KEBA self-service coaching
KEBA self-service coaching supports you in the introduction and implementation of new self-service concepts.
Bank employees remain the number one factor for success, even in the area of self-service offerings. While a series of supporting organisational, architectural and marketing measures can and should be undertaken to unleash the full potential of today's self-service technologies, architecture and technology do not comprise more than 20% of the total success of a self-service strategy. At 80%, it is the employees who deliver the lion's share. Their consistent preparation for new tasks, their acceptance of the self-service philosophy and their active role in the sales strategy are crucial in determining whether the desired streamlining effects are achieved or not.
KEBA self-service coaching is divided into three phases.
1st phase (prior to actual self-service roll-out)2nd phase (during the actual self-service roll-out)3rd phase (Post-self-service roll-out)
Bank employees remain the number one factor for success, even in the area of self-service offerings. While a series of supporting organisational, architectural and marketing measures can and should be undertaken to unleash the full potential of today's self-service technologies, architecture and technology do not comprise more than 20% of the total success of a self-service strategy. At 80%, it is the employees who deliver the lion's share. Their consistent preparation for new tasks, their acceptance of the self-service philosophy and their active role in the sales strategy are crucial in determining whether the desired streamlining effects are achieved or not.
KEBA self-service coaching is divided into three phases.
1st phase (prior to actual self-service roll-out)
- Site analysis, transaction analysis, depiction of actual situation
- Desired objectives: KEBA provides important impetus for composing the objectives into a high-level sustainable multichannel strategy, including a clear definition of the necessary action catalogue and development and deployment of the corresponding evaluation tools.
- Knowledge transfer based on practical experiences, statistical insights and studies about future developments in private banking
- Culture change processes among the employees
- Support through a KEBA employee
- Employee motivation
- Training in proper operation
- Function workflow
- "Complaint resolution"
- Proper advertising, marketing, active guiding of customers to the self-service devices
- Transaction analysis: analysis of the results and other potential
- Success auditing
- Evaluation of the new self-service marketing paths
- Joint fine tuning of details
