From service-oriented banking to experience-oriented banking: how to attract customers to the digital world

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1 THUISBANKJE. From service-oriented banking to experience-oriented banking: how to attract customers to the digital world 1 Final Master project report / R.L.L. Sabel / coached by J. Rouvroye & J.A. Lino

2 / Abstract The banking industry is changing rapidly. The economic crisis, and the loss of face banks have led during this crisis, led to banks having the need to restructure, save costs and therefore lean heavily on technology. New technologies emerged, such as mobile applications and wireless payment systems. At the same time, branches are closed so that these technologies and other digital infrastructures become the main touchpoint for people with their banking service. Banks need to regain trust, and aim to improve their digital services to a level equal to their old-fashioned branch services if they want to keep up the quality of service for customers. Experience design can offer insights and concepts to achieve this; a similar service experience as the branches offered, and even use design to offer an experience of safe and trustworthy banking when it comes to digital services. This is done by analyzing the metaexperiences that make up an experience, analyzing what a positive banking experience entails, and designing the new digital service channels according to the findings of these analyses. The concepts can be many, but the experience the same. In the end, this should lead to a digital banking experience that people will appreciate, and share with peers. 2

3 / Preface This report illustrates how personal banking can be revolutionized in the near future, and be turned into a positive experience for users. This report explains the process, the reasoning and the implications of such a concept as completed by R. Sabel (author of this report) during the Final Master project. The author believes that banking is the most important, and most personal service in the world and that it s time for people to be able to experience it exactly like that. The design used to accomplish that is a PSS (productservice system) that was inspired by service design and experience design as described by M. Hassenzahl (1) in his book on service design. The outcome of this project is aimed to serve as a vision on the future, and inspiration for the banking industry as to how they can create a personal and comfortable digital banking experience in the future. 3

4 / Index / Abstract / Preface / Introduction / Opportunity 07 research question / Design context / Client involvement / Research: approach 12 explorational research 12 literature research 13 qualitative research 17 quantitative research 18 experience design research / Research: results 19 explorational research 20 literature research 23 qualitative research 25 quantitative research 26 experience design research / Research: conclusions 29 explorational research 29 literature research 30 qualitative research quantitative research 31 experience design research / Design: user involvement / Design: ideation 36 PSS (product-service system) / Design: co-creation / Design: iterative design 48 Final prototyping / Final concept / Client perspective / Discussion & conclusion 69 Discussion 73 Conclusion / Future recommendations / References 4

5 / Introduction The banking industry is changing. The way we bank, the expectations we have of a bank and most importantly our view and opinion upon banks has drastically changed. This is in no small amount credited to the economic crisis we are trying to leave behind (2). At the same time, technology is slowly trying to revolutionize the world of banking with mobile applications and wireless payment systems (3). At the same time, banks are saving by closing branches in a rapid pace and depending heavily on digital and technological infrastructures. These factors combined can lead to an issue of safety; are these new ways of banking perceived as safe by their customers, and will banks change their style of banking after the crisis? This project aims to enable banks to create an experience that reflects trustworthiness and control with the people that use or touch their digital infrastructures or channels. This experience should be strong in such a way, that people who ve used it remember it in a positive way. This makes it more likely for them to share their interactions in the form of a story, or short anecdote; this is, in the end, what makes up an experience as explained by M. Hassenzahl. 5

6 This report will describe the research, design process and a vision on the future for the development of a different banking concept aimed at creating a positive banking experience. Please join me to find out how research, design processes, and deep user-involvement have led to a concept aimed at creating a new banking experience. 6

7 / Opportunity The banking industry has hit a rocky bit of road lately. This is mostly due to the economic crisis, of which many claim to be the banks fault in the first place. This led to most banks finding the need to restructure and find ways to cut costs. This could be done on many aspects of the business, but happened also in the service towards the customer even though the banks don t necessarily notice. New technologies are being pushed, and digital (service) channels are rolled out rapidly (such as mobile apps) to replace the branches and other physical touchpoints. This on it s own shouldn t be a real big deal. But it turns out there are many people who are not using the digital channels. This fact alone makes it an opportunity open to innovation. In general, a bank behaves as a service and tends to act that way when new ways of interacting with customers is concerned; service-focussed. They want the customer to be able to user their services at any time, and any place. But as a large group is not using these new means of service (4), perhaps a different or additional approach is needed? Research question The opportunity for this project is to transform the service oriented approach of banks like ING, to an experience oriented approach as far as their digital service channels are concerned. The research question for this project is defined as follows: 7

