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The “Socially Engaging” Bank The key components of the Most banks today cluster customers
“Socially Engaging” Bank are: through traditional drivers (such as average
The second “Banking 2016—Next Generation revenue, cross-selling rate) and engage
Banking” model emphasizes engaging 1. Social media monitoring to them on a “push” basis. In a “Socially
customers where they spend their time, identify opportunities to engage Engaging” Bank, interactions are much
with a specific focus on social media to customers, mitigate risks and more personalized. The bank has tailored
increase customer intimacy. The intention promptly react to issues interactions with customers based on their
is to create relationships based on personal 2. Social digital marketing building on interests and intentions communicated via
interests, leverage influencers and facilitate clustering to enable the bank to better their actions on social media (for instance,
co-creation (the bank and its customers). define the best content for individual by “liking” or sharing something). Such
customer profiles and attract them actions can help the bank group customers
3. Social CRM enriching customer by common interests, have dialogues
data with social media data, thus with them daily on relevant subjects and
facilitating more effective propositions offer products when customers need
them. The bank subsequently becomes
a daily partner, able to address client
needs and play an active role along the
entire purchasing path, instead of only
engaging the client in the final phase.
Social media positioning—transformation journey
Build communities Engage users Drive business
Create audience with several Have ongoing business interactions Achieve results integrating social
communities aggregated on with social media users media as an engaging layer
relevant interest/topics (“service platform”)
− By products − Q&A sessions − Product development
− By financial need − “Offline” caring after − Initiatives leveraging virality
online interception (e.g. member get member)
− By non-financial need
− Customer care − Initiatives leveraging
− By customer segment
− Contests (to get influencers) “social information”
− Location-based initiatives
− “Edutaining” videos
− Entertaining apps/videogames
− Virtual branch
− Understand your position − Address customer needs − Develop new offerings
(brand and products) and complaints
− Collect relevant data
− Leverage influencers
− Overall positioning
Brand
− Overall sentiment about
Listen Product existing or new products
Collect relevant feedback to − Collection of feedback about initiatives
feed other key components and Initiatives
tune initiatives − Interception of customer complaints
Customers − Enrich customer profile by
collecting customer interests
Source: Accenture
Accenture Distribution and Marketing Services
The “Socially Engaging” Bank The key components of the Most banks today cluster customers
“Socially Engaging” Bank are: through traditional drivers (such as average
The second “Banking 2016—Next Generation revenue, cross-selling rate) and engage
Banking” model emphasizes engaging 1. Social media monitoring to them on a “push” basis. In a “Socially
customers where they spend their time, identify opportunities to engage Engaging” Bank, interactions are much
with a specific focus on social media to customers, mitigate risks and more personalized. The bank has tailored
increase customer intimacy. The intention promptly react to issues interactions with customers based on their
is to create relationships based on personal 2. Social digital marketing building on interests and intentions communicated via
interests, leverage influencers and facilitate clustering to enable the bank to better their actions on social media (for instance,
co-creation (the bank and its customers). define the best content for individual by “liking” or sharing something). Such
customer profiles and attract them actions can help the bank group customers
3. Social CRM enriching customer by common interests, have dialogues
data with social media data, thus with them daily on relevant subjects and
facilitating more effective propositions offer products when customers need
them. The bank subsequently becomes
a daily partner, able to address client
needs and play an active role along the
entire purchasing path, instead of only
engaging the client in the final phase.
Social media positioning—transformation journey
Build communities Engage users Drive business
Create audience with several Have ongoing business interactions Achieve results integrating social
communities aggregated on with social media users media as an engaging layer
relevant interest/topics (“service platform”)
− By products − Q&A sessions − Product development
− By financial need − “Offline” caring after − Initiatives leveraging virality
online interception (e.g. member get member)
− By non-financial need
− Customer care − Initiatives leveraging
− By customer segment
− Contests (to get influencers) “social information”
− Location-based initiatives
− “Edutaining” videos
− Entertaining apps/videogames
− Virtual branch
− Understand your position − Address customer needs − Develop new offerings
(brand and products) and complaints
− Collect relevant data
− Leverage influencers
− Overall positioning
Brand
− Overall sentiment about
Listen Product existing or new products
Collect relevant feedback to − Collection of feedback about initiatives
feed other key components and Initiatives
tune initiatives − Interception of customer complaints
Customers − Enrich customer profile by
collecting customer interests
Source: Accenture
Accenture Distribution and Marketing Services
