The Financial Services industry is under a lot of pressure. The list of industry disrupters continues to grow, adding to the expanding competitive landscape. New technologies are pushing legacy banks to their limits and consumer behavior is demanding better experiences across the board. These external factors push for big changes in financial services while the internal organizational issues keep the business from evolving and adapting in ways that allow them to remain competitive. All this leads to a buying spree of the FS industry, buying up design and product innovation firms who know how to make Customer Experience (CX) a more integral part of their competitive strategies. Successfully implemented CX programs can help offset the external factors while bringing necessary attention to internal issues that need the most change.

1. | 1
Webinar
November 13, 2015
THE RISING IMPORTANCE OF
CUSTOMER EXPERIENCE (CX)
PROGRAMS IN FINANCIAL SERVICES

2. | 2
• Who is Centerline? How we’re adapting and why we’re here
• External factors impacting the Financial Services industry
• Internal Environments Impacting the Financial Services Industry
• How World Class CX Programs are Developed
• How to Assess The Maturity Of Your CX Program
• Roadmap: 180 Day Action Plan
• Comprehensive Centerline Offering
Agenda

3. | 3
WHO IS CENTERLINE
HOW WE’RE ADAPTING
WHY WE’RE HERE

4. | 4
Centerline is a Modern
Marketing Laboratory, creating
custom success formulas for
the world’s most progressive
enterprises. We work with
banks frequently.
The people speaking here today are from this team.
MCM =
Marketing Change
Management
Our Company

5. | 5
Centerline Marketing Change Management (MCM) is a team that enacts change
within our client’s organizations, with specific focus on designing and
implementing CX/CEM programs and initiatives.
Over the course of the past five
years, Centerline has been adapting
to help clients improve their internal
organizational environments. This helps
ensure the best strategies can be executed.
Mostly, we help with agility, adaption and
simplification. We help design more agile and
effective teams, prioritization and process
improvement and developing cultures of
measurement and accountability.
Our Team

6. | 6
By Centerline:
Collective Centerline Banking Experience:
How We Keep Busy

7. | 7
EXTERNAL FACTORS IMPACTING
THE FINANCIAL SERVICES
INDUSTRY

8. | 8
There are three primary External
pressures.
1. Financial Tech Start-ups
2. Regional Competition
3. Hyper-dynamic Customer Expectations

9. | 9
1. Financial Tech Startups: “The Unbundling Effect”

10. | 10
1. Financial Tech Startups: “The Unbundling Effect”

11. | 11
1. Financial Tech Startups: “The Unbundling Effect”
Consumer/retail bank customers are being
intercepted by products and services that are
changing the conventional customers’
relationship with their money.
People are being shown that they don’t really
need “banks,” they need “banking.”
As this FinTech wave crosses the Atlantic,
American banks will begin to experience
unbundling resulting in a loss of new
account-holders.
What this means:
The largest national banks are working to
improve their innovation “reflexes” by
investing in more adaptive innovation
management programs.
Many larger regional banks are the slowest
to react or are focusing heavily on CX
efforts for existing products.
How banks are reacting:

12. | 12
1. Evaluate your future competitive
landscape with Competitive Research.
2. Develop or enhance your org’s
Innovation Management Program to
consider impact of FinTech incursions.
3. Develop a modern CX Center of
Excellence to enhance your org’s CX
“reflex” speed and quality.
4. Explore integration of light-weight
Business Intelligence capabilities to
become more predictive.
Pro Tips:
Competitive Research
Innovation Management Program
CX Center of Excellence
Light-weight Business Intelligence
1. Financial Tech Startups: “The Unbundling Effect”

13. | 13
Regional banks are feeling the pressure
from both the larger national chains and
their smaller regional competition.
What this means:
Many of the largest national banks are setting the
curve, so to speak—forcing smaller regional
players to “up their offering game” or lose out to
stronger, more mobile application-based products.
Many regional banks are constricting their
competitive efforts, focusing on Voice of Customer
surveys and applying conventional CX to enhance
“light touch” elements of the customer
experience.
How banks are reacting:
2. Regional Competition

