Tag Archive | CXDay2020

How Personal Do You Want to be With Your Bank?

As part of Customer Experience Day (#CXDay2020) celebrations that took place on 6th October 2020, we shared a number of blog posts which showed our approach to customer experience.

While the day might be over for another year, we’re continuing our programme with more insight into how and why we put the customer at the heart of everything we do.

Does your bank delight you, exceed your expectations and provide you with a secure house for your hard-earned income?

Or, have you switched in search of a better experience?

In today’s world we expect banking for free with products and services that are super quick to take advantage of and require minimal effort. Customer experience is very much at the forefront of banking strategy and has been for some years now. However, banks recognise that to remain relevant in today’s market they must look at capturing our attention with broader lifestyle offerings.

It is no longer enough to be offering advice on which bank product best suits the customer. In today’s world, it’s about helping people achieve their financial goals, understand where to spend more and where to spend less.

Let’s start by summarising some of the new opportunities and challenges banks face.

The regulators are paying more attention to customer complaints with a view of problematic product sales practices, and therefore banking CEO’s being called up by governments to justify their behaviour. In addition, measures such as Strong Customer Authentication (SCA) will apply across Europe from September 2021, enhancing security and preventing fraud.
So, how do Banks continue protecting customers, and at the same time, demonstrate that “ease-to-do-business” experience that we all crave?

Immense Opportunities

Firstly, with a combination of client data, superior analytics and multi-channel opportunities, banks possess a wealth of knowledge. This knowledge enables them to increase the ‘moments of truth’ that deliver proactive insights, helping customers make the right choices more quickly and easily. Customers like having multi-channel choices (web, mobile app, phone, in-branch), however, they become irritated if when buying they are asked to change channels, in other words begin an on-line process then asked to ‘go to branch’.

For most banks, processes and technology will need to adapt to provide a consistent experience across channel and departments.

The power of artificial intelligence (AI) continues at pace as we take advantage of the data now available to personalise and contextualise interactions, improving processes and giving the impression of a more human interaction without humans. Having said that, organisations realise there is a balance, and human engagement can be modelled on a highly available basis without the specialist ever leaving the office.

Human actions to digital – technologies are evolving from Alexa and Siri type responses to more personalised accents and pronunciations and will become more common place in time.

Superior Personalisation

Delivering personalised experiences is nothing new to the banking sector. It’s has been a cornerstone for marketing activity for decades. That said, expectation is higher than ever before – according to Salesforce, 62% of consumers expect companies to adapt based on their actions and behaviours.

In addition, the study found only 47% of consumers believe they are receiving this level of personalisation today. This is one area some of the smaller and emerging banks are taking advantage.

Two examples:

Bunq, a Dutch international mobile bank introduced ‘Freedom of Choice’, a world first. The freedom to choose what happens with your money, where your deposits are held and how they are used. Bunq claims that no other bank in the world lets you choose what happens with your money. They also pride themselves on an online 5minute sign up to access services.

The bank is run by mostly by young IT specialists and not traditional bankers.

In Spain, BBVA has an app feature called Bconomy, which helps customers set goals, save money and track their progress. It also provides the ability to compare prices on things like groceries and utilities. Another experience feature is the ability to compare spending to similar customers to see if their financial activity is on track.

In just three weeks, Bconomy had half a million users.

That superior personalisation doesn’t necessarily mean providing lots of choice either, it’s about having the right ones. Overall, less choice for customers is clearer and cheaper for any business. For example, one car manufacturer includes full spec on all cars, you may think this is expensive, however costs of multiple production lines and ‘stop-start’ to fit different variations is very expensive.

These examples are certainly appealing to many however for organisations to thrive in decades to come they must weave customer centric experiences into every aspect of their organisation focusing on human centred design. Success will depend on anticipating customer needs and making engagement a pleasant experience.

So, what do banking professionals think?

One customer experience professional working in a large European bank shared their insight into the challenge of balancing customer experience investment with the drive for profitability, something they have worked hard to bring the benefits of customer happiness and financial success.
Being clear on a CX vision and mission with the branding of being a ‘Loveable Bank’ is something they are proud of and have metrics and action to continually improve.

One such example is the ‘butterfly effect’ whereby some 150-positive employee/customer success stories have been captured and promoted. Another example is where employees are brought together to create a ‘Channel Squad’ focused on providing seamless and consistent experiences, whatever a customer’s preferred way of banking is.

Finally, IT plays a vital role in merging technology improvement with CX. For each IT project a ‘one pager statement is generated to outline; 1) how many customers are affected, and 2) what is the likely impact either positive or negative, and if negative what mitigations need to be identified.
Another Banking IT professional spoke about similar challenges in striking a balance of managing costs whilst providing safe and secure banking for clients, and indeed how CX initiatives drive a supporting strategy for maximising customer satisfaction.

Measuring CX is a key factor for the bank and their IT functions, focusing on newer insights from generation topics and social responsibility sources. These are now more widely considered when digitising business, and therefore, how better to connect with clients.

For IT specifically employees are now able to provide ‘real time’ feedback regarding their technology procurement or issues, enabling a much swifter response and connection with the User. The outcome of such enhancements builds trust with employees and demonstrates that the business cares about them personally.

Final Thoughts

There is an emerging realisation that the future of CX in banking isn’t about banking at all, it’s not about account products and mortgages, it’s more about lifestyle choices. Traditional benchmarking against other financial institutes is no longer as important. Today’s banks are looking to benchmark against organisations selling similar experiences and lifestyles as them from other sectors.

For example:
• Hallmark cards output is greeting cards, but they market ‘Expressions’
• Harley Davidson’s product is the motorbike, but they sell ‘Freedom’
The outcome of a banking experience is helping customers ‘achieve financial goal’s’. Customer-centric thinking organisations look at achieving outcomes for customers that relate personally, and therefore become more relevant and valuable to retain customer for the longer term. So…do you want to be more personal with you bank?

Further Reading

Strong Customer Authentication
Managing a customer experience transformation in banking
Customer experience key to the future of banking in 2019

Why CX Is The Key to Unlocking Growth in Your Business

As part of Customer Experience Day (#CXDay2020) celebrations that took place on 6th October 2020, we shared a number of blog posts which showed our approach to customer experience.

While the day might be over for another year, we’re continuing our programme with more insight into how and why we put the customer at the heart of everything we do.

Across all businesses and industries, the “experience economy” now features in every interaction we have.

Differing from services which are delivered on demand, experiences are revealed over a duration of time. Customer Experience (CX) is a perception driven by a simple equation.

CX = The observed performance that a customer has with a supplier, minus their expectation.

CX is not an easily measured operational KPI, but it plays a significant role in overall customer satisfaction and a customer’s choice to spend their money with you.

Research conducted by McKinsey & Company in 2016 showed that for every 10% increase in customer satisfaction a company can increase revenue by 2-3%. So how can you affect CX during interactions with your customers?

Focussing on just a few factors – Time, Convenience & Transparency – can help to make a big impact in your customers experience and therefore, customer satisfaction, potentially netting you greater revenue and encouraging growth.

If you think about these 3 factors in a real-life situation, you can see the affect they have on experience quite easily: say you have received a new laptop, either through a personal purchase or through your workplace and upon unboxing you have trouble logging in for the first time and getting started. After trying a few things yourself, you need help and decide to
call a Service Desk.

The first hurdle you encounter is that you cannot easily locate the phone number. Once you find it, you are immediately placed on hold for ten minutes without so much as a greeting. After speaking to several different people, back and forth on phone calls and spending hours troubleshooting your issue is resolved.

Everyone you dealt with was polite, friendly and genuinely did their best to help you, yet you still come away having a tainted experience.

How could this experience have been better?


We humans are an impatient bunch. The average person starts to get impatient after waiting just 10 seconds waiting for a webpage to load, 17 seconds in a queue for service (though this increases to 5 minutes if the queue is for the bar), 13 minutes waiting in traffic, or 24 minutes for food to be delivered to our table from the time we order. And spare a thought for your friends…we’ll only wait 18 minutes for a friend to return a call before we get annoyed.

In a world that demands almost instant results for everything from food to foreign policy, a good business must keep wait time to a minimum. This includes everything from delivery of products, key projects and services to returning that email query or phone call.


Keep it simple, stupid… you’ve heard it plenty of times before, and you seek out convenience in your own life, but how often do you test your customer’s journey for convenience?

Companies are often organised into silos, and each customer journey can
cross multiple siloed functions in a single transaction or interaction, adding complexity and complication.

Take the time to understand the full end-to-end view of a typical customer journey and how their journey maps across your organisation. Then, take steps to ensure that everyone involved understands your customer’s needs, the role they play in delivering positive CX, and consider how the journey could be simplified further.

Think Uber Vs Black Cab; Contactless payment Vs writing a cheque. What processes can you simplify to drive a great customer experience?


Transparency is one of the greatest drivers for customer satisfaction. This shouldn’t be surprising, we’ve all been there: interacting with an in-store or call centre employee, an estate agent or salesperson and felt the frustration of being talked around in circles while they evade a direct response to a question or tip toe around some poor product functionality.

As a customer it is frustrating at best, but at its worst, it can create disdain and mistrust. When we lead with transparency, facing issues head on, magic happens.

