A Comprehensive and Holistic Approach to Digital Banking to Get Closer to the Customer

Press Release
Madrid, 25th May 2021
Digital banking demands a holistic and resilient customer-focused approach to communication and operations
New ways of interacting with customers can help improve the customer relationship and increase profitability
Despite the name, ‘digital banking’ is still very much a business model for ‘real’ banking, and this means that digital innovations present both opportunities and challenges for reinventing financial services. As a result, such a business model demands a change in strategy: a comprehensive, holistic and resilient customer-focused approach that takes advantage of new ways of communicating and operating.
Today, in the banking world, digital technology reigns supreme, and increasingly more customers are choosing to manage their finances online. Many people check their smartphones several times a day and customers are increasingly using banking apps to consult their balances, make payments and carry out other transactions. Furthermore, customers are more discerning when it comes to services and quality, seeking out better fees, special products, promotional offers and other extras. As a result, customers who have a good banking experience tend to be very loyal.
The ways that banks choose to interact with customers have also changed and service providers are now more concerned than ever with customer satisfaction, customer loyalty, profitability and establishing long-lasting relationships. According to GDS Modellica, financial organisations are now finding that they need to adopt a holistic approach to provide an improved customer experience and achieve better results. In particular, they are having to pay special attention to the following key points:
Clarity, transparency and simplicity in communication are vital.
Good communication with the customer relies on efficiency, speed and an omnichannel presence.
A customer good experience will lead to better and more efficient sales.
Business strategies should aim to bring together online and offline services and integrate digital systems.
Analysing and using customer data will help make transactions more efficient and address the customer in a personalised way to offer services that meet their exact needs.
With the additional help of artificial intelligence, digital banking is generating vast amounts of data that requires rapid, precise and robust analysis. This, in turn, will provide greater knowledge about customer habits and preferences, help gain and retain customers and have a positive impact on revenue. Furthermore, adopting the latest analytical models offers the chance to obtain richer data, and machine learning is capable of identifying complex, non-linear patterns from large data sets to generate more accurate risk models.
These days, banks generate so much data that they often lack the capabilities to effectively handle and analyse it all. As a result, they turn to companies like GDS Modellica to help them analyse macro-data, carry out predictive analysis and harness the power of other big data tools to help increase collections and protect themselves against fraud quickly and efficiently. For lenders, for example, it is absolutely vital to have a system that can analyse data and better understand customer behaviour and demographic changes.
According to GDS Modellica, “there is currently more customer information available than ever before, even if a new more agile approach is required to use it to make more intelligent decisions (Decisions as a Service). As companies continue to develop cloud-based systems and big data strategies to improve their customer relationships, they will see an increasing need for solutions that offer analytical capabilities, cloud-based apps and a cloud-based development platform for flexible decision management”.
The key to implementing this digital business model is offering the right personalised service at the right price. This means using data analysis to examine each customer’s profitability and offer products or services based on individual, demographic, economic or social profiles. For the foreseeable future, these new digital channels will continue to provide customers with easier ways to manage their finances. As a result, service providers will also need to continue using innovative financial technology to offer new products and services, simplify their internal processes and increase both profitability and efficiency.

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The customer lifecycle in a digital environment

