The pandemic has permanently changed the way banks interact with their clients. While the use of digital banking channels has experienced a sharp increase, personal touchpoints have been rare or non-existent (see our latest banking study). The drop in face-to-face interaction poses a serious challenge to the Swiss banking sector, where well-established personal relationships with clients are often crucial for selling products & services. In this new digital era, the challenge for Swiss banks is two-fold; how can the digital experience of clients be elevated, while at the same time personal relationships be maintained?
This blogpost is the second in our five-part series on “Five strategic imperatives for marketing executives in banking”.
In this post, we outline how Swiss banks can sustain and even deepen their client personal relationships through digital channels and provide their clients with a unique and memorable customer experience.
Strategic relevance of client onboarding
We believe that a fast and convenient client onboarding process can be a competitive advantage for financial institutions.
Prospective clients obtain their first impression of providers from onboarding, and this can be a major differentiator when comparing and choosing between them. Clearly defined and consistently implemented onboarding standards are also key for managing the bank’s risk appetite and for complying with regulatory expectations.
Invariably, any technology that shows early promise comes with hype. Yet in the digital assets and cryptocurrency space, developments over the last few months would seem to suggest this area is moving towards the mainstream.
For this reason, we are currently surveying financial services firms across EMEA to gain a realistic perspective on their current adoption of digital assets, and to assess the true state of play.
The survey will address industry attitudes toward cryptocurrencies, stablecoins, central bank digital currencies (CBDCs), tokenised securities, and non-fungible tokens (NFTs) from senior executives in banking, insurance, asset management, fintechs, regulatory bodies and emerging digital assets companies.
This article is a continuation from our previous article on generating mortgage leads "Looking to safeguard mortgage leads in the digital new normal?", in which we looked at how to leverage partnerships, service enhancements and the right marketing-mix to generate new mortgage leads in a post-COVID world with more digital touchpoints. We presented an example of a client, Tim, who wanted to buy a house and had not yet found the right lender. In this article, we look at another client, Maria, and her journey to renewing or refinancing her expiring mortgage.
Smart process automation and analytics: How Optical Character Recognition can enhance productivity in core banking processes
Optical Character Recognition (OCR) Technology in FSI core processes
Optical Character Recognition (OCR) is the technological process of recognising and converting both handwritten and printed characters into editable and searchable data. It has two primary functionalities: eliminating manual data entry and extracting information automatically. For example if you wanted to digitalise and edit a paper contract, you could either spend a long time keying in the document, or you could use a scanner/photo and OCR to convert the file within seconds into an actionable file.
Big brands in the consumer and technology space have led the way – people want to identify with brands that are purpose-led. This is difficult in banking, where products and services are seemingly commoditised. What can banks do?
This blogpost is the first in our five part series on “Five strategic imperatives for marketing executives in banking.
Compliance functions in 2021 are facing growing pressure from stakeholders to simultaneously improve the effectiveness, adapt to changing regulation and reduce costs of compliance risk management.
These three key drivers require constant re-evaluation and functional analysis, in tandem with targeted transformation to meet stakeholder expectations – something that, as yet, is not widely adopted by Swiss financial institutions.
As the law on CO2 reduction going to a public vote later this year shows, climate change risk and environmental, social, and governance (ESG) issues are now a priority. Banks need to establish a strong control environment for ESG issues. With this comes an increased focus on the quality of data about the risks. Internal audit (IA) can bring the same structure and rigour to processes, controls and governance for ESG risks that they apply to internal controls in other risk areas.
The Swiss mortgage lending landscape in transformation - Platforms as one of three underlying drivers
This article is a continuation of our editorial "Strategic trends and implications for bank operating models". As part of the debate on how Swiss banks can transform their operating models towards the 'new normal', we discuss the possible future role of lending platforms.
Opportunities in the financial services industry with crypto assets have never been more promising than they are today. We are developing a series of blogs on crypto assets, with topics ranging from current market trends, to technological advancements, crypto asset-related regulation and integrating crypto asset offerings into banks’ portfolios. This is the first blog in this series; we hope you will enjoy reading it.
Changing FSI CRO priorities one year into the COVID crisis – Insights from the 9th Deloitte Risk Executive Network (REN)
In 2018, Deloitte Switzerland launched a Risk Executive Network (REN) for CROs in leading Swiss banks, to exchange views on risk in the financial services industry. The REN holds three events each year, attended by up to 15 CROs from leading financial institutions. The impact of COVID-19 on financial institutions, the economic downturn and the changes brought about by working from home all have far-reaching implications for risk, compliance and regulatory management functions. Prior to the regulatory measures that were taken in response to COVID-19, risk management in banks was concerned primarily with issues of scale and scope. Priorities have changed as expectations about the future have adjusted to today’s uncertain environment.