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Servive 2.0
Sep.2014 Jan.2015
Personalized Customer Journey in ING Branch Yang Yu | M1.2 Coached by Jorge Alves Lino
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Introduction
ING is one of the largest Banks in the Netherlands, nowadays, it has multi- channels to supply different and convenient services for ING customers. However, no matter how different channels developed and changed, branch office still plays a irreplaceable role. To have better services for ING customers, ING wants to renew the customer journey in Branch office to improve the quality of experience, efficiency and productivity of ING Branch. (see project discription in Appendix A) In this project, with analyzing the current customer journey of ING and depending on the future bank trends, two similar renewed customer journey were designed, one is reactive and the other is proactive, they related to different levels of customer’s privacy. After designing, two conditions were tested with ING customers. Several design recommendations for ING were formed with the analysis of the experiment results. To some extend, it could contribute to the development of ING branch office in the future.
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Content Page
content
Page
content
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About ING
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Scenarios
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Trend Analysis
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Reactive& Proacitve
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Current ING Branch
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User Test
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Service Safari
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Data Analysis
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Customer Journey
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Conclusion
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Orientation
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Discussion
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Interation
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Acknowledgements
17
Design Concept
48
References
20
Experiment Setting
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Appendices
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Persona
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About ING “ING is a Dutch retail bank and part of the ING Group,
ING has four kinds of branch offices, they are Con-
a global financial institution that provides banking,
sulting, KasStandard Offices, Compact Offices, ISP.
investment, life insurance and pension services. ING
They are in different sizes for different functions.
has over 85 million customers across the world in
Consulting are leading practices in terms of custom-
Europe, the United States, Canada, Latin America,
er experience and sales. ING now has different chan-
Asia and Australia. “[1]
nels, they are online (official website, FB and app)
ING has the slogan “ING is Oranje” ING set his goal to
and offline (call service and branch). However, cus-
become the preferred bank of the Netherlands. They
tomers do not know clearly what each channel could
created so called strategic pillars. Their five pillars are
do, or something that could only do in this channel.
Customer centricity: Customer interest comes first,
Meanwhile, there are different feedback and data
Operational excellence: Efficiency of processes and
collected systems, which means different channels
designs, Top employee: Empowering the employ-
could not share information with each other.
ees to focus on the customer & Deliver high quality
On average a total of 147.000 visits are made to the
products, Better environmental footprint and Better
ING branches by customers every week5. This makes
communities.[2]
the branches an important part of the ING.[3]
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Trends Analysis The role of branch is changing.
Muti-channels to create seamless experience
Branch offices have reduced sharply these years, as
Branch offices need to create the right customer
digital banking bring a huge shift in consumer be-
experience while empowering customers and giving
haviors.Transactions are moving to the Internet, so
them more control. Internet banking, mobile app,
customers may have fewer reasons to visit branches.
call center and branch office tend to work together
If branch visits are less frequent, they must become
to make full use of the existed resources, no matter
more valuable and more interesting.
the service system or the feedback system. “The role
Branch networks in many countries are organizing
of the branch: fewer tellers and managers, more
around “hub” flagship branches that serve as show-
specialists and advisers, plus technology such as vid-
rooms for complex product sales and venues for pro-
eo teller machines and tablets, to promote a more
viding expert advice.[4] Also, the branch becomes
seamless experience across channels.”[6]Their finan-
a relationship management tool for costumers and
cial journey may involve a combination of visits to
bank. Branches are emerging as the new, technol-
different channels at different times, perhaps even
ogy-enabled center piece in the relationship with
for the same service — beginning a journey in one
customers — a place where channels and technol-
channel and completing it in another. In this way,
ogy converge to create a new era of personalized
channels reinforce each other rather than compete
banking in the branch.[5]
with each other for customers’ attention.[7]
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From product’s perspective to customer’s perspective
Coordinating Physical with Digital
The days of existing and potential customers walk-
The advent of digital has not been lost on branch-
ing into branches and not being recognized or effec-
es. Many banks have begun leveraging the latest
tively engaged are over. A new era of personalized
innovations in technology to offer a personalized
financial services is forcing banks to sell to a market
banking experience. Branches are customized with
of one. This means understanding customer needs
innovative technology such as media walls, interac-
and addressing them appropriately. When custom-
tive kiosks and work benches that enable customers
ers come into the branch it helps to recognize who
to self-navigate and gain information on a wide
they are and make that information available to key
array of products and solutions, and also conduct
members of the branch. Embedded in a debit or
transactions.[9] The branch physical environment
credit card, it can identify customers as soon as they
is also a perfect platform for customers to get more
enter a branch. This also means moving from a reac-
information about products and online channels of
tive sales model to a proactive one, where customer
the bank, or some financial skills, the new technol-
needs can be anticipated in advance. [8]
ogy involved in the branch could help customers to remember the touch points in branch.