Press Release
Madrid, 11th May 2021
The digital customer lifecycle is no longer linear and is now a much more complex experience
In the digital environment, the customer continues to be the focal point around which all business strategies revolve
The “customer lifecycle” is the term given to the different stages followed by a customer when they interact with a brand, product or service, from the very first contact until they buy a product or service and even beyond.
In the digital age, this purchasing process is no longer linear and has instead transformed into a more complex experience. This is because customers are increasingly more informed, have greater expectations, want faster service and have a vast range of channels that they can use to interact with a product, brand or service. Customers now have access to a varied multichannel experience that encompasses not just physical shops but social networks and other digital channels (websites, e-mail, price comparison sites, search engines, etc.), and they can do this using multiple devices, even changing at will during the purchasing process. A report by KPMG entitled Consumers and the New Reality examines the impact of the pandemic regarding the preferences and expectations of increasingly digital consumers who are concerned about the economy, sustainability and health safety.
There is no single customer lifecycle model and the stages of a purchase have no fixed duration nor follow a specific order. There are various different access channels, but they are used interchangeably, and whilst each customer follows a path, they are not always the same. However, although they are not all necessary, the main stages of the customer lifecycle can be best summarised as: desire/need, research, comparison, selection, purchase, experience, retention and recommendation.
Customer lifecycle management is a vital process for companies looking to perform well. This means that they need to pay close attention to the detail of each individual process and task, assign appropriate personnel, monitor processes and carry out an appropriate follow-up with the customer. Most of all, they will need the right technology. One example is the GDS MODELLICA Behavior Engine (MBE), a software application from GDS Modellica designed to help manage account or customer portfolios for increased revenue and implement powerful segmentation campaigns without losing sight of the principles of sensible risk management. MBE provides customer management tools for all types of product, whether it be credit cards, personal loans or overdrafts, and it covers a complete range of functionalities, including credit limit management, prior approvals, attrition and marketing (up-selling/cross-selling or pre-collection). It is also capable of managing exceeded limits, late payments and exposure through powerful machine learning, Big Data and other data-based strategies.
GDS Modellica particularly highlights that MBE “assesses the borrower’s credit relationship based previous behaviour and predictive information from that person or SME’s interactions with the business as a whole, instead of making decisions solely on the basis of a single interaction. The system periodically identifies a line of total credit to be extended to an account or borrower and makes it possible to manage limits and lines for each product”. Therefore, by implementing intelligent credit line management strategies, a company can increase profits by enhancing the purchasing power of its best customers whilst limiting the exposure of those with greater risk. At the same time, the bank can carry out on-demand limit increases in real time, thereby increasing revenue and customer satisfaction by minimising the number of manual operations required at the point of sale.
Just as in the analogue environment, the customer is the main focus. Analysing their individual behaviour patterns makes it possible to anticipate and identify their needs, outline appropriate strategies and offer hyper-personalised services. It is more important than ever for companies to learn how to adapt to new ways of engaging and interacting with the customer in order to strengthen their businesses, and being able to count on the correct strategies and analysis will ensure that companies move in a profitable direction.
Businesses, brands and other organisations are all conscious of the value that customers provide through their digital interactions. Each time a consumer interacts digitally with a company, they tell us more about their preferences and attitudes, and this information is valuable in order to learn more about the customer, consolidate the customer relationship, optimise the user experience, and, ultimately, increase sales and customer loyalty. Active listening is a key part of creating, managing and improving the customer’s digital multichannel experience, where the customer is the focal point around which all strategies revolve and the end goal is to increase sales, loyalty and also recommendations.

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The dilemma for the banking industry: current customers and the future

GDS Modellica

The banking system, or if you like, the network of financial services, is undergoing a profound transformation that had already begun years ago and has been accelerated further by the COVID-19 pandemic. And all the signs tell us that the disruption brought about by new technology is clearly focused on providing more personalised, niche services to establish new connections and as yet unexplored market opportunities.
We have moved from an environment where we had large impact windows to a new environment where the windows are much smaller but there are many more of them. In fact, there are now more windows than ever before and there will probably be many more in the future. And on countless occasions in the past, we at GDS Modellica have explored the host of possibilities created by conversational banking, artificial intelligence and adopting customer-focused processes and structures.

As a result, there are more opportunities than ever and new avenues to explore, but it is important to be very wary of abandoning those customers who, for one reason or another, have yet to start this journey. Many people still cling to the reassurance of “physical contact” despite the unstoppable trend of delocalisation as the banking industry becomes ever more digital. In fact, a recent study published by Banking Dive has laid bare the real risk of these two worlds, the physical and the digital, becoming disconnected.

The sector would be doing itself scant favour if, in the search for new market opportunities, it left behind huge numbers of customers demanding more traditional services. It is estimated that bank branches could well be extinct in the USA by 2034, and whilst this might appear very soon, there are still 13 years for people to do their homework and do it well.
As we often do here on the GDS Modellica blog, we’ve compiled the main insights into an infographic. Here is what the current dilemma between current customers and the future looks like for the banking industry.

