall looking at electronic devices

Omnichannel ROI? Look For Insights Not Common Metrics

By | Blog, Video Banking | No Comments

It’s been nearly a decade since omnichannel became the go-to digital transformation buzzword, and organizations have worked hard to upgrade their consumer experience accordingly. According to the Aberdeen Group, between 2012 and 2017, the average company doubled the number of channels it uses to interact with consumers.

Omnichannel is a simple concept: increase convenience by offering a choice of access channels. If those new channels are digital, and they usually are, the consumer experience will improve. In turn, efficiencies will increase, costs will shrink and revenue will grow.

Young people sitting on floor against wall looking at electronic devices

Oh, if only omnichannel were that simple. For most organizations, the reality of offering additional access channels has been quite different.

For example, your financial institution probably invested significant resources in your mobile banking app, and even though you’ve met your adoption and rating goals, costs keep going up, not down. Or maybe you’ve added texting, online chat or social media messaging, but in some cases, they have created friction instead of streamlining your workflow by not delivering a seamless experience that meets the needs of the agent and the consumer.

If your bank or credit union is missing the return on investment that digital service channels were supposed to bring, you’re not alone. Many financial institutions struggle to effectively satisfy the needs of today’s demanding consumers while reducing costs and driving revenue.

Where’s the digital disconnect?

The problem lies in financial institutions using common metrics to measure omnichannel ROI, instead of tracking metrics that measure consumer engagement. Moneythor, a digital banking firm based in Singapore, uncovered this common error while researching how financial institutions track ROI earlier this year.

After analyzing annual reports and investor reports of 24 banks around the world, the fintech was able to divide digital metrics into two categories: common metrics and insightful metrics. Common metrics only report usage of digital channels. Insightful metrics, on the other hand, report engagement measures that allow financial institutions to measure how each digital channel contributes to financial success.

Common metrics like adoption rates are important, but the truth is they don’t add much value to your bottom line. To accurately measure ROI, you must instead measure digital engagement and digital users’ activities on each platform. For example, don’t base your success on how many times your digital banking app has been downloaded or how many logins you get each month. Instead, track average session time, number of monthly digital sessions per user, click-through rates, response to digital marketing campaigns, satisfaction ratings after digital channel use and how each digital channel generates revenue-producing activities like loan applications or new accounts compared to transactions.

Using these advanced metrics, financial institutions can then determine how and even why their consumers use each digital channel. Digitizing and automating operational processes won’t automatically deliver ROI. Financial institutions must also develop ways to measure, track and report the actual value generated by each digital channel. This holistic view will allow them to focus on the functions that deliver the most value, and prioritize optimization that reduces friction, improves the consumer experience and drives even more revenue.

Aug 13
7
African American parents with older children on backs taking a walk in the woods

Is your Financial Institution loved?

By | Blog, Video Banking | No Comments

When community financial institutions compare themselves to big banks, they usually talk about great service.

“Our consumers love us,” they say.

But do they? Do they really?

Data has helped FIs more accurately measure performance boosting factors like market sensitivity to rates and fees, look-to-book ratios and digital marketing rate of return. Data has also helped improve the accuracy of net promoter scores and consumer satisfaction. This data might show that your financial institution is performing better than your competition; and yet, you’re still not meeting your organizational goals.

It seems like something is missing. That something is love.

Illustration of woman sitting on couch looking at smartphone with hearts floating upwards

Back before technology quantified everything, financial institutions relied upon old fashioned human indicators to measure how much their consumers loved them. Things like word-of-mouth referrals and branch traffic may sound quaint today, but they represent one thing that’s missing in our digital, data-driven world: human interaction.

Research says today’s consumer wants 24/7 digital access, automatic loan decisioning, the latest P2P payments service, and of course, the best products and most competitive rates.

But do they? Do they really?

A recent J.D. Power Retail Banking study revealed something very interesting: the thing consumers said they want most from their financial institution is advice. Of those surveyed, an overwhelming 78% said they wanted financial advice, but only 28% said they received it. You might think you’re providing advice on your website when you explain your products and services, or in blog posts that teach financial literacy skills. But that’s not advice. Advice requires a two-way conversation that values listening as much as selling.

How survey participants said they received advice supports this fact. Of those who told J.D. Power they received advice, only 33% who received it via email said it met their needs. Compare that to the 58% who loved the advice they received face-to-face. Now here’s where it gets tricky: nearly 60% said they want to receive that face-to-face advice through their financial institution’s mobile app.

“The key takeaway from this study is that there is a huge opportunity to leverage a combination of in-person and digital interactions to provide advice and guidance that assist customers in their financial journey,” said Paul McAdam, J.D. Power senior director of banking practice.

We believe when a financial institution uses technology to make its consumers feel loved, it’s the best of both worlds. And we think your bottom line will show it.