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Future bank
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Current ING Branch ING now has four kinds of Branch offices, they divide them by different sizes and the complexity of services. Among them, Advieskantoren are leading practices in terms of customer perception and sales. All advisory teams are visible and directly accessible to customers. ING does not make the distinguish of different branches to customers. Advieskantoren Business card of our network, leading practices Excel in expertise and customer experience Focus on high net worth and corporate client Advisory fixed workplace office Standaardkantoren Accessible and approachable Record and deposit cash at manned Compactkantoren Withdraw cash and deposit via self-service Alternative forms of customer service ISP Withdraw cash and deposit via self-service Pay daily banking and savings
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Advieskantoor
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Service Safari A service safari is an experiential field trip for teams to understand how services feel from the outside – as a customer.[10] Looking at a whole range of services allows people to develop an understanding of the common needs customers have, and the common problems that that encounter. These insights can then be developed into opportunities for service innovations, and are often all the more resonant due to people feeling like they have generated them themselves. [11]To have a deep understanding of how ING works, I was the customer to experience the services in ING branch, as I want to apply a credit card for myself, I went to the branch to get more information.
GOOD POINTS
I arrived the branch, there are not many people there,I picked up a number on the Kiosk , the interface made me a little bit confused about which option I should choose.
I checked on the Internet about credit card and it was in Dutch version.
TOUCH POINTS & SCORECARD
After that, an employee came and asked what I want to do, I explained to him and he told me I could enjoy some coffee or tea on the coach and waited for my turn. I waited 10 mins, just searching on the Internet to cost time. An employee came and asked me to the counter, I explained my question again and got answer.
I was not sure if I understand the information on website, I decided to got the branch.
• • •
- The website’s English version doesnot have enough FRUSTRATIONS Soft and clean information. square brochure indesign template - I could not make an appoitnment.
After service
In service
Pre-service
• •
The employee said goodbye to me.
- The employees were very polite. - The interior design is good and feel safe • • - Each area in the branch is clear for different functions. • Why so slow responding to tickets? • •
- The employees were very polite. - Health Score - The interior design is good and feel safe - NPS - Each area in the branch is clear for different functions. - Churn %
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Custmomer Journey
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To see what happened in the ING Branch, Jereon and I had two observations in one of the branch in Eindhoven center, as ING employees did not allow us to do any interview with the customers. After observations, four kinds of personas and customer journeys were made. (other three see Appendix B) By doing this, we want to find more design and research opportunities.
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Orientation
By analysing the service safaris and different age group’s customer journey map, some design opportunities were made depending on the requests.
Existed Problems -There is no booking system, customers are not in control of how long it will take in the Branch.
Design Opportunites How about designing a system that customers could book appointment?
-Customers donot know clearly each channels’ function. -Customer is just replaced by a number in Branch.
Is it possible to personalize the customer journey in Branch?
-The waiting time is boring. -Customer need to repeat their requests.
-There is no system to record the experince that customer has each time.
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Is it possible to entertain the waiting time? If ING know customer’s request and interests in advance , could they supply better service?
