{ "docId": "019dd923-5de0-76bd-a167-d50ae18c1f4e", "docSlug": "426832e70272fe9b", "documentTitle": "Banking Consumer Study 2025", "authorId": "Accenture", "authorName": "Accenture", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 1.778, "pageNumber": 25, "pageCount": 38, "prevPage": 24, "nextPage": 26, "slideType": "recommendation", "function": "recommend", "density": "dense", "nDataPoints": 3, "notes": "The slide uses a three-column layout for text. It includes a footnote reference (12) and a footer navigation bar.", "elementsJson": [ "action_title", "headline_text", "paragraph", "footnote" ], "metadataConfidence": 1, "imagePath": null, "slideHref": "/slides/019dd923-5de0-76bd-a167-d50ae18c1f4e/25", "deckHref": "/decks/019dd923-5de0-76bd-a167-d50ae18c1f4e", "deckJsonHref": "/decks/019dd923-5de0-76bd-a167-d50ae18c1f4e.json", "deckAnchorHref": "/decks/019dd923-5de0-76bd-a167-d50ae18c1f4e#slide-25", "components": [ { "bbox": null, "kind": "callout", "text": "The company's ability to understand customer intent has surged from 60% to 85% and the company is aiming to achieve a 25% reduction in costs through annualized savings.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-a672-7739-9ce8-d6e97da1b26c", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "metric", "text": "customer intent understanding: 60% to 85%", "attrs": null, "subkind": "primary", "toolName": "Quantification", "toolSlug": "quantification", "confidence": null, "componentId": "019dd951-a672-7739-9ce8-d883c62376a2", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.55, "w": 0.86, "x": 0.07, "y": 0.35 }, "kind": "paragraph", "text": "Unlike product sales, the return on investment in better service takes time. So, it will be useful to stop treating customer service as a back-office function and start recognizing it as a core driver of customer experience. This shift starts with changing the organizational mindset. Good service isn’t just about reducing call volumes or shifting people to self-service options; it should also help strengthen customer relationships and support sales when appropriate. One option? Creating a role dedicated to overseeing service excellence, someone whose mandate it is to ensure that every interaction is a chance to provide value, whether that means solving a problem or helping a customer discover a product that meets their needs. The goal: studying touchpoints to see if relevant information is readily available and easy to identify online, with an eye towards identifying (and filling) any cracks in service between departments. Customers don’t see separate departments, they see one bank; banks should see themselves the same way. Drawing again from a different industry for inspiration, consider the experience of a leading consumer electronics retailer. To foster a better understanding of customer intent and thus improve response accuracy, the company equipped service agents with gen-AI based tools designed to help reduce the mental workload for agents, allowing them to better focus on personally connecting with customers. During interactions between an agent and customer, for example, they assess the conversation, detecting sentiment and providing agents with real-time, relevant and human-focused recommendations. The impact has been substantial. 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