Customer Experiences
FFB Innovation 2022
Designing Experiences to Exceed Expectations
How FFB Is Changing The Experience
Merging the Community Bank Relationship in a Digital Transformation
Data as an Asset
07
01
Define FFB Identity
08
Technology as an Asset
02
Shape The Experience
09
CX Experience Roadmap
Culture Makes Our Brand
03
Solving the Customers' Problems
10
04
Technology Aligned With People
Opportunities for the Future
11
05
Industry Priorities
What To Look Forward To
12
06
Known Deficiencies
Defining The FFB Identity
Our Culture Defines Our Brand
FFB has embarked on the technology transformation journey to keep the classic FFB identity and establish durable and advanced methods for evolving banking and financial services on our own terms to serve customers and our communities for generations to come.
Digital CX
Shaping the Experience By Merging the Trust of a Community Banking Relationship with the Empowerment of Digital Enablement
Read more
Shaping The Customer Experience
- Use Technology to enable deeper relationships and trust with customers.
- Empower customers to maxiumize their control over their own finances.
- Leverage technology to deliver optimal communications and clarity for customers to make confident and rapid decisions.
- Develop a platform that is flexible to exceed customer expectations and maximize the personalization of the customers need.
- Develop our platform to be durable through life events and responsive to changes in customers' financial lives.
Innovation 2022
Info
Culture MAKES OUR BRAND
Driving Relationships For Value
Community Banking has been trusted by customers for the integrity and relationships that have empowered our communities for generations. The next chapter of Community Banking can carry the legacy identity of integrity and trust through our brand. Digital engagement innovation that empowers simple, clear and accessable technology supported by the personal relationships and advocacy for the dignity of our customers makes FFB have the opportunity of distinction among other financial institutions. Our Digital Transformation Motto: "I want to do it myself, until I don't want to do it myself," with our teams ready to support customer where they are sets our FI apart among Institutions of all sizes.
Defining Community Banking Trust and Integrity in a Digital World!
+INFO
Technology Aligned with People Sets FFB Apart
Our communities that we are seeking to serve drives us to be the greatest value financial institution in the market. This concept empowers customers and enables the word-of-mouth/social media advocacy that will serve as the highest ROI of market growth. We seek to deliver the maximum insights and advice that supports customer success.
Shifting Customer Service Model From Operations to Insights and Value
The defining work of our organization will be measured by is the success of our customers and the value our financial institution brings to customers.
+INFO
01
02
03
Data Centered Talent Mgmt
Business Value Talent Mgmt
Agile Business Model
Team Networking for More Productive Outcomes Eliminating Silos
Understand Our Business OKRs and Empower Colleagues To Achieve Their Dreams
Identify Critical Roles That Build Busines Value
- Deploy Talent and Roles based on Critical Areas for Exceeding Customer Expectations.
- Leverage Data to Position Roles for Realizing Optimal Results
- Define Roles Critical to Supporting Business Model.
- Develop Talent to Support Technology.
- Deploy Talent to Maximize Customer Success.
- Build Systems Based on Customer Success and Service
- Deploy Talent to Support Maximum Engagement in Digital and Value Add Engagements
What are Banks and Credit Unions Focused on in 2022
+info
90%
99%
80%
of financial institutions stated level or increased budget dedicated to digital account opening in 2020.
of financial institutions identified improving the customer experience as their #1 business objective in the digital account opening process in 2020.
of financial institutions stated automating the digital account opening process is a priority in 2020.