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Interation Booking system For now, ING does not have a booking system for normal services, customers could only make appointment online with mortgage advisors. But if there is a booking system, I think both customers and ING could get benefits from it. For customer, first, they could in control when is the most suitable time for them to go the Branch. Second, if their requests are known in advance, the service could be more efficiency. For ING, with this system, they could allocate t staffs with the customer’s number. It number. It could also save money for ING. In addition, ING branch could improve their services by inputing more information about customers, which could help ING get a better reputation comparing with other banks.
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ING Mobile Banking App was 3 years, and has been used for a large number of customers. As with the trends analysis, multi-channels’ cooperation is going to be a trend for bank. I think app is the most tangible way for customers to book appointment flexibly with ING branch. A simple interface for the booking system in the app was designed, after this, the current customer journey and the renewed one which proposes to have the booking system were made to show the improvements.
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App Interface
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Renewed customer Journey
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Refleciton The timeline clearly proves the improvements with a booking system, it made the customer journey more personalized and efficient. As the project focus on the experience in Branch, so next step is to design more experience in Branch.
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Design Concepts
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The main idea is to personalize the customer journey with already customers’ information input and entertaining the waiting time in Branch. For personalizing the customer journey, it may relate to some extend privacy. As bank is a very special retail environment, people need to feel safe and comfortable with what is happening in the branch. So in this concept, two similar concepts were designed and they relate to different levels’ privacy, one is reactive and the other is proactive.
Personalization
Privacy
In fact, 86% of consumers and 96% of retailers
Everyone carries around a lot of data on their cell
said personalization has at least some impact on
phones, from the locations they visited to what
the purchasing decision. Almost one third (31%)
they like best, as expressed with social media.
of consumers wanted more personalization in
Data about personal likes and buying habits is
their shopping experiences. [12]With multi- chan-
valuable when directing advertising and oth-
nel, changes in culture have resulted in a shift
er information to individual consumers, made
in consumer expectations. For retail stores and
possible with the intelligent mobile advertising
other public places, they want an experience,
solution.[14] However, more information about
rather than an explanation. They expect retailers
consumer means more privacy is known by
to know their preferences and interests. A recent
bank. It is not sure what consumer expects in
Infosys survey reported that 78 percent of con-
such a public place. The level of privacy that con-
sumers are more likely to be a repeat customer if
sumer could accept still need more researches.
a retailer provides them with targeted, personal-
Meanwhile, two similar experencie was designed.
ized offers. [13] Soft and clean square brochure indesign template
Proactive behavior aims at identi-
Reactive is not internally motivat-
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Reactive
ed but manifests in response to a
Proactive
situation or the actions of others.
fication and exploitation of opportunities and in taking preemptory
one waits for things to happen and
action against potential problems
then tries to adjust (react) to them,
and threats. It is deeper step that
or reactive behavior focuses on
reactive. [15]
solving a problem after it occurs.
Framework for responsive enviroments DIMENSIONS Competence, influence, self development, enjoyment, control, autonomy, self esteem, engagement, attention
EXPERIENCE
Individual tailoring, personalisation, group adjustment, profiling, resources, delivery, conflict resolution
ADAPTATION
Effectiveness, efficiency, affect, learnability, intuitiveness, discoverability, context, usability, usefulness, comfort
INTERACTION
Address, readiness, feedback, attention, action
MODALITIES
Intrusiveness, disruptiveness, informative, entertaining, interactive, combination, narrative Accessibility, visibility, legibility, variety, richness, personalisation of space
The design direction is very similar to
ELEMENTS
MEDIA
ARCHITECTURE
design experience in responsive environRESPONSIVE ENVIRONMENTS
SYSTEM CENTRIC
USER CENTRIC
APPROACHES
ments. With the instruction of my coach Jorge, framework for responsive environments was used for guidance during the design. A responsive environment should be seen as a system that delivers a combination of contents and services via a multitude of modalities and me- dia. The design of responsive environments generates architectural spaces that embody a certain user experience, relying on enhancements
of the built environment, by combining technology, content and operation. With these principles, experiment setting sheet was made. (more details about the framework see Appendix C.)