14. | 14
1. Evaluate your future competitive
landscape with Competitive Research.
2. Develop or enhance your org’s
Innovation Management Program to
consider impact of FinTech incursions.
3. Develop a modern CX Center of
Excellence to enhance your org’s CX
“reflexes.”
4. Expand measurement beyond Voice of
Customer to deepen understanding of
customer needs and expectations.
Pro Tips:
Competitive Research
Innovation Management Program
CX Metrics Strategy
CX Center of Excellence
2. Regional Competition

15. | 15
Customers are perpetually re-evaluating
new paths of convenience and
accessibility.
They’re also being taught through other
industries (entertainment, hospitality,
retail, travel) that their phones are how
they want to manage more of their lives.
Banks and Financial Services companies
have to find better ways to remain relevant
as customers redefine their relationship
with money—on mobile devices.
What this means:
Most banks are confident that their brand
strength protects them and that most
customers will be patient.
A smaller number of banks are adapting by
increasing (up to 15%) their investments
in innovation and more accountable
customer experience programs.
How banks are reacting:
3. Hyper-Dynamic Customer Expectations

16. | 16
Discontent
3. Hyper-Dynamic Customer Expectations

17. | 17
Discontent
3. Hyper-Dynamic Customer Expectations

18. | 18
The following list represents a growing tally of mobile banking
innovations customers are beginning to expect from their banks.
The question is, where is par?
• Simple, instant, personal UI
• Integrated bill pay with alerts
• Photo bill pay
• Real-time/actionable alerts
• Untethered login/mobile only
• Voice/biometric authentication
• PIN login/2 factor payment
• Quick balance / text tie-in
• Network agnostic payments
• NFC/proximity payments
• A2A (real-time option)
• P2P (instant option)
• Social/connection
payments
• Proximity controls
• Social service hooks
• Services/merchant
discovery
• Multi-language support
• Cross-app service launches
• Email/personal info edits
• Basic account opening
• Insurance/other products
• Product calculators
• Contextual offers
• Click-to-call/calendar
appt
• Secure/contextual chat
• Video/Facetime support
• Virtual assistant
• Intra-FI transfers
• Debit/credit card off/on
toggle
• Card ordering
• Mobile RDC/check deposit
• Transaction gamification
• Mobile PFM/Aggregation
• Safe to spend/budget
• P2P and B2P invoicing
• Integrated statements
3. Hyper-Dynamic Customer Expectations

19. | 19
1. Expand your awareness of the gaps
between customer expectation and
experience.
2. Develop or enhance your org’s
Innovation Management Program to
accelerate innovations to market.
3. Develop a modern CX Center of
Excellence to enhance your org’s CX
“reflexes.”
4. Expand measurement beyond Voice of
Customer to deepen understanding of
customer needs and expectations.
Pro Tips:
Comprehensive CX Programming
Innovation Management Program
CX Metrics Strategy
CX Center of Excellence
3. Hyper-Dynamic Customer Expectations

20. | 20
INTERNAL FACTORS IMPACTING
THE FINANCIAL SERVICES
INDUSTRY

21. | 21
There are three primary internal
pressures.
1. How you're organized
2. The priorities and processes you follow
3. Your culture

22. | 22
Key Internal Inhibitors of CX Success:
Organizational Friction Map

23. | 23
IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
Key Internal Inhibitors of CX Success:

24. | 24
Key Internal Inhibitors of CX Success:
IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
This is where we end up
spending most of our time

25. | 25
CUSTOMERS
PROSPECTS PROSPECTS
Environment
This white space
represents your financial
institution, surrounded by
typical products and
channels.
Current CX efforts tend to
focus on the space
between you and the
market.
available
market
PRODUCTS checking
savings
insuranceloans
lineofcredit
billpay
money marketcredit
planning
advisory
moneytransferanalysis
retirement
financial
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
serviceablemarket
MARKET

26. available
market
PRODUCTS checking
savings
insuranceloans
lineofcredit
billpay
money marketcredit
planning
advisory
moneytransferanalysis
retirement
financial
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
serviceablemarket
MARKET
| 26
ORG
Environment
Factor 1: Your Organizational
Structure.
There are three key
organizational segments that
require holistic balance in order
for CX initiatives to prove truly
successful.
CUSTOMERS
PROSPECTS PROSPECTS

