Many of you know that Forrester has surveyed the global banking platform market since 2005. For 2013, we analyzed the deals of 29 vendors. Seven of these vendors – Infosys with Finacle, Misys, Polaris Financial Technology, SAP, SunGard, TCS with TCS BaNCS and Temenos – continuously participated since 2006. Earlier this year, we delivered a Forrester Webinar on some results of the survey analysis; and just recently Forrester published further results in a report.
Today, I would like to highlight some of the key results:
2013 saw the second highest number of counted deals ever. The 29 vendors submitted more than 1,600 banking platform deals in 2013, making the number of counted deals the second highest we have yet recorded. New named deals decreased in number, while the amount of extended business deals grew.
Good customer relationship drove individual vendor success. In 2013, very successful vendors were those that were able to leverage good client relationships to extend deals and thus increase their market share. The number of combined new named and extended business deals grew by 4% from 2012 to 2013.
Customer-facing functionality drove 2013 banking platform deals. Banks signed for more functionality related to channel solutions, customer data/party management, and customer relationship management than in the past while more transactional functionality such as core banking and lending still grew, but reduced its footprint within the overall sold banking platform functionality. Banks refocused on customer-facing capabilities to win, serve, and retain customers and increase top-line growth.
Organizations fail to deliver a quality of service that customers expect. Our data shows that 67% of US online consumers say they've had unsatisfactory service interactions in the past 12 months. This parallels recent data from Accenture Global Consumer Pulse Research survey. This is because companies need a variety of queuing and routing, CRM and WFO software to support end-to-end operations - software procured from a number of different vendors. Today’s set of un-integrated components restricts contact center managers from obtaining a full, multichannel view of customer interactions, makes it difficult to configure more effective rules for contact flow, and ultimately impacts the quality of service delivered.
The last decade has seen continued consolidation and turmoil in each of the three software categories, as vendors have acquired direct competitors to fill in gaps in their offerings. More importantly, vendors have acquired companies in adjacent spaces to broaden their customer engagement management capabilities and offerings. Today, the leading vendors within each respecive category offer robust end-to-end solutions, and you have to dig deep to find feature differentiation between software solutions. This has left vendors focusing on different verticals, geographies and deployment sizes in order to grow their footprint. In addition, some vendors have made moves into developing capabilities or making acquisitions outside of their respective categories to increase market share. Many vendors offer a combination of 2 of the three foundational building blocks for the contact center - but no vendor has robust end-to-end offerings across all three categories.
Forrester data shows that valuing a customer's time is the most important factor in good customer service. Customers simply want an accurate, relevant, and complete answer to their question upon first contact, so they can get back to what they were doing before the issue arose. Here are the numbers:
Consumers have little tolerance for long or difficult service interactions. 55% of US online adults are likely to abandon their online purchase if they can't find a quick answer to their question. In addition, 77% say that valuing their time is the most important thing a company can do to provide them with good online customer service, up 6 points from 2012.
Older customers are as intolerant to friction in service interactions as the young. Impatience is not only a characteristic of the young. Older Boomers are not tolerant to long customer service interactions. Meeting these high expectations for the older generation can pay off. US online seniors may be less likely than their younger counterparts to purchase online, but don't underestimate their online commerce activity: 71% of US online consumers ages 69 and older have made an online retail purchase in the past three months.
Earlier this spring I was determined to tell the responsive web site management/operation story as a linkage between RWD’s business metrics and operational/site performance metrics and improvement tactics. Instead, I found a fragmented story: The business teams have different processes, tools, and goals from technical teams, whereby ‘management’ happens in isolation from ‘operation.’ Business teams that need to prove the ROI of RWD simply did not have a direct linkage to site performance, operations, and monitoring efforts. Compounding the problem, many front-end development agencies that build responsive sites don’t focus on metrics because they aren’t contracted for managed services after the site goes live. As a result, responsive site owners/committees must find their own fix, and our recent research is designed to address both RWD’s performance operations (i.e., speed) issues and business-value analysis for responsive sites: