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Q2 2014
FIS Strategic Insights
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AmEx’s Inclusive Brands

Learn how American Express is reinventing prepaid to expand into new and younger consumer markets not previously reached by the American Express brand.


Through the Customer’s Lens

Find out how you can use Service Mapping to see through the lens of the customer, more effectively train and identify ways to achieve service excellence.


Reclaiming Relevance

See how to transform processes to realize quick wins, make long-term gains, and boost your relevance in local communities and the broader economy.


Growing Your Social Presence

Read about how bankers are leveraging the power of social media as it evolves from the experimental to a valuable customer communications channel.

Welcome – Q2 2014

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Shaping Customer Journeys

Anthony Jabbour photo

Anthony Jabbour

Executive Vice President, North America,

Welcome to the third issue of FIS InMotion. This quarter’s theme is “Shaping Customer Journeys.” In today’s rapidly evolving environment, all of us are challenged to provide our customers with seamless experiences across the multiple channels they often touch during their journeys with us.

Today’s customers exert greater control than ever over their customer journeys – including where, when and how they choose to engage in financial transactions and obtain information. Marketplace disruptions have broadened customer choice, and technological innovations have increased customer access. The balance of power has shifted from brands to their customers across industries, including banking. Social media has played a significant role in this power shift. In 140 characters or less, an influential customer can sway hundreds of opinions – pro or con.

As bankers, we need to embrace the new reality and evolve our businesses to improve the relevance of our brands and accommodate our customers’ demands. Although customers’ rising expectations create challenges for us, they also offer opportunities for doing a better job of shaping customer journeys to meet and exceed their expectations. We also need to embrace the fact that each customer’s journey is unique and personal. For some customers, this may mean a more inclusive approach that serves unmet needs through a lower-cost, alternative banking model.

This issue’s contributors have provided actionable insights and tools that bankers can employ to provide great customer experiences. I want to thank these thought leaders for offering concrete examples of how initiatives focused on improving customer journeys have increased customer satisfaction and strengthened the performance of financial institutions.

I also want to thank our readers and welcome your feedback on “Shaping Customer Journeys.” I’d especially like to hear your thoughts and ideas for what topics we should address in future issues.

Copyright © 2014 FIS and/or its subsidiaries. All Rights Reserved.

Client Profile – Q2 2014

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AmEx’s Inclusive Brands

Alpesh Chokshi Photo

Alpesh Chokshi

President, International Payment Options,
American Express Company

In the spring of 2011, American Express® unveiled Serve® – its digital payment and commerce platform, which evolved from technology acquired in 2010 with the purchase of Revolution Money Inc. American Express positions Serve as a “full-service reloadable prepaid account with no credit check, no minimum balance and no hidden fees.” A year and a half after its introduction of Serve, American Express launched Bluebird® in partnership with Walmart® and positions it as a low-cost checking and debit alternative.


Entering year four since the formation of a focused strategy to expand and transform its digital payments, mobile capabilities and prepaid solutions business, American Express now serves more than 7 million customers – the vast majority of whom are new to American Express – with general purpose reloadable cards.

Alpesh Chokshi, president, International Payment Options at American Express, shares insights about the company’s strategic goals and tremendous opportunities associated with providing financial services globally to unserved and underserved markets.

What are the objectives of the Enterprise Growth Group at American Express?

Our mission is to use emerging technologies to breathe life into the term “financial inclusion.” There are about 70 million people in the U.S. and 2.5 billion around the world who are left out of or left behind by the current financial system. The unserved and underserved represent a significant opportunity to leverage our platform, our technology, our assets and our brand in a very powerful way.

What American Express is accomplishing in this market is a disruptive innovation in a positive way because we are focused on meeting unmet customer needs. If you look at the Serve platform that powers both our Bluebird and Serve products, it allows us to compete far beyond the traditional prepaid market. It essentially puts the equivalent of a bank branch into our customers’ hands.

We’ve been able to assemble all of the pieces of a transactional offering by leveraging consumers’ adoption of smartphones, our software platform and partnerships with companies such as Walmart without the cost burden associated with bank branches. As a result, we can offer a very low- to no-cost consumer value proposition. Technology enables us to help make people’s lives better by allowing them to make transactions securely and at a low cost. And, it is changing our brand positioning from being an exclusive brand to being an inclusive one.

What differentiates American Express from prepaid competitors?

