ABA Banking Journal 5/08 - (Page 45) To study the DCN impact on customer attitudes and behavior, PRI measured the following: impact and awareness, the customer bank experience, branch productivity, and, awareness of and impact on select product/service revenue/transactional activity. An overview of the test parameters includes the following: • Ten branches, five of which were enabled with a DCN, which were paired with five control branches that did not have digital signs. In the test branches, the flat panels were placed at the head of teller line. • Two separate waves of 750 exit interviews. • 38 digital cameras that captured 17,000 hours of video and the behavior of 85,000 customers. • Transactional and teller-use data compiled by the bank. • 90 day test period. Test and control branches were paired based upon location in the same market area and were consistent in both branch format and transaction volume. They were also distant enough from each other to prevent bleeding of customers from a test to a control branch, or vice versa. Specific digital content was developed for the test. The content loop comprised 40 segments totaling approximately ten minutes. Segment length was generally in the 10 to 20 second range. 2. Customer bank experience Four Key Test Findings 1. DCN impact and awareness We found that the DCN was effective in stimulating consumer message awareness. This is predicated on our finding both a high observed rate of converting traffic to viewers and the reported rate of customer awareness. During this test we observed a 40% rate of conversion of traffic to viewers. Stated another way, we detected that 40% of customers passing in the line-ofsight of the DCN were looking at (i.e., noticing) the display. Consumer acceptance of DCN-delivered messages was gauged by consumer response, which found 63% of customers were aware of the DCN. Customer satisfaction increased as a result of the DCN. This supports the conclusion that the network had a positive affect on the customer experience. Wait-time perceptions, customer satisfaction, customer loyalty, likelihood of recommending the bank, and the level of service compared with expectation were all impacted positively. For example, 5% more customers were very likely to recommend the bank in the branches with DCN than in the control branches, while 18% more were found to be very likely to recommend the bank in a test branch with a longer service time (defined here as the time in front of teller). In regard to the level of service compared with customer expectation, those for whom the level of bank service exceeded expectations was 7% higher in the test branches, and 15% higher in a test branch with a high service time. Applying a measure of customer loyalty that considered responses to the question of the likelihood of recommending the bank, it was found that the DCN Subscribe at www.ababj.com ABA BANKING JOURNAL/MAY 2008 45 http://captiveindoormedia.com http://captiveindoormedia.com http://www.ababj.com
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