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Experiment Setting
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After finishing the sheet, one persona was made to create different scenarios . The scenarios propose what may happen in the branch.
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EMMY PERSONA 22
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Current Scenario Soft and clean square brochure indesign template
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Reactive Scenario Soft and clean square brochure indesign template
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Proactive Scenario
Reactive & Proactive
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The mainly customer journey of reactive and proactive way is the same. But significant differences are existed in how much personal information is involved.
REACTIVE
PROACTIVE
Kiosk
First,kiosk would remind customer to
ING branch could automatically know the
scan QR code on mobile app to apply
coming of the customer when arrived. The
further service. Second, customer could
system recorded last time’s customer prefer-
choose dirnks on it.
ence,and serve drink that customer likes.
App Customer could choose to listen to some
The app would show the music and news
music or read some news on the. In addi-
that customer is really interested in and also
tion, the app would recommend customer
recommend customer to interact with the
to interact with the interactive screen and
interactive screen but without instructions.
let them choose a color to represent them. Customer could see different news or
Interactive screen
Customer could see others’ experience with
videos about ING on the wall with hand’s
ING and also share their own experience, like a
gesture, also greet with others.
social media wall.
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Reactive
Proactive
This part is on the screen of the kiosk machine.
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Reactive
Proactive
This part is on the customer’s ING app.
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Reactive
Proactive
This part is on the customer’s ING app.
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Reactive
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Proactive
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Reactive
Proactive
This part is on interactive screen on the floor.
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Reactive
Proactive
The app would remind customer it is his or her turn This part is on the customer’s ING app.
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User Test WHY
User test is a crucial part for service design, as it is designing for experience, customer should have a real customer journey.
WHO
14 ING customers were test in the experiment. 7 females and 7 males. They are all in group of 20-25 years old and they are university students. The persona Emmy is also in this age group and also young people are more likely to accept new technology and share their own opinions.
HOW
It’s a pity that the ING lab could not be used as we lost connections with ING. I choose the -1 floor in meta forum in TU/e, as there was a space like the waiting coach in ING Branch. First, some warm-up questions were asked about their experience in ING. Then customers experience the two designs. Seven people did reactive first and the
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WHAT
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Tablet represented the kiosk and participants began their customer journey here.
Then they went to the waiting area( with coaches), participants used the app on the phone.
Participant came close to the interactive screen and then interactive with it with hand’s gesture. A small projector was hung above.
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35 After experiencing, participants filled in three questionnaires as different methods of evaluating results would be used in analysis.(see bigger size questionaire in Appendix D)
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Data Anaylsis AttrakDiff is an instrument for measuring the attractive-
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AttrakDiff
ness of interactive design. With the help of pairs of opposite adjectives, users can indicate their perception of the design. These adjective-pairs make a collation of the evaluation dimensions. Qustionaire 1
Pragmatic Quality(PQ): Describes the usability of a design and indicates how successfully users are in achieving their goal using it.
Hedonic quality-Stimulation(HQ-S): Mankind has an inherent need to develop and move forward. This dimension indicates to what extend the design can support those needs in terms of novel, interesting, and stimulating functions, content, and interaction-and presentation-styles.
Hedonic Quality- Identity(HQ-I): Indicates to what extent the design allows the user to identify with it.
