IM TREND KEBA CUSTOMER MAGAZINE ISSUE 1/2014 Customer relations based on heart and mind KEBA self-service training How to turn bank employees into self-service enthusiasts New cash recycler for China Company Company Customer relations 2 Customer relations based on heart and mind based on heart Products/Trends and mind 4 KEBA self-service training: How to turn bank employees into self-service enthusiasts “First and foremost, it is the success our customers that makes us successful.“ Austria 6 Sparkasse Kufstein: A comprehensive self-service strategy A switch from a product- Thanks to specially trained and expe- oriented perspective… rienced personnel, e.g. from sales, 10 KEBA installs its 1000th cash recycler in Austria product, service and project manage- … to a customer-oriented approach ment, we successfully achieve prox- represents the path adopted by an imity to our customers and speak their Germany increasing number of companies in language. recent years. Indeed, a customer 12 A “KEBA-only branch” at the focus has long been one of the cor- KEBA employees constantly act with Kreissparkasse Göppingen nerstones of KEBA’s corporate vision candour, competence and reliabil- and strategy. The emphasis in this ity. For us, integrity and trust are pre- International regard is on the provision of products requisites for the realization of gen- and services that satisfy the individ- uine partnership during day-to-day 14 Heading for success: ual requirements and wishes of the business. It is no accident therefore A new cash recycler for China clients. This objective is achieved that one of our most important prin- through long-term, trustful customer ciples is: “First and foremost, it is the relationships characterized by open- success our customers that makes us Energy Automation ness, flexibility, technical and market successful.“ knowledge, and genuine closeness to 17 KEBA wall boxes on Barbados the client, or in the other words, the Moving in the international KEBA on the World Wide Web strategic orientation of every aspect circles of business. KEBA’s internationalization strategy is Service Automation Success has its obligations also founded on closeness to the cus- tomer and our own branches. A thor- 18 An indoor parcel solution We have decided to opt for an ough knowledge and grasp of mar- approach founded on in-depth part- ket demands and the specific assign- nerships with our customers. These ments of our clients in their various have to be both intensive and com- nations are essential. Accordingly, prehensive, for only then can our cus- the know-how and experience of our tomers be confident that we under- employees from each country ensures Owned and published by: KEBA AG, 4041 Linz, Gewerbe- park Urfahr, Phone: +43 732 7090-0, [email protected] stand their business and think and act that optimum service and qualified Editor: Nina Lang, Pictures: Fotolia, U. Beutenmüller, M. Paule Layout: Claudia Gujon, Translation: John Cima in their interests. support are guaranteed. 2 IM TREND Company “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us an opportunity to do so.” Mahatma Gandhi Strategic partnerships A causal chain Apart from outstanding product quality, it was the KEBA person - KEBA is further consolidating its mar- Client proximity creates trust, cus- nel that received especially high rat- ket position through cooperation with tomer satisfaction and in the long- ings. Above all, KEBA achieved top strategic partners such as Hitachi term loyalty. This causal chain was scores in the categories integrity, con- Omron Terminal Solutions (HOTS), also much in evidence in the latest sultative quality and contact person selected service partners in Germany KEBA customer survey. The excep- accessibility. and Finanz Informatik. tionally high feedback ratio of around 45 per cent (according to experts this Finally, we would like to close with a This secures flexibility and the pro- generally amounts to 20 to 30 per quotation from Mahatma Gandhi and vision of customers with genuine cent) indicates the enormous loyalty as always wish you enjoyable reading competence and optimized overall shown to KEBA by the banks and of the latest issue of “Im Trend”, which solutions. savings banks questioned. as usual is full of interesting reports from KEBA’s world. Yours sincerely, Franz Berger, MBA KEBA Banking and Service Automation Business Manager IM TREND 3 Products/Trends How to turn bank employees into self-service enthusiasts KEBA has set itself the task of delight- ing its customers. Patricia Stark, one of KEBA’s product managers in the banking automation services field: “Our objective now is to learn even more about our customers and their requirements, in order to serve these to the greatest possible extent through a jointly designed product and services unit.” Innovative approaches However, by using classical, analyti- cal business management methods a dead end is quickly reached. Therefore, with service design the KEBA product management has adopted a fresh approach. This involves the creation of services the counter) is influenced by a wealth KEBA originated the idea of self-ser- with a constant focus on the custom- of other factors. Apart from the bank vice training: “A customized schooling ers (please see the interview with Marc branch location, design and signpost- concept that will turn your team into Stickdorn on the right). ing, above all the branch employees self-service enthusiasts!” play a major role. How does one design It is this approach that Patricia Stark services? Only when they are convinced of the is seeking to disseminate: “We wish to advantages of automated banking pass on our know-how and passion for In line with service design processes transactions, support the use of the self-service products to our clients and a variety of methods are employed to machines and are well acquainted their employees.” better understand clients and consum- with their operation, are they capable ers, or the clients’ customers, and thus of communicating these benefits to the Apart from a short introduction to incidentally obtain a diversity of inter- customer. And only then can self-ser- the history of ATMs, during a two- esting insights. vice be successful. day workshop the attendees receive technical inputs regarding self-ser- As far as self-service and banking Turning branch staff into vice machines and a look behind the automation are concerned, a major self-service promoters scenes at KEBA. finding was that although ATM qual- ity is basically very high, the self- In view of the recognition that branch They learn how banknotes are val- service quota (i.e. the number of self- employees represent the decisive fac- idated, what are the trends in the service transactions in ratio to those at tor in the success of self-service ATMs, self-service area, the success fac- 4 IM TREND Products/Trends The industry is currently experiencing a paradigm shift. Today, market differentiation no longer takes place purely via technical specifications, but via the overall experience that the cus- tomer is offered along with a product. The catchphrase is “service design” and therefore KEBA is now focusing very intently on this subject. One result is a customized training concept that the Sparkasse Kufstein, a customer from the very start, already has in successful operation. Interview with Marc Stickdorn Lecturer and consultant, smaply und myServiceFellow (Austria) What is service design? and solution approaches constantly Service design involves the design of in view and then harmonizing them. service systems with the aim of optimiz- During this process we utilize ethno- ing the related customer experiences. graphic methodology, contextual inter- views, the personas approach, co-cre- When did this approach first appear? ative working in workshops and simi- Service design has a number of roots. lar procedures. However, as opposed It was dealt with initially on an aca- to technical innovation, the main issue demic level in the 1990s and the first is a capacity for empathy and the abil- agencies in this area appeared roughly ity to envisage customer expectations. 15 years ago. However, service design tors related to self-service systems, has really gathered momentum in the What effect does the use of service and also how to deal with the stand- last three to four years. design have on companies? ard objections and prejudices of bank With service design the spotlight customers. What is the reason? falls on the customer experience and This is connected primarily to the levels against this backdrop, it changes the The objective is that the bank’s per- of corporate understanding and cul- viewpoint of a company. Products are sonnel come to better understand ture. Product design has long existed, understood as services and for exam- the significance of the self-service but services are invisible and to date ple, companies can invite their cus- zones in branches. And as Patricia have been frequently neglected. Con- tomers to document their actual expe- Stark explains: “Employee involve- sequently, the catch-up requirement in riences in order to extrapolate the pos- ment takes centre stage. The goal is this area is correspondingly large. sibilities for ongoing improvements to communicate the feeling that they (see myServiceFellow). have obtained insights into something Do the methods employed in service that is generally hidden. Moreover, this design differ from those used in clas- What value added does service sense of exclusivity is further intensi- sic product design? design offer? fied by small groups and the appropri- The methods are partially similar.