Collibra partners with DNB on its digital journey
Aidan Millar, Chief Data & Analytics Officer at DNB, and Steve Neat, VP Sales EMEA at Collibra, speak about harnessing data to deliver transformation.
SN: DNB Bank features regularly in the news for its innovation and how, as a financial institution, it is future proofing itself. Aidan, you personally speak passionately about the need to respond to the digital economy and listen to the voice of the customer. Can you share how your organisation is doing that and what part data plays in it?
AM: Norway is actually a highly digitised society. At DNB alone we have over 90% adoption of our digital mobile bank. DNB has reduced from over 200 branches to just 57 today. The company really understands the need to transform and change the new ways of working in this new digital economy we're in. And when it comes to data, I think there’s also an acknowledgement from the executives at DNB that they understand the need to reconnect with our customers. You may be going digital, but if you're not getting to the data layer, you're not really listening to what the customer is asking for.
SN: What does digital transformation mean to you?
AM: A lot of people talk about going digital. But I kind of reframe this and say going digital is not merely a thing in itself, It's a completely new way of doing things. If you're not going and understanding the data flows in your digital processes, then you're not grasping the key issue, which is to understand how data impacts business value chains.
SN: How do you describe the power and relevance of data to your organisation?
Millar: I think data is central to everything we're doing in DNB. It's a completely new way of doing things, and today, DNB is actually a front runner. We've deployed modern, cloud-based solutions to support advanced analytics for Big Data. And we've adopted Collibra to help us understand the complexity of our data landscape and expose and understand the challenges and opportunities that we have. Collibra’s data governance and data privacy products are helping us accelerate some of the changes that we need to make to become purely digital.
SN: What guiding principles do you use to marry your data program to the bank's wider technology and digital initiatives? Can you give us some insight into how you’ve built your data organisation?
AM: That's a big challenge for most organisations, particularly incumbent banks. My response would be that we started with culture - the way that people think and act towards data. You have to start with the business and make it business-relevant, but it also starts with education. An observation I've made is that there's not enough information in information technology.
SN: Where are you now in your program and what's next for DNB’s data and digital journey?
AM: We're on the third and final leg of a three-year program. It has been a remarkable journey. The first leg was all about positioning and implementing the core data platform, processes and frameworks. The second year was about making it stick and actually getting these operational processes in place and adopting them across the organization. That was actually the hardest part. And the third part is the fun part, which is where most people mistakenly jump to first, and that's about how we're growing the bank. We're now in this third leg of harvesting value using some structured data, and also data quality remediation work that we've done, to really deliver improved customer service and intrinsic value.
Read more about Collibra's work with DNB here.
Re-defining the economics of CX in the new customer journey
There’s no shortage of customer service channels for the enterprise to select from today. Regardless of the many new metrics that have emerged – such as customer success, or empathy – cost reduction is still a primary driver in selection criteria.
There are many articles dedicated to how companies can turn customer service and customer experience (CX) from a cost to a revenue centre. The problem is, if you stop there and don’t look beyond cost reduction, you’re limiting the scope for CX to become an even bigger economic contributor in the enterprise.
There is every opportunity for customer service and CX to significantly influence the front end of business, particularly amongst direct-to-consumer subscription-based products and services, such as popular streaming services like Netflix, Amazon, Disney+, as well as sports subscription services like DAZN.
In these products and services and others, there are new customer journeys that may drive business growth and revenue. They start earlier and may last a lifetime, so getting things right at the start of the journey is key so that customers have the best experience from day one.
Not only will this help in making customers less likely to reach out for issues-based support further down the line, but these customers will be much less likely to churn, and much more likely to take up new services as they are offered throughout the lifetime journey.
So, what does the new customer journey look like for these services?
Opportunity waiting for the likes of Netflix & Disney
While consumers may have previously regarded customer service as a way to mitigate the inconveniences in their lives, the customer journey is expanding in scope every day. Today there are many more touchpoints available that put CX in a position to drive revenue.
For one-off purchases, traditional CX deployments have not changed significantly in the past few years. However, if you look at the change in the CX relationships we’re seeing with subscription-based products and services, particularly media-based streaming services, it’s clear that these companies lead what quickly become very multifaceted relationships with their customers. These have serious potential to evolve over time for increased economic benefit.
