UX STRAT Europe, Stefan Dieffenbacher: The User Experience Strategy Behind One of Europe’s Largest Digital Transformations

© Copyright 2015 Digital Leadership GmbH
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Stefan F. Dieffenbacher at UXStrat Europe in Amsterdam – June 5th 2015
The User Experience Strategy behind one of
Europe’s largest Digital Transformations

Digital Leadership
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How has the average banking customer spent his time in 2014?
Branch
Digital channels
Source: Data from 5 of the top 20 banks in Europe, 2013-2014

Digital Leadership
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What % of customers went in 2014 in the branch?

Also used the branch
Only digital channels
59.6%
40.4%

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Usage behavior of channels in 2015 in %
Desktop / Browser Banking
Mobile Banking
Software (e.g. Quicken)
Cash / non-cash ATMs
Branch

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The digital channels are already #1 today.
The branch is the alternative channel.
Really?

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Sales numbers (by # and volume) in comparison
Branch
Digital channels

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Banks don’t manage to make money out of
their online customers (yet).

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What is the strategy and design
approach to develop an
innovative and successful
Digital Channels offering that
meets user, business and
technology demands?

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Background on the framework
and approach

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The challenge: it’s a large field
Strategy
Business Case /
Plan
typical gap
typical gap –
partially covered by internal governance
Brand &
Marketing
Global Brand
strategy
Design
Go-live
communication
typical gap –
no feedback loop
Tech
Tech development
Architecture
typically no long-
term view
typical gap –
no feedback loop
UX
UX details
UX Concept
typical no strategy
typical gap –
no feedback loop
Product
Requirements Engineering, Pricing,
Product development …
typical not aligned
typical gap –
no feedback loop
Strategy
Conception
Development
Go-live
Optimization
Stage
Discipline
Innovation
Innovation Labs
typical gap

Digital Leadership
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The challenge: it’s a large field
Strategy
Business Plan
typical gap
typical gap –
partially covered by internal governance
Brand &
Marketing
Global Brand
strategy
Design
Go-live
communication
typical gap –
no feedback loop
Tech
Tech development
Architecture
typically no long-
term view
typical gap –
no feedback loop
UX
UX details
UX Concept
typical no strategy
typical gap –
no feedback loop
Product
Requirements Engineering,
Product development …
typical not aligned
typical gap –
no feedback loop
Strategy
Conception
Development
Go-live
Optimization
Stage
Discipline
Innovation
Innovation Labs
typical gap
?
Are we integrating
what we should?

Digital Leadership
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Stakeholders
Expected
Benefits
Overall
Direction “The Product” Costs Business Case
Approach &
Plan
Stakeholder
identification
Personas
Initial market &
competitive analysis
Other inputs to
needs
Departmental
inputs
Benefits
identification
Benefits breakdown
BI & Analytics
review
Initial opportunity
identification
Vision
Goals
Business objectives
Project Motivation
Key user tasks
Cross-channel
experience journeys
Scope Landscape
Roadmap
Content org model
Site org model
Technical
architecture
Draft cost
breakdown
Initial project plan
Organisational
setup post launch
Cost assumptions
Business case
Funding options
Business Case
presentation
Initial draft plan till
go-live
Project plan
strategy & concept
phase
1 2 3 4 5 6 7
The Digital Leadership Strategy Framework integrates all disciplines

