Using Kamanja to Optimize Customer Care

In retail banking, customer service is a tricky business. Most people view banking as one of life’s minor hassles. It is something that you do instead of what you would rather be doing. Time spent on hold or queuing for a teller is time wasted. It’s not all rainbows and sunshine for your bank, either. After defaulting on a loan, one of the most expensive things you can do to your bank is contact them. Even offshore contact centers can cost $1 per minute for every customer they service. In-person interactions are even more expensive when you take into account the cost of bricks and mortar infrastructure.

If done poorly, customer care can be a lose-lose proposition.

One bank we know decided to fight this problem with the most powerful weapon out there: data, of course. First they defined all of the processes that a retail customer could possibly engage. There were more than seventy in total, ranging from paying a bill to doing a balance enquiry. They then mapped these processes across several contact channels, which included the aforementioned call centers and branches, but also mobile apps and ATM machines.

Graphically, it looked like this:

The bank stood to make the biggest gains in the upper right quadrant, so that is where they focused their efforts.

Using Kamanja

With a mix of quantitative analysis and good judgement, the bank built a relatively straightforward rule set. For example, they determined that many people were calling in to pay bills or do regular repeated money transfers. A mobile application can easily service both of these needs. The bank also wanted to filter out customers that were not ready to adopt a digital experience, which meant not forcing their older customers into a new channel. When a customer called into the bank, Kamanja leveraged interactive voice recording (IVR) data to make a determination. There is a user authentication event, so they knew the customer’s demographics and transaction history. They also knew what they had called in to do. So if a customer was receptive to digital channels and had called in to do something relevant, Kamanja would send them a customized text message directing them to the mobile app while they were still on hold.

The customer was happy because they spent less time on hold, and the bank was happy because fewer customers in the queue meant a leaner and more cost-effective call center. Kamanja turned customer care from lose-lose to win-win.