Our strategy extends far beyond the traditional prepaid market. We look to serve a much broader group of consumers with a much broader offer. With a Bluebird or Serve account, customers can add money in 15 different ways such as depositing checks by mail, loading funds via direct deposit, adding cash to their Bluebird accounts through a Walmart cashier and so forth. Leveraging a cloud-based infrastructure, Bluebird works across multiple operating systems, multiple devices and multiple screens – frankly in a way that a lot of people live their lives today. We’ve found that many underserved and tech-savvy customers are very comfortable with mobile banking. We provide a much more accessible way to bank at a much lower cost.

To be honest, we don’t really compare ourselves to the traditional prepaid market. The old model associated with high or hidden fees and second-class citizenship is disappearing. We see the prepaid model over time converging with an alternative banking model and evolving from there.

Fig 1. - Importance of American Express Brand Association

What kind of success have you noted to date?

We are seeing great success against our mission of attracting and growing new business and opening up business with a younger demographic that had not been able to benefit from a relationship with American Express previously. Almost 40 percent of the money being transferred to Bluebird now comes from direct deposit – people loading their paychecks directly onto the product. Ninety percent of Bluebird and Serve enrollees are new to the American Express brand. Fifty-four percent of Serve customers and 46 percent of Bluebird customers are under the age of 35.

We’ve been pleased with our success to date, but a large part of that success is a result of listening to what our customers need and want and then adding features and capabilities to meet those needs. For example, many customers wanted to put federal funds onto the product – Social Security or unemployment or other benefits – so we added FDIC insurance to the product. Customers also wanted to be able to pay their rent, but you can’t really pay your rent by waving your phone just yet. So we added pre-authorized check writing. We are on a continuous journey of listening to customers and evolving our products. The beauty of a flexible platform is that it enables us to add features and capabilities efficiently, but our road map is driven by listening to our customers.

Fig 2. - Reloadable Prepaid Statistics

What are your plans for expansion?

American Express is looking at a very aggressive international expansion plan. Our success with Walmart has led us to investigate partnership opportunities with other retailers, telecom companies and other companies that share our vision for financial inclusion. We’re hoping to launch in another one or two markets later this year.

Founded in 2004, Lianlian Group has served approximately 300 million mobile phone accounts. It operates a network of over 300,000 small business agents across China where customers can top up minutes on their mobile phones. A portion of that network also facilitates customer payments for airline tickets, video gaming credits and utility bills.

We’re pleased with our success in the U.S., and it’s early for us in international, but we’re very excited about global opportunities. Another place where we think we can bring terrific value to consumers is in remittances. The cross-border opportunity represents a $70 billion market, and we think our technology can enable safe and secure fund transfers to consumers who send money overseas at a much lower cost than what they are paying now.

Copyright © 2014 FIS and/or its subsidiaries. All Rights Reserved.

Strategic Perspectives – Q2 2014

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Through the Customer’s Lens

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Dennis Snow

Snow & Associates

A 20-year veteran of Walt Disney World®, Dennis Snow is a consultant, trainer and author who helps organizations improve their customer experience. He was a featured speaker at two of this year’s FIS conferences, InfoShare 2014 and FIS Client Conference 2014. In this interview, Snow discusses how seeing through the lens of the customer can transform mediocre customer service into exceptional customer service, differentiate the financial institution and build lasting value.

What business justifications exist for doing the hard work it takes to ensure an exceptional customer experience?

Snow: Financial products have become highly commoditized, and customers have more choices than ever. In a commoditized world, the only way to win business is by standing out from the crowd and making customers feel valued.

Also, customers’ perceptions of service excellence are much more broadly defined in today’s world. They evaluate their banking experiences in the context of excellent experiences they’ve had with any brand – Ritz-Carlton®, Nordstrom®, Walt Disney World, Amazon and others – not just brands within the financial services industry.

Finally, the punishment for bad customer service has expanded exponentially with the advent of social media. Negative word of mouth previously translated to nine other people being told about a bad customer service experience. Now, everybody has a platform for complaints when they feel their trust has been violated.

What key factors need to be in place in order to provide excellent customer service?

Snow: Gallup has researched this for many years and found that four customer expectations remain remarkably consistent across industries. At the lowest level, customers expect accuracy (i.e., employee knowledge). Next are availability (i.e., responsiveness) and then partnership (i.e., care). At the highest level, customers expect advice (i.e., learning something new).