Building A Futureproof Technology Ecosystem
COMMONDeficiencies
Features Gap
Account Opening
Overcoming legacy systems
Internal Support Technology
Loan Applications
Business relationship knowledge
Automation at scale
Data Utilization
Customer Self-Serve
Infrastructure Maturity
Capacity to execute
Solutions that Add True Value
FFB Markets
Developing our Market Footprint and Expand the Digital Footprint
AZ Segmentation
CUSTOMER SEGMENTS
Read more
Know Your Customer To Serve Your Customers
OKC Segmentation
CUSTOMER SEGMENTS
Read more
Know Your Customer To Serve Your Customers
Strategy Initiatives
Customer Experience
CX - Delivery
Online Account Opening and Online Loan Applications
2014
Data
Structure
Branch Remodel Removing Teller Line and Replacing with Teller Island
2017
Technology Roadmap
Skills Evolution
- Data Talent Expansion
- Automation Specialists
- Security & Governance
- Application Dev & Maint
- Business Unit Cognizance
Deploy CX Platform Banno online and Mobile App
2019
CX Focused - Futureproof Infrastructure
Deployed MX Technologies PFM to capture Real-Time Transaction Data and External Account Aggregation
2019
FFB is increasing velocity of feature releases as well as enhancing data capabilities with utilization. The power of our teams' delivery is through a long-term infrastructure strategy
Achievements
Key to the Architecture for a long-term technology strategy leveraging FFB controlled APIs
Cameron Sky POC
Give transaction analysis back to customers through Insights Widget
2022
People
FFB controlled Embedded Features, allowing FFB differentiation.
Banno Platform Development
Develop the Creation and Support
2018-2022
Bring in talent, systems and support for executing and maintaining a stable, flexible platform for delivering exceptional experiences and capabilities supported by guidance and advice.
2022-2026
Deploy and Culturalize
Make visible the abilities and value-add capabilities to colleagues, customers and prospects. Culturalize the problem solving dialogues for continuous improvement.
Keys to Enablement
Technology as an Asset Timeline
Security
Current State Assessment: understand the FFB current state, the marketplace evolutions, technology trajectories and opportunities for distinction
2018
Stability
Capability
Baseline Transformation: begin the deployment of pivotal technologies that enable FFB to execute strategies to realize mission objectives & core values.
2020
Skills to Support
- Development of Data Services, Data Engineering, & Application Development
- IT strategy of Business Unit collaboration for empowered tech teams in delivery and support
- Partnerships, contractors and vendors designed to actively support technology business model of agile continuous deployment.
Deploy and Message Value Promise: Internal and external communication teams equipped with resources to tell the story of technology & relationships in action.
2022
Business Model Evolution: Leveraging technology and the cultural shift of business model execution will allow new opportunities for growth and expansion.
2024
Technology as an Asset
Building Asset Equity In Technology Development
Vision of Market Leadership: FFB is establishing the foundational people, processes and technologies that will allow us to evolve with intention and purpose as the market and technologies change.
2026
Milestones
Among branch connectivity strategy, data center capabilities, & Cloud computing utilization
Infrastructure Architecture
Technology has been valuated and leveraged for intangible asset values in many industries. Financial technology and capabilities is among the most valuable if maintained and up to date.
Technology Strategy
Transform baseline technology
2019-2022
Replace and Enhance Legacy Technology to Reduce Tech Debt Dependencies and Shift Control of Environments In-House
Intentional application selections that are API enabled, along with automation, BI, and development capabilities.
Application and Systems
Read more
2023-2026
Launch Acclorated Velocities and Optimization
When technology enablement and culturally FFB micro-services structures are deployed. FFB will have a strategy of continuous deployement and optimization
Nightshade Gateway
FFB is FUTUREPROOFING our infrastructure by
Automation Initative
Automation Opportunities
Strategic Objective
- Change the Perception in the Marketplace as "Simple, Advise Success, Trustworthy, Reliable & Relationships Based"
- Create a Long-Term Data Strategy with data at the center of the FFB business model
- Maintain a Great, Consistent Multi-Channel Experience
- Efficient, Accurate, Fast, Consistent & Practical Operations
- Known for Flexible, Sophisticate, Tailored Solutions
83%
of current actions colleagues execute can be automated or semi-automated
70%
Customer Success and Affirmation for Key Financial Decisions Drive Desired Community Banking Relationships
Automation Empowers our Teams
Activities Customers Prefer to Engage with colleages in
CX Eperience Roadmap
Read more
03.