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Press Release

Madrid, 14th April 2021

GDS Modellica will be a Bronze Sponsor at the Africa BankTech Summit, Africa’s biggest banking technology event
The banking sector is booming in African economies and new technology will play an important role

This year, GDS Modellica will take part as a Bronze Sponsor at Africa BankTech Summit 2021, the biggest African banking technology event, which will take place on the 20th and 21st of April. This virtual summit will bring together a significant number of influential, disruptive and innovative technology companies that are currently transforming the banking industry, and it is expected that over 500 financial, banking and insurance technology executives from all 54 African countries will attend to discuss the latest trends in the financial sector in Africa.

Banks and other institutions currently play an important role in Africa’s economic development, and the African banking sector is a key driver of economic growth. According to the African Economic Outlook 2020, African economies grew some 3.4% in 2019. Now more than ever, there is a need for African banks and financial institutions to promote and adopt new technologies in order to provide customers with a complete range of high-quality, accessible and user-friendly services.

          Over the course of the conference, two days of intense sessions will address the following key areas: digital transformation, which is key for the banking sector’s recovery and growth; biometric solutions, which are fundamental for banks in rural parts of Africa; and Core Banking on the cloud, also known as Banking as a Service. GDS Modellica will participate on the first day, Tuesday 20th of April, from 11:30 am, with a talk on credit decision automation.

          According to GDS Modellica, the Africa BankTech Summit, “is a tremendous opportunity for technology companies and African financial institutions to talk about the future of banking in Africa and the pressures that banks face in trying to maintain operations, retain customers and reach more regions without encountering obstacles”. This conference is a great platform to learn about, evaluate and choose from the latest trends in the financial industry. Furthermore, the African banking industry boasts excellent prospects for investment in IT, infrastructure and digital transformation to meet the end goal of offering customers and users effective, efficient solutions.

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Press Release

Madrid, 6th April 2021

The damage caused by the COVID-19 pandemic has had a domino effect on the economic and financial system. For a robust response to the adverse economic situations and the new challenges in the sector itself, it is vital to have a strong financial system
GDS Modellica’s comprehensive solutions are fundamental for financial institutions looking to make use of innovation, automation and personalisation as a way of handling risks and improving efficiency
Banks have played a key role throughout the pandemic, whether it be by deferring mortgage payments, helping to support consumer spending or any other measures taken with regards to finance, tax or social security to support both families and businesses. All of these steps taken by the government and the financial sector have helped to reduce the socioeconomic impact of the crisis, and it is clear that they have provided some relief for businesses and self-employed workers. But if the uncertainty continues and the economic recovery fails to materialise, with yet another wave of the virus on the horizon, this situation will become increasingly less sustainable. After months of reduced revenue and increasing debt, despite the various support measures taken, many businesses will be unable to cope and will be doomed to close.
In these challenging times, says GDS Modellica, the financial system needs to be resilient to tackle the challenges and seize the new opportunities that emerge from them, offering solutions in collaboration with the government and reinforcing their pivotal role in the economy. According to GDS Modellica, the main challenges that the banking sector needs to address in the wake of falling profit margins are:
Staying solvent and profitable. To do this, the sector needs revenue, but it also needs to be flexible and adapt to the changing circumstances. This means getting rid of unnecessary structures and building strength elsewhere, through increased integration, reorganisation and innovation to become more efficient and, ultimately, more profitable.
Satisfying the customer. Customers are more tech-savvy and demanding than ever before, and they expect quality, agility and security.
Continuing the digital journey. The pandemic has acted as an accelerator pedal for digitalisation, knocking down traditional barriers that before seemed immovable. But the real challenge is to keep moving forward, rethink operational models and apply the lessons learnt with regards to detecting, prioritising and optimising investments by assessing added value, cost and time-to-market.
Reviewing traditional management and production models. This involves removing and redefining structures to make them more digital but more human. It requires a focus on expanding employee skill sets and learning to interact and empathise with both teams and customers in a new way. Furthermore, this training and learning needs to become permanent and embedded.
According to the managing director at GDS Modellica, Antonio García Rouco, “In this new era of open banking and APIs that collaborate with Fintechs, creating an almost invisible bank, there is a need to redefine the ecosystem and move forward with improved operational and management systems and market-leading solutions, leaving to one side investments in areas where they lack a dominant or mature position. And this requires businesses to adapt drastically but quickly, with a focus on automated processes, digitalisation and improved decision-making based on intelligent data management”. Ultimately, the banking industry has to learn to anticipate new customer demands using new tools and integrated solutions. It is absolutely key to stay one step of the customer whilst guaranteeing security and transparency at all times.

