Engagement overview

A leading South African digital bank sought to increase its market-share of the premium servicing market. Due to its rapid growth, the Bank relied heavily on manual processes and workarounds to enable timely resolution of premium customer queries and requests. To enable continued future growth and scalability of its premium offering, the Bank sought to optimise its premium servicing offering through operating model and process efficiencies.

Having provided similar services elsewhere in the group, BSG partnered with the Bank to analyse the current processes and operations of its premium servicing team and provide recommendations for enhancements and optimisation.

The BSG team followed and Agile approach, conducting analysis into the existing processes, uncovering pain points and opportunities for optimisation. The existing processes were unpacked to understand context of how the Bank serviced its premium clients. This uncovered a number of process inefficiencies and opportunities for improvement. In addition to process analysis, the BSG team also conducted research into global premium servicing trends, and incorporated recommendations based on this research into its findings. 

The key findings were filtered into categories, with an emphasis placed on understanding quick win opportunities. This enabled the BSG team to identify areas where value could quickly be unlocked with relatively low effort and complexity. Quick win activities were analysed and used as a blueprint for managing further improvements. By designing a tailored workflow for the premium servicing team, streamlining its processes and introducing more stringent controls, a repeatable, efficient structure was defined. 

Making a difference

Making a difference in communities

Through BSG’s involvement, the Bank will be able to deliver a differentiated premium servicing experience that supports its digital-first service strategy. By creating a view of quick wins and near-term focus areas, BSG ensured the Bank could begin implementing efficiencies, delivering a competitive, scalable premium service offering. Additional digital servicing channels identified will relieve pressure on costly call centres, redirecting queries through digital self-service channels and enabling future digital advancements for the Bank. 

By reducing the administrative load, the premium servicing team has more time  to focus on providing additional value adds to premium clients, growing the premium client base, building new relationships and strengthening existing ones. 

Chief Executive Officer

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