Interestingly, when it comes to online purchases, an overwhelming 82% of us go straight to negative reviews, bypassing the 5-star ones in favour of reading the 1,2,3 and 4-star reviews to see what those experiences were like.

The fact is customers know that there is not generally a perfect product and
are able to accept that if they know up front what the likely issues are.

Here are some suggestions for how you and your teams can incorporate more transparency into customer experiences.
• Be open about flaws
• Own mistakes
• Design and service with empathy
• Ask for honest feedback and be open to receiving it

By incorporating transparency into CX, you can help build better, longer-lasting relationships, enhancing the experience and as a result, positively influencing customer buying behaviour.

If we think about our earlier real-life example, the experience you had as a customer would have been dramatically different if the phone number to call was clear and easy to find and the detail of your issue was collected at the start of the call using Integrated Voice Response (IVR), reducing the need for multiple interactions and reducing wait times. By focussing only on convenience and time the customer experience can be transformed dramatically.

While focussing on Time, Convenience and Transparency will enhance CX, getting to know your customers, and understanding the order in which they prioritise these will provide the best possible results.

Success in building great CX requires constant iteration, testing and learning. Taking the time to really know your customer and reacting to live feedback from them is often the difference between good and great customer experience, and therefore that decision to spend money with you.

Further Reading

Understanding Customer Experience
Linking the Customer Experience to Value

Shaping The Modern Employee Experience

As part of Customer Experience Day (#CXDay2020) on 6th October 2020, we will be sharing a number of blog posts which highlight our approach to customer experience, ensuring the customer is always at the heart of everything we do.

The employee experience has changed dramatically in the past few months, and while some employees are returning to their place of work, the employee experience is different than before Covid-19. There are rules and restrictions to comply to and, for those that work in an office, many are only returning to their workplace part-time.

There have been many articles written about the employee experience post the Covid-19 lockdown, outlining the so called “new normal”. I recently read a Gartner article on “The Modern Employee Experience,” based on a survey of nearly 150 HR executives and 3,000 employees worldwide in 2019. The content is interesting and, although it was written before the Covid-19 pandemic, it is still relevant.

The recommendation is that it is vital that an organisation has a shaping approach to increase employee experience and therefore realise the associated benefits. These benefits include employees being more likely to stay at their current organisation, higher performance and thus, increased probability that the goals of their employer will be achieved.

The Gartner definition of shaping is “an approach to improve employee experience satisfaction that focuses on influencing and improving employees’ feelings about their overall experience using psychological, motivational and social principles.”

There are three core elements to shape how employees feel about their experience.

Calibrate Expectations

A Workstyle Analysis provides the information that an organisation needs to calibrate employee expectations. It captures the voice of the employee, what their experience is today and what they want their experience to be. From the information gathered, common personas can be identified that tailor the experience for groups of employees that work in similar ways. 8 common user personas have been identified to help calibrate individual needs and expectations, and the analysis will also identify if there are bespoke personas relevant to that organisation.

Using these personas organisations can ensure the right people have access to the right resources, boosting user productivity and satisfaction. Taking a more individual approach to workstyles gives users the agility and technologies they need to excel in the digital workplace. It enables an organisation to be able to communicate which of the employees’ expectations will and will not be met, thus calibrating their expectations.

As part of a workstyle analysis Computacenter talked to more than 80 members of staff at a UK health care provider to understand their IT challenges and requirements. Five core workstyles were identified with a different range of devices recommended for each one. This improved the employee experience while increasing patient care, boosting staff productivity and lowering IT support costs.

Some of the information gathered from employees about their experience is subjective. Some employees may state that their “PC is slow”, but how do you measure and calibrate a subjective statement such as “my PC is slow”?
The End User Analytics (EUA) service monitors the performance of devices and applications, providing a view into an employee’s work experience, and quantifies what is impacting their experience. This analysis can be done at an individual, location or departmental level.

Using the data captured by the EUA tool the performance of the employee’s device and applications can be tracked over time to
understand the trends and their impact on the employee experience.

This is especially useful when implementing changes as it enables the organisation to quantify what impact the change had on the employee.

This allows all aspects of employee experience to be calibrated with them.

Personalise Their Day-to-day Experience

Employees want to be able to choose a way of working that is convenient for them. Some employees may want to speak to someone to be assured their incident is known and being progressed, others may prefer to log issues electronically.

AssistMe provides intelligent user support services to empower employees to personalise their day to day experience. Employees can raise incidents or request services via multiple channels for example voice, instant messaging, email, and achieve this from their PC or an app on a phone or tablet.

Users also need to be nudged to try new services. It is vital to make sure that the maximum employee experience is delivered from the investments made in improving employee experience. User Adoption services maximise the employees experience of new services.

Successful user adoption enables employees to be empowered to make the most of the technology in their hands. They will feel that their needs have been directly addressed.