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Continued digitalisation and the arrival of open banking may have brought challenges for the financial sector, but it has given many organisations reasons to feel optimistic about the future. On the one hand, this is an unprecedented paradigm shift in relation to consumption and access to finance, and this shift has only been accelerated further by the pandemic. But on the other hand, this is a unique opportunity to provide customers with hyper-personalised offers and products.
Operating in such conditions could become almost like an “extreme sport”, and not all companies and management teams will be cut out for it. These days, it is not enough to know where customers are and build their loyalty. Now, it is also important to stay up to date with new technology providers so as to choose the right partner at all times, instead of simply pursuing the digitalisation of the organisation for the sake of it. Digitalisation is not the goal; it is the means to establish the right relationship with a market that is already digital, whether we like it or not.
A key international firm in the Open Banking sector, The Paypers, recently published an update to the INNOPAY survey in which they reviewed the key players in this field. From this, they have created a map that provides a complete view of the true impact that this comprehensive transformation is having on the banking industry.

At GDS Modellica, we wanted to share this information in the most intuitive way possible, and we have compiled it in a new infographic that is freely available for our readers. These are the different must-know categories of suppliers in the new ecosystem.

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When GDS Modellica develops AI-based solutions focused on the most cutting-edge aspects of the digital transformation, we do so for two key reasons:
1. Leaders in the financial sector, particularly banking, were already in a continuous state of disruption and change even before the COVID-19 pandemic.
2. The digital transformation is the new reality for our clients, not because we force it upon but because it is what the market demands.
Artificial Intelligence will always have a positive impact on the most important aspect for any leading business: the customer experience. Whether it is making things more convenient for customers or making internal processes faster, more agile and more effective, the main winner is the customer. Regardless of how it is applied, Artificial Intelligence can help businesses provide a range of innovative, personalised offers that are conditioned by the needs of the customer rather than the business’s internal processes.
Despite the disastrous effects of the pandemic on society as a whole, it has also become a catalyst for change. Firstly, it has accelerated the transition from in-branch services to more remote ones for all customers. Secondly, it has driven the need for increased agility and effectiveness in order to provide banking customers with all manner of flexible, imaginative and novel services to cater for this unprecedented situation.

There are two ways to make this leap. One is the more traditional way, trying to predict where the market pressures are without the use of technology. The second involves using technology to automate more mundane processes that are nonetheless loaded with risk, such as collections management. Only one of these strategies will guarantee survival in these uncertain times, which are going to continue for years to come. Ultimately, the incorporation of technology is not just a game-changer but an unavoidable opportunity to generate long-term customer loyalty.

Furthermore, customer expectations about what is digitally feasible have significantly increased. If a financial institution cannot demonstrate its expertise to customers or show that the data it collects is used to provide faster, more specific services and a more user-friendly, personalised experience, customers are unlikely to be too impressed and the company’s future reputation could be at stake.

There are many possible routes forward, and the exact technology chosen is not so important. What is important is that the technology allows the company to “dedicate more resources” towards building that consumer confidence. And as providers in the sector, this exactly what we are concerned with: what can we provide so that our partners (more than just customers) can acquire new capabilities to help them face the challenges that lie ahead.

An innovation culture does not just come about because a company is full of ‘geeks’. Whilst it is certainly vital that directors and managers have skills and techniques that would have been unimaginable just 10 years ago, the real key is in adopting a culture of continuous change, demanding better quality data to cater for the diverse range of customer needs and thereby achieve sustainable growth according to the needs of the market.

It is also vital that companies fully accept and align themselves with this new philosophy (data is king) so that any review or incorporation of technology is aimed at creating processes that achieve the goals they have set. This means being aware of two key things: external suppliers will be necessary, being by their very nature more agile and adaptable; and the process will be tough – this is not a journey for the fainthearted.