02.
01.
Eliminate Waste & Maximize Visibility
Patch The Pains
Support Through Culture of Engagement
PROBLEM
- Speed of Delivery: this has been addressed through technology and automation
- Empowerment of the User: Through the deployment of the Banno Platform we have been able to accelorate the ability to deploy features and soon to be, insights.
- Clarity of Decisions: True independence in finance is to be able to have the knowledge and insights of decision making that comes up in near-real-time
- Develop Support Teams: The multi-layeer approach of development, maintenance and support for customers seeking to use and consume bank features and insights.
- Develop Relationship Teams: Capablie of engesting the customer pain points and problems so that the organization can leverage all resources to solve these problems.
- Communication of Achknowledgement: Customers are more concerned with being heard than anything else. Our ability to recognize deficencies and communicate our effort to solve these problems will set us apart. Customers are loyal to FIs with integrity to serve their needs
- Internal Efficiencies: Be Lean and Agile in internal systems. This will allow for capacity to respond to the customer's needs and the market.
- Eliminate Friction: Communications are the essential part of our ability to adapt and respond to customer's needs, by making our systems of communication omni-channel and frictionless, we will be able to respond, validate and collaborate with our customers for optimal delivery.
Solving the Problems of the Customer First
Referrals and Social Media
- Track social media impressions, with comments and likes. This will have to come out of a more intentional social media strateegy based off the impacts of the value-add approach.
- Content delivered for messaging the relationship strategy.
- Targeted social media messaging for features and capabilities of the platform
Customer Satisfaction
Engagement and Sentiment Reporting
- Communication channel analysis recognizing the issues resolved.
- Repetition of issues resolved and pivoting for issues resolution.
- Net Promotor Score and conversions of action or primary financial tools analysis.
Customer Feedback
- Journey Engaement Responses
- Surveys and sentement reports (NSP is standard but we will evaluate a veriety of scores.
- Prototyping and pre-release feedback
01.
02.
03.
New Channel Development
Platform Development
Market Footprint and Collegue Engagement
- Treasury Services and SMB account and transaction income expansion
- Business Credit Card
- Payments Capabilities Expansion
- Payments as a Service Line of Business
- Partner based Non-interest income fees expanison and product line development (The FFB Marketplace)
- Branch Optimization Strategy for OKC North Market, Edmond and MWC
- East Valley Expansion, AZ
- Relocate Greenway Hayden
- Denver Analysis for Expansion Strategy
- Assess All Markets for ATM Connectivity Expansion
- Consumer Digital Only Markets Expansion
- Small Business Markets Nationwide Support Model
- MRB & MSB National Expansion with Sophisticated and Market Leading Platform
- Non-FI Business Ops Technology Deployment
channels
Consumer Digital Supported by People
Small-Midsize Enterprise Business (SME)
Midsize -Large Commercial
Strategically the "high ROE" growth strategy to serve the largest of businesses through highly capabile technologies for services such as money movement, money management as well as risk appropriate lending opportunities. Additional corporate benefits, products and services diversifying revenue channels.
Primary Aquisition Market for growth. Developing a platform with scalable products and services to serve customers in service breadth. Defined by relationships in retail teams, advocating for growth and stability establishing FFB as the "Indispensible Financial Relationship"
The Consumer strategy is to have digital client aquisition with an emphasis in growth through offerings to SME & Midsize-Large Commercial Entities to develop relationships with company Ownership, Management, and Employees
+ info
+ info
Info
THANK YOU!
