Customer Centricity Model – Global International Bank


The Challenge

  • Our client, a global international bank based in Hong Kong, identified Customer Centricity as critical to achieving the goal of becoming a regional bank
  • The consumer finance (unsecured lending) part of the business was identified as the pilot for a customer centric approach to business performance improvement
  • At the time, the bank was not well known and had limited capabilities/product range combined with a small branch network
  • The challenge was to get closer to customers than the competition and deliver to niche segments
  • The programme was to be delivered over a 12 month period with measured improvement in performance of the business including redeployment of employees to focus on growth

The Solution

An assessment was undertaken of the service delivery process from the customers’ perspective as well as an evaluation on the effectiveness of the existing operational processes end-to-end, from sales through to back office, and used to develop the solution:

  • A new Target Operating Model was developed which encompassed the changes to the ‘as-is’ environment, spanning process, technology and people elements
  • A dedicated customer management team, servicing options and streamlined SLA control processes creating personalised customer experiences formed a key part of delivery

Results & Learnings

  • A highly pragmatic solution was delivered to the client, taking into account bank contextual factors. Core system changes were minimised, recognising impending core system replacement. Existing package applications and systems were leveraged to minimise IT roadblocks
  • Use of low-cost acquisition channels and FTE efficiencies were introduced
  • The client has now a clear roadmap of what the pragmatic steps are to bring greater control over Finance and Operations
  • A new design and change structure was embedded which will ensure delivery is steered effectively
  • A controlled operation is now embedded with a significantly reduced cost base, based on a set of processes which can be scaled for the future strategic growth of the business