2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Chad Davis Chad Davis is Industry Sr Solutions Marketing Manger, F5 Networks, which is the leader in app security and multi-cloud management. He can be reached at [email protected] Web: https://www.f5.com Details Consumers have a wealth of choices today about how they interact with their financial service providers—in every channel except the branch. They can go online from their computers to access their finances, open new accounts, or apply for loans. They can perform many of the same transactions from the mobile app on their smartphones or by phoning the call center. Remote channel access has revolutionized service delivery, but many consumers still prefer to stop by a branch for more complex matters. These often involve important decisions, and they appreciate the opportunity to talk through their options with a helpful financial professional. What they don’t appreciate is having to wait for that consultation. As much as the customer experience has been transformed in other delivery channels, it remains much the same in many branches—sometimes depressingly so. Put yourself in the shoes of an accountholder who stops by a branch with a question about a new deposit account. You are directed by the greeter to the waiting area, where four other people are already seated. Does that mean you’re fifth in line? Or is some combination of those already-waiting accountholders together? And are they there for a quick question or an hourlong interaction? Should you continue to wait or cut your losses and head out now? You could leave and come back later, but there’s no guarantee the line will be any shorter when you return. Wait time is a thoroughly researched aspect of customer service: how people react to it (most perceive it to be even longer than it is), how to reduce it or at least make it more tolerable (give people something to do), even how to engineer the queue to move people to the front of the line in a way that minimizes their dissatisfaction (several shorter lines vs. a longer, more serpentine queue).There’s a reason why wait time gets so much attention: Time is a valuable commodity for many busy people, and they want to feel in control about how they spend it. In the example of waiting in the lobby to speak to a financial professional, you don’t have much control or information to help decide whether to stay or go. And every minute you wait, you likely are thinking about what else you could be doing with your time. That experience multiplied across dozens of accountholders on a weekly basis can add up for financial institutions. A 2006 study by McKinsey & Co. of bank frontline service found that 70 percent of buying experiences are based on how customers feel they are being treated. Given that the branch experience for many accountholders hasn’t changed much since then, these findings remain relevant, and so does this question: Does the experience your branches provide treat your accountholders like VIPs? Other business research shared in the American Express 2017 Customer Service Barometer found that 78 percent of customers have bailed on an intended transaction because of a poor experience. When accountholders leave your branch lobby rather than continue to wait for who knows how long, you can chalk that up as a poor experience—and a lost sales opportunity.That’s unfortunate and unnecessary. Just as technology has transformed other delivery channels, it can improve branch service by giving your accountholders more control and choice. Compare our previous example to the experience of walking into a branch equipped with customer connection software. You register at a kiosk that lets you know where you are in the queue, how many people are in front of you, and how long your wait will likely be. And if you don’t want to wait that long, you have the option to make an appointment at the kiosk (or your mobile device) to come back later in the day or on another date. Giving accountholders choices and control are two fundamental aspects of improving the customer experience. Armed with information about approximate wait time and the option to schedule an appointment, people can make the decision that works best for them.Customer connection solutions can also enhance branch management and service delivery by providing valuable data to guide staff scheduling and alerting managers about the need to divert staff to frontline duty during busy times. Deploying these tools can bolster the level of personal service that your accountholders expect and value—and offering them options can help ensure that your financial institution remains their go-to choice.
“This is simply because most of the capital committed by investors to VCs in the first quarter was actually solicited before the region began to tighten social-distancing measures in April,” he said.BRI Ventures was recorded as the top fund-raiser firm in Indonesia with $136 million, followed by OCBC Ventura NISP and Indogen Capital at $15 million and $10 million, respectively. Meanwhile, Singapore-based B Capital raised $600 million, Vickers Venture Partners raised $200 million and Credence Partners at $50 million.Southeast Asia-focused VCs were armed with committed capital of around $5.8 billion, based on venture funds that reached a final close in the last four quarters, according to the report, titled “Southeast Asia’s VC Fund: Q1 2020 Review”.Beyond fund closings, 53 VC firms were in the market to raise $8.4 billion for Southeast Asia-focused funds, of which around 30 percent has been secured. Indonesia and Singapore currently dominate the venture capital (VC) fundraising in Southeast Asia, despite a slower pace of capital raising in the first quarter this year.Indonesia raised US$161 million in the first quarter while Singapore leads with $865 million over the same period, according to a recent report by Deal Street Asia. No closes were recorded by VC funds in Cambodia, Malaysia, Thailand or Vietnam.Deal Street Asia ASEAN market research head Andi Haswidi in a statement on Tuesday said that the first-quarter fundraising performance did not reflect the true impact of the COVID-19 pandemic. The SEA-focused VC funds accumulated $1.3 billion in additional dry powder in the first three months this year, ending a year-long streak of quarter-on-quarter growth.Data from the report also show that capital committed for interim and final fund closes fell 47 percent during the period from Q4 of 2019. However, this figure was still more than triple the value recorded in the same period last year.Andi went on to say that the outlook for VC raising in the region is expected to deteriorate in the coming months as the full impact of the COVID-19 pandemic started to affect the fundraising process.“We believe fundraising is going to be more challenging in the second quarter onward as investors’ risk appetites shrink,” he said. “Fund managers are also careful about deploying their dry powder, which could weigh on tech startup valuations despite investors’ loaded war chests.”Topics :
Police identified them as FelizardoLondres, Erwin Villacaster, Jhon Dave Solis, and Jhon Paul Quinanola, allresidents of the village. BACOLOD City – Four persons were nabbedin a drug buy-bust operation in Barangay Banago. The suspects were caught after theyallegedly sold illegal drugs to an undercover officer on Oct. 24, the reportadded. They were detained in the lockup cell of Police Station 3, facingcharges for violation of Republic Act 9165, or the Comprehensive DangerousDrugs Act of 2002./PN Recovered from their possession weresuspected shabu worth around P102,000, a police report showed.