PRODUCT & SERVICES
CONTEXT
Segmentation
User Needs
Use Cases &
User Journey
Business Strategy
Stakeholder
objectives
Quantified
Benefits
Business Model
Business
Objectives
Governance Model
Organisational
Capabilities
Existing
Operational Model
Sourcing Strategy
& Partner Map
Security
Current
IT Landscape
Field of
Competition
Market trends
Current Product
Performance
User Experience
Interaction Design
Media
Presentation
Brand
Design
Styleguide
Modules &
Templates
Multi-Device
Concept
Navigation
Concept
Personalization
Concept
Internationaliza-
tion Concept
Structure Migra-
tion Approach
Content Strategy
Content Model
Content Migration
Approach
Scope Landscape
Functional Scope
Non Functional
Scope
Requirements
Backlog
Compliance &
Legal
SEO / SEM
PerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context
The Digital Leadership Strategy Landscape
TMServices & Consulting for
Digital Leadership
Description: Summary of key artefacts, jointly summarizing
the cornerstone of a digital strategy that are to be created
during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT & SERVICES
CONTEXT DRIVERS
Segmentation
User Needs
Use Cases &
User Journey
Business Strategy
Stakeholder
objectives
Quantified
Benefits
Business Model
Business
Objectives
Governance Model
Organisational
Capabilities
Existing
Operational Model
Sourcing Strategy
& Partner Map
Security
Current
IT Landscape
Field of
Competition
Market trends
Current Product
Performance
Vision
Project Motivation
Statement
Measureable
Business Results
Pricing Model
Business Case
Defined Funding
Defined
Maintenance Costs
Defined Develop-
ment Costs
Defined
Operating Costs
Expected Sales
Community
Approach
Service Design
Supporting
Products
Channel Strategy
Target devices
Positioning
Integrated
MarComs Strategy
Target Architecture
Target
Technologies
Target Platform
Integration
Architecture
User Experience
Interaction Design
Media
Presentation
Brand
Design
Styleguide
Modules &
Templates
Multi-Device
Concept
Navigation
Concept
Personalization
Concept
Internationaliza-
tion Concept
Structure Migra-
tion Approach
Content Strategy
Content Model
Content Migration
Approach
Scope Landscape
Functional Scope
Non Functional
Scope
Requirements
Backlog
Governance
structure
Change plan
Communication &
trainings plan
Organisational
structure
Roadmap Project plan
Config. & Release
Management
Internal capability
building
SW-Dev & QA -
Approach
Risk Management
KPI Framework Performance
Measurement
Continous improv.
Approach
Multivariant
Testing
Analytics Operations SLAs IT Operating
Model
Business Processes
& Workflows
Promotional
Contents
Promotional Media
Compliance &
Legal
SEO / SEM
Governance Product Development Measurement & Optimization Platform Operations
Channels & EcosystemDigital MarketingTechnologyPerceptionInformation ArchitectureContentScope
Customer Needs Business objectives Operational Context Business Context Project definition Financials
The Digital Leadership Strategy Landscape
Services & Consulting for
Digital Leadership
Description: Summary of key artefacts, jointly summarizing
the cornerstone of a digital strategy that are to be created
during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 3.2 (Jan 2014)
Author & Copyright: Digital Leadership GmbH
GOVERNANCE OPERATIONS
PRODUCT
CONTEXT DRIVERS
Business
Technology
Brand
User Experience

Digital Leadership
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Big Picture /
Strategy

The High Level Project approach
5 people
6 weeks
March
Longer-term strategy
Ongoing Releases
(UX + Solution Definition)
l
te
ness
s and capabilities
6 members team
15 April - 4 October
during 21 weeks
526 man days
6 people
25 weeks
Dashobard
Communication Centre, Advice dialog
Save & Invest
Personal Finance Manager
Product Information
Navigation and Search
Proﬁles and personalization
Multiuser Banking, becoming a customer
Development of key concepts (2 weeks = concept)
Retail and private personas
Retail
Private
Business
Needs and capabilities
Roadmap creation
6 members team
during 21 weeks
526 man days
≈12 people
35 weeks (ongoing)
Dashobard
Save & Invest
Product Information
ework
ritical Success
gal reviews
alignment
Retail
Private
Business
6 members team
during 21 weeks
526 man days
Dashobard
Save & Invest
Product Information
KPI framework
Risks & Critical Success
factors
Initial legal reviews
Business alignment
Retail
Private
Business
6 members team
during 21 weeks
526 man days
April
May
June
July
August
September
October
November
December
Total effort
Ca. 3.000 PD by DL
Ongoing Releases
(Software Development, not done by DL)

Digital Leadership
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Phase 1
Big Picture

