Tracking The UK's Affluent Online Consumers

by Joost van Kruijsdijk, Cliff Condon, September 13, 2006

Firms cater to a wide variety of customer segments, but how different are the behaviors and needs of affluent consumers compared with their mainstream peers? To answer this question, we analyzed data from UK consumers who are regularly online and segmented . . .

Bank Hapoalim Sets The Bar For Alert Services

by Cliff Condon, July 6, 2006

With "Poalim on time," Bank Hapoalim has launched an industry-leading alert service, giving customers greater control over their financial information. What started out as a service designed to meet a regulatory requirement has morphed into a powerful . . .

Europe's Right-Channeling Efforts Stall

by Elena Giovannini, Cliff Condon, June 20, 2006

With 130 million regular visitors, branches remain the second most popular channel in Europe after ATMs. But most visitors come to the branch for routine transactions like cash withdrawals, not financial advice. To right-channel consumers — getting them . . .

Building Stronger Customer Relationships

Customer Advocacy In Europe

by Cliff Condon, January 9, 2006

Banking relationships are tenuous — consumers feel satisfied with their primary bank, but they don't necessarily plan to grow the relationship beyond a current account. For banks to build the emotional attachments necessary to drive product cross-sales, . . .

Driving Sales Through The Branch Network

by Cliff Condon, November 29, 2005

Bank executives are investing in branches to drive greater product cross-sell through their brick-and-mortar channel. But making the transition from transaction-based branches to sales-oriented ones will require large-scale change. In addition to reworking . . .

Financial Services Forum Europe: Customer Advocacy Self-Test

by Cliff Condon, October 20, 2005

With more than 200 clients in attendance, Forrester held its eighth annual Financial Services Forum Europe in London on October 13 and 14. On-site research conducted with attendees revealed that generating profits, not serving customers, defines their . . .

Poland: A Consumer Finance Snapshot

by Tim van Tongeren, Cliff Condon, September 27, 2005

Many Polish consumers hold insurance and current accounts, but overall financial product ownership lies well below Western European levels. Today's Polish financial consumers are affluent and discerning: They earn high incomes and shop around for their . . .

How Swedish Consumers Use Banking Channels

by Benjamin Ensor, Cliff Condon, September 9, 2005

Swedish consumers are nearly three times as likely to use Internet banking each month as visit a branch. As consumers have moved their banking to self-service channels like the Internet and cash machines, the use of human channels like branches and the . . .

How German Consumers Use Banking Channels

by Benjamin Ensor, Cliff Condon, September 7, 2005

Online banking has taken off in Germany — 30% of banking customers now bank online. But the adoption of Net banking has been flat for the past year. Forrester believes that banks are missing the opportunity to move even more customers to self-service . . .

How UK Consumers Use Banking Channels

by Benjamin Ensor, Cliff Condon, August 26, 2005

Internet banking has grown rapidly in the UK, but this growth hasn't resulted in the fall in regular branch users that banks once expected. Although the number of regular branch users has fallen slightly, 55% of UK adults still visit a branch each month. . . .

How French Consumers Use Banking Channels

by Benjamin Ensor, Cliff Condon, August 26, 2005

The success of Internet banking has not reduced French consumers' appetite for transacting on other channels. French banks have the opportunity to offload even more transactions to self-service devices and leverage their strong branch traffic to increase . . .

OCBC Uses ATMs To Improve Sales And Service

Intelligent Customer Interactions Through Technology Integration

by Tim van Tongeren, Cliff Condon, August 16, 2005

Like many banks, Singapore's OCBC Bank strives to migrate routine transactions like deposits to its ATMs to reduce transaction costs and free up employees to sell more products. To accomplish this, the bank has upgraded its ATM network — adding more machines . . .