This state of continuous change, or “permanent beta phase”, is also important for financial institutions to become pioneers in digital literacy. As well as flexing their digital muscle to customers with greater market penetration, they will also need to educate more reluctant customers, accompany them in their transactions and advise them on the best available options for managing their finances.

Finally, a focus on simplifying processes will also have an impact on the final link in the value chain because it will naturally provide the user with a more intuitive, natural experience in line with their expectations and with greater ability to choose the most profitable services. Furthermore, the added advantage is that once a customer has been gained through a digital channel, they will tend to repeat the same tasks using services with are more logical, faster, easier and above all more convenient.

Ultimately, at GDS Modellica, we provide the market with the right tools to guarantee the required conceptual change for the emerging post-pandemic era. The choice is not whether or not to adopt technology. The choice is between understanding the challenges ahead or being defeated by them. For those who choose the first option, we have the right solutions.

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Press Release

Madrid, 22nd March 2021

New tools and more efficient collections management solutions

GDS Modellica offers effective solutions to help companies increase revenue by automating and streamlining their recovery process
The COVID-19 pandemic has shown us that after the 2008 financial crisis, institutions, creditors and lenders learnt a valuable lesson: pay more attention to collections management. Ever since, they have been gradually incorporating new analysis tools to improve their processes. One of the most devastating impacts of the current health crisis is the financial uncertainty, and this itself has had catastrophic consequences; many households which were previously financially stable are now vulnerable and having to take measures to cope with debt. Many industries and businesses have also been seriously hit by the circumstances and, with closures and confinements, have also had to take on more debt.
According to GDS Modellica, “There is increasingly more pressure on organisations to recover unpaid debt and address growing default rates in increasingly squeezed markets. Currently, many institutions have chosen to be more flexible with their default policies and have agreed on measures to alleviate the financial burden placed on families and businesses by the pandemic. As a result, they have carefully scrutinised their strategies and processes and applied specific approaches to differentiate between ‘COVID debtors’ and the rest”.

Debt is not an isolated phenomenon but is closely related to market and economic conditions, processes and potential risks. Meanwhile, collections are vital for those financial institutions that are trying to lead the sector, be more effective and continue to grow. A positive collections process guarantees customer recovery and greatly boosts repeat business, and it has been proven that each interaction with a customer is an opportunity to strengthen that relationship if it is done correctly. According to a report produced by Deloitte entitled “Collections Trends Portfolio Recovery in the Financial Sector after the Crisis”, technology is key for ensuring an effective collections system, with advanced analytics, numerous data sources and learning algorithms all helping to find the signs and patterns that identify customers at risk.

One example is the Modellica Collections Suite, a highly configurable GDS Modellica solution that caters for a wide range of collections requirements. At each stage of the credit life cycle, it applies the appropriate response to restore payments and prevent defaults. It does this by using powerful segmentation, communication and decision strategies that use predictive analysis, models and scoring to prioritise recovery efforts. Furthermore, GDS Modellica makes it possible for institutions to reinvent the origination process by combining a set of analytical functions and market-leading technology in a unique and powerful framework. Process management and strong decisions bring together the necessary data, analysis, decisions and execution to maximise the value of the customer relationship.
Ultimately, COVID-19 is driving the digital transformation of collections systems towards effective solutions, and with an efficient collections tool like Modellica Collections Suite, organisations and institutions will be able to improve their results with a more advanced, targeted approach. The better and more complete the customer profile, the easier it will be to precisely identify the most valuable customers or those likely to become valuable customers. It also enables powerful segmentation campaigns without losing sight of the principles of cautious risk management, applying analytics and decision models to all operational decisions. According to GDS Modellica, by implementing more advanced credit line management strategies, financial and credit institutions will be able to increase profits by growing their best customers’ purchasing power whilst limiting the exposure of those that have greater risk. Furthermore, credit institutions can carry out real-time, on-demand credit increases, improving revenue and customer satisfaction by minimising the number of manual operations at the point of sale.

