弥合零售银行客户期望、AI战略与个性化服务之间的差距

CONTENTS SECTION ONEChallenges in retail banking................................4 SECTION TWOMeeting customer expectations...........................7 SECTION THREEAI-driven banking: strategy and reality................. 9 SECTION FOURAI and the customer experience gap................... 12 SECTION FIVEImplementation and technology considerations... 15 CONCLUSION............................................... 17 Retail banking is at a crossroads. Customers todayexpect the same seamless, personalised experiencesfrom their banks that they get from leading digital At Moneythor, we see first-hand how these challengesimpact banks’ ability to engage and activate their newly acquired customers often disengage within the first three months. It can take over a year for arelationship to become profitable; a dynamic our clients know all too well. This is a critical gap, one that The good news is that technology – and AI in particular – can change this dynamic. When deployedthoughtfully, AI enables banks to move from broad, generic engagement to deeply personalised, real-time interactions. This is the essence of what we call ’Deep Banking’ – a philosophy built on three pillars:deeply personalised financial experiences; proactive engagement that anticipates customer needs beforethey arise; and value that extends beyond transactions into the wider aspects of customers’ lives. Enabled It’s an opportunity for banks to see tangible results: increased activation, higher app usage, measurableimprovements in customer satisfaction and reduced support costs – with some clients reportingengagement rates up to ten times higher than with traditional communication methods. These outcomes This report explores how banks around the world are navigating this shift – the challenges they face, thestrategies they’re deploying and the AI-driven approaches making Deep Banking a reality. I hope it offers a compelling and practical perspective for anyone thinking ambitiously about the future ofcustomer relationships in banking. Martin FrickCEO, Moneythor Executive summary Retail banking is entering a period of accelerated transformation. Customer expectations for digital convenience,personalised engagement and seamless omnichannel experiences are rising rapidly, while competition from fintechs and At the same time, traditional banks face structural pressures that complicate adaptation. Legacy technology systems,regulatory requirements and fragmented data environments can act as a barrier to innovation, limiting the extent to which This white paper explores the findings of a survey of retail banking leaders, examining the strategic challenges institutionsface as they seek to improve customer engagement, retention and profitability in an increasingly digital market. Key findingsThe survey findings and industry research outlined in this report point to several strategic priorities for retail banking leaders. Customer engagement must become a strategic priorityAcquisition alone is no longer sufficient to drive sustainable growth. Banks must focus on strengthening meeting theircustomer expectations, thus encouraging ongoing customer engagement to reduce drop-off rates and increase lifetime value. Customer expectations are increasingly shaped by digital experiences delivered bytechnology platforms and fintech providers. As a result, personalised engagement AI adoption must move beyond experimentationWhile many banks are exploring AI technologies, relatively few have embedded them into core customer engagementstrategies. As competition intensifies, institutions that move more quickly from experimentation to scalable, production-level AIdeployment are likely to gain a significant competitive advantage. Technology execution speed is becoming criticalInstitutions that can deploy new engagement capabilities quickly, through modern platforms, modular architectures andeffective partnerships, will be better positioned to keep pace with evolving customer expectations. Selecting partners with deep retail banking expertise, flexible integration capabilities and proven implementation experience cansignificantly reduce the time required to deliver new customer engagement solutions. SECTION ONEChallenges in retail banking Profitability pressures, rising acquisition costs and weakening engagement are reshaping retail banking growth strategies. Key finding 1Retail banks face a growing engagement challenge. Customer drop-off averages 13%. More than half believe their bank can improve retail customer metrics over the next three years without fundamentally changing their digital engagement model. The structural pressures currently shaping retail banking strategy are wellhighlighted by our respondents. Profitability and customer acquisitionemerge as barriers to growth, both cited by 22% of respondents, followed bylow engagement (16%) and retention (14%). Those directly involved are moreconcerned than those at C-Suite level. 28% of manager