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Transforming the banking branch

Three essential roles that transform the branch and offer everyday bank services


Banks must reposition their traditional branch model. Yet closing a bank’s branches can result in poor outcomes; competitors can seize market share; brand equity can be compromised, and customers could lose confidence and seek out another bank.

Research shows that tomorrow’s banking customers, the millennials, have a noticeably greater bias towards physical interaction, pointing to their need for face-to-face contact, advice and reassurance in their financial journey.

By taking advantage of digital innovation, banks can transform the branch network to offer banking services that are more personal, immersive, and relevant for their role as an everyday bank.


Key Findings

Three essential roles
Three key roles are vital if branches are to attract and retain future customers:

  • The branch as digital ambassador: Branches can help increase the digital penetration of a bank’s customer base and lower bank transaction costs by educating digital laggards. Branch employees can offer advice on using digital tools for everyday banking needs and invest in in-branch digital capabilities.

  • The branch as advisory hub: The branch can become a full-service advisory hub for complex products, long-term financial planning and other highly-specialized services.

  • The branch as problem solver: Providing faster, better first-contact resolutions requires continuous training of branch staff and equipping them to excel in solving customer problems—such as specialist advice around mortgages and pensions.

By streamlining and modernizing branches to offer better service, reduce costs and improve customer experiences, banks can compete in a digital world and be an everyday bank that makes the best use of strategic assets.


Branch transformation
Banks can start now to transform their branches, taking three key actions to protect and grow their customer base:

  • Rethink the network: Using analytics-driven customer insights to make better decisions and match branch elements (for example, sites, types, and in-branch features) to local target preferences, particularly millennials.

  • Upskill branch talent: Equipping branches with the right soft skills and technology capabilities to engage customers, solve their problems quickly, offer advice and sell more products and services.

  • Rewrite branch key performance indicators: Assess customer engagement using survey results, increase digital connections via branches, such as clicks and apps, and monitor metrics ongoing.


Frederic Brunier

Frederic Brunier 
Managing Director – Accenture Strategy
Banking & Capital Markets

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Christian Patsch

Dr. Christian Pätsch 
Senior Manager – Accenture Strategy
Financial Services

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Friederike Stradtmann

Friederike Stradtmann 
Senior Manager – Accenture Strategy
Financial Services

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