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DRIVING HYPER-RELEVANCE AND VITALITY
BEYOND INDUSTRY BOUNDARIES


It’s never been more important for banks to create a compelling customer experience. A transformational change is needed for traditional banks to stay relevant in a digital economy without boundaries.

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BRINGING BANKS INTO THE AGE OF HYPER-RELEVANCE

For decades retail and commercial banks have evolved from product development to delivering customer experiences. With today’s connectivity, intelligent machines, and fluid customer expectations, continued market share and revenue growth will depend on a bank’s consistent relevance to its customers.

Efficiently delivering a hyper-relevant, “me-centered” customer experience across a variety of physical and digital channels is what we call embedding vitality.

Banking's Evolution to the Era of Relevance

FIT FOR CONTACT IN A NO-CONTACT FUTURE

Accenture believes that Banking as a Living Business is about two things: hyper-relevancy and vitality in a fast-emerging, contactless world.

We see a future where people will only contact the bank when they need or want advice about their financial well-being throughout life events. A bank will distinguish itself by the way it “walks and talks” in very human-like ways.

ENGAGING

Providing guidance to customers both in the physical and digital worlds.

INTELLIGENTLY PERSONALIZED

Truly know the customer, anticipating and understanding his needs and preferences to deliver valuable experiences.

CREDIBLE

Enhancing brand perception through high-leverage banking moments such as opening accounts or loans.

CONSISTENT

Delivering the same branded experience anywhere, anytime across all channels and devices.

GENEROUS

Offering a range of tools to prove trust to the customer, such as bots, financial education, and customer reward programs.

THE VALUE OF BEING A DIGITAL LEADER

Accenture analyses indicate that digital leader banks can increase revenue at least 30 percent by 2022 through a Banking as a Living Business model. Such increased revenue and reduced cost-to-serve is achievable—competition from digital natives notwithstanding.

Conversely, digital laggard banks unable to implement a Banking as a Living Business model can expect growth of just six percent over the next five years.

HOW TO BECOME A LIVING BUSINESS

The Banking as a Living Business model requires transforming and growing a bank’s core, as well as growing new capabilities. For traditional banks, it is much easier said than done.

Target

Target

Design

Design

Build/Iterate

Build/Iterate

Connect

Connect

Sustain

Sustain

Transform

CONNECT WITH US

Piercarlo Gera

Piercarlo Gera

Senior Managing Director,
Global Financial Services Distribution and Marketing, Accenture


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Alex Secchi

Alex Secchi

Offering Development Lead,
Distribution & Marketing, Accenture



Alex Secchi

Offering Development Lead, Distribution & Marketing, Accenture



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Alan McIntyre

Alan McIntyre

Senior Managing Director,
Global Banking, Accenture



Alan McIntyre

Senior Managing Director, Global Banking, Accenture



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Richard Benson

Richard Benson

Creative Managing Director,
Allen International


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Mark Curtis

Mark Curtis

Chief Client Officer and Co-Founder,
Fjord



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Robert Wollan

Robert Wollan

Senior Managing Director,
Advanced Customer Strategy, Accenture


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