Creating a Universal Experience

CREATING A UNIVERSAL EXPERIENCE

EMPOWERING THE UNIVERSAL BANKER IN THE BRANCH ENVIRONMENT ADRENALINE WHITE PAPER SERIES

T H E U N I V E R S A L EXPERIENCE

PART 1

DEFINING THE UNIVERSAL BANKER THE INFORMATION AND INTERNET REVOLUTION HAS TRANSFORMED THE TASKS OF EVERYDAY LIFE FOR CONSUMERS ACROSS THE GLOBE.

Today, people can have same-day packages delivered at the doorstep, crowd-source information from restaurant reviews to traffic conditions, unlock the car from a phone, track burned calories while sleeping or instantly stream favorite shows on cable-less TVs in a single click. While this level of user convenience and customization is unparalleled in human history, the new landscape has brought many distinct challenges to all of the service industries, especially those in the financial space. Customer 4 CREATING A UNIVERSAL EXPERIENCE Service Lending

MEET THE Risk/Compliance

Online/ U N I V E R S A L Mobile Guru BANKER

A CROSS-TRAINED, Tech Support SWISS-ARMY KNIFE,

SUPER-EMPLOYEE Banking Sales

While the concept of the Universal Banker is not new, it has taken a long time for the banking industry BRANCHES REMAIN KEY to catch up to their customers’ demands for a high- CONSIDERATIONS IN CONSUMERS’ touch, high-tech experience. Gone are the days CHOICE OF BANK when we set aside a lunch hour to “go to the bank.” We conduct our financial tasks around the clock Fg. 1: REASONS CONSUMERS SELECTED from nearly anywhere — at a restaurant, in line at PRIMARY OR SECONDARY BANK the movies, in the comfort of our homes — and we MAIN CHECKING 85% expect our transactions to go through securely and 11% BRANCHES NEAR HOME/WORK 55% seamlessly. 28% 46% FRIENDLY EMPLOYEES 28% In short, the days of going to a brick-and-mortar bank USE ONLINE EVERYDAY BANKING 45% and waiting in line to deposit a check or transfer funds 20% EASY EVERYDAY TRANSACTIONS 43% are headed the way of the Dodo, but we still need 21% 42% ATMS NEAR HOME/WORKPLACE a professional financial expert we can talk to face- 18% to-face when we have complex questions or want to BRANCHES OPEN CONVENIENT HOURS 33% 16% open a loan or new account. What has become clear Primary SMART/COMPETENT EMPLOYEES 33% is that inside the branch, we want a knowledgeable 21% Secondary expert to provide the same level of convenience and customization we experience in the outside world. In short, we want it all. Consumer demand for traditional branch banking services remains significant The good news for most financial institutions: branch banking isn’t dead...it’s just different. Branch location, hours and the level of service provided Fg. 2: HOW CONSUMERS CONDUCT MOST BANKING ACTIVITY are still major selection factors (Fg. 1), and 34% of customers actually still prefer the branch for most BANK BRANCH 34% of their banking activity (Fg. 2). When it comes to the most sensitive, valuable transactions — opening PHONE 4% an account, applying for a loan or receiving financial ONLINE 55% advice — the branch is by far the preferred channel MOBILE 7% (Fg. 3). And not least of all, consumers rate people just as importantly as technology, with competent branch personnel being the most important factor in Over a third of consumers still prefer branches for most of their banking selecting a primary financial institution (Fg. 4).

SOURCE: Reinventing U.S. Retail Banking, Kurt Salmon/Phoenix Marketing Intl 2015 © ADRENALINE 2017, ADRENALINESHOT.COM 5 BANKING REIMAGINED

The modern generation of banking consumers are comfortable using mobile devices to conduct the FUTURE OF BANKING: majority of their banking transactions, with 94% of “CLICKS AND BRICKS,” NOT people under 35 as active users of online banking. “CLICKS VS. BRICKS” While they want the ease of banking on-the-go, they still demand high-quality, customized service Fg. 3: CONSUMER CHANNEL along with that convenience. They have the luxury PREFERENCES BY BANKING ACTIVITY of brands furiously competing for their money and Branch ATM Phone Rep Online Mobile attention, so they expect and demand far more than previous generations of bank consumers. 80%

