The death and destruction of traditional bank branches caused by digital and changing customer dynamics is widely foretold. But even digital natives are dual citizens of the physical world. Branch location is still customers’ strongest reason for switching current account and retail customers still want branches for important elements of sales and service. Retail is increasingly moving towards Omnichannel; enabling customers to do business on whatever mix of channels they choose. How channels are integrated is becoming as important as what channels are available. This has big implications for banks. Too often today, it is almost as if the digital and bank branch experience is designed and built by different companies. In the future, digital will underpin how banks deliver great customer experiences across channels. In this report we explore what drives the shift towards Omnichannel, how banks are performing today and a vision for Omnichannel banking in the future.

1. The age of omnichannel banking
Why omnichannel is the next wave of retail banking innovation

2. 2
Introduction: The Omnichannel age of retail banking
The death and destruction of traditional bank branches caused by digital and changing
customer dynamics is widely foretold.
But even digital natives are dual citizens of the physical world. Branch location is
still customers’ strongest reason for switching current account and retail customers
still want branches for important elements of sales and service.
Retail is increasingly moving towards Omnichannel; enabling customers to do business
on whatever mix of channels they choose. How channels are integrated is becoming as
important as what channels are available.
This has big implications for banks. Too often today, it is almost as if the digital and
bank branch experience is designed and built by different companies. In the future,
digital will underpin how banks deliver great customer experiences across channels.
In this report we explore what drives the shift towards Omnichannel, how banks are
performing today and a vision for Omnichannel banking in the future.
Simon is a Transform
Associate and a former
Head of Product at
Barclays Bank
James is Financial
Services practice lead
for Transform

3. 3
The report structure…
The report itself is structured into 3 sections:
1.Why omnichannel matters
– The strategic drivers of Omnichannel banking
1.How banks perform today
– Research on how 11 banks integrate digital and
physical journeys
1.The future of omnichannel banking
– Our vision of the future of omnichannel banking

4. 4
The banks we surveyed..
• Transform’s primary research was
concluded in March 2015 across 11
high street retail banks. The
research focussed on the
experience delivered to new
customers and comprised:
– a mystery shopping exercise testing
aspects of branch customer
experience
– a feature benchmark of digital
capabilities

5. Executive Summary

6. 6
Executive Summary
Economics, technology, digital adoption and customer demand are pushing banking rapidly into an Omnichannel
age. To understand how well banks deliver an Omnichannel experience today, we studied eleven high street banks.
We looked at two important ‘bricks & clicks’ journeys: from digital to branch and in-branch to digital.
We found that today’s banks:
– offer a fragmented and channel-siloed experience to customers. For example, only three banks offered any
type of click for appointment capability; four failed to offer any kind of integration of digital in-branch
– Are led by Barclays and NatWest in terms of delivering an Omnichannel experience. However …
– … banks are generally immature in their Omnichannel offering and trail the wider retail sector
Our vision for tomorrow’s Omnichannel banks adds up to a reinvention of retail banking. Customers will enjoy far
more integrated journeys across channels for sales and service. Branches will use technology to serve, sell and
educate customers. Branch networks will become more customised and in many cases traditional branches will be
replaced with ‘skinny’ self-service branches. Increasingly branch-like experiences will be delivered flexibly by
individual staff. Making this happen demands more than the digital technology. It requires the right systems,
process, data and people capabilities. All of this will be underpinned by a continued cultural shift towards deep
customer-centricity.

7. Why omnichannel matters
The strategic drivers of omnichannel banking

8. 8
What is omnichannel banking
• Omnichannel provides an integrated approach for customers to interact with
the bank whether that be for sales, transactions or service. From the
customer’s perspective this means being able to:
1. Choose the most appropriate channel(s) for any given interaction (although note that
omnichannel does not mean providing all channels for all interactions).
2. Make seamless transitions from one channel to another (including web, social, TV,
mobile, telephone, ATM, branch and paper channels).
3. Enjoy more consistent interactions across the various touch points and channels.

