Call for change

In today’s investment banking world, customers expect always-on services that are fast and convenient. Markets shift every minute, and investors need real-time information and recommendations to keep their portfolios responsive and thriving. A leading Japanese securities firm saw this as an opportunity to digitize its advisory investment banking business (M&A, IPOs etc.) and improve customer service and productivity.

A key priority for our client was to free up employee time spent on manual, paper-based processes so they could focus on enhancing proposals and service, all while working from home to keep their families and customers safe during COVID-19.

In order to transform its investment business, the firm looked at technologies that would enable it to run more efficiently and seamlessly. Implementing automation, data and analytics, a new customer relationship management (CRM) platform and multi-channel communications tools was a daunting task, one that was essential to get right.

Bringing on a partner to lead the transformation made perfect sense. Accenture’s proven experience marrying strategy, technology and communication was the right fit to holistically reshape our client’s business.

Implementing automation, data and analytics, a new customer relationship management (CRM) platform and multi-channel communications tools was a daunting task, one that was essential to get right.

When tech meets human ingenuity

Working closely together, our goal was to create a truly disruptive digital investment bank with a hyper-focus on the customer.

After a clear understanding of our client’s goals, we outlined a detailed strategy for implementing technology, shifting culture to be more customer-focused and digital, and modernizing communication efforts.

In partnership with the client, we designed and developed a CRM system—Dynamics365—with a sophisticated user interface and experience, offering a holistic view of customers. With the new CRM, the firm can easily see detailed client information from internal and external resources, client pipelines including status and probability, proposal activity history and much more. A profitability management platform was also established in the CRM to segment high-priority clients and leverage analytics capabilities to allow quick access to market data.

Internally, robotic process automation (RPA) and virtual agent capabilities were developed to improve productivity, including creating pitch books and updating credentials. To support remote work, online meeting tools, such as Microsoft Teams, were enabled so that employees could have access from their mobile devices.

By leveraging modern technology, our client has redefined how it serves customers.

A valuable difference

By leveraging modern technology, our client has redefined how it serves customers.

A data-driven approach enables the firm to anticipate what its high-priority customers need and desire, such as equity and debt demand and suitable firms for mergers and acquisitions. This proactive approach resulted in a drastic improvement in customer satisfaction as well as employee productivity.

By removing manual processes and adding RPA and virtual assistants, an additional 301 full-time equivalents (FTEs) were added, totaling over 48,000 work hours per year to client-facing activities. These saved hours allow employees to spend more time serving clients directly. Overall, digitalization has lowered operating costs while improving the employee experience.

This is an inspiring first step in the firm’s digital evolution as it continues to pursue opportunities to enhance business with digital capabilities.

301

full-time equivalents added

48,000

work hours per year added to client-facing activities

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