70%

So, how can banks and the new breed of consumers 60% both win? Enter the Universal Banker — sometimes 50% called a universal associate, universal agent or 40% customer care representative. The universal banker is a cross-trained, “Swiss Army knife” employee 30% who can act as a teller, process loans, open and close 20% accounts, and perform most of the other functions 10% customers want from their local bank branches. 0% Since she has access to all of the customer’s data — assets, income, credit score, financial history — PAY BILLS ACCOUNT OPEN/CLOSE often, she is the only employee we need to interact CASH DEPOSIT CHECK DEPOSITSOLVE PROBLEM ACCT. BALANCE FINANCIAL ADVICEAPPLY FOR LOAN with during our visit. CASH WITHDRAWAL RESEARCH FINANCIAL Another critical function that the Universal Banker serves is as the first impression a customer gets from Consumers prefer to conduct a bank and as the key influencer — and even curator more sensitive, valuable financial — of the customer experience. When a customer transactions in person within the branch thinks about her bank, she sees the face of the friendly, knowledgeable person who assisted her, she should feel less like a number and more like a valued customer. More importantly, she should leave the branch more informed, empowered, perhaps even CUSTOMERS RATE PEOPLE JUST delighted, and ultimately glad she went in. In short, the Universal Banker is the key to creating value in AS IMPORTANT AS TECHNOLOGY the physical branch channel.

Fg. 4: IMPORTANT ATTRIBUTES WHEN SELECTING A PRIMARY BANK Branch personnel are 1% 24% 75% critical in selecting COMPETENT PERSONNEL a primary financial LOW FEES & PRICING 2% 24% 74% institution ONLINE BANKING 8% 23% 69%

FRIENDLY/COURTEOUS PERSONNEL 2% 32% 66%

ENOUGH BRANCH PERSONNEL TO ASSIST 3% 34% 63%

SHORT WAIT TIMES AT TELLER LINES 3% 36% 61%

FAST & EFFICIENT BRANCHES 3% 39% 58%

CONSISTENT INFORMATION ANYWHERE 4% 38% 56%

Not important (1-2) Neutral (3-5) Very important (6-7)

SOURCE: Reinventing U.S. Retail Banking, Kurt Salmon/Phoenix Marketing Intl 2015 6 CREATING A UNIVERSAL EXPERIENCE

SHIFTING THE PARADIGM

It’s no secret that branch transactions are declining, now by a rate of 6-7% per year. FSMI (a Financial Branch Performance Optimization Company) reports WHY WE NEED that transactions have declined by over 45% since 1992, while salaries and benefits have simultaneously the universal banker increased by over 84%. Thus, labor cost per transaction MORE THAN EVER has increased by 124%, and productivity, as defined by transactions processed, has decreased by nearly 18%, all resulting in the average cost per transaction doubling DATA TRENDS SINCE 1992: from $0.48 to $1.08.3 In this challenging environment, the need to enhance employees’ ability to sell and provide valuable advice has never been more critical. % decrease in branch Would you rather pay four employees to do the work of transactions five, six or even seven? Cross-trained employees with 45 expanded skillsets reduce the need for extemporaneous headcount. By training one individual for multiple roles, bank branches are able to reduce staff by as much as % increase in a third and streamline expenses with a leaner staff salaries & that is more productive and efficient. Employees are 84 benefits able to cross-sell and engage customers in valuable conversations, while servicing complex transactions and ultimately improving overall customer satisfaction. % decrease in teller UNIVERSAL BANKER BENEFITS 4 18 productivity • Reduced number of branch employees • Reduced temporary staff required for % coverage from illness, vacations, etc. increase in • Reduced cost of salary & benefits labor cost per transaction • Increased cross-sell ratio 124 • Improved employee satisfaction scores • Improved employee retention • Improved customer satisfaction scores • Improved staff ability to handle more complex transactions

Outlined on the opposite page, a description of the Universal Banker position reveals its complex expectations. Capabilities range from multiple banking roles — opening new accounts, processing loans, solving issues — to cross-selling, upholding compliance and even initiating marketing programs. Responsibilities include needs-based selling and relationship management. Most important may be the character traits requiring compassion, openness and spirit.

4 Peak Performance Consulting Group, Inc., 2016 3 2013 FSMI Teller Line Study © ADRENALINE 2017, ADRENALINESHOT.COM 7

THE UNIVERSAL BANKER JOB DESCRIPTION

CAPABILITIES • Easily transition between jobs and responsibilities Perform any job within the branch, including sell all business • and consumer products: – Open new accounts using needs-based selling techniques – Accept and process loan applications – Ability to act in a relationship management role – Solve operational issues • Not afraid to proactively sell • Understand and meet all regulatory compliance requirements • Initiate and support marketing programs – Ability to host branch events and educational marketing sessions • Desire to provide exceptional service • Desire to make a positive impact in people’s lives

CHARACTERISTICS SKILLS • Friendliness • Retail Experience • Account Servicing • Compassion • College Degree • Video Conferencing • Openness • TCR Transactions • Tablet/Collateral-Trained • Spirit • Consultation • Loan Origination • Account Origination