Digital Leadership
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Segmentation overview and prioritization
#
Customer intelligence
segmentation
Group size
in thds
Emotional segment
General priority
for the bank
Strategic
priority Digital
Channels
Revenue in
EUR
1
Retail plus
6.397
AB12
1
5
€167
2
Retail partnership
811
Partnership Seeker
2
4
€458
3
Retail dependent
1.019
Dependent Faithful
1
4
€666
4
Cusio HiPo
694
Distant Functionalist
4
5
€200
5
Priority
616
Partnership Seeker
5
1
€2.763
6
Save and Investors
804
Dependent Faithful
4
1
€504
7
Nexus Retail
781
3
5
€185
8
Evolvers
397
Dependent Faithful
4
3
€389
9
Youngsters
448
3
5
€160
10
Evolvers HiPo
118
Partnership Seeker
5
5
€677
11
Saver
2.352
B3
3
4
€1.481

Digital Leadership
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Arno Dübel „Retail partnership seeker“
Prio 1-5
Banking behaviour and attitude
Number of banks 2 (Sparkasse Lüneburg, Volksbank)
Primary bank Sparkasse
Banking likes Better than average conditions, quality, agreeable but somewhat business-like
atmoshpere, late opening hours, politeness
Banking dislikes Automated bank without employees, ineffective handling of her issues, not
precise information
Banking fears Handling her affairs not effectively because they do not know her background
enough
Service frustrations Not enough attention, different information from different bank staff
Literacy and devices
Computer Literacy Medium, rarely buys online
Finance Literacy Reads finance news on the internet and newspaper, modest knowledge but
high interest, discussing business options with financially educated friends
Devices PC,Windows phone, Android tablet (jointly used by partner)
Proposition Matrix
Brand affinity Weak Advocate
Products u. Mngmt Current and savings account, little investment
Advice type Personal, detailed, deeply sensitive, regular contact, proactive, does not want
to have advice on familiar products, email
Financial evolution Savings and investment
Up and cross selling Bonds and funds, personal loan
Key data
5
Age: 54
Location: Berlin
Language: Deutsch
Education: BA, Univ.
Income: €1 k
Assets: €5k
Group size 823 000
Lifestyle
Background:
• Lives together with husband
Life goal:
• Having kids
• Career is less important then
a good quality of life
Life events:
• Having kids, traveling
• helping parents
5Top Prio: 5

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“I want to save for my
grand-children”
“I want to retire
before 60”
Awareness
Interest
Purchase
Service
& Support
Loyalty
1
23
4
5
I need...
“I want to finance
my first car”
“Invest in a way that yields
enough return for the time when
my kids will be grown up”
“find the next
branch”

Digital Leadership
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Benefits s
Higher sha
- A
Discov
Long-te
Produ
In
Efficie
Fam
Higher sha
- T
Human advice
Simplicity
Activation
- Attributes
Activation
- Areas
Help
Information
Overcoming resistance
Discovery of products
Simple product infos
Information
Comparing products
Detailed product infos
Family banking
Efficient purchasing
Product infos - loans
Acquisition
- Areas
Gaining a deep understanding of user needs

Digital Leadership
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User needs
“I want to be
supported with
my savings”
“I want to retire
before 60”
“I want to
finance my
first car”
“Invest in a way that
yields enough return for
the time when my kids
will be grown up”
“I need to
find the next
branch”

Digital Leadership
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User needs
Business goals
Decrease of
maintenance
costs
Responding quickly
to market needs has
become critical
Move defined
segments online
Online, callcenter &
branch processes
need tighter
integration
“I want to be
supported with
my savings”
“I want to retire
before 60”
“I want to
finance my
first car”
will be grown up”
“I need to
find the next
branch”

Digital Leadership
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ONE
overarching
vision
User needs
Business goals
Decrease of
maintenance
costs
Responding quickly
to market needs has
become critical
Move defined
segments online
Online, callcenter &
branch processes
need tighter
integration
“I want to be
supported with
my savings”
“I want to retire
before 60”
“I want to
finance my
first car”
will be grown up”
“I need to
find the next
branch”