8 How can a service-oriented digital banking service be transformed into an experienceoriented digital banking service, which has the ability to further extend the market penetration of the digital banking service. The target group for the research was defined as follows: People over 50 years of age, with an active bank account. This was done as they are by far the most interesting target group. Roughly speaking, 44% of a researched group of customers ( ) at ING is over 50 years of age, of which 42% does not use Mijn ING and a staggering 82% does not use the mobile app (5). Moreover, the next generation of elderly will most probably have less of the same problems with technology than the current generation (which was researched) (6). Therefore, to create a sustainable service experience with an interesting return-on-investment possibility (6), the added value should not only generate a deeper market penetration in the target group as it is now. It should be stretched to offer an improved service experience as a whole, of which deeper market penetration in the current target group is a certain effect. 8

9 / Design context After the economic crisis, banks suffered from a more negative attitude from customers towards the banking industry (2). Some even argued that large banking corporations were to blame for the crisis in the first place (7). This led to banks losing face to the general public and losing their trustworthiness on a rather large scale (2). The way people looked upon banks has changed dramatically. Because of the economic depression that we are trying to leave behind us, banks have suffered immensely. Some banks had to be rescued by governments, others were split and/or sold (8). The result being cost cuttings on a large scale with banks all over the world. If we look at Europe, and The Netherlands, we see that these cost cuttings have manifested themselves in one particularly curious way; removing branches. In the past 10 years the biggest banks of the Netherlands closed 52% of their branches, and in 10 years they might all be gone (9). At the same time, tech-companies are taking this opportunity to introduce new technologies into the banking sector. Technologies like wireless payments, paying with your cellphone and new ways of service through mobile applications are at this time known to most people. In 2015, almost every major bank is starting with some form of wireless payment (10). And every major bank also has a mobile application, some even multiple. 9

10 But is all this technology helping the banking sector? Removing branches and replacing them with technology is perhaps not the best solution, especially in a world where banks are not necessarily seen as the ultimate and trustworthy partner they should be. People will have less human contact when banking in the future, and will need to rely on technology. And technology has proven that it also isn t the trustworthy partner it should be, as service outages with (mobile) applications are no exception at any bank (11). And then there s the safety risk of all this technology, especially in the hackcentric age we re living in. This project is not aiming at improving the banking safety of digital channels on a deep level, and it is also not aiming to change the banks strategic course. It is rather trying to find ways to recreate a banking experience for the modern way of banking, that is more personal and secure. An experience that could regain the consumers trust in banks a bit, and make banking (even when digital) more personal and humane again. To use a quote from a user involved in the project; They used to know me by name in the local branch, but nowadays they can t even remember my name in a phone conversation. This statement makes it clear how the banking industry has changed, and paints a clear picture of the context for this design project, along with its challenges. 10

11 / Client involvement For this project, the client involved and main stakeholder is ING Netherlands, one of the biggest banks in the Netherlands, and an icon worldwide. It was agreed with ING that it would be most beneficial for ING and myself to assume the role of an outside consultant. The reason behind this decision was, besides educational purposes, that ING was at the time having major restructuring of their personnel and workflow: many departments were being dismantled and reorganized. It would not have been possible to work from inside ING or get loads of insights into the inner workings of ING Netherlands, as it would be useless information 3 months later. During this project, two experts from ING were involved in the project, with whom I held close contact. ING is mostly interested in what aspects of the final concept they can learn from, and maybe (partially) implement in their own processes or services. On some aspects they have a completely different view (such as apps versus an object), but outed their interest in a broader vision if there are w a y s t o i m p r o v e t h e c u r r e n t implementations of their (digital) services. As a client, ING was important to the project as they gave information and insights on the banking industry. They gave crucial feedback on design decisions, and commented on research findings. 11

12 / Research / approach At the start of the project, after the projects proposal was approved, an extensive research phase was initiated to dive into the opportunities that the banking industry presented and how experience and service design could add to the experience of digital banking. This was (in broad terms) the goal that was set in the proposal brief. In this research phase, several types of research were conducted: explorational, literature, qualitative and quantitative research as well as research into experience design. Explorational research The explorational research was mainly conducted by finding as much sources as possible, with information and examples regarding the most important subjects for research: banking innovation related to technology, service design and experience design. These examples were documented and used as inspiration later in the project, to guide the research project further and to infuse the ideation phase in the design process with inspiration. Literature research The literature research was mainly conducted within articles, documents and books whilst keeping in mind their possible deficiencies (12). The literature research was started with 3 main goals in mind: - Develop a profound understanding of experience design. - Create an understanding of the situation in the banking industry. 12

