Work on quality improvement is a continuous effort divided into several stages such as recognition and understanding of expectations, designing experiences together with their implementation in contact channels and monitoring of key processes and interfaces to ensure their continuous improvement. Customer experience is manageable and designable. For some years now we have been working according to the design thinkingmethodology, which is focused on customer experience, on identifying and satisfying his specific needs.
The key to design the best experience is to empathise i.e. in-depth understanding of customer needs. In order to learn and understand needs changing over time, the Bank conducted regular and comprehensive opinion polls and, to identify areas for improvement, analysed every complaint. Discovering customer needs was a permanent, initial element of each project targeted at changing a process, product, communication or service model. Solutions developed, prior to their implementation, were tested by customers during surveys and discussions.
The Bank also developed classical methods of customer service quality monitoring to support achievement of business objectives and development of sales skills while upholding the customer centricity concept. For example, Mystery Shoppingsurveys show not only the level of compliance with defined customer service standards. They also provide the tool for attitude development by way of communication, designated roles and tasks within the quality improvement work. We have founded the quality monitoring philosophy upon two pillars: moments of truthand close the loop. Following the above approach, in order to strengthen relations and seek opportunities to improve processes, procedures and products, customer experience was measured at carefully selected moments.
The Bank continued its business model based upon further digitalisation and development of mobile solutions. The share of digital channels in product sales increased again while mobile banking was enriched by, inter alia, a chatbot a unique solution in the Polish banking sector. In the Deloitte report „EMEA Digital Banking Maturity 2018”, published in April 2018, assessing digital maturity of financial institutions in 38 countries in Europe and Middle East, Bank Millennium was ranked among digital leaders of the market as innovative, digitally mature bank well prepared to face challenges of open banking and already offering many non-banking services.
The Bank intensively developed strategic pillars of growth in electronic channels including, inter alia, lending processes and access to investment products. It offered an option to apply for credit products 24h/day within the internet banking system and to take advantage of promotional offers in application. Rapid development of product and service sales in electronic banking channels was clear to see both in the most important product categories (see: table below) and in the group of non-banking products and services. Sale of city transport tickets increased by 173% y/y, tourist and transport insurance – by 75% y/y, phone top ups – by 26% y/y, and the number of HCE cards by 109% in a year (HCE is technology enabling contactless payment by phone).