RESPONSIBILITIES • Open all types of consumer and business deposit and loan products • Handle the sale and set up of complex products and services • Cross-sell all bank products • Assume customer relationship responsibilities, as necessary • Comply with all banking regulations • Able to address and solve operational issues • Follow all bank policies and procedures • Complete all required training • Provide superior customer service to customers • Refer customers to other departments when necessary • Conduct needs-based selling • Support branch marketing efforts • Support community programs, including volunteer support Provide assistance to fellow employees and contribute to a positive • teamwork environment

SOURCE: Peak Performance Consulting Group, Inc., 2016 8 CREATING A UNIVERSAL EXPERIENCE

The Universal Banker makes Fg. 6: EXPERIENCE & SKILL IMPACT ON SALARY more than a Traditional Banker 34.7% EXPERIENCE IMPACT ON SALARY

$31,000 avg. annual salary Traditional Branch Employee Universal Banker

$23,000 20% avg. annual salary Universal Banker 14% $13.99 9% 9% per hour 5% 3% Traditional Branch Employee -3% -3% $10.76 Late-CareerExperiencedMid Career per hour Entry Level Mid CareerExperiencedLate-Career Entry Level

Fg. 5: BANKING SALARY COMPARISON

Experience is less than half as important for a Universal Banker EMPLOYEE MOTIVATION as for a Traditional Banker

One of the greatest challenges in Universal Banker deployment is getting the employees themselves on board, but few factors are more convincing than the potential for greater earning. Universal Bankers earn SKILL IMPACT ON SALARY an average of about $14/hour, or $31,000 annually, which is 34.7% more than a traditional branch employee who makes $23,000 annually (Fg. 5). As a traditional banker, experience is the primary method for achieving Traditional Branch Employee Universal Banker significant financial growth, with experienced and late-career employees increasing earning potential by as much as 14-20% (Fg. 6). Although experience still 11% positively affects a Universal Banker’s salary potential, 7% 5% it is less than half as important in this position. 4% 2% 1% 1% 1% -6%

Consumer LoansCash HandlingSales Beyond experience, certain skills can also significantly Sales Banking affect earning potential. In the traditional banker role, Banking Data Entry, Spanish Language skills like data entry, cash handling and accounting Cash Handling, can only slightly increase salary. The ability to handle Customer Service Accounting,

Customer Relations, banking tasks and sell can have a more noticeable Communications impact on earning potential at 4-5% respectively, but the number one skill for earning potential could be Consumer lending skills can speaking Spanish, which would bump salaries as much increase a Universal Banker’s salary by as 7%. Above that however, the Universal Banker’s 11% already higher salary can increase as much as 11% with the ability to originate consumer loans.

SOURCE: 2015 Payscale.com, U.S. Bank Teller vs. Universal Banker © ADRENALINE 2017, ADRENALINESHOT.COM 9

Fg. 7: BANKING SKILL COMPARISON

COMPARISON OF REQUIRED SKILLS

Ultimately, the greatest challenge of the Universal Banker role versus a traditional banking one is juggling multiple skill sets (Fg. 7). The lion’s share of the Universal Banker’s day is an equal balance of customer Traditional Banker service and sales on top of handling cash. Creating an environment in which the Universal Banker can be successful at these tasks, supported by the right tools, technology and training is pivotal to their success. In Part 2 of this white paper, we shall outline the steps to create and deploy a successful universal experience in the branch environment.

THE LION’S SHARE

OF THE UNIVERSAL Customer Relations Customer Service Sales BANKER’S DAY IS AN Banking Cash Handling Consumer Loans

EQUAL BALANCE OF Universal Banker

CUSTOMER SERVICE & SALES

ON TOP OF HANDLING

CASH. The Universal Banker has to equally balance customer service and sales

SOURCE: 2015 Payscale.com, U.S. Bank Teller vs. Universal Banker ADRENALINE WHITE PAPER SERIES

T H E U N I V E R S A L EXPERIENCE

PART 2

CREATING A UNIVERSAL EXPERIENCE IN THE BRANCH IN ORDER FOR A UNIVERSAL BANKER TO THRIVE IN THE BRANCH, THEY NEED THE RIGHT ENVIRONMENT, TOOLS AND TRAINING.

In Part 1 we explored the who, what and why of Universal Banker. In Part 2, we focus on how to create the Universal Experience in the branch environment. Step One: Plan the branch design using a customer journey as a guiding beacon. Step Two: Select and deploy cash automation technology. Step Three: Train the staff on the organization’s new vision and how to employ it within the universally- enabled branch environment. The remainder of this paper is dedicated to outlining the systematic deployment of these three steps. 12 CREATING A UNIVERSAL EXPERIENCE HOW TO CREATE A UNIVERSAL EXPERIENCE IN THE BRANCH ENVIRONMENT

STEP 1

DESIGN A C U S T O M E R UNIVERSAL JOURNEY TO SUPPORT THE JOURNEY UNIVERSAL ROLE OBJECTIVES: Greeting/Assessing A carefully planned customer “journey” should be the strategic starting point Direct Assist in creating an environmental experience. The diagram below illustrates three Engaged Waiting consumer engagement zones in a branch environment—Engage, Transact, and Transactions Consult—outlining their function and purpose. Informal Consult Formal Consult

CUSTOMER

UNIVERSAL BANKER

ZONES PATHS POINTS

Greet, triage GREET, IMMEDIATE - Podium/Kiosk customer needs, TRIAGE CUSTOMER service customer, CUSTOMER ASSISTANCE - Tablet Bar NEEDS ENGAGE provide engaging SELF-GUIDED - Tablets/Collateral and interactive CUSTOMER - Digital Signage waiting experience, WAITING lead to deeper - Hospitality Bar conversation.