9. 9
Retail banking is about to enter the omnichannel age
1963 Charge cards
launched in UK
1967 World’s first ATM
1969 Cheque guarantee
cards launched in UK
1970 Direct debits
launched in UK
1990 Cashback launched
in UK
1987 Debit card
launched In UK
1989 First UK telephone
bank
1997 First UK internet
bank channel launched
1997 First UK
supermarket bank
launched
1999 First internet-only
banks launched
2010 Launch of mobile
banking
2012 First instant
payment app (PingIt)
launched by Barclays
2014 PayM launches first
mobile payments services
A high quality,
omnichannel customer
experience will become
the most important
differentiator in UK retail
banking
1659 Earliest known
cheque
1694 Bank of England
founded
1809 There are now 800
branches outside of
London
1833 Joint stock banking
permitted by Act of
Parliament; accelerates
expansion of branch
networks

10. 10
Omnichannel customers buy more financial products
SOURCE: Wells Fargo Bank, Investor Report, 2013,
www08.wellsfargomedia.com/downloads/pdf/invest_relations/presents/morgan_
061113.pdf

11. 11
Six strategic factors drive banking towards omnichannel
The death of traditional bank
branches is widely predicted.
But even digital natives are dual
citizens of the physical world.
Customers trust local staff.
Branch location is still
customers’ strongest reason for
switching current account and
retail customers still want
branches for important
elements of sales and service.
Factors driving digital banking Factors sustaining branch banking
CUSTOMER TRUST
CUSTOMER SERVICE PREFERENCES
BRANCH ROLE IN SALES
1
2
3
4
5
6
COST SAVINGS
CUSTOMER ADOPTION OF DIGITAL
CUSTOMER SATISFACTION
Branch networks are expensive to operate and
the digital cost to serve is significantly lower.
Digital is now the most high touch channel
because it offers customer convenience.
Branches are becoming lower touch.
Customers trust local branch staff
considerably more than national bank brands.
Despite high digital adoption, customers still
typically prefer to use the branch for some
types of interaction.
Most branch networks have not delivered
sufficiently high customer satisfaction to
prevent migration to digital channels.
Convenient branch location is the most
frequent reason for account switching.
Omnichannel banking will be the outcome of rapid digital channel growth,
combined with strong customer factors that sustain branches.
On the following 6 slides we
explore each of these factors in
detail

12. 12
SOURCES: Autonomous Research, quoted in FT, October 2014 converted to GBP at
$1.47: £1.00; Intelligent Environments;
1. The high cost of the traditional branch network
Average cost range of branch network
(as % of total Operating Cost)
Branch service costs
are around 100 x
greater than digital
channels.
Branch service costs
are around 100 x
greater than digital
channels.
60% The average cost of
running a branch
network is estimated
at between 40% and
60% of total retail
bank operating costs.
40%

13. 13
2. Digital is a higher touch channel than the branch
SOURCE: British Banking Association/YouGov, June 2014, www.bba.org.uk/wp-
content/uploads/2014/06/BBA_Competition_Report_23.06_WEB_2.0.pdf
Digital is the highest
touch channel for
retail banking
customers.
Digital is the highest
touch channel for
retail banking
customers.

14. 14
3. Banks enjoy limited and static customer satisfaction
SOURCE: Source: Accenture UK Financial Services Customer Surveys 2011, 2012
and 2014
Satisfaction,
advocacy and
loyalty levels have
not changed in 3
years
Satisfaction,
advocacy and
loyalty levels have
not changed in 3
years
Satisfaction,
advocacy and
loyalty levels have
not changed in 3
years
Satisfaction,
advocacy and
loyalty levels have
not changed in 3
years
Satisfaction,
advocacy &
loyalty levels are
static
Satisfaction,
advocacy &
loyalty levels are
static
Around 40% of
customers are not
satisfied with their
bank

