I was part of a team that helped an international bank shape a strategy to migrate their in-branch customers to digital channels.
Over a 2 weeks period we conducted rounds of user research to identify the barriers to digital adoption.
We then run four one week sprints to design, build and test different solution addressing the many obstacle that stopped millions of customers from using digital banking.
We started by looking at the extensive research the bank had conducted over the years. This provided us with a good understanding of where the user encountered the most friction.
The existing insight on customer behaviour and the barriers to digital adoption provided by the clients were a good start but what was missing was a clear understanding of the emotional elements that stopped people from adopting digital banking. With our research we set ourself three goals:
Finally we performed several in-branch observations. These helped us understand how the different branches' layout can impact the customers interaction with the staff and self service kiosks.
We mapped and grouped all the insights from our research into 6 barriers to online banking. These barrier became the basis for our design sprints.
Customers don’t know what’s possible on digital channels, or assume minimal functionality.
Customers assume Barclays won’t help them fix a mistake if they make it on a digital channel.
Customers assume they will find online banking or BMB difficult to use.
Customers feel that they’re less in control on digital channels versus offline channels.
Customers are worried that digital banking puts them at risk of fraud.
Customers want to engage with another person.
Onboarding can make the difference between digital dropouts and regular users. An effective onboarding experience can prevent people dropping out of digital usage because of a confusing first use. It can also be used to re-engage customers who have stopped using digital after bad earlier experiences.
Instead of jumping into a tour we wanted to lead the customers into the onboarding. On a first login a modal would be shown with a list of things the customer can achieve on their online account.
Because users are more likely to complete a list if one or more elements are checked, the passcode creation, which the user sets up on signup, was the first element in the list to be marked as done.
10% of the customer base goes in branch to check balances. Why not start from there? Adress main customer painpoints upfront in the onboarding.
Instead of showing customers features through static screens, onboarding should get the customer to use the actual interfaces as much as possible. This is beacuse people are more likely to remember something if they have done it already. This is why we used interactive tooltips throughout the onboarding flow, prompting the customer to perform different tasks along the way.
Registration, login and security-code generators usage are the highest friction points of the customer experience, putting customers off digital channels. We started testing alternate, more usable security processes than the one currently used by the bank to find the balance between security and convenience.
Giving their CVV is familiar to many customers from online shopping. Security questions feel secure to customers and are more convenient than using automated code generators.
We started thinking about how we could use existing communication channels to nudge customers towards digital. We designed modular emails, so different nudges and calls to action could be swapped in and out to see what is most effective for each customer.
One of the ideas we tested was to send customers a digital confirmation of offline banking activities. The goal was to show the customer that online banking can do for them what they normally do offline.
Looking at our research we realised that one of the things that really makes people go back to branches is the interaction with local staff. One of the modules we designed prompted the customer to book an appointment with one of the staff of the branch the customer goes to. Again our purpose was to use digital channels to bridge the gap between the offline and online experience.