FFB Board Presentation
John Symcox
Created on March 30, 2022
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Transcript
Customer Experiences
FFB Innovation 2022
Designing Experiences to Exceed Expectations
How FFB Is Changing The Experience
Merging the Community Bank Relationship in a Digital Transformation
Data as an Asset
07
01
Define FFB Identity
08
Technology as an Asset
02
Shape The Experience
09
CX Experience Roadmap
Culture Makes Our Brand
03
Solving the Customers' Problems
10
04
Technology Aligned With People
Opportunities for the Future
11
05
Industry Priorities
What To Look Forward To
12
06
Known Deficiencies
Defining The FFB Identity
Our Culture Defines Our Brand
FFB has embarked on the technology transformation journey to keep the classic FFB identity and establish durable and advanced methods for evolving banking and financial services on our own terms to serve customers and our communities for generations to come.
Digital CX
Shaping the Experience By Merging the Trust of a Community Banking Relationship with the Empowerment of Digital Enablement
Read more
Shaping The Customer Experience
Innovation 2022
Info
Culture MAKES OUR BRAND
Driving Relationships For Value
Community Banking has been trusted by customers for the integrity and relationships that have empowered our communities for generations. The next chapter of Community Banking can carry the legacy identity of integrity and trust through our brand. Digital engagement innovation that empowers simple, clear and accessable technology supported by the personal relationships and advocacy for the dignity of our customers makes FFB have the opportunity of distinction among other financial institutions. Our Digital Transformation Motto: "I want to do it myself, until I don't want to do it myself," with our teams ready to support customer where they are sets our FI apart among Institutions of all sizes.
Defining Community Banking Trust and Integrity in a Digital World!
+INFO
Technology Aligned with People Sets FFB Apart
Our communities that we are seeking to serve drives us to be the greatest value financial institution in the market. This concept empowers customers and enables the word-of-mouth/social media advocacy that will serve as the highest ROI of market growth. We seek to deliver the maximum insights and advice that supports customer success.
Shifting Customer Service Model From Operations to Insights and Value
The defining work of our organization will be measured by is the success of our customers and the value our financial institution brings to customers.
+INFO
01
02
03
Data Centered Talent Mgmt
Business Value Talent Mgmt
Agile Business Model
Team Networking for More Productive Outcomes Eliminating Silos
Understand Our Business OKRs and Empower Colleagues To Achieve Their Dreams
Identify Critical Roles That Build Busines Value
What are Banks and Credit Unions Focused on in 2022
+info
90%
99%
80%
of financial institutions stated level or increased budget dedicated to digital account opening in 2020.
of financial institutions identified improving the customer experience as their #1 business objective in the digital account opening process in 2020.
of financial institutions stated automating the digital account opening process is a priority in 2020.
Building A Futureproof Technology Ecosystem
COMMONDeficiencies
Features Gap
Account Opening
Overcoming legacy systems
Internal Support Technology
Loan Applications
Business relationship knowledge
Automation at scale
Data Utilization
Customer Self-Serve
Infrastructure Maturity
Capacity to execute
Solutions that Add True Value
FFB Markets
Developing our Market Footprint and Expand the Digital Footprint
AZ Segmentation
CUSTOMER SEGMENTS
Read more
Know Your Customer To Serve Your Customers
OKC Segmentation
CUSTOMER SEGMENTS
Read more
Know Your Customer To Serve Your Customers
Strategy Initiatives
Customer Experience
CX - Delivery
Online Account Opening and Online Loan Applications
2014
Data
Structure
Branch Remodel Removing Teller Line and Replacing with Teller Island
2017
Technology Roadmap
Skills Evolution
Deploy CX Platform Banno online and Mobile App
2019
CX Focused - Futureproof Infrastructure
Deployed MX Technologies PFM to capture Real-Time Transaction Data and External Account Aggregation
2019
FFB is increasing velocity of feature releases as well as enhancing data capabilities with utilization. The power of our teams' delivery is through a long-term infrastructure strategy
Achievements
Key to the Architecture for a long-term technology strategy leveraging FFB controlled APIs
Cameron Sky POC
Give transaction analysis back to customers through Insights Widget
2022
People
FFB controlled Embedded Features, allowing FFB differentiation.