15. 15
4. Customers trust local branches more than national brands
Trust is probably the most important
asset in retail banking.
Without trust, no amount of customer
experience design or service excellence
will produce advocacy.
Consumer trust in banks was generally
damaged following the credit crunch.
Branches are (or should be) a key part of
the strategy for rebuilding that trust.
SOURCES: CBI/ YouGov: Confidence in business; Fieldwork Time: 26th - 28th
November 2014; www.news.cbi.org.uk/cbi-prod/assets/File/CBI_YouGov%20Local
%20Impact%20Survey%20Results.pdf ; YouGov Public Trust in Banking, Spring
Symposium, April 2013
73%
Think banks
have a bad
reputation
67%Trust local
bank branch
staff
33%
Of people say they
don’t trust business
as a whole across the
country.
81%
Of people say they
trust ‘local
businesses in my
area’.

16. 16
5. People still value branches
Source: Gallup, May 2013 (note US data)
People prefer branches
for new accounts,
problem solving and
guidance.
People prefer branches
for new accounts,
problem solving and
guidance.
People prefer
digital for routine
transactions and
information.
People prefer
digital for routine
transactions and
information.
Day-to-Day/frequent transactionsAd Hoc transactions

17. 17
6. Branches are important for new customer acquisition
• Convenient branch location is still the primary
reason for switching personal current account.
• New customer acquisition will become
increasingly important as a range of factors
drive up switching rates. These include
regulatory and competition enquiries into
market concentration, which seek to address
perceptions that too few banks hold a
disproportionately high market share in current
accounts.
Sources: GfK Financial Research Survey, 12 months ending December 2013,
Branch Location
Dissatisfaction
Web/phone banking
Recommendation
34%
15%
14%
14%

18. How well do banks deliver omnichannel today?

19. 19
How we assessed banks’ omnichannel performance
From
Branch
to
Digital
From
Digital
to
Branch
Other channel
transitions
(out of scope)
1 2
We studied the
omnichannel
performance of 11
High Street and
Challenger banks
We looked at two
important ‘bricks & clicks’
channel transitions:
Digital to Branch and
Branch to Digital
We studied the
experience from
the perspective of a
new current
account prospect
MISSION: Open a new
current account.
CHANNELS: Digital
discovery, branch
purchase.

20. 20
Banks offer broken journeys from digital to branch
Comparison Site
Supports online purchase journey.
xNo comparison site/bank offers
‘click for local branch appointment’.
Customers who research online primarily use either comparison sites, search or a bank’s own
website. Those who wish to transact in branch are badly served by today’s journeys.
Search
All banks have microformats and
Google Place registration to support
local search.
Bank website/branch finder tool
All banks provide branch finders.
xMost branch finders offer a broken
journey.
xFew branch finders differentiate the
local branch.

21. 21
Today’s branch finders are largely brochureware
SOURCE: Transform research, March 2015
Most branch finder tools
publish basic service
information like opening
hours and branch location.
Most branch finder tools
publish basic service
information like opening
hours and branch location.
Just 2 banks provide
‘click for
appointment’ or
similar from the
branch finder.
Just 2 banks provide
‘click for
appointment’ or
similar from the
branch finder.
Only 1 bank used its
branch finder to
build local customer
engagement.
Only 1 bank used its
branch finder to
build local customer
engagement.
We studied the branch finder tools of 11 banks. Most tools publish limited ‘where?/what?/when?’
service information. This results in a broken journey for customers researching online but
transacting in branch. Only one bank used its branch finder to engage customers with the branch.

22. 22
Barclay’s branch finder gives the richest service information
SOURCE: Transform Research, March 2015
Barclays is
differentiated by its
detailed accessibility
information.
Barclays is
differentiated by its
detailed accessibility
information.
Only 4 banks
provide accessibility
information on their
branch finder tool.
Only 4 banks
provide accessibility
information on their
branch finder tool.
Only 5 banks
provide detailed
branch service
information.
Only 5 banks
provide detailed
branch service
information.