Efficiently - Teller Pod service customer SERVICE - Cash/Concierge Bar transactions CUSTOMER TRANSACT while engaging in TRANSACTIONS - Environmental Graphics conversational, - Promotional Merchandising consultative - Digital Signage dialogue.

Service any and all banking needs of the - Formal Offices customer, inclusive of - Informal Areas/Nooks CONSULT new account or loan SERVICE CUSTOMER AT origination, problem INFORMAL OR FORMAL - Evergreen Merchandising CONSULT SPACE resolution, video - Tablets/Collateral conferencing, and even transactions. © ADRENALINE 2017, ADRENALINESHOT.COM 13

BEGIN WITH THE CUSTOMER JOURNEY

When creating an environmental experience, mapping a intuitively know where to go and where to stop. The “journey” that outlines how customers and staff should most successful paths will have clear but focused utilize the space is the ideal strategic starting point. A visibility from one intended journey step to another, journey map provides a framework from which to plan carefully controlling what the customer sees — and does everything in the environment, from architecture to not see — at specific points. Fundamental traffic flow communications to intended staff behavior. A helpful principles also apply, so ingress, egress and ergonomics way to approach this journey mapping process is by dictate space programming, furniture size, etc. diagramming the space into Zones of experience, Paths of experience and Points of experience. POINTS Points are physical elements within the environment, serving as destinations along the paths that contribute to the overall experience of each zone. Points include both larger infrastructure components (like, a Tablet Bar) as well as items within those components (like the Tablets and their content). Most importantly, the points should be designed and planned around serving the intended experience of each zone.

MAPPING THE JOURNEY While the customer journey framework can — and ZONES PATHS POINTS should — vary based on organizational needs, most financial branch environments have a similar mix of zones to fulfill common purposes. In our example, the ZONES Engage zone designates the area where customers Zones subdivide the space into designated areas enter the branch and wait to be served. It is named based on function, purpose and a clearly defined after its intended zone purpose — to actually engage intended experience for the customer. This customer customers during this process. This engagement experience should be weighted as heavily as the can come in the form of education, entertainment, function and purpose. For example, a Transact zone infotainment or even enjoyment via hospitality. represents the area where transactions occur, but the desired experience may be to make customers feel In the Universal Experience model in the Engage zone, comfortable, secure and efficiently but thoughtfully a Universal Banker serves as a greeter that triages served. All elements touching this zone — technology, customer needs and then either (a) immediately furniture, millwork, merchandising, and staff behavior assists to serve those needs or (b) leads the customer — should consider that experience objective. to wait for another staff member. The paths should be intuitively clear so a customer immediately knows where to be greeted, and the Universal Banker has an PATHS natural pause point to sit or stand where they can easily Paths of experience outline traffic flow, both for engage the customer. If the customer does have to staff and customers. In considering these paths of wait, the environment should support engagement with travel throughout a branch environment, sight lines points like digital signage communications, printed or and natural pause-points are key. A person should e-collateral displays and comfortable seating. 14 CREATING A UNIVERSAL EXPERIENCE

The Transact zone is the most transformed area of the Universal model. The most critical shift is from FLOOR PLAN EXAMPLE ILLUSTRATING traditional teller lines to cash automation technology, UNIVERSAL EXPERIENCE VIA A CUSTOMER JOURNEY (illustrated in Step 2). Paths to this zone should be highly accessible to facilitate heavier traffic flow, and points include infrastructure supporting cash handling ENGAGE ZONE that range from pods to cash or concierge bars. The experience intent for this zone should center on servicing the customer efficiently and effectively, while engaging them in conversation with an eye toward cross-selling. The Universal Bankers should establish themselves as a consultative expert, even potentially leading into further conversation beyond the transaction.

Shifting from the Transact zone, the Consult zone is the new heart of the branch. Here the Universal Banker establishes himself as a financial advisor and UB greets customer and provides value to the customer that is unique to the assesses their needs physical bank branch environment. Consultative spaces can be formal or informal, with many branch experiences having both. The paths to these areas should be unencumbered, but the experience should yield a sense of perceived privacy, so office walls, half- walls, furniture, and fixturing should facilitate a sense of security.