Banno Platform Development
Develop the Creation and Support
2018-2022
Bring in talent, systems and support for executing and maintaining a stable, flexible platform for delivering exceptional experiences and capabilities supported by guidance and advice.
2022-2026
Deploy and Culturalize
Make visible the abilities and value-add capabilities to colleagues, customers and prospects. Culturalize the problem solving dialogues for continuous improvement.
Keys to Enablement
Technology as an Asset Timeline
Security
Current State Assessment: understand the FFB current state, the marketplace evolutions, technology trajectories and opportunities for distinction
2018
Stability
Capability
Baseline Transformation: begin the deployment of pivotal technologies that enable FFB to execute strategies to realize mission objectives & core values.
2020
Skills to Support
Deploy and Message Value Promise: Internal and external communication teams equipped with resources to tell the story of technology & relationships in action.
2022
Business Model Evolution: Leveraging technology and the cultural shift of business model execution will allow new opportunities for growth and expansion.
2024
Technology as an Asset
Building Asset Equity In Technology Development
Vision of Market Leadership: FFB is establishing the foundational people, processes and technologies that will allow us to evolve with intention and purpose as the market and technologies change.
2026
Milestones
Among branch connectivity strategy, data center capabilities, & Cloud computing utilization
Infrastructure Architecture
Technology has been valuated and leveraged for intangible asset values in many industries. Financial technology and capabilities is among the most valuable if maintained and up to date.
Technology Strategy
Transform baseline technology
2019-2022
Replace and Enhance Legacy Technology to Reduce Tech Debt Dependencies and Shift Control of Environments In-House
Intentional application selections that are API enabled, along with automation, BI, and development capabilities.
Application and Systems
Read more
2023-2026
Launch Acclorated Velocities and Optimization
When technology enablement and culturally FFB micro-services structures are deployed. FFB will have a strategy of continuous deployement and optimization
Nightshade Gateway
FFB is FUTUREPROOFING our infrastructure by
Automation Initative
Automation Opportunities
Strategic Objective
- Change the Perception in the Marketplace as "Simple, Advise Success, Trustworthy, Reliable & Relationships Based"
- Create a Long-Term Data Strategy with data at the center of the FFB business model
- Maintain a Great, Consistent Multi-Channel Experience
- Efficient, Accurate, Fast, Consistent & Practical Operations
- Known for Flexible, Sophisticate, Tailored Solutions
83%
of current actions colleagues execute can be automated or semi-automated
70%
Customer Success and Affirmation for Key Financial Decisions Drive Desired Community Banking Relationships
Automation Empowers our Teams
Activities Customers Prefer to Engage with colleages in
CX Eperience Roadmap
Read more
03.
02.
01.
Eliminate Waste & Maximize Visibility
Patch The Pains
Support Through Culture of Engagement
PROBLEM
Solving the Problems of the Customer First
Referrals and Social Media
Customer Satisfaction
Engagement and Sentiment Reporting
Customer Feedback
01.
02.
03.
New Channel Development
Platform Development
Market Footprint and Collegue Engagement
channels
Consumer Digital Supported by People
Small-Midsize Enterprise Business (SME)
Midsize -Large Commercial
Strategically the "high ROE" growth strategy to serve the largest of businesses through highly capabile technologies for services such as money movement, money management as well as risk appropriate lending opportunities. Additional corporate benefits, products and services diversifying revenue channels.
Primary Aquisition Market for growth. Developing a platform with scalable products and services to serve customers in service breadth. Defined by relationships in retail teams, advocating for growth and stability establishing FFB as the "Indispensible Financial Relationship"
The Consumer strategy is to have digital client aquisition with an emphasis in growth through offerings to SME & Midsize-Large Commercial Entities to develop relationships with company Ownership, Management, and Employees
+ info
+ info
Info
THANK YOU!