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Over the last few years, the terms “GAFA” or “GAFA companies” have become completely standard when talking about the digital economy. Google, Amazon, Facebook and Apple – these were the companies taking the lead and changing the way that consumers and services interact with each other. But the online market is all about constant evolution, and this acronym has evolved too. Now, it is FANG – Facebook, Amazon, Netflix and Google. Apple and Microsoft, once kings of the technology market, are no longer at the top table.
Applied to the banking industry, the concept “digital” specifically involves understanding and applying the unique traits of these “FANG companies”, including hyper-personalisation, on-demand services, interconnectivity with third-party platforms and recommendation algorithms. People now confidently proclaim that “digital-first” does not just mean launching a mobile app. But if this is true, you can be forgiven for being a bit lost. We know what digital-first is not, but what about what it is? This is precisely what The Financial Brand wanted to get their teeth into, outlining the four key features of “FANG banking”.
These four features are omnichannel, growth marketing, open banking and digital payments. At GDS Modellica, we wanted to present this information concisely with an infographic, contrasting the features of traditional banking with those of new banking. It is a stark comparison where we can see that the days of traditional banking are numbered. The advance towards the new banking model is unstoppable and includes, at least, one of the following three approaches:
1. Overhauling the core business. This might be the most outdated approach, but it may be necessary for truly stagnating businesses.
2. Progressive modernisation. Reinventing the customer journey and adapting to the demands of the market.
3. Greenfield tech stack. A combination of technologies that are not restricted by previous models.
Depending on which steps are applied and how well they are implemented, a financial institution will ultimately become one of the four types of “FANG banks”: a leader, a challenger, a follower or a loser.

Press Release

Madrid, 11th March 2021

Optimum collections management can be achieved with good planning and the incorporation of new technologies to improve recovery rates
GDS Modellica offers effective solutions to help companies increase revenue by automating and streamlining their recovery process
Management is about planning efficiently and effectively, and collections management is all about foreseeing those potential problems that go beyond a temporary lack of solvency and instead trigger damaging structural delays with devastating consequences for both the debtor and the creditor. Currently, there is growing pressure on organisations to recover unpaid debt and address increasing default rates both during and after the COVID-19 crisis. In response to this, GDS Modellica offers the Modellica Collection Suite, a solution based on segmentation, communication and decisions strategies that uses predictive analysis, modelling and ratings to prioritise recovery efforts.
The pandemic is presently keeping the markets on tenterhooks, with disastrous economic consequences, including solvency or liquidity problems for customers, leading to growing default rates and delayed payments. However, unlike during the 2008 financial crisis, there now exist new technologies and agile, competitive approaches. The pandemic should be seen as an opportunity and the ideal moment to throw out traditional methods. In particular, applying new technologies to collections management can help to increase efficiency and optimisation and reduce costs.
The Modellica Collection Suite provides precise customer segmentation to strategically guide interventions in order to increase recoveries, identify collection actions, automate decisions and increase customer loyalty through higher-quality interactions. It is a highly customisable solution that can cater for a wide range of collection requirements at each stage of the credit cycle and, by deciphering and analysing data, can help to companies automate and streamline their collections processes and thus increase revenue.
Advanced analytics and machine learning allow banks to learn more about their customers and identify their level of risk. Such technologies can provide a complex yet precise picture, making it possible to classify them in microsegments and then devise and provide specific interventions according to their needs. GDS Modellica can provide a complete customer profile, precisely identify the most valuable customers or those with high potential and develop powerful segmentation campaigns, without losing sight of the principles of careful risk management. The Modellica Originations Engine (MOE) makes it possible for users to adapt to different scenarios and processes, implement different credit criteria and track credit histories, all with total flexibility and ease of use.
These improvements affect the entire collections management process, from prevention and insolvency management to the settling of internal and external accounts. Good segmentation makes it easier to define effective recovery strategies and processes, prevent problems and manage insolvency. By executing credit line management processes, GDS Modellica makes it possible for banks to increase profit by growing the acquisition power of their best customers and limiting exposure for those customers with greater risk. On demand, the bank can increase lines in real-time, increase revenue and improve customer satisfaction by minimising the manual transactions at the point of sale.
Having the correct strategies and analysis is key for moving a profitable direction whilst navigating a changing business environment. These days, everyone can research and buy financial products and services more easily than ever before. As a result, managing these processes through data analysis and automated decision-making will be key for increasing customer lifetime value – good strategy and planning is the best guarantee of success.

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