But knowledge is the foundation of excellent customer service. Nothing else counts if employees aren’t knowledgeable or at least able to access information. Employees can be nice, but if they don’t know what they are talking about, being nice doesn’t count.

Fig 1. - Four Levels of Customer Expectation

You also need to define the distractors that can negatively affect the customer experience and the commitments that everyone must make to prevent distractors from occurring. For example, a bank can spend $5 million to build a deluxe branch office, but if trash collects around the building entrance, an “everything speaks” distractor has crept into the experience. The commitment in this case would be for someone to walk the property regularly and pick up the trash.

How do you train for excellence?

Snow: What effective training does is to help people see the world through the lens of the customer. Employees are generally looking at things from an operational point of view – what tasks they need to accomplish – instead of what the customer is doing during each step of a process.

We use a Service Mapping tool to plot every step of the customer experience from the customer’s perspective. At each step, you need to ask what mediocre service looks like and then what excellent service looks like. You need to think about what could go wrong and become a distractor. I’ve discovered that sharing examples and stories of what excellence looks like with employees through various communications reinforces the mindset of seeing the world through the lens of the customer.

Fig 2. - Service Mapping

How do you measure success?

Snow: I believe in keeping things simple. Although the institution should routinely conduct customer satisfaction surveys and track its Net Promoter® Score, it’s critical for managers to be in the field with their teams – doing side-by-sides in the call centers, listening into conversations, and observing and helping out in the branches. When I was a manager at Disney, I was expected to spend 70 percent of my time on activities such as coaching and providing feedback.

I also believe that holding people accountable for their behaviors enculturates a service mindset. As a leader, you must take responsibility for holding people accountable as well as recognizing people for going above and beyond.

A heavily measured process isn’t required to separate your superstars from employees whose resignations you would gladly accept. Sometimes the number of measurements on managers’ dashboards can be overwhelming and it’s best to step back and ask: What are we trying to accomplish? What key indicators tell us that we are doing our best at attracting and retaining customers?

As you know, sometimes bankers need to diffuse customer anxiety during complex financial transactions. What tips do you have for making customers feel at ease when they are outside their comfort zones?

Snow: A big source of anxiety stems from banking jargon. For the typical layperson, the use of jargon increases anxiety. People often fear saying something stupid. As a result, people clam up and hope the conversation ends quickly, which defeats any attempt to have a dialogue. Backing off the jargon can ease anxiety.

For higher-level processes, customers need to know what to expect in advance of a meeting – what’s going to happen, what documents to bring, how long the process will take and what questions will be asked. A law firm with which I work recognized they were providing mediocre experiences during their initial client meetings. They created a template with specific instructions about how to reach the office, where to park, what to bring and what would be discussed. This not only improved the efficiency of their initial meetings but also put clients at ease.

My third recommendation is to personalize the process. By that I mean looking at each component step of an interaction and considering whether the customer may be feeling processed or feeling welcomed. For example, one of the banks with which I’ve worked hired high school students on Friday afternoons to pass out fresh cookies to customers waiting in its drive-through lines. Through this simple solution, the bank acknowledged its customers’ potential frustrations. As a result, customers felt welcomed, not processed through a line.

How can financial institutions go about providing service excellence for different types of customer journeys given the various channels they are using today?

Snow: I think there are three tiers in banking. From a strategic perspective, it’s critical to look at each tier and define what a great customer experience is through the lens of the customer.

The electronic transactional tier is where I can do things on my smartphone such as checking my balance and paying bills. At that level, good service translates to having easy access, navigating easily and feeling secure about transactions.

Tier two represents routine banking activities conducted in person. Easy access and security continue to be foundational to a good service experience, but making customers feel valued is more easily executed in person. Over time, more transactions are becoming digital and more tier-two activities will migrate to tier one.

Tier three represents those interactions that make or break the relationship – applying for a mortgage, for example. I believe tier-three interactions will continue to take place one-on-one because of the perceived risk (and potential rewards for the bank). At tier three, we need to ensure that customers feel as if they are valued and welcomed and we care about attracting and retaining their business.

Copyright © 2014 FIS and/or its subsidiaries. All Rights Reserved.