27. available
market
PRODUCTS checking
savings
insuranceloans
lineofcredit
billpay
money marketcredit
planning
advisory
moneytransferanalysis
retirement
financial
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
serviceablemarket
MARKET
ORG
| 27
PROCESS
priority
Environment
Factor 2: Your Organizational
Process
By having a process aligned
with structure, you begin to
achieve a defined priority of
operations and strategy.
CUSTOMERS
PROSPECTS PROSPECTS

28. available
market
PRODUCTS checking
savings
insuranceloans
lineofcredit
billpay
money marketcredit
planning
advisory
moneytransferanalysis
retirement
financial
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
serviceablemarket
MARKET
ORG
PROCESS
priority
| 28
CULTURE
effectiveness
capability
Environment
Factor 3: Your Culture
Aligning your culture with your
structure and process reaps an
effectiveness and capability
crucial for CX. This in turn,
leads you organizational quality.
= Quality
CUSTOMERS
PROSPECTS PROSPECTS

29. | 29
1. Prototype a more effective organization.
2. Develop an CX-oriented operations
strategy that redefines priority and
process with customers at the center.
3. Develop a “canonized” CX Shift that
refocuses key employees on CX-
centricity. Embed it in a CX Center of
Excellence.
4. Develop an employee engagement
program
Pro Tips:
Organizational Prototyping
CX Operations Strategy
Employee Engagement Program
CX Shift, CX Center of Excellence
Have you experienced a misalignment with your org?
Process & Culture connected but not connected to leadership (org)? Or Leadership (org) and
process are connected but Culture is not engaged? These are examples of misalignments.

30. | 30
HOW WORLD CLASS CX
PROGRAMS ARE DEVELOPED

31. | 31
HOW TO DIAGNOSE NEED FOR IT:
1. I am a new executive and know I want to make changes in Marketing but am
not sure where we stand today.
2. We are not sure where we need to start the changes we feel are necessary.
3. What are the most modern/progressive marketers doing that may be
applicable to us?
4. How can we know what marketing approach is optimal for our company?
5. How do I justify significant marketing transformation (sponsoring/funding the
initiative) to the C suite?
6. We want to know what changes can free up some capital to fuel new growth
initiatives.
7. We want to know how to develop a business model and operating model to
increase our competitive advantage.
8. We want to plan a major re-alignment that of our investment in technology,
people and process and need to figure out how to roadmap it all.
How World Class CX Programs are Developed
OUTPUTS:
• Audits/Analysis
• Future State Vision & Planning
• Marketing Maturity Modeling
• Business Case Design
1. Organizational Audit

32. | 32
HOW TO DIAGNOSE NEED FOR IT:
1. Our employees aren’t owning responsibilities. They’re not clear
on roles.
2. Departments are silo’d. Authority unclear when it comes to
decisions.
3. Executive decisions made irrespective of other departments.
4. Employees morale is low. They feel that their voice is not
heard. They say they don't know what changes are happening.
5. Wrong talent and/or capabilities to perform the right task
necessary.
6. There's a lack of organizational accountability.
7. Need to be set up for sustainable high performance.
8. We need to establish the strategic direction for growth but
aren't sure how to get there?
How World Class CX Programs are Developed
OUTPUTS:
• Organization Map
• Roles/Responsibilities
• Authority Matrix
• Employee Engagement Programs
2. Organizational Prototype Design

33. | 33
HOW TO DIAGNOSE NEED FOR IT:
1. We need to make significant changes and ensure
that they stick.
2. How can we centralize all the necessary leading
practices, knowledge and planning?
3. We want to continuously improve.
4. We need to empower our people with change.
5. How can we manage the change?
6. How can we build in accountability of these
changes into our processes and structure?
How World Class CX Programs are Developed
OUTPUTS:
• Centers of Excellence Design
• Future Vision
• Implementation/Integration Plans
• Process/Prioritization Re-engineering
• Governance
3. Centers of Excellence

