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Using our research, best practices and expertise, we help you understand how to optimize your business processes using applications, information and technology. We provide advisory, education, and assessment services to rapidly identify and prioritize areas for improvement and perform vendor selection
We provide guidance using our market research and expertise to significantly improve your marketing, sales and product efforts. We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.
Services for Technology Vendors
We provide guidance using our market research and expertise to significantly improve your marketing, sales and product efforts. We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.
Research Perspective
The Science of Managing Customer Data in Banking
Capturing Insights for Better Engagement
The Challenge of Making Banking Data Useful
Contact centers are swimming in data. This has always been true, but today’s complex environments for customer engagement generate much more information about interactions between customers and banks and their outcomes than ever before. As the banking industry transitions from older, simpler interaction models, the need to manage this data for practical purposes is becoming urgent. Those older models focused on notes made by service representatives during in-branch transactions and through contact centers. Today, mobile banking has become the norm, with interactions frequently happening on digital channels in addition to—or instead of—traditional methods. As a result, there is a much higher volume of data and a wider range of the type of data being collected.
Voice interactions generate call records, recordings and transcripts, agent evaluations and text-based inputs describing the disposition of the call. Longstanding best practices exist for using that data within the service center to measure and optimize service representative performance. But once the process of improving customer experience extends outside bank branches and the physical call center, the specialized needs of adjacent professionals like marketers and sales teams become relevant. These parties can have different agendas and styles of using data, often focused on managing accounts and products and tracking customers through longer lifecycles. Data from the contact center is useful, but it does not always tell the full story of a customer’s banking journey and needs, nor is it always readily available using traditional distribution methods.