As displayed in the chart below, a critical first step towards acquiring new customers and/or deepening product penetration is to improve brand awareness. In basic terms, a customer cannot open an account with a given bank if they don’t know the bank exists, or if the bank isn’t top-of-mind during the initial phases of the purchase funnel.
Data from the 2014 J.D. Power Retail Banking Satisfaction Study finds that this can be challenging for many institutions, particularly those characterized as Midsize Banks (those with $2 billion-$33 billion in deposits). For example, Bank L is a Midsize Bank headquartered in the Chicagoland area and has approximately 60 branches across three of Chicago’s primary counties (Cook, Lake and Will counties).
However, study data indicates that Bank L is currently struggling with brand awareness in its home market despite their strong network of branches within the Chicago area. Specifically, when shown a list of banks and asked to identify which they were aware of, only 31% of residents in the Chicago area selected Bank L.
In this case, improving brand awareness must be a key focus of any growth strategy for Bank L. Considerations should include, but not be limited to:
- Implementing a creative and effective overall marketing campaign: This can include marketing/advertising messaging delivered via multiple avenues (TV, radio, newspaper, direct mail). Additionally, secondary research finds that many banks are utilizing new and creative marketing ideas designed to not only improve awareness, but also help differentiate the brand from its peers. In many cases, these messages promote the idea of ‘community involvement’.
- Creating and maintaining a digital presence: When seeking to improve brand awareness, particularly amongst younger demographic segments, it is critical to maintain a digital presence to help attract potential customers. Social media sites such as Facebook and Twitter must be maintained and used to effectively promote the brand, the brand’s values and any pertinent promotions currently being offered. Additionally, banks must make effective use of their own website to effectively promote their values and promotional offerings.
- Measuring/tracking brand awareness and brand image metrics: Collecting and analyzing data can help institutions measure the effectiveness of campaigns designed to increase awareness. Additionally, measuring and tracking metrics related to brand image/perception (ie. ‘innovative vs. conventional’, ‘proactive vs. reactive’, etc.) can help direct the messaging content to deliver in marketing/advertising campaigns.
In addition to identifying the overall weighted^ drivers of customer satisfaction within a given industry, the flexibility of the J.D. Power Index Model can also pinpoint differences based on consumer behaviors and demographics. For example, Rewards may be a vital part of the experience for one segment of credit card customers, while Card Terms may be more important to a different segment of customers.
With regards to the credit card experience, the drivers of customer satisfaction differ between new and tenured cardholders. Card Terms (e.g. fees, rates, credit limits) is a bigger driver of satisfaction amongst new cardholders (less than one year with issuer), while Billing/Payment and Interaction (e.g. website, call center representative) are bigger drivers of satisfaction amongst tenured cardholders (one year or more with issuer).
Analysis of data from the 2014 Credit Card Satisfaction Study also finds that most issuers struggle to maintain satisfaction with cardholders as the tenure of their relationship increases. As displayed in the chart below, a majority of issuers receive ‘above-average’ satisfaction amongst new primary cardholders (less than one year). However, only three issuers have above-average satisfaction amongst tenured cardholders (one year or more). This seems to indicate that the ‘shine’ of a new credit card wears off quickly, and it is important for issuers to focus efforts on maintaining satisfaction throughout the life of the relationship.
^For each industry measured, J.D. Power utilizes a multi-regression analysis to identify and prioritize the primary drivers of customer satisfaction.
Data from the J.D. Power 2014 Self-Directed Investor Satisfaction Study finds that customer satisfaction can be significantly impacted by improving the awareness and usage of website functionality.
For example, ensuring that customers are aware of ‘financial planning tools’ can improve Website satisfaction by 87 index points (on a 1,000-point scale). Taking it a step further, ensuring that customers actually use ‘financial planning tools’ can drive an additional improvement of 28 index points.
Awareness of website features can also vary widely across the different firms measured in the study. Therefore, it is critical for each firm to understand where their customers may require additional education on website functionality or additional encouragement to actually use certain features.
For firms that have already invested valuable resources in the development of website functionality, it is critical for them to educate their customers on the available offerings and encourage usage. Failure to do so may impact the ROI (return on investment) they receive from expenditures dedicated to the website. Effective marketing campaigns, website tutorials and personal demonstrations are some methods available to firms looking to increase website awareness and/or usage.
Data from J.D. Power’s U.S. Retail Banking Satisfaction Study finds that younger investors have greater willingness to open investment accounts/products at their primary retail banking institution.
For example, among Affluent Investors, 37% of those in the Generation Y age cohort hold a mutual fund/annuity with their primary retail bank. Conversely, only 9% of Affluent Investors in the Pre-Boomer age cohort hold a mutual fund/annuity with their primary retail bank.
On one hand, this could be good news for ‘banking’ institutions looking to increase their share of investable assets held. On the other hand, traditional ‘investment-only’ institutions may be at risk of losing valuable asset share moving forward.
Full-service investment firms looking to maximize the ROI of proactive outreach to their clients should be aware that the ‘demand’ for proactive outreach varies considerably by demographic segment. In other words, developing proactive outreach programs should not be viewed with a ‘one-size-fits-at-all’ approach.
The graphic below, which is based on data from the 2014 J.D. Power Full-Service Investor Study, looks at investors that are ‘highly satisfied’ with the Account Offerings available at their firm. While highly satisfied ‘Affluent’ investors report an average of 9.9 contacts from their advisor, and 7.2 contacts from their firm, high satisfaction among investors in the ‘Mass Market’ and ‘Mass Affluent’ segments can be maintained with less frequent outreach.
Understanding the differing levels of service that drive investor satisfaction may help firms create communication strategies that meet client needs, while also managing the costs associated with proactive outreach. It is also important to note that investors across different demographic segments have different preferences with regards to the channel used for communication, and the types of information that should be provided to them proactively.
Data from three fielding waves of the 2014 J.D. Power Credit Card Satisfaction StudySM finds that the percentage of credit card customers ‘switching’ their primary card has increased significantly over the past year. More specifically, there is a significant increase in the percentage of customers opening a new credit card account (46% vs. 41% in 2013).
The increase is driven by ‘revolvers’ (customers that typically pay less than their total monthly balance), who cite ‘rewards’ and ‘lower interest rates’ as their primary reasons for switching.
With the competition for capturing ‘share-of-spend’ increasing, it is important for credit card issuers to improve the customer experience in an effort to improve loyalty. One key focus area is ‘rewards’, which have become a key driver of both acquisition and spending habits. In response, issuers must provide attractive offerings, market them effectively and ensure that their customers are aligned into the appropriate programs and card products. Additionally, the creation and marketing of successful rewards programs may also improve acquisition metrics by enticing competitor customers to switch their primary card.
The full 2014 J.D. Power Credit Card Satisfaction StudySM, including data from all four fielding waves, releases in August, 2014.
By definition, self-directed investors tend to have a less ‘personal’ relationship with their investment firm compared to other investors. Because of this, there is less opportunity for firms to personally engage clients and educate them on available products and services, thereby placing greater importance on the onboarding phase of the relationship. Firms that can successfully onboard new clients stand to benefit from improved satisfaction that may ultimately lead to increased loyalty and propensity to invest.
Educating new clients on the tools and resources available to them is a primary goal of the onboarding process. Data from the 2014 J.D. Power and Associates Self-Directed Investor Study finds that increasing awareness (and usage) of available tools can significantly increase investor satisfaction.
Study findings also indicate that encouraging customers to use one set of tools drives increased awareness and usage of additional tools. For example, familiarizing self-directed investors on basic tools, such as investing basics or budgeting tools, drives greater usage of more advanced tools such as asset allocation or financial planning.
Early 2014 performance indicators are encouraging for credit card issuers, as customer satisfaction is on track to reach its highest level since the inception of the J.D. Power Credit Card Satisfaction StudySM in 2007. And while the Target data breach may have impacted consumer willingness to make electronic purchases, data finds that issuers can use ‘attractive’ rewards offerings to drive higher levels of personal credit card spend.
As expected, customer perceptions of reward attractiveness vary based on their preferences, which are driven by customer demographics and psychographics. For example, comparing two airline co-branded credit cards may show significantly different demographic profiles. One of the cards may frequently attract customers that are younger, less affluent, and less educated, while the other tends to attract older customers that have multiple children living in their household.
Understanding these segmentation differences (i.e., life style, life stage, hobbies/interests, spending habits, etc.) can help issuers design more appealing reward programs. If an issuer determines that a specific airline credit card attracts customers who frequently travel internationally, the issuer could add rewards associated with foreign travel or potentially partner with a hotel chain to allow additional earning opportunities. Another example is a bank-branded card that attracts sports enthusiasts, in which case a credit card issuer could add access to sporting events as a redemption option or partner with leading online ticket retailers to allow customers to pay for tickets using rewards.
Lastly, educating customers on the details of rewards programs is critical in order to maximize the impact on spend. And while it is important to inform customers about all program terms (as indicated in the chart below), lack of awareness regarding the types of rewards available has the greatest individual impact.
Data from J.D. Power’s 2013 Small Business Banking Satisfaction Study finds that Product Offerings satisfaction declines significantly as a customer’s tenure with the bank increases. Customer perception of product-related communication (or lack thereof) is a key driver of the satisfaction differences noted across different customer segments.
Analysis of customer verbatim comments may indicate that banks are more focused on communicating with newer business customers, in an attempt to ensure satisfaction and ultimately increase loyalty and cross-sell potential. Conversely, longer-tenured customers may feel ‘forgotten’ as the level (or quality) of communication received from their bank decreases over time.
It is important for financial institutions to stay in-touch with their business customers, particularly those with longer tenures, as those customers appear to be more critical of their bank’s attempts to communicate with them. And it is especially important to focus on engaging tenured business banking customers that DO NOT have an assigned account/relationship manager.