23. 23
NatWest offers the best digital to branch journey
SOURCE: Transform Research, March 2015
Only 4 banks provide
accessibility information
on their branch finder
tool.
Only 4 banks provide
accessibility information
on their branch finder
tool.
TSB offers a chat
for appointment
capability.
TSB offers a chat
for appointment
capability.
Most banks offer a broken journey from
Digital to Branch.
Only 3 banks provide any web-based
mechanism for customers to make in-
branch appointments.
Customer journey from Digital to Branch not supported seamlesslyCustomer journey from Digital to Branch not supported seamlessly

24. 24
How we assessed banks’ in-branch omnichannel offering
• To assess how well banks deliver
omnichannel experiences in branches,
we benchmarked digital transaction,
service and decision support
functionality in branch.
• We benchmarked two branches per bank
and as far as possible benchmarked like-
for-like full-service branches.
• Please note that a number of services
(e.g. beacons, video conferencing) are
at a pilot stage by several banks.
SOURCE: www.virgin.com/news/virgin-moneys-new-lounge-reaches-manchester

25. 25
In-branch digitally integrated omnichannel services are
immature
SOURCE: Transform Research, March 2015
NatWest and Barclays
provided the most
digitally integrated
branches.
NatWest and Barclays
provided the most
digitally integrated
branches.
Metro offered unique
instant digital printing
of account collateral.
Metro offered unique
instant digital printing
of account collateral.
Other banks did not deliver any digitally
integrated omnichannel service.
Other banks did not deliver any digitally
integrated omnichannel service.

26. 26
Although NatWest and Barclays led in our study …
Richest service
information.
Richest service
information.
Best transition
to branch.
Best transition
to branch.

27. 27
… their omnichannel offerings trail leading retailers …
Apple seamlessly
integrates Omnichannel
in its service delivery
Apple seamlessly
integrates Omnichannel
in its service delivery
Burberry staff carry iPads and
the store features comfortable
areas for browsing on devices
Burberry staff carry iPads and
the store features comfortable
areas for browsing on devices

28. 28
… who are investing in digital to improve the customer experience
Thomson embracing
technology to improve the
booking experience and
inspire customers
Thomson embracing
technology to improve the
booking experience and
inspire customers
Disney using digital technology
to provide a frictionless
experience
Disney using digital technology
to provide a frictionless
experience

29. The future of omnichannel banking
A vision

30. 30
If Apple were a bank …
• If Apple were a bank, you would want to use its
branches.
• Apple stores have succeeded through their
relentless focus on customer experience and a
seamless Omnichannel approach.
• The Apple store experience integrates
technology and is built as much around
customer needs (for example the Genius Bar and
Events) as it is around sales.
• Of course, Apple is free from expectations of
free service delivery and wide national branch
coverage. Nonetheless, it’s approach is relevant
to banks.

31. 31
Customers’ omnichannel expectation driven by retail
Argos enables customers to
shop online and collect in-
store with its ‘Click & Collect’
functionality.
Hammerson is equipping its
shopping centres with beacon
technology to give customers
helpful directions and
relevant promotions.
Sainsbury’s Scan & Go gets
customers through checkout
more quickly. Customers scan
their own items via mobile
app.
C&A (Brazil) displays real-
time Facebook likes for
fashion items displayed on
hangers.
Customers are having more and better omnichannel experiences from a retail sector that is
continuously innovating with digital integration in store.