34. | 34
HOW TO DIAGNOSE NEED FOR IT:
1. We have to shift to listening more to our customer but not sure what works.
2. What options, vendors, tools are there that can help me engage with my
customers better?
3. How can I build a program that will help us better capture customer
insights?
4. I want to take customers insights and fold that back into business
improvements. How do we do that?
How World Class CX Programs are Developed
OUTPUTS:
• VOC Integration Strategy
• Vendor/Tool Selection
• Program Integration/Support
4. Voice of Customer Programs
HOW TO DIAGNOSE NEED FOR IT:
1. It's not clear what specific things we need to do to
remain aligned to our corporate strategy.
2. We're not planning our resources appropriately to
accomplish all the things this company needs to do.
OUTPUTS:
• Operations Maps
• Strategic Operations
Alignment
5. Operations Strategy

35. | 35
HOW TO ASSESS WHERE YOU
ARE WITH YOUR CX EFFORTS

36. Where does your organization currently sit on a CX maturity scale? What are your current CX
goals and are you doing all that is needed to achieve those goals? Where could you use
additional help to achieve these goals?
The following CX Maturity Program will help to answer these questions. It will also provide a
trajectory for your CX program.
| 36
BUILD MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
CX Maturity Model

37. | 37
BUILD MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX need within the org defined
• The org’s CX benchmark
determined
• Start CX strategy
• CX leadership identified
•Establish CX initiative goals
•Create CX charter
•Obtain senior buy-in on funding
and charter
• Nominate CX leaders
• Identify BI desires - what you
wish you had (i.e. data,
visualizations, technologies, etc.)
• Prioritize BI desires
• Design coalition story
• Build business case for CX program
• Roadmap 180 journey
• Start of CX strategy (align strategy with
biz strategy)
• Review cultural landscape
• Review innovation management
methods
• Marketing/Sales/Ops financial
ecosystem
• Review customer segmentation/journeys
• Review competitive landscape
• Review operations strategy
• Conduct BI current state assessment
Your Organization Centerline
CX Maturity Model: Level One

38. | 38
BUILD MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team established
• CX advisory board established
• Measurement defined
• Established system for CX data/
results capture and measuring
• Governance established
• Internal CX Comms strategy
established
• Better understand audiences
• Better understand and identify
customer behavior
• Determined if any additional tools
are needed for CX program (i.e. VOC
tool) - If yes, bring on a tool to
capture data
• Design and assemble CX team
• Assemble CX advisory board
• Integrate CX with BI and IM
• Start to capture and review CX
data/results
• Kickoff CX internal
communications strategy
• Launch internal blog
• Assemble core CX team leadership mandate
• Perform a CX team skills/capabilities audit
• Create roles, responsibilities and range of
authority matrix for CX team
• Design centralized data environment
• Design data models
• Build initial data model within centralized
environment based on prioritized BI
• Build reporting and dashboards
• Define data governance plan
• Develop internal blog
• Develop internal communications plan
• Customer segmentation
• Customer Journey Mapping
• Audit tools/capabilities to capture data
Your Organization Centerline
CX Maturity Model: Level Two

39. | 39
BUILD MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team grows
• CX knowledge integrated into the
org culture
• CX integrated across more
channels/divisions
• CX, IM and BI fully integrated
• Expand CX tool(s) across all
channels and divisions
• Hire additional needed CX specialists
• Establish a CX coalition
• Employee Engagement Program
• Employee CX Training programs
• Build out Journey maps across all channels
for all divisions
• Distribute Channel Matrix to all org divisions
• Establish KPI framework
• Continue to capture and review CX data/
results
• Make business changes and IM updates
based on CX data/results (BI)
• Continuous improvement of processes
• Progress internal communications
• Document process for external comms
• Conduct employee survey on CX
• Develop Employee Engagement Program
• Develop CX Training Program
• Build comprehensive journey maps
• Build Channel Matrix
• Establish core intake prioritization schema
• Co-establish KPI framework
• Prototype CX innovation management
method
• Prototype BI/data ETL approach/warehouse
• Develop series of video content on the
changes
• Tie CX to financial outcomes
Your Organization Centerline
CX Maturity Model: Level Three

