Customer Dialogue Analytics Qorus Banking Innovation Awards 2013 - Winner

In the last 2 years the bank developed a new analytics approach with the aim to monitor and stimulate actions about overall relationship and selling activities in branches. The bank is now able to analyze in an unique and integrated performance model both customers contacts, meetings, selling success and value generated across a number of relationship funnels. All roles in the organization (from the Top Management to the Branch Manager) can have a “big picture” about the level of selling push, effectiveness and efficiency and a set of KPIs in integrated in the management reporting system. The analytics model is able to automatically monitor the business pace in terms of: • Outbound commercial activities, analyzing both proactive actions from marketing and sales plan (e.g. multichannel campaigns) and other business development activities of Relationship Managers (RMs); • Inbound commercial activities analyzing both reactive actions from tellers and RMs meetings. For the previous type of sales activities and customer segments the bank is able to collect data of: • Number of positive/negative Contacts; • Number of positive/negative Meetings; • Number of Successes (products sold); • Different KPIs on campaign redemptions; • Value of Successes, comparison of this value to the sales potential associated to multichannel campaigns; • Customer base coverage in terms of contact, meetings and successes; • ROA, increase in cross-selling differentiated across customer needs, share of wallet, increase in high quality advisory on financial products, potential leads on uncovered customer needs based on CRM analytics. Key benefits for the bank are: • Promote and stimulate adoption of a customer centric relationship approach based on comprehensive advisory and cross/up-selling approach by branch network; • Scientifically understand the cause-and-effect link between the sales effort and the financial performance, in order to stimulate a large adoption of the relationship approach; • Integrate current financial performance metrics with behavior-based ones, able to offer a more powerful and broader interpretation of network performances; • Extend the customer base contacted and “managed” by RMs; • Improve customer service level through a better customer portfolio management and time planning. The project has been developed with a co-managed effort by Planning and CRM, IT departments and it is being rolled in July 2012 with continuous fine tuning mainly focusing on connection between actions and value generated and extending the scope also to medium-sized enterprises. The results show an important increase of customer contacts converted to meetings (from 19% to 28% in 1 Year) and successes value (+40% YoY) and are fostering an action planning by sales managers that combines goals based both on products and relationship KPIs.