“Personalizing the customer relationship should gain momentum”

What are the major trends that have emerged in your establishment, and more commonly in the sector?
Celine Ansquer : First of all, our customers are more digitally active, and more of them are using only mobile, which is detrimental to the desktop. They go independently to consult their accounts, make an appointment or make transactions. They are also constantly connecting: more than a day at two on average.

This is combined with further asking our consultants to benefit from their expertise. In addition, the number of client meetings increased by 5%, and 40% of them were held remotely. Finally, the payment ecosystem is also undergoing a dramatic transformation. We can imagine contactless payment of course, but also mobile and instant payment which is growing very fast. All of this creates new habits and new tools, for which we need to provide solutions.

What are the current developments within your retail and online banking?
We offer a variety of models that allow us to offer clients the most digital: experts and consultants at BNP Paribas; Hello Bank, a fully digital bank aimed primarily at “millennials” and freelancers; our private bank; and of course support for professionals, entrepreneurs and other corporate clients.

In the end, all these different types of customers have the same needs: digital, simplicity, accessibility, ease and, at the same time, support, expertise and advice. The Nickel account also fits perfectly with this proposed service model, with a hybrid component. The device is based on digital, but also on a physical network represented by tobacco.

What are the project priorities?
We have to offer solutions that change according to the personal situation of our clients: family expansion, purchase of land, constitution of conservation, preparation of a land…. But also according to the appetite for digital more or less developed according to the profile.

Our first challenge is to continue to offer more omnichannel routes between the telephone, the application, and the branches; and to be able to navigate between these canals more quickly than ever before. The e-signature, which has risen 40% in a year, will also help greatly in the dematerialization of contracts.

Another big part of the development: the personalization of the customer relationship needs to rise in power. If a customer contacts us by phone for a question or problem, thanks to artificial intelligence, he can directly access the advisor who will give him the most efficient answer possible. And it is up to us to direct the client as soon as possible to the right advisor. We need to do the same with emails by semantic search.

The small stones sown by the customer also allow us to get to know him better in order to suggest targeted information at the right time. It can take the form of personalized real-time banners where he can bounce, flash alerts if he wants to be notified of the payment of his salary, a possible rejection of direct debit, the balance reached by a to account. .

You also want to develop beyond the requirements of the bank: in what form?
Basically, we want to use our network of start-ups and partners. The goal is to go beyond simply buying real estate. We should also be able to offer insurance, mobility assistance, and so on. All of these extra-banking services are aimed at helping and reassuring the customer.

This could be another form of our student clients. The latter not only need an account opened for them with a card, and possibly a loan for their studies, but they may also need help with their mobility, their driver’s license or their deposit. in accommodation. We must be able to overcome the first requirement that they appeal to us.

Another important element: our employees and consultants should benefit from the same symmetry of attention. We need to be able to offer them a workstation with the highest digital standards. For example, they have access to ARI, our Intelligent Research Assistant, where they can have, if needed, a reminder of a method, a rate, or a product sheet – to facilitate their research work throughout in all of our databases.

Every year, we record several million connections to this ARI – it’s our home on Google! This is important because consultants are the first link in the customer relationship. These innovations will help them sharpen their skills and support. I will return to these points in more detail in my speech on June 23 at the In Banque 2022 conference.

What are the new challenges around data?
With all the data our customers have, we have the opportunity to be more relevant, and at the right time. Our main professions revolve around data-scientists to work on these models as much as possible and bring more value to this vast amount of data. For example, in responsible investing, we recommend the application “My Accounts” to determine a carbon footprint, as this is a growing concern of our customers.

Thanks to Greenly’s startup, which analyzes account transactions (travel, consumption, storage, etc.), customers can know their carbon footprint. He can now access the content of education, and we can offer him actions to pay for this footprint. This is an illustration, among many others, of what we have to offer, thanks to data collected from our customers.

Interview conducted by the In Banque team prior to Céline Ansquer’s speech at the June 23, 2022 conference, of which L’Usine Digitale was a partner

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