【文章內(nèi)容簡(jiǎn)介】 g or selfexplanatory? Bankers need to think of convenience in terms of easeofuse, he adds. Adding to the plexity is that development teams and designers tend to vary from the public site to the authenticated site, resulting in a mishmash appearance that loses from a marketing perspective and can be confusing. Offering a seamless transition is a better idea. This kind of thinking drove much of the development work at Royal Bank of Canada. Jim McGuire, vicepresident of Online Strategy and Client Experience, says his awardwinning site was partially the result of 18 months of customer experience research. We work with personas [an extension of psychographic, or behavioral, segmentation] in order to shape messaging and workflow, the banking executive explains. During a slew of systematically introduced upgrades, RBC also paid careful attention to consistency from the customer site, through to the authenticated site, and among product lines. It39。s important to standardize naming and navigation conventions, says Mark Schwanhausser. This should happen within the authenticated site. It should also happen from channel to channel. If you39。re calling a checking product one thing online and another thing on the phone, you create confusion, he adds. Mobile nudging inter banking along Mobile banking has raced through several iterations. It39。s gone from textbased alerts and balancecheck via applications derived from niche vendors, toward easier to install and upgrade applications from a consolidated group of vendors including ORCC and Digital Insight. Mobile, in some cases, has nudged the inter forward, particularly among the largest banks that tend to be bogged down with internal development for both channels. The best mobile and inter services have landing pages where multiple transactions can be done and which offer consolidated views of all product holdings with the bank, says Ron Shevlin. In the case of Citibank says Javelin39。s Schwanhausser, mobile is edging out the inter site in terms of offering the customer consolidated views of account holdings. On the whole, mobile will probably pull all inter transactional capability into a schedule of more frequent customerfriendly upgrades, he and others say. Bank of America, which is known for leading in bill payment and, says Schwanhausser, offers pockets of really impressive capabilities although some of the interior site is clunky, also supports services such as alerts to and mobile devices. The Javelin analyst believes that one consequence of bankers39。 renewed interest in keeping mobile relevant is that banks will finally give up batch systems once and for all. There is this tendency to serve up stale information and banking customers increasingly will be impatient with this, Schwanhausser explains. Retail banks are facing a revenue drought, with slack loan demand, a flat rate environment and dwindling fee revenues in the face of new laws and regulations. Often, the best hope for growth is to serve established customers more fully essentially a personbyperson campaign to gain share of wallet. For winners in this quest, the opportunities are enormous. Today39。s customer relationship depth gauge remains stuck at less than 20% at most banks. In other words, for any given individual or household served by the bank, typically more than 80% of the financial services needs are met by petitors. Changing this ratio by even a small amount across the entire customer base can have a huge financial upside. On