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Modernizing a Top-5 Banking
Institution's Customer
Contact Center
Trexin partnered with one of the largest domestic banks to perform an enterprise-wide contact/call center discovery and road mapping initiative.
Business Driver
After years of rapid M&A growth, a top-5 bank faced a fragmented and aging customer contact center landscape. As the bank switched to an organic growth strategy, the focus toward integrating the customer experience and tech savvy consumers illustrated the need for change. While the evolving contact center technology direction could support the emerging view of the future, the fragmented footprint and systems implied substantial planning complexity and daunting investment levels.
Analysis & Teamwork
Our joint Trexin/client team conducted a structured, fact based discovery initiative utilizing contact center data, benchmarking, and Voice of the Customer (VoC) inputs. The work was organized into 5 stepwise phases driven by an enterprise work team (17 of 25 business lines) that performed the structured discovery work and participated in 3 alignment/analysis workshops. The discovery work included: 1) detailed and normalized data collection across 25 business lines revealing gaps/opportunities that resulted in 60+ opportunities, 2) industry benchmarking showing the bank lagged in several key operational and value metrics, 3) workshops and primary research that created numerous insights, and 4) detailed financial analysis and modeling of key metrics & benchmarks that drove a strong “call to action”.
Results
- FACTS - This work established a common fact base
(cost, revenue, operations, customer satisfaction, and technology
platforms) and future state for contact center capabilities/technology
aligned with the emerging customer experience vision.
- ACTION - A stepwise enterprise road map was
developed and is being implemented to achieve the vision. The bank’s
executive team commissioned a contact center detailed design and
implementation planning effort to sustain the project’s momentum. The
detailed design confirmed the original work’s success: 11 of 12 detailed
recommendations have been initiated and included in the implementation
plan.
- ALIGNMENT - The project’s functional leadership
group chose to sustain itself as an ongoing enterprise-wide contact
center leadership community and is meeting monthly with an engineered
and facilitated agenda.
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