Love them or lose them: Why becoming a “top provider” is an all or nothing game with your top clients

January 2013
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Love them or lose them: Why becoming a “top provider” is an all or nothing game with your top clients

At a glance

Regulation, industry consolidation, low economic growth, and risk aversion are squeezing financial institution profit margins. Leading institutions are changing their client relationship strategies to earn “trusted advisor” status. Voice of the customer (VOC) analyses can determine the business changes needed to attain “top provider” status.

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Historically, most financial products and services were very profitable on a standalone basis. Growing regulation, industry consolidation, low economic growth, and risk aversion are putting pressure on profit margins. To maintain acceptable margins, organizations must gain a larger share of their institutional clients’ wallets and will do so by employing client-centric business models.

Leading institutions are updating their product offerings, business models, and client relationship strategies to gain “trusted advisor” status and gain a larger share of wallet with their targeted clients. Voice of the customer (VOC) analyses are increasingly used as a tool to determine the business changes needed to better attain “top provider” status.

Beyond products and services, VOC tends to focus the quality of the customer experience. In our view, many institutions have experienced significant difficulty designing and implementing effective VOC programs. To be successful, delivering a consistent customer experience for top clients requires a holistic, multi-dimensional approach.





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