Digital Leadership
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Prioritized
Businessobjectives
Customer
benefitssought
How the vision was developed
One overarching vision
§  Each prioritized user benefit and business objective
were directly mapped
§  Customer benefits sought & business objectives were
found to be consistent overall

Digital Leadership
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From user needs to requirements
“I need to be able to talk
to my bank online.”
User need
1.  Online chat
2.  Phone
3.  Skype
4.  E-mail
5.  Callback
6.  OBO
(On Behalf of
Management)
Requirement

Digital Leadership
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§  BILD LEITZ ORDNER

Digital Leadership
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A functional
banking blueprint
that for the
first time reunites
user- and business
requirements
Source: Digital Leadership Strategy Framework

Digital Leadership
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Results of phase 1
Customer
segmentation &
prioritization
Sought benefits &
business objectives
breakdown
Vision
Functional
Scope Landscape
Segmentation overview and priorization
#"
Customer"intelligence"
segmentation"
Group"size"
in"thds" Emotional"segment"
General"priority"
for"the"bank"
Strategic"
priority"Digital"
Channels"
Revenue"in"
EUR"for"
BNPPF"
1" Retail"distant" 363" Distant"Functionalist" 1" 5" €238"
2" Retail"partnership" 364" Partnership"Seeker" 2" 4" €238"
3" Retail"dependent" 364" Dependent"Faithful" 1" 4" €238"
4" Nexus"HiPo" 246" Distant"Functionalist" 4" 5" €286"
5" Priority" 248" Partnership"Seeker" 5" 1" €1.715"
6" Save"and"Investors" 287" Dependent"Faithful" 4" 1" €720"
7" Nexus"Retail" 279" Distant"Functionalist" 3" 5" €66"
8" Evolvers" 198" Dependent"Faithful" 4" 3" €556"
9" Youngsters" 160" Distant"Functionalist" 3" 5" €57"
10" Evolvers"HiPo" 42" Partnership"Seeker" 5" 5" €967"
11" James" 10" Competent"Challenger" 3" 5" €1.900"
Sources: Customer intelligence segmentation; emotional segmentation.
Priorities were developed with key stakeholders.
Business Objectives Map – aligned at financial levers
Improve the experience
/ hygienic factors
Increase revenue
Push # of James clients
Attract new youth and
Nexus customers
Push innovative
payment solutions
Communicate
aggressively
Improve customer
acquisition
Number of customers
Improve retention &
churn prevention
Lock-in by PFM,
customer knowledge...
Achieve 85% customer
satisfaction
Push two-way
communication
Push wallet initiatives
Prevent churn in Prior-
ity, James, Nexus HiPo
Improve
Quality of Service
Higher share of wallet
Improve digital sales
Improve digital sales
performance
Maintain market share
over profitability
Aggressively sell
insurance
Aggressively sell
consumer finance
Achieve 25% sales via
digital channels
Introduce more buying
opportunities
Improve digital
upselling / x-selling
Improve personalisation
& relevance
Increase product
utillisation
Increase main bank
customer share
Push AuM / value per
product
Push digital activity
levels
Lower costs &
improve profitability
Activation
Push everyday
processes to digital
Push consumer finance
to digital
Push “retail” segment
to digital
Push main bank
customers to digital
Push invest &
brokerage to digital
Online-specific KPIs
Number of visits
Number of
product sales
Conversion
optimization
Average time spent
on site
Number of
App downloads
App opening /
usage rate
Site speed / server
response time
Additional enabling factors
Meet legal
requirements
Consistent experience
across channels
Align digital along
BNPPF’s core promises
Enable more products
with STP
Digitize branch
processes
Improve customer
contact
Create unified
communications
Process improvements
Key sources:
•  Marketing Plan "Individuals & Youth"
•  Sales Direct Channels Plan 2013
•  CER Segment/Product Matrix
•  "Strategic Context 2011"
•  Customer Intelligence Report "Where to focus?”
•  Online Sales targets & current performance objectives
Digital Leadership
