In previous posts, we’ve talked about omnichannel operations in the retail sector and how physical stores will survive taking advantage of new technologies, and why having a complete and integrated vision of operations both in the points of sale and the online platforms is key.


Banks are no different: branches‘ image and functions are changing, and operations that are carried out through digital platforms are increasing at an accelerated rate. But what are the peculiarities of this sector? What implications do these changes have both in banks operations’ management and for their users?


Between 2008 and 2018, 18.000 bank branches have been closed, which represents a 40% of branches. The crisis has been the main reason, but furthermore, a change in their philosophy and technology evolution have taken them to a functional change of their branches and their consequent redesigning, becoming completely different spaces to what we’ve had until now. Branches’ staff adopt an “advisor” role and technology is latent in the offices, speeding up operations.


In this sense, mobile banking continues increasing in Spain. These days, 65% of people use financial institutions’ apps to manage their accounts. Although this isn’t only taking place in Spain, basic transactions continue migrating from the physical to the digital channels; according to the Citigroup report “Digital Disruption: How FinTech is Forcing Banking to a Tipping Point 2016”, 30% of job positions in retail banking will have disappeared by 2025 due to technologic automation of banking services.


Nevertheless, offices will continue being relevant for the interaction experience between clients and banks. Nowadays, 73% of Spaniards use ATMs at least once a week. Moreover, according to the “Banking Technology Vision 2017” Accenture report, 87% of Americans believe they’ll continue using bank offices, besides wanting human interaction there. Then, branches’ restructuring has to be tied with a service improvement, which can be achieved thanks to technology that allows having an in depth knowledge of consumers’ behaviour and value the performance of each branch.


In this regard, indicators such as number of visits or the quality of these (duration, bounce rate, waiting time per zone, queues’ build-up) become crucial to evaluate performance of new banking branches. This information allows to understand, among other functionalities, to correctly dimension workers, optimise geographic coverage, analyse marketing campaigns and evaluate capture rate.



These posts could also be interesting:

The Brick-and-Mortar ultimatum

A new generation of banks



Así serán las sucursales bancarias del futuro: más grandes y más especializadas

Cataluña pierde la mitad de sus oficinas bancarias en una década

El móvil arrasa en España con las oficinas bancarias

La banca afronta 2018 con 85.000 empleados menos y 18.000 oficinas cerradas

Digital Disruption: How FinTech is Forcing Banking to a Tipping Point 2016

Accenture Banking Technology Vision 2017