32. 32
A few banks are also omnichannel, digital innovators
Digital Eagles
Barclays has 6,500 ‘Digital
Eagles’ across its branch
network to help customers
use Barclay’s digital services
and related technologies.
Code Playground
Barclays teaches coding for
children at bookable sessions
at its local branches.
In-branch Beacons
Barclays is trialing in-branch
beacon technology that alerts
staff when a customer with an
accessibility need enters the
branch.
Mobile Appointments
ING Belgium’s mobile app
allows customers to click for
an appointment with a named
staff member in-branch.
SOURCE: www.newsroom.barclays.com/releases/ReleaseDetailPage.aspx?releaseId=3099;
www.newsroom.barclays.com/releases/ReleaseDetailPage.aspx?releaseId=3068;
www.ing.be/en/retail/day-to-day-banking/self-banking/Pages/mobile_smartphone.aspx

33. 33
Our vision for omnichannel banking
• Our vision for omnichannel banking
adds up to a reinvention of the
banking customer experience.
• Branches and digital channels are
key; but both will be underpinned
by the right systems, data,
processes and people capabilities.
• There are five key elements of our
vision. In this section we explore
each of these elements.

34. 34
1. Customer journeys will become integrated across channels
Digital branch experience
Web
Branch: Person
Branch: co-browse
Branch display
Mobile
Phone
Paper
John Smith
Mission: open a new
current account.
Key motivations
•Values personal relationships.
•Trusts local businesses.
•Values both digital and
branch/face-to-face channels.
•Feels that banks are all the same,
but hopes to be surprised.
start
Online journey
offers click, call and
visit to open
account options.
Online journey
offers click, call and
visit to open
account options.
Text/email
reminder
Search
Demonstrators and
tools support sale
and build
personalised
illustration
Demonstrators and
tools support sale
and build
personalised
illustration
Selects
Product
Click for
Appointment
Arrives at
branch
Meets branch
staff
Uses tools and
product
demonstratorsDigital signage
Comparison
Click for
Appointment offers
rich information
about local branch.
Click for
Appointment offers
rich information
about local branch.
Option to enrol
mobile device as ID
key for branch
visits.
Option to enrol
mobile device as ID
key for branch
visits.
Messaging includes
contribution of local
branch to local
community.
Messaging includes
contribution of local
branch to local
community.
Personalised
experience if
customer’s mobile
device identified.
Personalised
experience if
customer’s mobile
device identified.
Instant fulfillment
through digital
printing in-branch.
Instant fulfillment
through digital
printing in-branch.

35. 35
2. Branches will become digital hubs for sales and service
SOURCES: Halifax self-service area; Argos customer terminal.
Today’s bank branches
typically offer limited (if any)
digital self-service or decision
support …
… Whereas some retailers
have already developed
sophisticated in-store tools to
support customer education,
sales and service.
• Today’s branches integrate digital to a
limited extent. Tomorrow’s branches
will integrate capability such as:
– Beacons for customer identification, sales and
service.
– Personalised digital signage. This will enable
greater communication local community
engagement, business support and local staff
credentials.
– Digital and assisted digital self-service.
– New generations of digital customer
education, tools and decision support.
– Digital printing for instant fulfillment of new
accounts.

36. 36
3. Branches will increasingly follow 3 types of format
People as Branches
Banks will increasingly deliver branch
capabilities on tablets, meaning that a
branch experience can be delivered by
individual staff.
This ‘branch on an iPad’ concept will
serve tightly defined geographic and
professional communities. Barclays has
already announced the launch of this
format.
Skinny Branches
Providing automated and assisted self-
service, delivered either through
(increasingly small format) owned
branches or through bank-in-shop or
bank-at-employer franchises.
A number of banks have increased self –
service capability in branches.
Full Service Branches
Branches with deep and customised
community engagement, personal
relationship banking and a full range of
service and sales.
Full service branches will increasingly
deliver flagship customer experiences and
will trend towards becoming stores and
lounges.