Thought Leadership – Q2 2014

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Reclaiming Relevance

Nic Parmaksizian photo

Nic Parmaksizian

Capco Director, Global Banking Practice

Concept of the Relevant Bank

Considering the banking landscape today, I’ve observed that many large banks share a challenge of relevance. There must be a perception of relevance before a person is willing to invest the time required to engage in a dialogue with another person or organization – particularly as time has become such a precious resource. Relevance is a prerequisite of developing trust.

Too often, bank brands have weakened as economic leaders and have become less meaningful to the communities they serve. As they battle disruptive competitors and progress through their post-recession journeys, large banks need to transform to re-establish their reputations and justify their raison d’etre – why they exist and why people should engage with them – as well as reclaim their relevance in supporting the local community and the broader economy. They need to understand the point of view of all stakeholders – retail and corporate customers as well as employees, shareholders, regulators and even society in general.

Fig 1 - Network Stakeholders

I believe that banks must first deliver flawlessly on basic expectations of why a bank exists – to manage money, to collect savings and to use savings to extend credit – in order to regain credibility and reclaim relevance. Only after delivering on basic expectations can a bank establish the credibility and earn the right to provide more sophisticated financial services.

Ultimately, banks will be required to transform many customer journeys across the base of existing customers. Innovating and streamlining to reclaim relevance across the entire customer base will take considerable time and investment, but while pursuing these longer-term transformations, banks can begin to establish relevance with new customers during the central event in a customer relationship – the new account opening and onboarding process. This will immediately impact 10 – 15 percent of the customer base, which represents the percentage of a bank’s deposit households that are new to the bank in a typical year.

We encourage banks to change the terminology of “new account opening” to “onboarding” to reflect a mindset of engaging a customer in a partnership – not just an activity that occurs to provide a new customer with an account.

Putting Relevance into Practice

In developed economies, the average tenure of a retail checking/current account relationship generally exceeds 15 years. Establishing relevance with new customers sets the tone for a potentially lifelong relationship.

In order to determine what makes the onboarding process relevant from the customer’s perspective, financial institutions should develop a multiple-step plan that enables discovery of obstacles in the current customer journey, diagnoses problems, and defines and tests potential solutions.

Fig 2 - To-be Vision Design Process

1. Research

The first step is conducting extensive field research in physical and online branches as well as listening to recorded calls to gain deep understanding of the current state of onboarding and examine interactions between new customers and bank staff. Behaviors and processes that create pain points and prevent people from experiencing an easy, straightforward and efficient customer journey should be well documented.

2. Pain point articulation

The next step is to produce a series of “as-is” customer journeys, which identify customer and employee pain points along the customer journey and their impacts. It’s critical to articulate pain points in a way that paints a vivid picture from perspectives of customers and employees and share these learnings throughout the institution. We’ve even published cartoon illustrations in internal newsletters and on intranets to convey the information in a memorable way. Articulation of pain points also allows the financial institution to identify a number of “quick wins” – short-term improvements that can facilitate the onboarding process.

Example of Pain Point Articulation
Appointment booking
  • No online appointment scheduling system
  • Inaccurate information about documentation required for appointment
  • Lack of appointment confirmation
  • No notification about appointment time commitment
Branch welcome
  • Poor signage and facility housekeeping
  • Greeters unable to access relationship manager calendars
  • Lack of greeters at some facilities
Meeting the relationship manager (RM)
  • RM focused on entering data rather than interacting with the customer
  • RM forced to read too much irrelevant text word for word
Capturing customer information
  • Customer not told RM is going to run a credit check
  • Customer left on own while application is cross-checked and ID photocopied
  • Online account application information cannot be saved and retrieved if the customer has to stop the online application midstream
Account fulfillment
  • Customer does not leave the branch with a debit card, PIN or fully functional online or mobile banking service
  • Customer leaves with documents that they also receive by mail
  • Customer does not receive the welcome pack in the branch

3. “To-be” vision design

Next, each of the “as-is” customer journeys and associated pain points must be reconsidered from the customer’s perspective. We have identified five design principles to incorporate in formulating a “to-be” vision:

Fig 3 - To-be Vision Design Process

An example of how design principles can be embedded in the process is the revision of terms and conditions to simplify the language and eliminate the small print to support transparent, honest and clear communications.

