Reference no: EM133439753
Future trends in consumer banking To understand how the banking and financial services would be shaped in the next seven to 10 years, consulting firm PricewaterhouseCoopers (PwC) examined the impact of macroeconomic and social trends on the future of retail consumer banking services. It conducted global research on banks around the world and came up with the PwC report, "Retail Banking ?0?0: Evolution or Revolution?" (PwC, 2014). The PwC report revealed three emerging trends that would be relevant to financial services in Singapore. The trends are (i) mobile-first where the increasing prevalence of digital and mobile banking services slowly transform the way banking services are integrated and conducted; (ii) simplicity in the banking relationships; and (iii) the way banks should organise themselves around customers instead of banking products and services. The PwC report seems to resonate with the direction that FRANK is heading and its brand values. Keeping the emerging trends in mind, Jin and her team understand that mobility is the key to the success of present and future banking experiences as technology will facilitate the breaking down of barriers between banks and consumers. The second trend is "Simplicity as the new smart". To Jin simplicity has been the key driver for FRANK, the question is then how could she further simplify the S/N 88-16-010 10 | Page Nanyang Technopreneurship Case Centre (NTCC) FRANK by OCBC - The Future of Consumer Banking to Millennials customer experience. The third trend is the design of a service experience via the ability to view customers by segments. With technology as an enabler, the use of customer analytics could help to identify customers' unique characteristics and tailor product offerings to better meet their needs. Bearing these three channels or emerging trends in mind, how should Jin prepare FRANK for the future? Will the profile of FRANK customers be the same a decade later? Will their banking needs remain the same or will they change? As the millennials grow up, they will make way for a new generation of younger customers with new banking needs and preferences. So how can FRANK stay relevant to this new generation of younger customers whilst keeping its existing customers satisfied? Should FRANK continue to be the hip and trendy bank or reposition itself as the preferred bank with an assured future? Strategic options What should Jin do? She hopes to use FRANK as a stepping-stone to achieve OCBC's strategic long-term goals. OCBC expects its wealth management business to stay resilient and it has one of the largest teams of relationship managers in Singapore and around the region (Lim, 2015b). How can FRANK achieve the bank's strategic long-term goals She faces following questions as strategic options: - How does the FRANK brand and OCBC brand interact or transit to better serve the millennials? - Should the FRANK operating model be vastly different from the rest of the bank in order to stay competitive? Should FRANK be a literacy content platform rather than a product brand? - What should happen when millennials reach the adult stage of their lives? How long will FRANK stay relevant to the consumers? How might the total end-to-end FRANK journey look like for the millennials? - How FRANK customers grow and eventually become OCBC premier banking customers?
Question 1
Who are FRANK's current customers? What are their likely customer profiles?
Question 2
Why should there be a difference in design strategy for digital versus physical space experience for FRANK customers?
Question 3
Tapping on the three trends highlighted by Jin Kang Zwicky in the case, how would you enhance and enrich the design and physical space experience? Was one or the other considered as the most effective customer acquisition channel? Nanyang Technopreneurship Case Centre (NTCC) FRANK by OCBC - The Future of Consumer Banking to Millennials
Question 4
Evaluate how FRANK was ensuring customer retention and preventing customer churn.
Question 5
Give recommendations on how FRANK could have used customer relationship management (CRM) practices to build a strong and loyal customer base as leads for OCBC premier services.