Attractiveness (ATT): Describes a global value of the design based on the quality perception. Hedonic and pragmatic qualities are independent of one another, and contribute equally to the rating of attractiveness. [17]
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Instuction: In the portfolio-presentation the values of hedonic
There is room for improvement in term of usability
quality are represented on the vertical axis (bot-
and hedonic quality for both reactive and proactive.
tom= low value). The horizontal axis represents the
Proactive performs better than Reactive. Pragmat-
value of the pragmatic quality(i.e. left = a low value). ic quality as well as hedonic quality is higher. The difference in value between the pragmatic quality of Depending on the dimensions values the design will lie in one or more character-regions. The big-
reactive and proactive is insignificant, but in terms
ger the confidence rectangle the less sure one can
of the hedonic quality, the difference is statistically
be to which region it belongs. A small confidence
significant. The confidence interval for PQ and HQ of
rectangle is an advantage because it means that
proactive is smaller than reactive. The rating of pro-
the investigation results are more reliable and less
active applies with greater certainty to the design.
coincidental.
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In this presentation hedonic quality distinguishes between the aspects of stimulation and identity. Furthermore the rating of attractiveness is presented.
In terms of PQ and ATT, proactive performs better For both reactive and proactive, the average values than Reactive, the difference is statistically insignifiare located in the average region or above-average cant. region. It means they meet the ordinary standards.
In terms of HQ-I, HQ-S,proactive performs better
However, improvements should be more for better
than Reactive, the difference is statistically signifi-
values.
cant.
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The mean values of the word pairs are presented here. Of particular interest are the extreme values. These show which characteristics are particularly critical or particularly well-resolved.
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Illmo (Interactive Log Likelihood MOdeling) is a statistical modeling tool that was developed by Jean-Bernard Martens from TU/e. [18] The benefit of using this program that it allows to draw statistical conclusions in a visual
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way. (more details see Appendix E) Qustionaire 2 questions values were
Illmo
input in the Illmo, each graph reprensents a result of the question. X-axis: 1 = Reactive Condition 2 = Proactive Condition 3 = Current Condition
It is very efficient.
I feel very happy or have fun.
I know how to use all the system clearly.
Thurstone average Vs Sitmulus shows average value of each condition. The drawn line repre-
sents the standard deviation of the result. When this line is overlapping with one of the other lines it means thereis no significant difference between those versions. We could conclude that Condition Reactive and Proactive are significantly higher than Current Condition. It I feel very connective. Soft and clean square brochure indesign template
The experience is acceptable or good for me
means the design improve the customer journey in Branch.
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It is very efficient.
It is very efficient.
I feel very happy or have fun.
I feel very happy or have fun.
I know how to use all the system clearly.
I know how to use all the system clearly.
As in the Thurstone average, the difference between reactive and proacX-axis: 1 = Reactive Condition
tive is not that significant. So Thurstone difference was used to see more
2 = Proactive Condition 3 = Current Condition
details. From the graphs we could see, participants think proactive way is more efficient for them. They could clearly know how both conditions work and get the same levels of emotion in terms of happiness.
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For connective, proacitve works a bit better than reactive. However, in terms of “acceptable�, reactive works better. Perhaps the I feel very connective.
The experience is acceptable or good for me.
I feel very connective.
The experience is acceptable or good for me.
X-axis: 1 = Reactive Condition 2 = Proactive Condition 3 = Current Condition
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proactive way is too forward for users to experience in a branch envrionment.
Except to comparing reactive with proactive, in
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this questionnaire, I want to see how participants think about some other aspects of the design. For example, how do they think about doing some
3
Column Chart
entertainments when waiting, how do they see the level that they can accept for Bank knows their personal information.
From the graphs we could see, customers really need some entertainments when waiting in the branch, which has the highest score. Second, they hope they could be automatically recognized when they arrived and their requests have been informed for ING Employee. They hope to know more information about ING in an interesting way. Uploading their information to ING is also acceptable for customers if they could have better services.
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Conclusion After the experiment, with three methods of anaylzing data, some conclusions or design recommnedations for ING branch customer journey were done.
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Personalize the Customer Journey In illmo, we could see reactive and proactive work much better, it means there is a huge need for ING to improve the customer journey in branch. The kiosk machine is too old-fashioned. Meanwhile, with multi-channels combination, ING could do more pre-services for customers, for example a booking system in mobile app. Because customers hope their request could be known by Branch before they come. Some entertainments for waiting is also highly needed in Branch.