Programme Vision for
"Next Generation Digital Channels"
The Next Generation Digital Channels will drive down costs and increase
profitability by activating the retail segment and across all segments increase
digital activity through efficient services, smart self-advisory functions and the
digitization of branch processes.
The data we will have of our customers will help us develop an increasingly
personalized and relevant offering while at the same time driving sales
supporting our customers all through product discovery and comparison, smart
data mining and campaigning and effective purchase options.
The future Digital Channels will enable us to become a digital bank offering a
benchmark user experience across all channels, offering innovative payment
solutions and integrating into the social universe which will ultimately help us
lock in our customers.
Last but not least, the Digital Channels will build upon the core brand promises
of BNPPF being transparent, open, engaged, and being a trustworthy partner of
our customers with a human interface and through advice.
Source: prioritized business objectives and
prioritized benefits sought by customers
Product(Information
Discontinued(product(
management
Analytics
ReportsCapabilities
Other
Dashboard
Views(on(financial(
situation
Security
LowAbarrier(security
User(Profiling(/(Personalisation
Segmentation
client:(BNPPF
orig.(date:(19.03.2013
rev.(date:(21.03.2013
Note:(
subject:(Scope(Landscape(@(Future(State
project:(Next(Generation(Digital(Channels
page:1(of(1version:(0.1
BNP(Paribas(Fortis(A(Scope(Landscape((longer(term) author:(IND
Realtime(
Interfaces
EnterprisePrivate Business
Roles
Build(/(integrate
Legend
Channels
Web Mobile(Web
Retail
Tablet SMS
Branch Call(center Admin Expert(advisor Editor
Campaign(Management
Chat Video Social(SiteATM((non@cash)
Backend
User(profiling
Segmentation(
capabilities
File(system
Search(@(IDOL
CMS(@(Autonomy
Analytics
SSO
Campaign(
Management
Axes
Languages
French
Brand(/(territory
Channel
SegmentAudience
Daily(Banking(Panorama
Financial(overview
Free(to(spend
SelfAService
Product(Contract(
Management
Contract(Overview
Account(Management Credit(/(Debit(Card(Management
Incident(&(Problem(
reporting Limits(Management
Rights(Management
BranchArelated
PFM
Transaction(Handling/
Rich(Transactions
Categorization
Net(WorthPersonal(Finance(Planning((PFP)Budgets
Notifications
Visualization(&(Reporting
Saving(Goal(
Management
Save(&(Invest
Investment(Panorama
Investment(portfolio(
overview
Investment(Account(
Management
Buy(&(sell
Reports(&(Analysis
MultiAuser
Virtual(Portfolios
Messaging
Secure(Channel(
Information
Alerts(&(Notifications
Gratulations
Help
FAQ(/(Q&A
Emergency(Contact
ContextASensitivityVideo(Tutorials(/(Screen(Walkthroughs Contact(Form
Support
Support(by(Voice( Support(by(Video(Call Support(by(MailSupport(by(Chat Support(by(Machine(
Takeover
Login(/(Logout
Facebook(Login
Signing
Recommendations
Recommendation(sources
Recommendations(
based(on(past(
performance
Recommendation(
Channels
PreASales(/(Sales(Tools
Simulators(&(Calculators
Car(loan
Education Wizards
PreAApproved(Loans(/(
CreditALine
Life(Event(Planner
Contact
Online(Contact Contact(triggers Branch(Locator
Complaints
ATM(Locator
Service
Interfaces
Content(Management(System(A(Autonomy Search(A(IDOL Product(Master(Data(Catalogue Other(Backoffice
Reporting
Business(Intelligence
Sales(dashboard(
CRM
Branch(locatorDisplay(banker(
visually((picture)(with(
all(contact(
information(on(every(
key(page
Implicit(personalisation
Profile(based(
interface(display
Dutch
English
German
At(least(the(
automated(part(of(
the(site((i.e.(daily(
banking)(needs(to(
exist(in(4(languages
SEO
SEO
SEO(for(products
SEM
SEM
Show(a(phone(
number(on(all(pages
Always(show(phone(
number(&(contact(
options(of(next(
branch
ATM(locator
ATM(locator(abroad
Branch(locator(
abroad
Show(closest(branch(
based(on(current(
position
Send(feedback
Desktop(Version(of(Online(
Banking(/(OfflineAMode
Different(views(
depending(on(
