In terms of service innovation, since 2006, PNC has implemented ATMS free of charge for customers with free checking accounts, and free of charge at ATMs around the world. No matter whether it is local or off-site, banks will compensate other banks for their ATM fees. This measure has increased the checking account of the bank by 20%.
PNC's customer call center and the use of technology to serve customers are at the forefront of the industry. PNC Bank has previously established a distributed call center to adapt to the different laws and regulations of different States in the United States. Subsequently, the company integrated these call centers into one, which was officially named as the National Financial Services Center (NFSC). It was difficult at first, because they were used to geographical division, and the customers of the banks acquired a few years ago were distributed in different States in the United States. A series of integration prompted PNC Bank to decide to establish a unified customer service organization. The unified National Financial Services Center (NFSC) enables telephone operators to work together to help customers. The National Financial Services Center is located in the Pittsburgh headquarters of PNC, providing comprehensive services for more and more individual customers, small and medium-sized enterprise customers and large merchants. PNC Bank divides operators into three project groups: inbound sales, outbound marketing and inbound services, among which the inbound service group is the largest. In addition, the call center also includes a group of internal consultants dealing with special products and services, AAA related operator project teams and a customer support team.
The National Financial Services Center receives 6.5438+0.3 million calls every day, of which 20% are handled by telephone operators and the rest are handled by IVR system. The caller can input the account number into the IVR system, inform the operator that the caller is the current customer, and generate a script file on the screen to help the operator answer questions and help them identify the customer. Customers can also enter their PIN into the IVR system. Because PNC adopts enterprise routing solution, in this case, the operator can see the pop-up screen recording customer history and other related information. If they see an opportunity to sell products or services, they can transfer the call to a traffic agent specializing in sales, and the screen recording customer history information will also be transferred at the same time.
In terms of product innovation, in July 2008, PNC launched a "virtual wallet" special account for young people. Just four months later, it has 20,000 customers (65% of whom are not PNC's original customer base), with an average of 4,000 new customers every month. And the amount of money deposited in each account is even higher than the average level of the same age in the United States.
According to banking standards, the interest rate of "virtual wallet" is not high. The interest rate standard of Bank of America is about 1.25%, while the annual interest rate of checking account of PNC virtual account is only 0. 1%, and there is almost no interest. Then, the bank does not provide checks, and it is necessary to pay for writing more than three checks a month; Interest on the savings account in the "virtual account" is paid to 3%, but the maximum amount is $25,000. In addition, there are few customer service staff in the "virtual wallet", but it doesn't matter, because teenagers rarely call to ask questions, and they will try their best to solve them themselves. Therefore, from the banker's point of view, this kind of "virtual wallet" business not only has less service investment, but also has high fees.
So, what makes this "virtual wallet" business attract so many customers?
The target group of PNC is 65438+ young people aged 08 to 34. These people all have bank accounts, but they don't know how to manage money. They don't care that the interest rate of this bank is a few percentage points higher than that of that bank, and they are not interested in exploring the cold and standardized professional vocabulary of banks. PNC clearly saw this. They respected young people and launched a "virtual wallet" service. This account has only three sub-accounts, which is a friendly word. When customers want to view account transaction details, Virtual Wallet will show them a monthly calendar interface similar to Google Calendar. A user can transfer his money from one account to another by dragging and dropping. It can also help customers calculate the possible cash flow in the future and predict how much they will spend, how much they will earn and how many accounts they will have. ...
In this simple way, "virtual wallet" urges young people to start thinking about the importance of financial management. If a young man wants to save money, the "virtual wallet" tells him that he can set up a "savings engine" so that all your future wages can be automatically saved here. In addition, the "virtual wallet" also has a short message to tell you how much money is in your current account, and users don't even need to log in at any time.
Many companies want to catch young people, but they just shout slogans, not really from the customer's point of view. PNC took a good look at this market and spared no effort to innovate this wealth management business, thus attracting many young customers.
In terms of technological innovation, as we all know, the financial industry is a highly technology-intensive industry, especially PNC. Their leading position in the financial industry is beyond doubt.
PNC and technology company * * * jointly developed the "BillingZone" service, which is specially used to handle electronic account transactions and related payment services between large merchants. This service is in a leading position in the industry, with as many as 30 thousand merchants accepting PNC services. Enterprises like Procter & Gamble and Xerox have to deal with a lot of settlement business every day, and using the "settlement area" is their best choice.
PNC has trained a large number of high-level technical talents in the University of Pittsburgh and the University of Pennsylvania, making the bank's business processes electronic and forming an e-commerce platform. The services on this platform are very flexible, and most projects are built according to the needs of customers, not out of the established goals of banks. While customers roam freely in the vast space provided by the bank, they also experience the fun of self-service process. Due to the meticulous online service of the bank, 43% of PNC customers contact the bank online. More importantly, through advanced technology, banks have a deep understanding of customer data, including basic customer information and customer preferences. So as to fully satisfy customers' psychology in product design and marketing, provide differentiated services for customers and meet customers' various needs.
In terms of employee training, PNC attaches great importance to employee training, and bank employees have a thorough understanding of new products and services. For example, the National Financial Service Center has a complete training process, which allows telephone operators to answer customers' questions and sell goods or services to customers. It is the most professional. For employees of branches or subordinate companies in different states or countries and regions, PNC adopts the way of e-learning, so that all employees of PNC can understand the idea of PNC and pass it on to their customers in time. Some independent analysts believe that PNC employees are the team with the most comprehensive professional knowledge he has ever seen.