TRANSACT ZONE UB directly assists customer UB services customer transaction via TCR UB directs customer to engaged waiting or hospitality

UB directly assists customer in informal consult area UB directly assists customer in consult office CONSULT ZONE with TCR © ADRENALINE 2017, ADRENALINESHOT.COM 15

STEP 2

DEPLOY CASH AUTOMATION T O CASH AUTOMATION ENABLE THE UNIVERSAL BANKER ADVANTAGES:

Transaction technology exists in Self-Service, Staff-Assisted service and Enhanced Teller Efficiency Full Service forms. All types have specific advantages when correctly Increased Deposit Capacity deployed, but only Staff-Assisted and Full Service Teller Cash Recycler’s Improved Customer Experience (TCR’s) can truly enhance the customer experience. Available as seated Enhanced Security or standing units and a variety of capacities, TCR’s increase branch Reduced FTE security, efficiency and enhance the customer experience.

TECHNOLOGY ENVIRONMENTAL DEPLOYMENT USAGE

From ATMs to Virtual Teller Machines, transaction SELF-SERVICE technology for customer self- Automated Teller Machine (ATM) service is ideally deployed in Virtual Teller Machine (VTM) remote or extended-hour access Interactive Teller Machine (ITM) areas, like 24-hour vestibules or drive-up banking, or in branches with high transaction volumes.

New staff-assisted technology options expand self-service STAFF-ASSISTED capabilities with the use of on- site staff to assist. They help TellerInfinity™ migrate transactions without losing the value of in-person customer interaction.

Full Service Teller Cash Recyclers (TCRs) automate the cash handling functions that tellers had previously FULL SERVICE completed manually. TCR’s increase branch security, efficiency and enhance Teller Cash Recycler (TCR) the customer experience. The solutions free up teller time and focus, so they can concentrate on conversation and cross-sell with customers. 16 CREATING A UNIVERSAL EXPERIENCE

SORTING OUT CASH AUTOMATION OPTIONS

The second step in Universal Experience deployment focuses on the historic core purpose of the bank branch: handling cash. As the branch purpose shifts to sales and service, being able to seamlessly handle cash transactions becomes of paramount importance. Enter Cash Automation: the catalyst of the Universal Experience. With this technology, former and would- be tellers can transform into Universal Bankers by being freed from traditional cash counting duties.

SELF-SERVICE FULL SERVICE Cash-handling technology is one of the largest branch- For optimizing in-branch transactions, Full Service related expenses financial institutions face, and Cash Automation technology dominates via the Cash frequently emerging new options make it a daunting Recycler, often called a Teller Cash Recycler or TCR. task to decide which to invest in and how to deploy These machines facilitate more efficient and accurate them. Self-Service cash technology options range withdrawals and cash deposits by dispensing cash as well from ATMs to more advanced ITMs and VTMs. With as accepting cash, authenticating cash and sorting it by VTMs & ITMs, two-way video allows a bank teller from denomination. The industry leading provider in TCRs is a remote location to assist a customer. Glory, with the RBG-100 as their most popular machine. Other ATM-based companies such as Diebold, NCR, Virtual teller technology increases the breadth of and ARCA have competing technologies. services a customer can do themselves and the hours in which to do them. Machines that boast virtual tellers TCRs can increase banking transaction productivity are ideal for remote areas like drive-throughs and by speeding up transactions as much as 40%. Further, extended or 24-hour areas like vestibules, but banks bankers don’t have to cash in and out as frequently, should be careful when deploying in branch lobbies. managers are relieved of vault responsibilities, and end- Unless the branch has high transaction volumes that of-day book-balancing is more automated and precise, are expected to sustain their levels, these machines with real-time syncing with the bank’s core processing could turn customers off even though they create system. With less time and focus on manually handling staffing efficiencies. Walk-in customers want service cash, employees can dedicate more time and focus on from a human, not a machine. After all, the branch’s servicing customers and selling products. And because greatest value is customer interaction. the TCRs house cash in secure safes versus exposed cash drawers, counterfeiting and theft are dramatically STAFF-ASSISTED reduced. Many institutions use their TCRs in place of traditional vaults to lower costs and risks. Staff-Assisted technology is a new option that provides an advantageous compromise between Self-Help and As freestanding units in the branch environment, TCRs ™ Full Service. TellerInfinity by Glory Global Solutions is allow banks and credit unions to remove traditional teller the first of this kind.. Unlike virtual and interactive teller lines and instead create an open floor plan. The next machines that sit on the ATM platform, this machine decision is how to integrate them. When architecturally integrates with the bank’s core system. That integration planning for TCRs, traffic flow is the most important supports nearly all transactions currently offered in consideration (“Paths” from Step 1), but is contingent the branch, allows for CRM informed assistance and upon the design of the infrastructure or “housing” for doesn’t require costly video cabling or a remote contact the unit(s). The most seamless solution is housing that center. This technology expands self-service transaction hides the technology, presents a clean front-facing capabilities, but is assisted by branch staff — not remote experience to customers and provides bankers with a staff — to still allow interaction opportunities between fully-functioning workspace on the back side. bankers and customers. © ADRENALINE 2017, ADRENALINESHOT.COM 17

