ABA Banking Journal 5/08 - (Page 46) RETAIL BANKING branches scored 5.6% higher than the control branches. 3. Branch productivity tions, it was concluded that the impact on branch processing as a result of the DCN could translate into a 3-5% reduction in branch labor costs. 4. Product/service awareness and revenue/transactional activity RESEARCH SPONSORS The Platt Retail Institute is a retail think tank and consulting firm. The accompanying article is a summarization of its Working Paper #6, presented in this magazine exclusively. Copies of the complete working paper may be purchased from PRI at www.plattretailinstitute.org. Funding for the research was provided, in part, by the following firms. ■ Diamond Sponsors Cisco, Diversified Media Group. ■ Gold Sponsors BroadSign, John Ryan, JSAT International, NEC Display Solutions, Scala, Symon. ■ Silver Sponsors Planar Systems, Reflect Systems, Stratacache. ■ Sponsors Digital Display & Communications, Digital Signage Quarterly, Digital Signage Expo, GlobeCast, Peoplecount, Unisys, VideoMining. Branch productivity was positively impacted by use of a DCN. This supports the conclusion that the presence of a DCN can increase branch transaction processing while reducing labor costs. Stated another way, a DCN’s impact on branch productivity will result in either more customers being served by the same number of tellers at busy branches, or the same number of customers being served by a reduced number of labor-intensive tellers at slower branches. This demonstrates the ability of the DCN to have an impact on consumer behavior by influencing customers to stay off line and to use self-service options, as well as to have required documentation ready when reaching a teller. Changes in ATM use, in teller visits, as well as awareness of related messages at the test branches support this finding. Applying a productivity enhancement measure to these determina- The following were the study’s findings based upon DCN delivered messages: • A positive impact on product/service awareness. • For 7 of 8 promoted products/services, purchase/usage intent was positively influenced. • For 4 of 8 promoted products/services, customer behavior was impacted. • The impact on customer behavior relating to transactional activities was greater than on product/service purchases. • When incorporated into an integrated marketing campaign, new customer product/service sales increased by more than current customer account activity. • In the majority of cases, test branches outperformed control branches in revenue from non-promoted products. BJ Free webinar • Enhance Customer Experience & Impact Perceived Wait Time • Increase Branch Productivity • Generate Revenue Lift • Calculate ROI To learn more about the display potential of Branch Digital Communications Networks (DCN), contact: arovira@sbpub.com for webinar details. June 24th 2-3 p.m. EDT ABA Banking Journal in conjunction with PRI present: It’s your branch. Forget CNN. What can a DCN do for you? (Make waiting in line a little less ordinary…) www.plattretailinstitute.org 46 MAY 2008/ABA BANKING JOURNAL Subscribe at www.ababj.com http://www.plattretailinstitute.org http://www.cisco.com http://www.divmedia.net http://www.broadsign.com http://www.johnryan.com http://www.jsati.com http://www.nec-display-solutions.com http://www.johnryan.com http://www.nec-display-solutions.com http://www.symon.ru http://www.scala.com http://www.planar.com http://www.stratacache.com http://www.reflectsystems.com http://thefullpicture.com http://thefullpicture.com http://www.digitalsignagedirectory.com http://www.digitalsignagedirectory.com http://www.broadsign.com http://www.globecast.com http://www.unisys.com http://www.videomining.com http://www.plattretailinstitute.org http://www.ababj.com
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