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Technology Input in Branch Office The interior design is amazing in ING Branch. However, more technology input could make it more attractive for customers. Interesting technology could leave unforgettable impression for customers. In this way, customers are likely to have future purchase with the brand. Interactive Screen maybe a very good option. As customers could interact with it when they are waiting. Also they could get more information about ING product, which means ING could also have benefits with it.
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Reactive vs Proactive From AttrakDiff, we could see Proactive
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Social Functions in Branch I was trying to see if people want to more
performs better than Reactive in general.
connection with strangers that who are
It may show a direction for ING. Customers
waiting them together. However, the result
expect they could upload some of their per-
is customers are not that eager to share
sonal information to get better services or
with others in branch environment. Perhaps
have good recommendations about finan-
it is too much forward.
cial products. To some extend, the current branch does not let customer feel connective with ING. Although, it is very difficult to apply proactive services in Branch environments, as it relates to people’s privacy, but if the personal information is used in a right way, customers are glad with it.
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Discussion It is a pity that as we lost connection with ING and I could not get any feedback from the perspective of ING employees. As there were only 14 participants in the test, more participants need to involve for deeper research. Second, as there are many things happening in the customer journey, questionnaire may be more detailed for each part. For analysing data, I used quantitative research method, qualitative method could be applied for more values. Third, more ideation could be done for renewing the customer journey. Some more service design tools should also be applied, for example, the business model, service blueprint, skateholders map and so on.
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Acknowledgements Thanks to my coach Jorge. In this whole semester, you gave me lots of useful feedback and suggestions for this project, you coached me how to do a service design in the right way. When I met some difficulties or stuck in something, you always help me to figure it out. With each time’s coach meeting, I made progress with your feedback and finished my project. Thanks to Jeroen. In the beginning of the project, we went to the ING together many times and finished the customer journey map together. you always gave me encouragement when I was stuck. Thanks to Prof. Ben. You gave us an expert meeting on how to set experiment for responsive environment and it worked well. Thanks to JunHu. You borrowed me the small projector, which was very useful for me to stimulate the interactive screen on the floor. Thanks to all the participants of the user test. I could not finish this project without you. Yours feedback is the crucial part of this project. Thanks for your time for participating my tests. Thanks to Jean Bernard, we had an expert meeting about analysing data. You gave me feedback on what I have done with Illmo. Thanks to Xihao, thanks for giving me useful suggestions on drawing the scenarios.
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References [1] ING website: https://www.ing.nl/de-ing/over-de-ing/de-ing-wie-zijn-wij/welcome-to-ing/index.html [2] [3] Marloes,B., Impact of personalized welcoming in entrance usability of bank branch, 2013 [4] Mike,B., and Dirk,V. , Building the retail banking of the future, June 18, 2014 [5] Ben,N., Colleen,H., Microsoft, The bank branch of the future,2011 [6] Mike,B., and Dirk,V. , Building the retail banking of the future, June 18, 2014 [7] [8] Ben,N., Colleen,H., Microsoft, The bank branch of the future,2011 [9] Capgemini Consulting,The future of bank Branches Coordinating Physical with Digital, April 25, 2013 [10] Service safari from http://liveworkstudio.com/tools/service-safari/ [11] Stickdorn, M., Schneider, J., This is service design thinking. BIS: Amsterdam, the Netherlands,2012 [12]Infoys, Rethinking Retail insights from consumers and retailers into an omni-channel, 2013 [13]Trend report on why personalized retial is the future of Brick- and- mortar stores. From website: http:// www.trafsys.com/trend-report-why-personalized-retail-is-the-future-of-brick-and-mortar-stores/ [14] Intel, The Retailers’ Guideto Creating PERSONALIZEDSHOPPING EXPERIENCES,2014 [15] Proactive definition from http://www.businessdictionary.com/definition/proactive.html [16] Jorge,L., A framework for responsive environments,2014 [17] AttrakDiff website: http://attrakdiff.de/ [18] Illmo website: https://illmoproject.wordpress.com/
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Appendix A Project Discription Service 2.2: A renewed customer journey Designing experientially and culturally meaningful services, choreographed in time and space Abstract The current digital transformation turns old industries and business models upside down. Consumers become powerful prosumers and blow up segmentation, while products become services and vice-versa. Informed by strategy and realised by design, you will challenge conventional service assumptions to create disruptive, future-ready solutions across customer experience. As such, Service 2.1 aims at analysing the dynamics of customer-business relationships, and designing a service environment, from the perspective of its experience, business impact and socio-cultural relevance.
