Impact of Social Media on the Financial Services Sector - Blue Paper preview

Blue Paper

Impact of Social Media on the Financial Services Sector Report produced for GFT by IESE Business School | Authors: Juan A. Virgili and Professor Evgeny Kaganer November 2012

Table of Contents

1

Executive Summary ................................................................................................................. 4

2

Introduction .............................................................................................................................. 5

3

Consumer Use of Social Media is Still Growing ................................................................... 5

4

The Customer Experience Journey in Banking is the Foundation for Social Media Initiatives .................................................................................................................................. 6

4.1

Stage 1: Discover ...................................................................................................................... 6

4.2

Stage 2: Evaluate....................................................................................................................... 7

4.3

Stage 3: Buy .............................................................................................................................. 7

4.4

Stage 4: Use .............................................................................................................................. 7

4.5

Stage 5: Re-engage ................................................................................................................... 7

5

Applying Social Technologies in the Finance Industry Means Understanding the Customer .................................................................................................................................. 8

6

Social Marketing ...................................................................................................................... 8

7

Social Marketing Use Cases and Examples .......................................................................... 9

7.1

Social campaigns ....................................................................................................................... 9

7.2

Brand presence ........................................................................................................................10

7.3

Consumer recommendations / reviews ...................................................................................10

7.4

Nurturing of advocates .............................................................................................................11

7.5

Voice of customer ....................................................................................................................11

8

Social CRM .............................................................................................................................12

9

Social CRM Use Cases and Examples.................................................................................12

9.1

Listen & Respond.....................................................................................................................12

9.2

Customer self-services ............................................................................................................12

9.3

P2P Support .............................................................................................................................13

9.4

Voice of customer ....................................................................................................................14

10

Compared to Social Marketing, Social CRM is one of the Strategic Options for Financial Service Providers ..................................................................................................14

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11

Measuring Social Initiatives Means Transparent Metrics ..................................................15

12

Social Increases the Size of the Pie: New Business Opportunities for FSPs .................17

13

New business models Use Cases ........................................................................................17

13.1 P2P lending / financing ............................................................................................................17 13.2 P2P micropayments .................................................................................................................18 13.3 Community banking .................................................................................................................18 13.4 New Business Models are the Long Tail .................................................................................19 14

Applying social in finance means overcoming external regulations, internal resistance, and updating systems .......................................................................................19

14.1 External Regulations ................................................................................................................19 14.2 Internal Resistance ..................................................................................................................20 14.3 Traditional transactional Systems ............................................................................................21 15

Future Trends Involve Mobile Convergence and Big Data Management .........................21

15.1 Integration of social and mobile ...............................................................................................21 15.2 The “big data” opportunity ........................................................................................................22 16

Appendix 1: Classification of Social Technologies ...........................................................24

This report has been published in cooperation with IESE Business School based on a number of interviews with industry experts and secondary market research. The intention of the report is to make trends transparent and understandable within their context and give the readers impulses for their business. The content has been created with the utmost diligence. Therefore, we are not liable for any possible mistakes.

GFT Technologies AG Executive Board: Ulrich Dietz (CEO), Jean-François Bodin, Marika Lulay, Dr. Jochen Ruetz.

Chairman of the Supervisory Board: Dr. Paul Lerbinger Commercial Register of the local court (Amtsgericht): Stuttgart, Register number: HRB 727178 Copyright © 2012 GFT Technologies AG. All rights reserved.

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1 Executive Summary Based on a number of interviews with industry experts, this paper will analyze how the financial services sector can use social technologies to improve their client engagement and business processes. In this case, social technologies refer not only to This paper analyzes how financial service providers (FSPs) can use

internal social communication platforms, but also to external social

social technologies to improve their client engagement and business

management initiatives.

processes

The financial service sector is distinctly unique from other

marketing solutions and integrated social customer relationship

industries such as consulting and retail. The customer is diverse and the customer experience journey in banking has its own unique influences that change the main touch points that the customer has with the bank. Analyzing these touch points from the brand perspective reveals that there are five main phases where the customer interacts with the institution: discovery, evaluation, buying, use, and re-engagement. The intricacies of each stage become important for a correctly Customers interact with their FSP along five main stages: discovery, evaluation, buying, use, and reengagement

positioned strategy as each stage has its own specificities that alter the objectives and shape the limits of social initiatives. The discover stage is driven by customer needs that are out of the banks control and based on the customer life cycle. The evaluation phase is marked by complexity and the necessity for

professional help. The buying phase is limited by regulations. The use stage is hyperextended, meaning that the length of time a client is engaged with an institution is extended over a longer period of time than in other industries. And finally, past engagements carry significant weight in the re-engagement stage.

Based on this analysis, certain conclusions have been drawn to help financial institutions understand the benefits of implementing social technologies in this industry, Currently, the majority of social initiatives are focused on social marketing,

how this implementation can be measured and how the barriers to

but it would be strategically more beneficial for FSPs to integrate social

situation and usage of social technologies from financial entities

with CRM programs

adoption can be mitigated. Existing examples of the current highlight success cases and the maturity of social initiatives in this industry. At the moment, the majority of social initiatives are focused on social marketing, but based on the banking customer

experience journey, it would be strategically more beneficial for financial service providers (FSPs) to integrate social with existing customer relationship management programs (Social CRM).

Looking forward, the two main trends facing the industry in terms of social media will be:  The convergence of social and mobile, resulting in higher adoption of mobile payments externally and mobile communication internally  The opportunity to leverage the “big data” available in social engagement in order to improve the existing customer engagement Mobile Market Share

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