13 - Find methods or insights on how to apply experience design to the banking industry. Research was done using search engines like google scholar using keywords related to the context and research question. Books were also consulted if they were deemed to contain valuable information. W h e n ev e r v a l u a b l e a n d re l ev a n t information was discovered, the article or book was documented by title and the pages or sections containing the valuable information were documented alongside. Whenever necessary throughout the process, this information would be looked up using these documentations as a guide. Qualitative research The qualitative research phase of the research process consisted of a user-panel setup. The setup of the research process has some similarities with a case study (as defined by Yin; an empirical inquiry that investigates a contemporary phenomenon within its real-life context; when boundaries between phenomenon and context are not clearly evident; and in which multiple sources of evidence are used. ) (12). Therefore, the decision was made to use a combination of discussion as an interview approach and semistructured (or focussed) interview approach (12). While a semi-structured approach assumes a set of predefined open questions to be present with the interviewer, a discussion structure does 13

14 not. The interview structure that was chosen consisted of focussed discussions; structurally speaking there were open questions planned on regular intervals, or when the discussion tended to stop, but they were not predefined discretely. The open questions served the purpose of validating and testing answers interpreted by the interviewer. This approach, a user-panel, also had the advantage of receiving different views and inputs on the same topic. This idea was borrowed from the focus group method (12). With the user-panel, sessions of 1.5 hours on average were held. The user-panel consisted out of 5 persons picked to represent the population of the target group as diversely as possible: - person A: dutch female, 65 years of age. She runs an administrative job in her husbands company. - person B: dutch female, 78 years of age. A retired women who is divorced. - person C: dutch male, 82 years of age. He owned a successful family business and is now retired. - person D: dutch female, 54 years of age. She is a single working mom of two children in their twenties. - person E: dutch male, 83 years of age. A retired trucker living abroad. The nature of the interview was a conversation started by asking about service encounters with a bank. The guidelines for this interview were the results from the research phase and the interviews were subsequently guided by 14

15 those results. Through this method, a discussion (12) started in an informal manner in which the interviewer had many opportunities to ask the interviewee to elaborate. Whenever aspects were brought up that were valuable and relevant for the research, elaboration was asked of the interviewee. Important to know is, that every participant of the user-panel was presented with a form of consent that clarified (amongst others) the goal of the participation, the tasks and favors they might be asked (such as documentation on film) and how their data would be treated. This form can be found in Appendix A. Furthermore, the interviews were recorded on an audio recorder (as far as participants allowed this) and documented secondary cue remarks including, completely in writing. The important information that was given away by the interviewee was extracted from the conversation in real-time and documented digitally by way of writing. Text in the interview results that indicate extractions were made by the interviewer (Appendix B), and where not said by the interviewee. These can be observations or understandings (12). But these can also include non-verbal cues such as a change in tone of voice, gestures or (facial) expressions. These non-verbal cues are one of the main advantages, and therefore most valuable input, of this research method (13). 15

16 First interview: user opinion, experience(s) and attitude against (digital) banking & service In the first interview, the goal was to extract the overall opinion, attitude and past experiences with (digital) banking and related customer service. The information from this interview would partly form the basis for the first iteration to be designed from. In this stage, special attention was given to secondary cues as they can indicate the intensity (or importance) of certain insights gained from the interview (13). Second interview: Validation of iteration 1 and discussion on interactions with bank, innovations in banking and participants view on future banking versus current banking. In the second interview, the interviewer demonstrated iteration 1 of a designed solution using a very simple representation of the objectified first prototype together with explanation of the rough service design principles, and (again through qualitative interview) extracted the interviewee s opinion about the concept(s). Asking to validate or explain specific aspects of the concept(s) according to the answers or input she/he gave earlier in the first interview and based on her/his overall experience and attitude towards digital banking and service. This way, the user can meet with a materialization of some sorts that resulted (at least partly) from his/her earlier input 16