1. Introduction In the competitive world of business, what separates industry’s players is often the service that comes with the product offering– the customer experience (Hassenzahl, 2010). Quality of service determines whether a customer will be loyal, or leave. In this regard, service design is the activity of planning and organising people, infrastructure, communication and material components of a service, in order to improve its quality and the interaction between service provider and consumers. To develop a service is to design according to the needs of all participants. Services should be user-friendly, competitive and relevant to the customers, translating the behaviour of customers, their needs and motivations, into service experiences that are delivered in an achievable, specific and meaningful fashion.
2. Design challenges & research questions Service design is experience design from multiple perspectives. We analyse business to consumer relationships and design service environments, from the perspective of experience, value, business impact and socio-cultural relevance. It is a relatively new discipline that asks fundamental questions such as (1) what should the customer experience be like? (2) What should the employee experience be like? (3) How does a Soft and clean square brochure indesign template
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company remain true to its brand, to its core business assets and stay relevant to customers?
3. Project directions Service design requires a concrete client, and the project offers links with very distinct clients. During the 1st project week, a visit will be planned to the clients’ premises in order to provide contextual information about each of the directions, and allowing the students to get acquainted with the clients. At the end of the 1st week, you will present your vision on service design, and choose a client for your project. Developed projects will have scheduled feedback contact moments with the clients, and will be given the opportunity to test designs in context. The following directions are planned for this semester:
3.2. Retail banking (Client: ING Netherlands) With ING Netherlands, you will analyse trends and rethink how financial products and customer services are delivered, by designing a process, an environment or a multi-channel solution that provides added value for the customer and/or service provider. As a designer for ING, you will have access to the ING Lab, a test laboratory for experimenting with new concepts and processes that focus on the “Bank of the future�, measuring the impact of personalisation and other enhancements of a branch environment, in terms of quality of experience, efficiency and productivity.
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Appendix B Customer Journey Map
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Appendix C A framework for responsive environments,
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Appendix D Questionnaires
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Appendix E Illmo Discription •
Illmo offers an interface that makes it
statistical inferences for this parameter.
possible to easily modify the statistical model
•
that is used to describe and analyze a data-
an interactive way: especially the many visuali-
set, which should hopefully invite users to try
zations in Illmo make it easy to explain statisti-
out different alternatives, next to the default
cal concepts to unexperienced users.
option (i.e., a Gaussian model). Illmo supports
•
multi-model comparison to assign likelihoods
tained using the general method of log-likeli-
to the models under consideration.
hood modeling to those obtained by popular
•
analysis methods such asANOVA, regression
Illmo offers a range of visualizations
Illmo can be used to teach statistics in
Illmo allows to compare results ob-
that graphically illustrate the statistical model
analysis and T-tests that rely on the specific as-
itself, the correspondence between the input
sumption of a Gaussian model (with constant
data and the constructed model, and the
variance across conditions).
conclusions (statistical inferences) that can be drawn from this model. •
Illmo uses the log-likelihood criterium
(LLC) as a goodness-of-fit measure between the actual data and the constructed model to determine optimal model parameters. The log-likelihood profile (LLP), that is, the variation of the LLC around its minimum value as a function of any model parameter, can be used to determine how accurately such a parameter is determined by the data, and hence to make
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Appendix F Final Demo Posters
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Appendix G First Data Analysis
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