122.25" EXAMPLESmulti OF transaction CASH AUTOMATION pods SOLUTIONS IN BRANCH ENVIRONMENTS CURVED FORMAT 122.25" > CUSTOM DESIGN PODS> CUSTOM FINISHES 48.5"

48.5" multi transaction pod transaction pod

122.25" MULTI TRANSACTIONPLAN VIEW POD EFFICIENCY FORMAT Often called multi“Pods,” transaction these pods are the most 120.0" 132.0" STAND UP OR SIT DOWN COLLABORATIVE DIALOGUE STANDARD DESIGN (SEMI-PRIVATE TRANSACTION] 120.0" > > 132.0" 22.0" 22.0" CURVED FORMAT > CUSTOM DESIGN > PRE-SELECTED FINISH LEVELS 6.25" R 6.25" R 122.25" 22.0" 22.0"

common type of counter housing solution 11/17/14 > CUSTOM FINISHES > CUSTOM DESIGN 6.25" R 6.25" R date: 11/17/14 55.3" 33.0" date: CUSTOM FINISHES 55.3" > 33.0" for cash recyclers. These are freestanding 48.5" 40.0" 56.0" 48.5" 34.0" furniture units built to house one TCR PLAN VIEW PLAN VIEW

PLAN VIEW STANDARD FORMAT

18.0" 40.0" UMB14074_ELEVATION_TRANSACTE_DD01.ai name: file 18.0" 56.0" 22.0" 22.0" unit and serve two employees handing 6.25" R 6.25" R UMB14074_ELEVATION_TRANSACTE_DD01.ai name: file 34.0" 68.0" Optional 22.0" 22.0" Brand/ Optional 6.25" R 6.25" R 68.0" Promo Brand/ Display Promo Goes simultaneous customer transactions. Display RBG-100 Here 1/2" = 1' 16.5” W Goes RBG-100 40.0" 54.0" 5.5" scale: 122.25" transaction pod 16.5” W 1/2" = 1' 5.375" 56.0" Here 34.0" 53.0" 5.5" multi transaction pods 54.0" 5.375"

40.5" scale: multi transaction pod 53.0" 40.5" EFFICIENCY FORMAT 22.3125" Important considerations include deciding Verta G6 120.0" CURVED FORMAT 22.3125" 122.25" 18.3” W 120.0" STANDARD FORMAT MULTI TRANSACTION POD > STANDARD DESIGN (SEMI-PRIVATE TRANSACTION] Verta G6 18.3” W CUSTOM DESIGN 132.0" > 40.0" > STAND UP OR SIT DOWN COLLABORATIVE DIALOGUE > PRE-SELECTED FINISH LEVELS CUSTOM56.0" FINISHES ADA FORMAT 132.0" 10.0 " 19.375" 19.625" > 34.0" FRONT VIEW FRONT VIEW 10.0 " 19.375" 19.625" > CUSTOM48.5" DESIGN

SP01_ADR Service Counter Solutions_15133 SP01_ADR Service Counter Solutions_15133 48.5" ADRENALINE p9 ADRENALINE p6 11/17/14 > CUSTOM FINISHES All rights reserved. Adrenaline. © 2014 SP01_ADR Service Counter Solutions_15133 33.0" 8 date: ADRENALINE p 11/17/14 33.0" 55.3" date:

55.3" (including complying with ADA standards), PLAN VIEW

22.0" 22.0" 6.25" R 6.25" R

PLAN22.0" VIEW 22.0" 6.25" R 6.25" R privacy panels for separating between PLAN VIEW ADA FORMAT 18.0" FRONT VIEW 40.0" 18.0" 56.0" 34.0" file name: UMB14074_ELEVATION_TRANSACTE_DD01.ai name: file SP01_ADR Service Counter Solutions_15133 ADRENALINE p8 concurrently-occurring transactions, UMB14074_ELEVATION_TRANSACTE_DD01.ai name: file STANDARD FORMAT 68.0" Optional 40.0" 56.0" Brand/ 68.0" Optional 34.0" Promo Brand/ RBG-100 Display 16.5” W Promo RBG-100 Goes 5.5" Display 16.5” W 5.375" Here 53.0" 1/2" = 1' 5.5" surface work space, under-counter 5.375" Goes 40.5" 54.0" 53.0" scale: Here 40.5" 1/2" = 1' 22.3125" 54.0" Verta G6 22.3125"scale: 18.3” W Verta G6 storage, and general ergonomics for both 18.3” W 10.0 " 19.375" 19.625" ADA FORMAT FRONT VIEW 10.0 " 19.375" 19.625" FRONT VIEW

