A global bank with multiple lines of business had developed separate and inconsistent client communication processes for each business and geography. Clients received overly frequent and even conflicting messages. Client relationship managers struggled to get communications produced and were not getting strategic insight from their communications resources. The bank was unable to generate consistent analytics to assess whether clients valued or even received communications.
- Diagnostic assessment of each process (inputs, outputs, results, and obstacles)
- A “best of breed” model to optimize communications and create efficiencies
- Identification and implementation plan for proactive, strategic client communications
- A revamped organizational design for client communications across lines of business and geographies
Consistent delivery and shared analytics allowed the client to improve its outbound client communications. Client communications team members were able to operate more as strategic partners with other business stakeholders.