novice(/(expert(status
Fun(visual(elements(
and(animations(
(Youngtser(Views)
Sharing(rights(
management((what(
can(other(users(see?)
Share(read@only(of(
certain(screens(/(
information
Proactively(contact(
consumers(who(have(
products(that(will(
near(their(maturity(
date
Money(transfer(
notification(email
Message(about(
events((i.e.(change(in(
portfolio,(stock(
performance)
Introduce(service(
team(in(a(group(
photo,(with(all(the(
names
Tool@tips
FAQ(with(powerful(
search(capabilities(
Tutorial(@(for(basic(
online(banking
Easy(screen@shot(
facility(when(support(
is(required
Online(tech(support(
chat
Ask(bank(@(by(topic
Videos(explaining(
key(functional(items(
and(concepts(such(as(
saving(goals
Tutorial(@(for(specific(
topics(such(as(PFM(/(
PFM
Emergency(contact
Chat((available(
agents)(offer(on(all(
pages
Problem@based(FAQ(
navigation
First(online@banking(
guidance
Step@by@Step(
tutorials(for(all(key(
workflows(
(transactions,(
investing,(PFM)
Proactive(support(
calls:(We(care,(are(
you(alright,(does(it(
work(for(you?
Shared(online(screen(
advisory(by(expert
Shared(online(screen(
advisory(by(expert
Regular(balance(
updates
Monthly(pension(
report(by(email
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name(days(and(
birthdays
Maturity(
notifications
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(major)(balance(
changes
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OS(notification(
center(alert
Internal,(two@way(
messaging(in(online(
banking
Conversational(
archives
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OS
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Online(banking(
notifications
Birthday(offer
Choose(channel(for(
alerts(&(notifications(
by(type(of(msg.
App
My(Profile
Loyalty
Loyalty(points(
management
Loyalty@based(
additional(
functionality(
unlocking
Loyalty(points(
webshop
Loyalty(coupons
Collecting(and(
distributing(loyalty(
point(within(family
Settings
Personal(settings(for(
communicational(
channels(and(
frequency/event(type
Loyalty(gifts(for(high(
activity
Transfer(loyalty(
points(to(family(
members(or(friends
Preferences(for(
unusual/usual(events
Signup
New(Customer(
signup(STP
Online(customer(
origination(for(other(
user((i.e.(kid)
Badges
Playful(goals(and(
rewards
Rewards(with(own(
products
Rewards(from(
partner(
organizations
Profile(completeness
Segment@specific(
product(
recommendation
Preferences(for(
unusual/usual(events
Specific(measures
Activity(log
Two@way(/(factor(/(
level(authentication
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at(50%(profile(
completion,(100%
Use(preferred(way(of(
adressing(the(
customer,("Hello(Mr.(
Mustermann",("Hi(
Max".
Ask(for(opt@in(to(
allow(proactive(calls(
for(such(events
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to(be(gained(for(
individual(actions(/(
amount(of(cash(in(an(
account,(etc
Display(loyalty(level?
Display(of("loyalty(
points(needed(to(
next(reward"
Settings(to(activate(/(
inactivate(service(
content
Manage
Newsletter
Feeds(&(Push@
Message
Predictable(MoTs(
and(adequate(
response
Outlook(on(free(to(
spend
Rolling(budget
Budget(for(each(
category
Auto@proposed(
categories
Total(view(on(assets
Savings(planner
Financial(health(
checker
Visualisation(of(
spending(and(
budgeting
Expense(tracking(
and(budgeting(
Rich(transaction(
history(with(filtering(
and(ordering
Tagging
Commenting
Flagging
Simulator(for(
pensions
Home(value(
calculator
Set(saving(goals
Manage(saving(goals
Graphical(product(
overview((incl.(3rd(
party(banks(@@>(
account(
aggregation!)
Tools(based(on(past(
transactions
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Travel(planner
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overview
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Catalog
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Web(Layer(Profiling
Autonomy(/(IDOL
CRM(Loop
Data(Warehouse
CLE
Landing(Pages
Mail
Scope Landscape
Translating the vision, business objectives and benefits sought into a functional landscape.