17 and shared experiences from the first interview. Follow up interviews continued in the same fashion as the 2nd. Quantitative research In order to not only rely on the results from the qualitative research, the qualitative researched was combined with quantitative research. This quantitative data was imported from an earlier research on the same context, but with different goals. This research is titled Finding intrinsic motivations towards digital banking in elderly by the same author (and available upon request with the author) (4). The data represented by this quantitative research is on the same target group, and the retrieved data is similar to the data needed for validation in this research. The reason for this choice of an online survey is fairly simple; CBS shows that an average of 80% of people between 65 and 75 years of age uses the internet, but only a mere 20% of that uses it for online banking (14). Looking at people over 75 years of age, internet usage drops significantly to around 20%. The goal was to retrieve more data from the younger part of the target group and this way create a balance. The advantage of an online survey is that the researcher can t influence the participant in his/her decision to participate (12). This can be a very negative point, but as banking is a very personal matter it was assumed that a more distant approach for the survey would be beneficial in the response rates. In the end, the approach worked out well. There were 30 usable responses to the online 17

18 survey. Of the participants, 69% was in the age group of and 28% in the age group of This shows that the goal of reaching the younger part of the target group was reached. Experience design research The research into the domain of experience design was conducted in a combined style of literature and exploration. Examples discovered in the explorational research were borrowed for research into experience design, and books by Don Norman and Marc Hassenzahl were read to get a grasp of what experience design actually entails. These insights and findings were documented, and also marked for future reference and the examples were studied carefully in order to try and understand what it is that sets them apart. This explorative/literature research was so profound that the author still wonders how, why or even if a certain random experience was designed in the outside world. 18

19 / Research / results Explorational research The explorational research was initiated in order to find examples of applied experience design, or at least experience oriented products or services with relations to service design, and technological innovation in the banking industry. There are clear examples like Starbucks and the Wake-up light by Philips. Starbucks is a chain of coffee bars in which consumers pay a hefty extra for a rather normal cup of coffee. Yet still Starbucks is an international success. Even though I haven t been able to find scientific evidence of this I assumed the experience that they ve created here is all about personal attention. This is partly because of the way one is presented with his drink; one does t feel like just any other number but rather feels appreciated as a person when they call out ones name and put a smiley on the cup. The wake-up light by Philips is an example that is also covered in the book Experience design: technology for all the right reasons by M. Hassenzahl (1). The product itself, an alarm clock with a lamp that slowly starts shining in the morning while playing nature sounds, is not the interesting part here. It is the experience it is trying to mimmic: waking up from the sun on ones eyes and the sound of birds in the morning. As far as the influence of (innovative) technology on banking, it can be said that the banking industry is arguably one of the largest industries in the world. And now, technology is making its mark on banking more than ever. Steve Denning from 19

20 Forbes stated in one of his articles (15) that financial institutions missed the boat on disruptive innovations because they listened to the customer too much, and practiced good management to closely. However, that tide is changing now. In 2008 less than 1 billion US dollars was globally invested in financial-technology ventures. That number has tripled to almost 3 billion US dollars in 2013 (15). And those numbers don t include the revolution one of the world s largest companies, Apple, is planning to unleash; Apple pay. Wether or not Apple pay will become the next big thing in banking remains to be seen, since Apple pay is limited to Apple s more modern devices only. But it is fair to say that the techindustry is searching for that one concept that will revolutionize the banking industry. Examples are Paypal (which is successful, but no revolution), Google wallet (which failed in a way as they launched Android pay most recently (15) ), Samsung pay, Bank cards with NFC technology inside and ultimately Bitcoin. Than there s the transformation to omnichannel systems (15) i n b a n k s infrastructures which the client, ING Netherlands, is also installing during the course of this project as part of a reorganization. This will lead to more streamlined sharing of (customer) data throughout different (digital) channels. Literature research The results from the literature research were used for multiple purposes throughout the process: 20

21 - Informing design decisions in the prototyping phase - Informing research process decisions - Informing Decisions in the setup of the qualitative & quantitative researches - I n f o r m i n g fi n a l c o n c l u s i o n s b y comparing results from different phases. The first two goals were essential to develop a good understanding of the context and the design direction I aimed to take. The context was quickly shaped through messages about banks mobile applications that keep having technical issues (16) and branches that were being closed (17). But also by reading articles on how banks essentially lost their trust from consumers as some blame them for the economic crisis (2). Banks had to be rescued by governments and are now cutting costs heavily in order to restructure their ways of doing business. An article published in a prominent Dutch newspaper, describes how the service of banks hasn t actually improved since 2008 (18). Furthermore, slowly but surely there are some people that are seeing why mobile applications are not the way forward. Mr. Paul Adams (19) (former Google and Facebook employee) explained in an interview how he believes that mobile applications will merge together to form one unified experience. He argues that the current form of mobile applications is kept alive due to limitations to the platform they re running on. Google s VP of engineering stated (19) that mobile applications would merge into becoming web-based 21