37. 37
4. Banks will increasingly customise branches
• Branches will be increasingly customised
to provide relevant experiences for the
communities and customer segments that
they serve.
• Idea Bank in Poland recently opened a
branch serving entrepreneurs, freelancers
and sole proprietors without their own
premises.
• In addition to business-focussed products
and services, the branch offers:
– Free hot-desking workspace with printers, wi-fi,
etc.
– Free coffee.
– Bookable conference facilities.
– A range of events, economic updates, etc.
SOURCE: www.bankingtech.com/279362/idea-bank-experimental-bank-branch-
opens-doors/

38. 38
5. Banks will become notable for high quality service
SOURCE: Transform Research, March 2015
• Many banks provide unremarkable levels of
personal service.
• However, during a new current account mystery
shopping study by Transform, Metro Bank impressed
us. Their staff:
–Showed a genuine personal interest in us.
–Reciprocated by sharing their own interests and
opinions.
–Gave us a tour of the branch.
–Gave us a goodie bag as physical evidence of our
visit.
–Enthusiastically described the USPs of Metro Bank
(including being welcoming to dogs, offering magic
money machines, etc).

39. 39
Making the vision happen
• Omnichannel is not about which channels are
offered, it’s about the way that customers
navigate across & within the channel mix.
• So it’s about how integrated physical and
digital channels are.
• It’s about developing channels in a fit for
purpose mix.
• And whilst customer experience is key,
digital maturity is an important enabler:
– Channels: Banks have an opportunity to define the
omnichannel customer experience (i.e. what is the
role of the website v branch etc) e.g when I complete
a mortgage application form online, I am able to see
this when I walk into the branch
– Culture: it’s important to educate branch staff around
digital tools so that they are as proficient as their
customers; and use branch staff as advocates and help
educate the digital teams & customers
– Technology: well architected and relevant use of
technology e.g. don’t use beacons for the sake of it,
only use it if you want to offer an experience pertinent
to the individual customer
– Customers: central to the design; what are their
needs/wants/drivers…ASK them
– Strategy (and organisation): break down the silos
between digital and branch. This is about offering a
customer service not about the channel; make sure the
organisation is structured to support this objective.

40. Conclusions

41. 41
Conclusions
• Economics, technology and customer demand are pushing banking rapidly into an omnichannel age.
• Customers will judge the quality of their bank against the context of their wider retail experiences.
• Customers will increasingly want omnichannel service for a range of sales and service interactions.
• Banks will use digital capability to deliver omnichannel services that feel more personal, more
relevant and, in some cases more local.
• Traditional branch networks will reduce, but branch banking will continue, delivering more value to
customers, more efficiently.
• Barclays and NatWest lead the UK banking sector in omnichannel delivery today. But even their
offerings lag the best omnichannel experiences from across retail.
• To develop and deliver great, relevant omnichannel services, banks will need to increase their
digital maturity.

42. 42
Creating an omnichannel experience
Omnichannel experience ecosystem Based on Transform’s Digital Maturity Index
(DMI)
• Transform works with a range of clients to help
them improve their channel experiences. The
first step is to consider:
1. Channels: are your omnichannel capabilities fit for
purpose?
2. Culture: how can you drive a customer centred
culture that embraces innovation and drives
improvements in customer excellence?
3. Technology: does your technical architecture
support integration between physical and digital?
4. Customers: are customers put at the heart of your
design process?
5. Strategy: do you have a clear vision for the
omnichannel experience you want to offer?

43. 43
Sources
• Transform primary research completed in March 2015
• Deutsche Bank, Retail Bank Strategy Market Research,
http://www.tophold.com/uploads/document/pdf/20130918/5238f
756f12379adec000062/3ee9255224dfde1524a2e44e3193b115.pdf
• Moray McDonald quoted in FT,
http://www.ft.com/cms/s/0/6fc0c5a4-ac96-11e4-beeb-
00144feab7de.html
• Autonomous Research, quoted in FT,
http://www.ft.com/cms/s/0/a3fbfd2e-5873-11e4-942f-
00144feab7de.html
• Gallup research on customer channel preferences
http://www.gallup.com/businessjournal/162107/customers-
interact-banks.aspx
• Accenture customer survey
http://www.accenture.com/SiteCollectionDocuments/PDF/Accent
ure-UK-Financial-Services-Customer-Survey.pdf
• Intelligent Environments,
http://www.intelligentenvironments.com/media/206059/dec-4-
2014-what-the-branch-can-learn-from-digital-banking.pdf