40. | 40
Once you know where you are then you
can start your journey…

41. | 41
HOW TO GET TO “CX-PERT” IN
180 DAYS

42. | 42
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Assemble core CX
team leadership mandate
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
CENTERLINEYOURBANK
CX Roadmap: 180 Day Action Plan

43. | 43
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CENTERLINEYOURBANK
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Assemble core CX
team leadership mandate
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
CX Roadmap: 180 Day Action Plan

44. | 44
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CX process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Develop Comms Plan
Launch internal blog
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
Review competitive landscape
Review operations strategy
Review cultural landscape
CENTERLINEYOURBANK
CX Roadmap: 180 Day Action Plan

45. | 45
Present CXIMBI ecosystem
to leadership
Run two successive 2 week
CX sprints
Develop series of video
content on the changes
Tie CX to financial
outcomes
Refine ETL for BI/data and
metric outputs
Create CX governance
Refine CX processes
Design executive dashboards
Launch video content on
CX blog
Collaborate on CXIMBI Sprints
Collaborate on ETL for BI/data
Co-create video content for blog
Collaborate on Executive
Dashboards
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CX process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
YOURBANKCENTERLINE
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Assemble core CX
team leadership mandate
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
CX Roadmap: 180 Day Action Plan

46. | 46
CENTERLINE’S OFFERINGS

47. | 47
Marketing Strategy
Creative Content
& Experiences
Marketing Change
Management
Organizational Audit
Future State Vision & Planning
Maturity Modeling
Business Case Design
Data-based Marketing Assessment
Organizational Design
Organizational Map
Roles, Responsibilities, and Authority Matrices
Employee Engagement Programs
Digital Transformation
Transformation Frameworks
Change Roadmaps
Change-Ops Planning
Implementation Planning/Support
Training/Skills Development
Center of Excellence
Future Vision
Integration Plans
Process/Re-prioritization
Organizational Governance
Operations Strategy
Operations Map
Strategic Ops Alignment
Performance Management Programs
People/Teams Performance
Metrics/KPI Strategy
Executive Dashboards
Content Performance Management
Customer Experience (CX) Programs
CX program design
CX Axis Shift Plans
CX Governance Program Design
Voice of Customer Programs
VOC Tools/Program Selection
VOC Integration Strategy
Program Integration/Support
Discovery & Consensus
Stakeholder interviews
Ignitor Sessions
Thought Leadership Workshops
Digital Ecosystem Mapping
Map Working Session
Map Development
Business Intelligence Programs
Full-Cycle BI/Analytics Programs
Data Warehouse
BI Conceptual Architecture
Data Models
Visualization
Reporting Analytics Dashboards
Data Governance
Measurement Goals
Governance
Governance Workshops
Governance Model & Plan
Content Auditing
Content Inventory
Asset Inventory
Qualitative Assessment
Quantitative Assessment
Audience Research
Rapid Persona Session
Customer Interviews
Persona Development
Supplementary Research
Content Strategy
Content Types
Content Flow
Channel Matrix
Content Model
Taxonomy & Metadata
Content Effectiveness Programs
User Experience
UX Evaluation & Plan
User Flows
Wireframes & Prototypes
Usability Testing
Information Architecture
Card Sorting — Logical Groupings
Information Architecture Development
Competitive Research
Competitor Analysis
Social Monitoring/Reach
Technology Evaluation
Enterprise Content Management
Marketing Automation
Social Monitoring/Automation
Social Media Activation
Audience and Influencer research
Activation Strategy
Media Relations
Social Monitoring and Reporting
Benchmarking / Share of Voice
Marketing Automation
Email Marketing
Retargeting
Newsletters
Brand
Brand Identity
Visual System
Storytelling
Design
Style Guide
Template Designs
Social Tiles/Datagrams
Development
CMS Configuration
Site Development
QA/Testing
Technical Requirements
Content Creation
Websites
Interactives
Mobile Apps
Sales Tools/Enablement
Infographics/Data Visualization
eBooks/Whitepapers
Presentations
Blog/Vlog
Video
Animations

48. | 48
QUESTIONS?

49. | 49
Thank you
Connect with us:
www.centerline.net/MCM
steven@centerline.net
Steven Keith
Exec. Dir. Consulting
@stevenkeith