omnichannel campaign Qorus-Infosys Finacle Banking Innovation Awards 2024

The BCC Iccrea Group was born in 2018 following the 2016 reform of Credito Cooperativo, through the union of ca. 115 local BCCs operating throughout Italy with a widespread branch network and a service model focused on proximity in serving more than 4 Mln Customers. The Group is present in 35% of Italy's banking municipalities. In 283 of these, the BCC of the BCC Iccrea Group constitute the only banking presence, as a consequence of a mission characterised by proximity and mutualistic support to the territory.

The development of evolutionary strategies based on the increased use of digital tools and services is a central element of the group's strategy, acting as a backbone to contain operating costs while intensifying customer relations.

For a Group of 115 BCCs, both local and mutual, this transition involved redefining a new concept of 'proximity'.

In particular, through the initiative "Between Territory and Cloud: the BCC Iccrea Group's omnichannel campaign": - digital channels have been enhanced and integrated with the physical channel to exploit their contact information and commercial potential. - Data collection was enabled within a single, multi-level Group Commercial DWH (Group Head/BCC). - Developed a new omnichannel campaign orchestration engine - Implemented a behavioural analytics system that feeds a multi-channel contact history that can be viewed in real time by branch managers and customer care operators. - A new centralised customer care platform was built, centralising the parent company's assistance services and enabling the telephone banking services of individual BCCs.

The entire project was carried out using an agile methodology, with strong recourse to design thinking, prototyping and the involvement of all stakeholders, including the BCC stakeholders. The use of innovative tools for solution design and project management enabled the continuous involvement of different professions.

Technologically, the project made extensive use of cloud components, APIs and some artificial intelligence components. The use of these technologies made it possible to adopt high standards of security and flexibility for the technical application components.

Finally, given the geographical spread of the BCCs and the professional resources and companies involved in the project, the extensive use of smart working and the aforementioned agile modes facilitated and accelerated certain project dynamics

Needs behind the initiative - Information from digital channels (e.g. internet banking, mobile app), contact centre and ATM/CSA - Enrich information for branch managers, contact centre agents and marketing users - Adopt a system capable of generating multi-channel/multi-stage campaigns - Reduce cost to serve - Create a multi-instance architecture to address the unique nature of BCCs - Create a training and deployment model for BCCs

Objectives and expected results: - Progressively streamline, rationalise and innovate digital services - Increase customer knowledge by integrating interactions with digital channels and the contact centre into a single view - Increase multi-channel contact opportunities (e.g. increase customer visits to digital channels) - Improved customer experience thanks to expert resources (privileged channel to listen to the customer and develop a one-to-one relationship) - Increased process speed by implementing automation systems to reduce campaign execution times - Increase cross-selling rate - Reducing the burden of low value-added operations on branches by introducing dedicated customer support resource teams