SP01_ADR Service Counter Solutions_15133 ADRENALINE p6 SP01_ADR Service Counter Solutions_15133 ADRENALINE p8 FRONT VIEW © 2014 Adrenaline. All rights reserved. Adrenaline. © 2014 SP01_ADR Service Counter Solutions_15133 ADRENALINE p9 employees and customers. All rights reserved. Adrenaline. © 2014

CASH BARS ca sh bar ca sh bar CONCIERGE FORMAT

SERVICE COUNTER FORMAT > CUSTOM DESIGN Cash Bars are extended> CUSTOM DESIGN Pods, often > CUSTOM FINISHES > CUSTOM FINISHES 139.0" designed into the environment likeca sh abar 22.0" 24.0" concierge counter. Bars create a CONCIERGEmore 42.0" FORMAT 42.0"

84.0" 60.0" > CUSTOM DESIGN 138.0" significant singular visual destination, 60.0" 138.0" 4.0" PLAN VIEW > CUSTOM FINISHES R 72.0" R 50.0" especially when paired with a branded 139.0"

22.0" 24.0" backdrop. The bar can accommodate ca sh bar

SERVICE COUNTER FORMAT46.0" 30.0" 3.0" standing or seating counter height or 48.0" 42.0" > CUSTOM DESIGN 22.0" 46.0" > CUSTOM FINISHESFRONT VIEW 84.0" 30.0" both and deploy one or more TCRs. 4.0"

SP01_ADR Service Counter Solutions_15133 ADRENALINE p11 4.0" Some cash bars can be curved, servicing 42.0" R 72.0" 42.0" R 50.0" SP01_ADR Service Counter Solutions_15133 ADRENALINE p12

60.0" 138.0" two simultaneous bankers like a Pod, © 2015 Adrenaline. All rights reserved. scale: 1/2" = 1' file name: SYN15010_Millwork_Teller_DD01.ai date: 03/04/15 60.0" 138.0" but the radius provides more space and PLAN VIEW privacy between interacting customers

3.0" and increased counter and storage space. 48.0" 42.0" 46.0" 22.0" 30.0"

Counter heights can vary to accommodate 46.0" 4.0" FRONT VIEW 30.0"

seated and standing heights. SP01_ADR Service Counter Solutions_15133 p11 ADRENALINE

SP01_ADR Service Counter Solutions_15133 ADRENALINE p12

CONSULT AREA service counter CONSULT FORMAT > CUSTOMservice DESIGN counter Using Cash Automation machines in > CUSTOMCONSULT FINISHES FORMAT Consult areas and offices is less commonly > CUSTOM DESIGN > CUSTOM FINISHES deployed, but provides great opportunity for supporting the Universal Banker. At seated height, these units are designed to provide secondary transactional support to a banker having a more in-depth conversation in both formal or informal

consulting spaces. SP01_ADR Service Counter Solutions_15133 ADRENALINE p14

SP01_ADR Service Counter Solutions_15133 ADRENALINE p14 18 CREATING A UNIVERSAL EXPERIENCE

STEP 3

TRAIN THE UNIVERSAL BANKER T O LEVERAGE THE NEW ENVIRONMENT

As the super-charged employee, the Universal Banker must be educated and empowered to service the customer in numerous ways across most areas of UNIVERSAL a branch environment. Training UBs to have fundamental skills, understand BANKER SKILLS: organizational objectives and operate successfully in the new branch TCR Transactions environment is critical to successful universal experience deployment. Consultation Account Origination Account Servicing Video Conferencing Tablet/Collateral Trained Loan Origination

TYPE OF TRAINING WHAT IT IS LEARNING OBJECTIVES

SKILLS Skills training on job • TCR Transactions TRAINING fundamentals for the new universal employee role • Account opening, servicing and loan origination • Problem resolution across all areas • Cross-selling, relationship-selling, handling referrals, presentation skills, and relationship-building

CULTURE Organizationally-driven • Corporate communications sharing top-down TRANSFORMATION training on service organizational strategy with front-line staff TRAINING standards and company strategy to create a • Introduction of new job descriptions and tiers, and universal experience onboarding for universal employees • Empowerment of front-line staff to deliver a unique experience to every customer every time

BRANCH Training of retail • A deeper understanding of the new retail space and EXPERIENCE branch staff within how it works TRAINING a new, universal- banker enabled branch • Confidence to educate and improve customer lives environment while engaging them in the new branch design • Teach staff to build relationships with customers and offer tailored solutions © ADRENALINE 2017, ADRENALINESHOT.COM 19