By simplifying the first interaction with a customer and thereby making it efficient, previously wasted time (while the customer waited on the relationship manager to perform tasks) can be used to get to know the customer better. This also frees time for customers to ask questions and begin to build a relationship with employees who are assisting them. Onboarding extends beyond the first interaction with the bank, however. After account opening:

  • A follow-up call should be made by the same relationship manager who made initial contact with the customer to ensure orders have been transferred seamlessly and to gather additional information about the customer’s needs.
  • Another call should be made a few weeks later to continue the process of introducing the customer to your brand. Provide the customer with relevant content or invite the customer back – e.g., to bank-sponsored events or to discuss additional, relevant services the bank can offer.

4. Customer and colleague testing

The “to-be” customer journey is initially tested with frontline staff to integrate their input. Next, additional in-depth research is conducted with customers to capture their reactions to the revised customer journeys. After several research iterations and subsequent refinements, optimized scenarios – e.g., customer makes an appointment, customer is a walk-in and customer opens an account online – are illustrated and then disseminated to employees.

5. Requirements and prototype stage

The next stage in the process is to design a prototype, test it in several pilot locations, map exceptions and write high-level requirements for implementation and widespread rollout.

Quick, but significant, wins can be achieved by rolling out employee training on the human aspects of onboarding interactions prior to technology training, which often takes a longer time frame to implement.

The Relevance Journey

Start your journey by considering why your institution exists and why people should engage with it. Translate your purpose and values into onboarding experiences that can be executed flawlessly to drive engagement that establishes relevance and sets the foundation for trust in your brand. You are taking your new customers on a journey, and you need to be patient because each customer will define relevance on his or her own terms. Design for humans. Give your customers choice and control while understanding the needs of the employees who have been charged to deliver on your brand promise.

Read more about achieving relevancy in Capco’s recently released white paper,
“The Relevant Bank.”

Copyright © 2014 FIS and/or its subsidiaries. All Rights Reserved.

Solution Profile– Q2 2014

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Growing Your Social Presence

Ellyn Raftery Photo

Ellyn Raftery

Chief Marketing and Communications Officer,

Contributors to this article include Andrew Ravens, vice president and director of public relations and social media for Eastern Bank, and Jason Huffman, vice president and director of customer experience at Union First Market Bank. Eastern Bank is an $8.8 billion asset bank based in Boston, Mass. Union First Market Bank is a $7.1 billion asset bank based in Richmond, Va.

A Social Media Mandate

No longer can financial institutions ignore social media, as it has become integral to shaping customer journeys and is increasingly used to support customer service and sales in banking. According to a recent study by J.D. Power, six out of 10 social media users get recommendations for financial services from family and friends via social channels.1 Globally, 10 percent of customers are now using social media to interact with their financial institutions at least once a week according to Capgemini.2 The time when social media is considered a full-fledged channel is close at hand.

Fig. 1 - Customers Interacting with Different Banking Channels at least Once a Week

Last December, the FFIEC issued final social media guidance to U.S. depository institutions. With rules in place and customers favoring social media as a key communications channel, justification for inertia has disappeared. It’s time for bankers who have been sitting on the sidelines to launch a social media program and for those who have only been monitoring their brand through social media to put a plan together that supports shaping the customer journey through engagement, education and entertainment.

Social Media Evolves and Matures

Bankers experienced in using social media are very much attuned to its rapid evolution. Once largely viewed as experimental with loose accountability and championed by public relations, social media has become integrated across institutions’ business units. Social media strategies are increasingly aligned with customer service, community building, branding and sales goals, and support for social media by upper management has risen.

“Social has evolved into another channel to support key goals, which are to attract new customers, raise our brand awareness, help customers who have questions and recruit potential employees.” Andrew Ravens, Vice President, Director of Public Relations and Social Media, Eastern Bank

As social media evolves into a mainstream communications channel, customers’ expectations regarding its responsiveness are increasing. Customers expect timely responses to inquiries and complaints. According to a survey conducted by Edison Research, about four out of 10 customers expect a response to their complaints within the hour. If they complain on Twitter, that percentage rises to 52 percent. More than half believe that firms should respond on weekends, not just on weekdays.3

“It used to be a matter of ‘if’ you responded, and now it’s a matter of how quickly you respond.” Jason Huffman, Vice President, Director of Customer Experience, Union First Market Bank

“We work to respond to customer service inquiries on Facebook and Twitter within 10 to 15 minutes. We don’t let things hang out there.” Andrew Ravens

Also evolving are social media strategies and tactics for reaching customers. The declining organic reach of Facebook and new necessity of “paying to promote” content require a more targeted and strategic focus for disseminating content.