44. About Transform

45. 45
About Transform
15 year old digital & multi-channel
consultancy, working with clients to deliver
customer-centred change for commercial
benefit
Bringing together 100 experts with cross-
sector expertise
Innovation, creativity and rigour, to define,
design and deliver services relevant to a rapidly
changing world

46. 46
Part of the Engine Group, the UK’s #1 independent marketing agency
Creative
Agency
Business &
Brand
Reputation
Digital
Creative
Customer
Engagement
Consumer
Sponsorship
Consultancy
Brand
Consultancy
Strategic
& Digital
Data
Strategies
Experiential
& Events
Interactive
Marketing
Entertainment
& Content
Marketing
Research &
Insights
…best in class with more than 2500
professionals globally

47. 47
What we do
STRATEGYSTRATEGY DESIGNDESIGN DELIVERYDELIVERY
Digital StrategyDigital Strategy
Channel StrategyChannel Strategy
Operations Strategy
Operations Strategy
IT Strategy & Planning
IT Strategy & Planning
Procurement & Vendor
Selection
Procurement & Vendor
Selection
Programme Delivery
Programme Delivery
Development
DevelopmentCommercial StrategyCommercial Strategy
CX StrategyCX Strategy
Change Management
Change Management
Roadmapping & Biz Case
Roadmapping & Biz Case
UX & Prototyping
UX & Prototyping

48. 48
The types of clients we work with
STRATEGYSTRATEGY DESIGNDESIGN DELIVERYDELIVERY

49. 49
What makes us different
• Customer-centred – innovation and
creativity, working with clients to deliver
customer- centred change
• Expert led – breadth of experience, depth of
knowledge, exploit best practice across
sectors by focusing on customer not product
• Delivery focused – we believe in delivering
outcomes - not presentations
• With you not to you – working
collaboratively, recognising where expertise
is needed and how to get results

50. 50
Awards for innovation and customer centricity
Most innovative
consultancy
Best Customer Engagement
Consultancy
Best Healthcare App
Best use of ICT in patient
and citizen involvement
in healthcare
PayPal e-Tail awards

51. 51
Experience and expertise

52. 52
Typical challenges
Customer insight –
who are our customers
and what are their needs?
Customer insight –
who are our customers
and what are their needs?
Omnichannel
– how do we make
the experience feel
integrated from
front to back?
Omnichannel
– how do we make
the experience feel
integrated from
front to back?
Customer engagement
– how do we reach and
connect with the right people
through the right mix of
channels?
Customer engagement
– how do we reach and
connect with the right people
through the right mix of
channels?
Innovation &
prototyping
– how do we quickly
prove our concepts?
Innovation &
prototyping
– how do we quickly
prove our concepts?
Data and Insight
– How can we share
data across disparate
systems and across
channels?
Data and Insight
– How can we share
data across disparate
systems and across
channels?
Branch estate
– how do best use our
physical space and how to
connect it to our digital
experiences?
Branch estate
– how do best use our
physical space and how to
connect it to our digital
experiences?
Customer
centricity
– how do we
embed this into our
organisation?
Customer
centricity
– how do we
embed this into our
organisation?
Organisation
– what is the best way
to structure and upskill
my team?
Organisation
– what is the best way
to structure and upskill
my team?

53. 53
For further information, please contact:
James Goldhill
Transform
60 Great Portland Street, London, W1W 7RT
T: +44 20 3128 8018
M: +44 7939 540 330
E: james.goldhill@transformuk.com
W: www.transformuk.com