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51,416 slides across 1229 decks match.
Treemap Arc Catalog
NPS is better for digital banks – Traditional banks wouldn’t be “net” recommended by their clients in Europe
misc · 2018 · benchmark_peers
NPS is better for digital banks – Traditional banks wouldn’t be “net” recommended by their clients in Europe
57% — NPS
 Whilst the full benefits of “digital” are yet to be fully demonstrated, it is true that digital players are more successful in attracting customers
misc · 2018 · market_landscape
Whilst the full benefits of “digital” are yet to be fully demonstrated, it is true that digital players are more successful in attracting customers
21% — Net flow of customers
 “Digital” customers are more satisfied across all aspects of their relationship with the bank
misc · 2018 · benchmark_peers
“Digital” customers are more satisfied across all aspects of their relationship with the bank
 Negative experiences are concentrated in non digital channels, especially within the Affluent segment
misc · 2018 · market_landscape
Negative experiences are concentrated in non digital channels, especially within the Affluent segment
10% — Hassle rate
 Most customers already work with more than 1 bank
misc · 2018 · market_landscape
Most customers already work with more than 1 bank
 Despite better average customer experience, Italian clients are less sticky than others
misc · 2018 · market_landscape
Despite better average customer experience, Italian clients are less sticky than others
-19% — Satisfaction rate
 Despite the fast increase in the digital channels, customers still have frequent branch interaction
misc · 2018 · framework_2x2
Despite the fast increase in the digital channels, customers still have frequent branch interaction
 Key hassles are different by channel behaviour, making enhancements “trickier”
misc · 2018 · framework_2x2
Key hassles are different by channel behaviour, making enhancements “trickier”
 We observe the highest degree of online/mobile banking activity for clients in their thirties
misc · 2018 · segmentation
We observe the highest degree of online/mobile banking activity for clients in their thirties
 Bank relationships are becoming increasingly “open”
misc · 2018 · market_landscape
Bank relationships are becoming increasingly “open”
59% — Consumer adoption/preference
 A tested, quant based and result driven approach towards customer experience
misc · 2018 · process_diagram
A tested, quant based and result driven approach towards customer experience
 We have proprietary data and experience to support our project development
misc · 2018 · other
We have proprietary data and experience to support our project development
15% — gross margin
 The first step is to understand the underlying value of our customer’s needs – CVaR approach
misc · 2018 · framework_other
The first step is to understand the underlying value of our customer’s needs – CVaR approach
 A granular analysis helps prioritize efficient areas of intervention
misc · 2018 · framework_other
A granular analysis helps prioritize efficient areas of intervention
 In parallell, from the bank’s perspective a set of KPIs are defined to help the organisation embed its customer experience strategy in the business
misc · 2018 · kpi_dashboard
In parallell, from the bank’s perspective a set of KPIs are defined to help the organisation embed its customer experience strategy in the business
 Selected KPIs cover the whole spectrum of client interactions
misc · 2018 · kpi_dashboard
Selected KPIs cover the whole spectrum of client interactions
 A target ambition is set for each KPI, ensuring full coverage of the bank’s customer experience touchpoints
misc · 2018 · kpi_dashboard
A target ambition is set for each KPI, ensuring full coverage of the bank’s customer experience touchpoints
 Identifying areas of focus of customer value and deviation on experience promise are the initial steps to improve customer experience
misc · 2018 · case_study
Identifying areas of focus of customer value and deviation on experience promise are the initial steps to improve customer experience
 To align the organization in defining the solution to solve existing hassles
misc · 2018 · framework_other
To align the organization in defining the solution to solve existing hassles
 We will use our proven "StudioModel" methodology to further build on customer delights
misc · 2018 · process_diagram
We will use our proven "StudioModel" methodology to further build on customer delights
 An automated tool helps ongoing tracking, management and evaluation
misc · 2018 · process_diagram
An automated tool helps ongoing tracking, management and evaluation
 To be tailored to client situation
misc · 2018 · roadmap
To be tailored to client situation
 Who we are and what makes us different
misc · 2018 · other
Who we are and what makes us different
 The study has been launched following a Council of Ministers decree in October 2017
McKinsey · 2018 · context
The study has been launched following a Council of Ministers decree in October 2017
 Current efforts focus on syndication, to be followed by communication and implementation
McKinsey · 2018 · timeline
Current efforts focus on syndication, to be followed by communication and implementation
 The Lebanese economic model seem to be stuck in a vicious circle
McKinsey · 2018 · problem_statement
The Lebanese economic model seem to be stuck in a vicious circle
149% — Debt to GDP
 Over the last ~40 years, Lebanon has not created significant incremental wealth and has also lagged other countries in the last 7 years
