19 Hoosier Banker November 2016 Pods or customer interaction counters break away from the traditional barrier-type teller counters and offer a progressive, collaborative, open concept to the customer. Many clients say it offers a more personalized level of service. New levels of technology will be introduced, such as smart ATMs or interactive teller machines, allowing real-time transactions to be handled by video with bank staff who are located in call centers or in a centralized location. Within the centralized open lobby space will be digital message centers, touch-screen technology, virtual sales and cross-channel integration, which will become the normal mode of operation to provide a seamless and omni-channel customer experience. It is also important that the environmental graphics convey a sense of the local geography and a connectivity to the community and the history of the organization. Although technology will be integrated more into the branches of the future, it will be increasingly important to not lose sight of the human element. People still want to have access to real people, and a trained staff needs to be accessible. The concepts of greeters and universal bankers or universal associates are introduced, who are well versed in all the services available, but also are skilled in terms of communication and sales. As transactions continue to decline within the facilities, branches will transform from transactional-based to advisory-based training and sales centers, taking advantage of every possible client touch point. This transformation additionally provides a better ROI for the bank by maximizing staffing and operational efficiencies. Offices within the branches will be more visible and open ‒ if the branch has any offices at all. Not only will branches be designed with open counters, but there will also be space for social interaction and engagement. The new facilities will be designed to promote an environment for customer guidance and instruction on how to use the new technology or make them aware of the various products and services and offer alternatives that best suit their needs and lifestyles. If customers want a private area to discuss financial matters or to review their options for services, branches will be equipped with conference centers or personal meeting spaces that offer updated technology and video-teleconferencing. If the universal associates cannot answer questions on premise at the facility, they can provide access through real-time video to someone who can address the customer’s concerns. Banks should evaluate other nonfinancial services or product offerings that can bring the right kind of traffic into their facilities. Consider options like a mixed-use branch – a café or coffee bar, meeting or huddle spaces, or space for social interaction to engage with the community and encourage repeat visits to the branch. In the digital age, many industries are trying to get customers into their locations and increase their time spent there to foster relationship-building and enhance customer service opportunities. In order to stay competitive in today’s financial markets, community banks must be willing to change and adapt, or risk becoming obsolete. Today’s financial environment warrants not only the skill and will to adapt to change, but also the foresight to anticipate it. It is crucial that community banks know and understand the importance of their market saturation and the demographic make-up of the communities that they support. Bank branches of the future will need to be convenient, open, comfortable and accessible to all ages; including the right combination of branch transformation elements – facility design, people and technology integration ‒ to create a seamless banking experience and reinforce the ultimate customer relationship. t
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