“Eventually Facebook will go to what some call ‘Facebook zero,’ where you will reach zero people unless you pay. It will force banks to create better campaigns and have better discipline.” Andrew Ravens

Metrics once used to measure success of social media have evolved from counting “likes,” “followers” and “retweets” to assessing “return on influence.”

“Sometimes the ‘I’ in ROI stands for ‘influence’ more than it stands for ‘investment.’ We track all of the traditional metrics and have an algorithm for how we measure organic and viral reach. But honestly, it’s more important to support other departments’ goals – marketing goals, sales goals and service goals.” Jason Huffman

Fig. 2 - Most Enterprises Characterize Themselves as Intermediate in Social Business Maturity

Social Media Requirements

Participation in social media requires a commitment of resources and collaboration among departments within organizations. Members from marketing, corporate communications, customer experience, retail operations, risk, audit and legal are coming together to work in cross-functional teams and assign accountability. Ideally, social media has a seat at the table during marketing campaign planning sessions from the outset. The earlier teams start working together, the better.

“We view social media as one additional tool that we can leverage when we’re launching a full-fledged advertising campaign.” Andrew Ravens

The importance of providing relevant content – original, curated or user-based – has escalated as content has become a differentiator. Whether content is time–limited (e.g., contests), posted indefinitely (e.g., YouTube educational videos) or continuously in need of refreshing (e.g., postings of community events), curating it requires planning and a calendar to coordinate it across communications channels. Investment of time beyond the marketing department is required to create content.

“You can’t just make stuff up. You can’t constantly retweet other people’s content. The nature of content marketing is that you’ve got to generate some of your own – whether it’s getting expertise from a line of business or asking branches to let you know when they’re having events.” Jason Huffman

Now that guidelines have been issued, financial institutions need detailed social media policies and a playbook that regulators can review. It’s also critical to train all employees on policies and procedures and responsible advocacy.

“We have a very detailed employee social media policy. We have an internal policy for our department that includes a risk assessment and a monitoring plan. We have a playbook that any regulator could pick up and understand how we operate. In fact, this was the first year that the regulators asked to look at the playbook.” Jason Huffman

Growing service expectations around social media typically require expanded call center resources, since the burden of appropriately responding to complaints or requests largely falls on call center employees with social media training. While some institutions hesitate to put this service component of a social media program in place, experienced players indicate that competitors monitoring social sites for negative comments sometimes enter into social media conversations to poach unhappy customers.

Fig. 3 - Implications of Social Media Maturity

Next Steps

You have no choice about when to participate in social media. The customer has chosen for you.

  1. First, determine which social media platform is engaging your customers the most and learn about it.
  2. Understand that each social media venue must be supported, so choose only one platform to start.
  3. Have a clear goal in mind and put a strategy in place to meet it. Build the mechanics and your team.
  4. From the outset, involve people beyond the marketing department, especially risk management.
  5. Acquire the tools to provide ongoing support and measure success.
  6. Train your people.
  7. Execute your strategy.

“If I had one piece of wisdom to offer, I’d say take it one channel at a time. Every time you add a channel, you need to support it. Don’t think you need to be everywhere. Find out where your customers are talking. Maybe Facebook isn’t for you. Maybe it’s Twitter. Maybe it’s LinkedIn. Have a goal in mind and then put a strategy in place to meet that goal.” Andrew Ravens

FIS is partnering with Insight CRM, a social media management provider that focuses on solutions for the financial industry, to provide a platform that ensures compliant use of social media communication. FIS also provides compliance consulting, marketing consulting and business process outsourcing capabilities for clients requesting those services. For additional information on how we can help, visit FIS Social Media.

  1. J.D. Power McGraw Hill Financial, “2014 Social Media Benchmark StudySM (SMBS),” May 8, 2014
  2. Capgemini Financial Services Analysis, “2014 Retail Banking Voice of the Customer Survey,” April 2014
  3. Edison Research/Convince & Convert, “The Social Habit,” 2012

Copyright © 2014 FIS and/or its subsidiaries. All Rights Reserved.

Market Insights – Q2 2014

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FIS InMotion Archives

View IssueQ4 2013 – Banking Everywhere

View IssueQ1 2014 – Engaging the Digital Consumer