McKinsey · 2018 · problem_statement
Over the last ~40 years, Lebanon has not created significant incremental wealth and has also lagged other countries in the last 7 years
8% — Real GDP per capita growth
 Despite witnessing several periods of economic prosperity, growth has been highly volatile
McKinsey · 2018 · problem_statement
Despite witnessing several periods of economic prosperity, growth has been highly volatile
3.3% — Standard deviation of real GDP growth
 Volatility has been influenced by the economy’s reliance on diaspora inflows, channelled into real estate, banking and consumption sectors
McKinsey · 2018 · diagnosis
Volatility has been influenced by the economy’s reliance on diaspora inflows, channelled into real estate, banking and consumption sectors
32 — Cumulative balance of payments
 Inflows have been geographically concentrated in the GCC, further influencing volatility and the reliance on exogenous factors for growth
McKinsey · 2018 · problem_statement
Inflows have been geographically concentrated in the GCC, further influencing volatility and the reliance on exogenous factors for growth
 The inflows also went into financing the governments’ increasing size and indebtedness leaving little room for Capital Expenditures
McKinsey · 2018 · diagnosis
The inflows also went into financing the governments’ increasing size and indebtedness leaving little room for Capital Expenditures
46% — Wages & salaries %Gov. Revenues
 Persistent corruption and legislative inefficiencies have further perpetuated the government's inability to spur economic growth
McKinsey · 2018 · problem_statement
Persistent corruption and legislative inefficiencies have further perpetuated the government's inability to spur economic growth
146 — Corruption perception index rank
 As a result, the country has been witnessing an unconducive business environment along with a lagging infrastructure
McKinsey · 2018 · problem_statement
As a result, the country has been witnessing an unconducive business environment along with a lagging infrastructure
46 — Ease of doing business rank
 Private sector investment have therefore dropped, leading to additional economic stagnation...
McKinsey · 2018 · diagnosis
Private sector investment have therefore dropped, leading to additional economic stagnation...
-80% — FDI
 An unconducive business environment has kept Lebanon’s productive sectors underdeveloped
McKinsey · 2018 · diagnosis
An unconducive business environment has kept Lebanon’s productive sectors underdeveloped
16% — GDP contribution
 Productive sectors contribute to only ~16% of the country’s GDP...
McKinsey · 2018 · problem_statement
Productive sectors contribute to only ~16% of the country’s GDP...
16% — GDP contribution
 RECAP: Lebanon’s economic challenges necessitate a change in its economic model
McKinsey · 2018 · problem_statement
RECAP: Lebanon’s economic challenges necessitate a change in its economic model
149% — Debt to GDP
 Countries with Lebanon’s characteristics have successfully applied a clear recipe to develop their economy
McKinsey · 2018 · case_study
Countries with Lebanon’s characteristics have successfully applied a clear recipe to develop their economy
 To overcome the challenges, Lebanon should develop a National Vision guided by consistent principles
McKinsey · 2018 · key_messages
To overcome the challenges, Lebanon should develop a National Vision guided by consistent principles
 The National Economic Vision 2025 would build on Lebanon’s unique economic and social characteristics
McKinsey · 2018 · framework_other
The National Economic Vision 2025 would build on Lebanon’s unique economic and social characteristics
 Five sectors would present the highest economic potential for Lebanon
McKinsey · 2018 · comparison_table
Five sectors would present the highest economic potential for Lebanon
2.2 — Potential additional GDP
 Developing the priority sectors should follow the targets and initiatives defined in the Economic Vision
McKinsey · 2018 · process_diagram
Developing the priority sectors should follow the targets and initiatives defined in the Economic Vision
 Progress on sector aspirations should be monitored through specific performance indicators 1/2
McKinsey · 2018 · kpi_dashboard
Progress on sector aspirations should be monitored through specific performance indicators 1/2
4.3x — Sector growth targets
 Progress on sector aspirations should be monitored through specific performance indicators 2/2
McKinsey · 2018 · kpi_dashboard
Progress on sector aspirations should be monitored through specific performance indicators 2/2
 Agriculture – additional relevant initiatives detailed within other sectors or enablers
McKinsey · 2018 · initiative_list
Agriculture – additional relevant initiatives detailed within other sectors or enablers
 Tourism – additional relevant initiatives detailed within other sectors or enablers
McKinsey · 2018 · initiative_list
Tourism – additional relevant initiatives detailed within other sectors or enablers
 Knowledge Economy – additional relevant initiatives detailed within other sectors or enablers
McKinsey · 2018 · initiative_list
Knowledge Economy – additional relevant initiatives detailed within other sectors or enablers
 Diaspora – additional relevant initiatives detailed within other sectors or enablers
McKinsey · 2018 · initiative_list
Diaspora – additional relevant initiatives detailed within other sectors or enablers
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