Outside-In Process Management

Valuing People Industry Leadership

Integrity Service Excellence

Respecting Diversity

What is happening in CASH

CASH- A changing landscape

The South African cash landscape is changing. Whilst cash in circulation continues to increase, a fragmented supply chain, escalating price competition and an uncertain regulatory landscape is challenging the existing cash value chain - SBV must act now by creating a more resilient, sustainable and value creating business model

The cash services industry is changing

Banks Service Providers

Regulatory and SARBCash in Circulation (CIC)

Partner with Banks

Develop innovative customer focused

solutions

Customer Experience

Management

Our ChallengesCustomer Experience as a Duck

Customer Experience as a Duck

What the customer experiences

How we respond to the customer’s needs and

expectations

How do we “become” customer centric?

Identify who your customer is?

What do they need?

What business are we in?

What does success look like for our customers?

CEM in a Supply Chain

business

Involve all business units – we serve

the same customer

Two days for As-Is and To-Be

definition

Outward focused

Silo focus/Optimise in isolation

Lengthy as-is definition

Inward focused

How did we do it?

Transition from traditional approach

Defi

ne

–M

easu

re –

An

aly

se –

Imp

rove -

Mo

nit

or

Cro

ss-fu

nctio

nal ra

pid

/co

ntin

uo

us

imp

rovem

en

t

Three steps to customer experience improvement

Improvement opportunities, prioritisation and execution

Moments of truth, Breakpoints and Business Rules

What business are we in, who is our customer, what are their needs, what does success look like for the customer

Step1:

Successful Customer Outcome

Definition

Step 2:

Process Diagnosis

Step 3:

Action Plan

All d

on

e in

2 w

eeks

Step 1: SCO definition

Wholesale Customer Persona

Step 1: SCO definition

Wholesale Outside-In Matrix

Step 1: SCO definition

Wholesale SCO Canvas

Step 2: Process Diagnosis

MOT, BP, BR

Every MOT, BP, BR is a Point of Failure

Step 2: Process DiagnosisTranslated into our Process

Architecture

Embedding Customer Experience in the way we do our work

Step 3: Action Plan

Improvement opportunities and

formulation of the action plan

MOTMOT

DescriptionAction Nr Action Owner

Implementation Responsibility

Need Met

Improve

Service

(Y/N)

Increase Revenue

(Y/N)

Reduce Operati

ng Costs (Y/N)

Effect (H, M, L)

Time to do:

Short 0-3mMedium 3-

6mLong 6m+

Cost to implement (H, M, L)

6

Notification of imminent arrival and

access

12

Automated(currently a phone call) real-time notifications to customer -minimise waiting time.

Get the basics right

Y N/A Y H Short

13 Encryption of C-Uber tracking Innovation N N Y H Long

14

Drop and Go facility (drop safe) - i.e. drive through, security cubicle, small shoot in branchLook at Capitec: create drop safe at Branch

Innovation Y ? Y M Long

15

While you are servicing the branch, service the ATM (shared service runs) Proposals can be created and submitted to customers - quick win.

Get the basics right

Y ? Y H Medium

7Identification of

crew16

Biometrics system - reduce the use of ID cards.Need for customers to be sent vehicle info, team names, ETA in advance.Currently mobile identity solution in place (Rhyn) - get rid of sms with this solution.

Rhyn Promnitz

Innovation Y ? ? M Medium

8 Receive bag Can't remove this MOT

In conclusion

Thank You