By the end of March this year Computacenter had migrated all their 16,000 users to Microsoft Teams. The target of enabling 70% of employees to work from home was significantly surpassed, with 90% eventually enabled.

At the heart of this success was the User Adoption Framework, ensuring that the facets of communication, training, enablement and support met the needs of all the different end users within the company. And when circumstances changed with the onset of the global pandemic, the company showed great agility in adjusting to meet the changing requirements – such as adapting office-based education and enablement to be delivered remotely by Teams, or the provision of “Working from Home” and “Good
Meeting Etiquette” tips through company webinars.

Feedback from users exceeded expectations, with hundreds of staff
reporting a significant improvement on quality and functionality.

Positive Memories

Organisations must respond quickly when things go wrong and reinforce positive employee experiences. When things go wrong the flexible, personalised, convenient support services provided by Assist Me, with always available, expert assistance, anywhere, at any time provide an employee experience that results in positive memories.

At Eversheds Sutherland their employees have been empowered with multi-channel end user services from its Next Generation Service Desk for all 60 offices around the world, including web chat, 24×7 telephone support, onsite Tech Bars for face-to-face support and 1,200 self-help knowledge articles.

When employees are back at their normal place of work Digital Signage provides an excellent way of displaying reminders of what has been done and how experiences have changed. For employees working remotely there are many applications within the suite of services that can be used to remind employees of their change in employee experience. Whether it is a quick Yammer post, a survey in Forms, a video update in Stream or a meeting in Teams or a Teams Live Event.

Creating a positive employee experience

To deliver a modern employee experience Gartner recommend organisations should shape their employees experience by
calibrating their expectations, empowering them to personalise their day-to-day experience and making their experience memorable.

Computacenter have the services to enable positive employee experiences that live long in their memory.

Visit Computacenter.com

Group Service Take-on: Managing Successful Change To Enhance Customer Experience

As part of Customer Experience Day (#CXDay2020) on 6th October 2020, we will be sharing a number of blog posts which highlights our approach to customer experience, ensuring the customer is always at the heart of everything we do.

Our customers are facing unprecedented demand for a change in how IT services are delivered to their users. Transitioning a customer from a legacy IT provider to a new IT service can have many complexities and unforeseen challenges.

In this article, we share two Service Desk examples where Computacenter have adapted and delivered new services, with customer experience very much at the forefront.  

Implementing a new dedicated Service Desk in Cape Town

This service desk had to support 28,000 end users across 500 locations and provide a new portal to enable multi-channel service access, aimed at improving the end user experience.

Three weeks prior to the planned cutover date of 1st April 2020, Computacenter had to design, implement and test a new home-based infrastructure solution to enable all the Service Desk staff to work remotely from home. This was the first time that Computacenter had ever implemented a home-based working solution for a dedicated IT Service Desk, and it was successfully implemented on the planned cutover date.

Key to success:

  1. Diligence and flexibility – Computacenter’s ability and foresight were cited by the customer as ever-changing working patterns became a fundamental project success factor.  
  2. Seamless transition – Service levels exceeded expectations right from the onset with customer stakeholders praising Computacenter’s interactions throughout the process resolving challenges collaboratively and with the User experience headlining the outcomes      

User experience continues to be enhanced with use of the Self-Service functionality – including access to Knowledge articles, web chats with desk agents and self-logging of incidents has increased since the cutover. 

Cutting over a new virtual Service Desk and Service Desk Portal

The second customer example required remote working for the joint project team from the design stage through to implementation into service, with no impact on timescales.

Computacenter cut over a new virtual Service Desk and Service Desk Portal (in South Africa, Spain and Malaysia) for 5,000 users across 23 countries in five languages (English, French, German, Business Chinese and Italian) with the Major Incident Management service, as a “big bang” Go Live. Change Management followed one week later in August 2020.

Key to success:

  1. Intelligent adaptive design – Computacenter’s ‘hothouse’ approach to engaging customer stakeholders with the outcome to agree simple IT service interactions for users attracted positive results
  2. Highly collaborative – Joint service readiness testing was comprehensive and complimented by Computacenter’s structured approach to controlling scope through Change Management.

The elapsed time for the project was ahead of schedule enabling early adoption. The average daily percentage of self-service contacts made by end users has already exceeded target.

Streamlining the onboarding process for Service Desk staff

In the last year, Computacenter has streamlined its onboarding process for new Service Desk staff.

Further opportunities for simplifying the tools, technology, testing and integration required for our transitions are being investigated. We have recognised that the way in which customers work will not return to how things were prior to the pandemic. 

Therefore, in order to enhance end-user and customer experience we need to continually adapt to help our customers manage change as seamlessly as possible. 

Visit computacenter.com

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