"What is the service value that costumer would pay for?"
"How I align both current and potential segmentation into new segmentation model?"
"What I need to get new segmentation model executed well?"
"How I ensure new segmentation model executed well and giving optimum result?"
Define competitive essence of merged bank to meet expectation of targeted customers. After knowing customer, the merged bank needs to define its competitive essence that allow bank to deliver differentiated experience for customers. Simply it's to find answers for
"What does the merged bank have that better than any its competitor to be offered to targeted customer?"
"What capability does bank need to build to achieve this competitive essence?"
The key is deep understanding of internal condition of merged banks and value driver of its targeted customer.
3. Construct strategy to win costumer's trust and loyalty. Having knowing targeted customer that merged bank will focus on and what competitive essence offered to deliver excellent experience for targeted customer, next step is to construct strategy to ensure everything run well at right track. There are four focus areas that will be concern and there are three activities in this step.
Here are four focus areas:
1. Integrating all spread branches and ATM. The merged bank must transfer its old branch to new model of branch. The overlapping branches will be closed. The new model of branch will be developed base on customer centricity. Old branch will be migrated to new model one gradually and conduct renovation activities. Meanwhile the system of branch will be aligned. To stay focus on customer service, call centre will be optimized so that it'll minimize customer confusion and distraction. It's the same for ATM. The system will be aligned so that customer can access at every ATM network of merged bank.