Digital Leadership
28
What is key
from a user,
business
and tech
perspective?
Financial
planning
Re-
commen-
dations
Advice
Personalisation
Navigation &
Search
Sales
UGC
Dash-
board
User profile data

Digital Leadership
29
Approach on phase 2: sprints for each topic
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
Dashboard Scope Customer Types Workshop Input Scope Definition Concept Wireframes
1. Identify Dashboard Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns
4. Refine scope and create
definitions
6. Represent scope items visually
for reference
KPI Framework
5. Develop KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
cope Customer Types Workshop Input Scope Definition Concept Wireframes
Scope 2. Introduce Customer Types 3. Discover digital customer usage
patterns
definitions
for reference
KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
patterns
definitions
for reference
KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
patterns
definitions
for reference
KPI Framework
Jean-Luc Lutgarde
Christiaan Brigitte
Antoine
patterns
definitions
for reference
KPI Framework
Bastian
Antoine
Lutgarde
Malorie
Zoiu
Bastian
Antoine
Lutgarde
Malorie
Zoiu

Background
She grew up in a big family in a small rural town, left school early, She worked all her life at the same shop,
relies on husband and bank for major decisions.
Family situation
She married to a car mechanic, two children whom she cares about a lot
Lutgarde
Shop worker
Key data
§  53 years old
§  Dependent faithful
§  14K € assets
Bank expectations
§  Bank branch is place for
social exchange
§  Likes to talk with her
banker before she does
anything
§  Security and personal
touch are important
Characteristics
§  Nice
§  Talkative
§  Basic education

Online characteristics
§  She uses the internet
because she has to
§  Computers are a burden
§  She doesn't try new
websites or apps
§  Her children help her with
new technology
§  She's afraid of doing
something wrong
§  Likes to have help
Current situation
Marijke is approaching retirement and looking forward to more quiet and relaxed years. She doesn't know a
lot about money and banks, but her regular visits to the branch are part of her weekly routine. Computers and
the internet are things she is still afraid of, but she learned the basics in order to keep in touch with her
children.
Income
Product changes
Financial knowledge
Earning potential
Loyalty
Digital lifestyle
Branch dependence
Advice reliance
Openness to proactivity
Very low Low Medium High Very high

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31
Understanding customers
Sequential steps Sequential steps in parallel Loosely ordered steps Time independent steps Iterative steps Potential Moment of Truth Positive experience Breakdown Touchpoint with other providerPotential touchpoint with Westpac Branch visit Potential property Meeting Phone call made Phone call received Email Traditional mail Personal computerWebsiteForms Discussion with friends/familyCustomer thinking or workingPublicationWES9017 P&O Mortgage Transformation | v1.0 Final
© 2010
“I love working for myself, and spending
time with the kids. If only I had more time
in my day and more space in our house.”
Digital Leadership