For any sort of subscription-based business, customer lifetime value is paramount, and the requirement to actively manage a continued positive customer experience is critical.
Every interaction is an opportunity, and every data point is a chance to offer more value. Introductory offers can convert to longtime customers. Longtime customers may take up opportunities to upgrade to more premium products or services. They may also appreciate incentives to invite family and friends to become customers. Consumers who like a particular service, for example, may appreciate a recommendation for another similar or complimentary service.
It all starts with customer interaction, and the customer experience journey becomes an opportunity to strategically affect the user base and resulting revenue - which is a far cry from the limitations of call center cost reduction or churn metrics.
How do companies support the new customer journey?
More and more, customers look at the new customer journey as engaging with brands as part of their lifestyles. Many companies are making brand ambassadors available before the traditional customer journey even starts, which is a marked change from a purely transactional relationship associated with a one-off purchase.
These ambassadors, who are often independent users of products or services, are providing trusted pre-sales advice, and that same trusted advice can also function to nurture the customer journey in a subscription-based relationship. Call it ‘GigCX’ or ‘crowdsourced customer service’ or even ‘peer-to-peer customer service’ - it doesn’t matter.
The key is in providing impartial, trusted advice from real users. Think about it: who would you rather get advice from? Someone who has used a product or service extensively, or someone who has been trained to provide customer service surrounding that product or service?
For services such as streaming media, advice from trusted experts with real product know-how could be invaluable. This may not be limited to technical issues, such as what to do when you can’t access your favourite show, or how to access services across various devices. It could be parents helping other parents who are concerned about how to restrict adult content from child viewers, or simply customers who have similar taste in programming who can comment on the benefits of upgraded or premium products. The point is, these experts are easily available at any touchpoint in the customer lifetime journey, creating more chances to add value.
It’s also about tipping customers from ‘passive’ to ‘promoter’ in the NPS scale. It’s an opportunity to turn neutral customers who may be vulnerable to competitive offerings into loyal enthusiasts who will keep buying and referring others, fuelling growth. It may ultimately help drive even further revenue by creating customers that are helping to sell the brand itself.
And, while chatbots and automation may play a key role, they are often not able to handle the more complex support needed in the new customer journey. Conversational AI is rarely as conversational as it claims to be, and in the new customer journey, most companies are finding that a mix of automation and people-centric service is an ideal way to nurture the many new touchpoints created.
It’s no longer about trying to replace human capital with automation: it’s about orchestrating a uniquely personalised CX, and proactively engaging during the customer lifecycle to enhance the experience, and to create more long-term value.
At the moment, we’re only seeing the tip of the iceberg in terms of the power to affect the economics introduced by the new customer journey. We’ll no doubt see this evolve rapidly particularly amongst streaming companies as they use human-centric connections in CX to support the full potential of customer lifetime value.
About Roger Beadle
Roger Beadle is an entrepreneur and business leader who is reinventing how customer service is delivered via the gig economy. After establishing several businesses in the contact centre industry, Roger co-founded Limitless with Megan Neale in 2016. Limitless is a gig-economy platform that addresses some of the biggest challenges faced by the contact center industry: low pay, high attrition and access to new talent. Previously, Roger and Megan helped to build one of the largest privately-owned outsourced contact center business in Europe, before selling the business to the global conglomerate Hinduja Group. Roger is an outspoken proponent of digital ethics, worker’s rights and the ‘good-gig:’ which encapsulates gig work for incremental pay versus full time work, skilled gig work, no unpaid time/downtime and zero expenses.
Named a Rising Star at Deloitte’s Technology Fast 50 program, Limitless is a gig customer service platform, combining crowdsourcing and AI to help global businesses address their biggest customer service challenges – rising costs, increasing attrition, variability in demand and the need for diversity. Brands like Microsoft, Unilever, Daily Mail Group and Postmates are using Limitless’ SmartCrowdTM technology to connect with their most engaged customers, and reward them for providing on-demand customer service that can flex in line with demand. Limitless is one of the world’s first global tech platforms to introduce localised platform terms to protect the rights of its gigging workers. Backed by AlbionVC, Downing Ventures and Unilever Ventures, Limitless is empowering people worldwide to earn money for providing brilliant customer service for the brands they love.