22 applications, to support all platforms and be more cost-effective. Rob Ford, founder of the FWA, also states in an article (20) that mobile applications will merge to the web to become more platform friendly and gives clear arguments why; this way, payed services delivered through applications can be transferred to another platform whenever the user does. This will keep the user from leaving the service, or starting to use another on a different platform. One argument pro mobile (native) applications is often safety; since native applications are stored on the device itself, safety could be guaranteed better. However, in November 2013, HP Fortify published an article (21) explaining how 90% of the applications they tested had a security issue. Mobile fortify tested 2107 (21) mobile applications from 601 Forbes global 2000 companies, and a whopping 86% of these applications (of which many had access to phonebooks and wireless connections such as bluetooth) were not safe. Looking at the banking industry again, Capgemini reported in their 2014 WRBR (15) that less than 40% of customers were less than satisfied with the service from their financial institution. Accenture and Forrester research state that banks will, from 2015 onwards, deploy more selfservice digitally focussed service touchpoints, and video will start gaining traction in the service and sales activities o f b a n k s. D a n n y Ta n g, C h a n n e l Transformation Leader, Global Banking & Financial Markets at IBM, explains in an article with The financial brand (15) that 22

23 omnichannel adoption will grow and make for innovations such as the use of tablets in the branches (face-to-face interaction assisted with digital experiences) and video-chat will be adopted as well for digital services. Jeanne Capachin of Capachin research states in that same article that mobile applications will go much further in the near-future than just a cost-saving tool; they will become means of adding value to the banking product (or as the author likes to call it; the experience). Lastly, Dave Birch a director at Consult Hyperion and William Sullivan, head of global financial services market intelligence at CapGemini, stated that secure payments in mobile applications is the real innovation strength for the future, and Apple has drawn the path forward already. William Sullivan adds by stating that a uniform approach to digital identity from 2015 onwards will create a safer digital environment (15). Qualitative research During the interviews with the members of the user-panel, a few things became very clear from almost all members. One of those were that contact with the bank is only necessary in rare occasions, but when it is, it is really important. On contact with the bank itself, it is claimed that the contact is impersonal and that the means of contacting the bank are either too complicated (digital such as or writing), unreachable (such as mobile app or office too far away) or non-functional in 23

24 providing them with an actual solution in short-time. Furthermore, it was also claimed that the conversations with bank employees is rather difficult as not all employees are informed on their situation, and a phone conversation is hard(er) to control; one can t see or grasp the mood of the employee and can t sufficiently act upon possible mistakes or misinterpretations from the employee on the other side of the phone line. Many of the panelmembers come from an age in which they were recognized by bank employees in the branch, and got personal attention and service in the local branch. Even more interesting, was a panel-member who discussed the introduction of the bankcard and ATM; he explained how this took quite a while for him to accept and use. Perhaps, this could be the same for mobile applications and an in-between step is called for? All of the user-panel members were also highly concerned with safety; they were not convinced a mobile application, or even the banks website, would be safe enough for them to bank in complete security. They were used to the old style of banking (phone and paper), and were insecure on the digital way of banking. This was mainly caused by news stories of hacking attacks at banks, and in general. Also, several stories on crashing mobile applications of the biggest banks in The Netherlands in 2014 caused serious doubts with the panel-members. However, it was clear that all members of the panel recognized that digital banking, or banking from home, was something that 24

25 was unstoppable and even necessary. For themselves, their future self or the future generation. They just couldn t imagine themselves banking digitally, in the current situation (with the safety issues at hand) and with the current means to access the digital channels of their bank. These results are the results that were found with all panel-members, and can thus be seen as reliable results to build a design case on. However, there were many more individual outcomes that were interesting to consider in the design phase. For the sake of readability, not all specific insights are documented in this report. However, those that had implications in the design process will be discussed in the design section of this report. Quantitative research The results of the quantitative research were structured using charts and diagrams for easy analyzing and quick visual assessment. The most relevant results of the research show the following: - 80% of respondents uses customer service of his/her bank once every two moths or less. - 30% of respondents will go the the branch for customer service, while 37% will use the telephone. - When these two preferred ways of service are unavailable, 37% will use and 40% will use telephone. - The four main reasons for choosing their preferred service channel are: 25

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