FINALLY, EMPOWER THE STAFF

Once the new, universally-enabled branch environment Arm staff with the is created, the final yet vital step is to train the new fundamental Universal Banker to successfully operate within it. skills they need Many Universal Banker candidates have previously been tellers. They must not only have fundamental skills training to support more robust job functions, but also Third-party courses and certification understand the organization’s vision for transformation and how to use their new skills to deliver on this vision in the Universal Branch environment. Equipment and technology training SKILLS TRAINING

Skills training options and requirements range from cash SKILLS automation equipment training to courses on cross- selling and relationship-building to organizationally- specific account opening and loan origination training. Equipment training provided by the technology Communicate why these manufacturers is also important. Third-party course changes are happening training can cover a wide range of topics. Both the ABA and ICBA offer Universal Banker Certificates through multi-course training programs. Set new expectations CULTURE TRANSFORMATION TRAINING and shed old habits

The adoption of a universal experience model requires at least some amount of organizational transformation. Create new job titles, Educating front-line staff on the transformational tiers and descriptions strategy helps them embrace the universal concept and more effectively deliver on the intended customer experience. Communications should include introduction CULTURE of the new roles, job descriptions, tiers of career TRANSFORMATION advancement opportunity, and plans for onboarding new universal employees. This culture training empowers employees to manifest the brand’s promise in their Empower employees direct interactions with today’s customer. to build customer relationships BRANCH EXPERIENCE TRAINING

Following skills training and organizational cultural Help staff master transformation training, employees need to be trained operating in the new on — and within — the branch environment itself. This branch environment training will be specific to the new retail space and focus on helping employees understand the business intent behind every aspect of the design and all points Create a repeatable plan for ongoing learning within. Employees should learn how to confidently and sustainment engage customers within the new environment, building relationships and ultimately cross-selling to deliver enhanced customer experience. BRANCH EXPERIENCE 20 CREATING A UNIVERSAL EXPERIENCE

UNIVERSAL EXPERIENCE: IT’S ABOUT THE PILOT, NOT THE PLANE.

As critical as new tools and modern environments are, it’s important to remember the Universal Banker himself is at the core of the model. New technologies and physical infrastructure alone won’t impact experience. Only 15 percent of customers interact with their banks exclusively through in-person visits to the branch. When these infrequent face-to-face meetings do occur, it’s because the bank customer has not found what he needed on his own, and seeks assistance from another human being. This makes the branch visit a rare and valuable opportunity for the bank.

The Universal Banker is this new, versatile bank employee herself, more than apps or machines. She empathizes with customers’ issues and financial matters because she has such issues herself. Until the day when an iPad has to pay rent or set up a retirement fund, humans will always have the edge over technology for advising customers about their money. After all, there is very little more personal than personal finance, and the Universal Experience is rooted in human experience.

WHAT IS THE IMPACT OF BRANCH SERVICE ON CUSTOMER EXPERIENCE?

+72 BRANCH SERVICE +88 BASICS +11 +14 Successful execution of ‘service basics;

PROVIDE +74 is still critical, but banks that excel ACTIONABLE +56 at deeper levels of service can see FINANCIAL ADVICE +7 +23 additional lift across multiple metrics

PROACTIVE +68 OFFERING TO HELP +67 WITH FINANCIAL +9 NEEDS +18 Impact On Overall Satisfaction Impact On Branch Interaction Satisfaction DETAILED NEEDS +134 ASSESSMENT +121 Impact On “Definitely Will Not Switch” DURING ACCOUNT +26 INITIATION +33 Impact On “Definitely Will Reuse”

WHAT IS THE CUSTOMER’S PROPENSITY TO ACT BASED ON ADVICE RECEIVED IN BRANCH?

Share of INV assets at bank 48% 43% GEN Y AFFLUENT 89%

38% Received advice from bank 47% GEN Y MASS MARKET 79% Acted on advice (if provided) GEN X AFFLUENT 39% 30% 74%

37% GEN X MASS MARKET 16% 50% Customers are more likely to act on advice received at their primary bank, 13% PRE-BOOMER AFFLUENT 24% 52% particularly those in the Gen Y age 55% cohort and ‘switchers’ 37% “SWITCHERS” 82%

23% 31% INDUSTRY AVERAGE 54%

* “Switchers” are those who switched their primary banking relationship in the past 12 months

SOURCE: 2015 U.S. Retail Banking Satisfaction Study, J.D. Power WE ARE AN EXPERIENCE DESIGN AGENCY 23 CREATING A UNIVERSAL EXPERIENCE © ADRENALINE 2016, ADRENALINESHOT.COM 23

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Experience Design service offering spans from creation of brands to their translation into

physical and digital spaces. By fusing strategy and creative design with the expertise of

implementation, we make branded experiences real.

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CREATING A UNIVERSAL EXPERIENCE