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32

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33
19 / 79BNP Paribas Fortis | Next Generation Digital Channels | Long-Term Strategy Track | UX Flipbook Roadmap 2015 Version 1.0 | 02.10.2013
Capabilities
Notes
ENCOCO-5cd Show Advisor / RM with
picture and all contact info
ENCOIN-2b8 Call Back button
ENCOIN-755 Call Now button
SEDADA-cd3 Display picture of advisor,
offer call
SEDAFI-1cf Free to Spend
SEDAFI-51f Balance Aggregated
SEDAFI-6cc Balance by Account
SEDAIN-360 Transfer Money to beneficiary
from list
SEDAIN-d54 Contact Advisor
SEDADA-92e Saving Accounts Overview
SEDADA-a85 Current Accounts Overview
SEDAIN-59f ATM & Branch Finder
SEDABA-44f Transactions since last login
SEDAFI-088 Notification Area
SEDAFI-0b3 All bank products and
insurances
SEDABI-099 Request Zoomit on Non-
Zoomit Bills
SEDACU-360 Cards view / List view
Personas
Dashboard - basic - list view DA-01
Dashboard
€ 2 440,61Current account Lutgarde Ducroix
Lutgarde Ducroix € - 387,27
€ 21 319,75Savings account Lutgarde Ducroix
current accounts:
save & invest accounts: + find new save & invest ->
+ find new account ->
Account overview show: All accounts
Product type Account owner Amount - You have no new notifications -
Total: € 23 373,09Free to spend: € 1 382,24 (details)
ATM's near postal code: 2640
Credit card
all transactions ->
25-07 € -59,87Shell gas station Liege - payment
Piet de Lange - Thanks for dispursing dinner! € +25,00
€ -43,41Belgacom monthly subscription - transfer
25-07
23-07
€ -249,99Bol.com - Sony audio system22-07
Fuel
uncategorized
Telecom
Electronics
Notifications
Adriana Lievens
Customer contact
1252 Ave. Charlemagne
(32) 034-342223
Chat
Call
Call back
Contact More ->
archive ->
Transfer€
Transfer money
Beneficiary:
Enter amount:
From account:
Current account
advanced ->
Select contact
This company uses Zoomit: add Belgacom to Zoomit ->
Online banking > Account Overview
| Account Overview | Accounts & Cards - Save & Invest - Loans - Insurances | Personal Finance Manager SOS Assist
BNP PARIBAS
FORTIS
EN Locations Newsletters About BNPPF Site Help LogoutPersonal | Professionals | Private banking
Search... messages support
Lutgarde
O
A
B
C
D
E
Ff
G
H
I
J
K
L
M
N
O
P
Q
1. The dashboard is the page on which the
customer arrives after logging in. It contains
information and tools that he/she uses most
frequently, like account overview,
transferring money and notifications.
2. The account overview can be viewed in
different ways, in this case in the form of a
table that lists all accounts.
B
A
CD
E F
G
H
IJ
K
L
1
2
N
M
P
Q

Digital Leadership
34
Strategic rationale
What's the overall business rationale on this sprint?

Business value drivers
How does this sprint item drive value for the bank?

Departmental inputs
Results from business workshop that are developed into
capabilities

Business score card
Scoring of capabilities

Key business capabilities
The most important capabilities from the bank's view

KPI-framework
Success metrics for most important aspects of the sprint

Each Sprint included Business Rationale

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35
What is key
from a user,
business
and tech
perspective?
Financial
planning
Re-
commen-
dations
Advice
Personalisation
Navigation &
Search
Sales
UGC
Dash-
board
User profile data

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36
Scoring model
Contribution
Business Center 2
Contribution
Business Center 1
Contribution
Business Center 4
Customer
priority
Business
priority
IT & organisational
perspetive
Impact # customers
Contribution
Business Center 3
IT Complexity
Impact on
utilization
Impact
Upselling /Equipment
Organizational
complexity
Bastian
Antoine
Zoiu
Malorie
Lutgarde

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Final Scope
Landscape

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38
Analysis of current and target architecture

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39
Go-to-
market
scope

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40
Building a roadmap
Today +1y
Target state

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41
Roadmapped
short-term
scope

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42

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43
About

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44
We have developed a complete approach and framework to
STRATEGY
Create superior digital strategies
BUILD
Build successful portals and
digital products
RUN
Efficiently run
digital organizations
And we support our clients across all three stages.

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45
Stefan F. Dieffenbacher

e-Mail: sd@digital-leadership.net
web: www.digital-leadership.net
blog: digital-business-reimagined.com
twitter: /sfdieffenbacher
twitter: /leading_digital
Facebook: DigitalLeadership
LinkedIn: stefanfdieffenbacher
Slideshare: dieffenb
Xing: StefanF_Dieffenbacher
Be invited.
Get in touch.

UX STRAT Europe, Stefan Dieffenbacher: The User Experience Strategy Behind One of Europe’s Largest Digital Transformations

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UX STRAT Europe, Stefan Dieffenbacher: The User Experience Strategy Behind One of Europe’s Largest Digital Transformations