How to build a bank for each customer?

This is exactly the theme of lectures by Lyse Nogueira, SAS client adviser today, today Febraban Tech 2025!

According to the executive, in the banking sector, understanding the client how a unique universe is no longer a differential-made a request. But how to climb personalization with intelligence, increase the importance of interactions, and strengthen customer relationships in an increasingly digital and competitive environment?

In an increasingly demanding scanning context, the banking sector is facing a considerable challenge. Institutions that have been born in the offline world, with giant inheritance systems, more than ever must operate as awarded orchestras, where each instrument grants into a unique experience for each client. This is the path of hyperpersonalization, the other level in the relationship between banks and their clients.

Traditional banks hold decades of history in their main. Unlike digital banks, which have already been born based on more modern technological platforms, traditional institutions must integrate large volumes of historical data (and often, fragmented in different systems) to build a unified client view. As if each bank area was an instrument that was playing alone.

However, hyperpersonalization requires all these instruments to become such an orchestra, where all fields “touch” in the same harmony when communicating with the client. Only then will it be possible to build a bank for each of these account holders.

Creating a Committee of Interest

The first step to evolve into a hyperpersonalization logic is to centralize and integrate basic data. Regardless of the construction of a data lake or using another solution, the goal is to ensure that all bank areas drink from the same source of information to the client. This is evident, but it is an extraordinary organizational challenge.

And one of the biggest obstacles to providing a hyperpersonalized experience is not technical but human. After all, each bank area has its goals: the card area wants to sell more cards, the salary credit wants to increase its volume, etc. In the midst of all this, people can end up getting uncoordinated bombs of bids that do not make sense for their current moment – which generates friction and increases the chances of losing customers.

The solution involves the creation of a kind of “committee”, where the interests of each area have been weighed, but with the client at the center of the strategy. Ideally, an area of ​​customer experience is the customer’s vision holder and negotiates with other areas to determine the best approach at any moment. This understanding is not irrelevant, but it is worth looking for, as it makes all the changes in the outcome of a hyperpersonalization strategy.

In the best possible scenario, the bank begins by collecting data from all customer contact points: social media, ads, online channels and offline, transactional data, contracted products, among other things. With this information, the system then identifies models and understands which customer profiles employ each product, going beyond this analysis for the whole base. Then there is an optimization to find out which customers to receive or communications.

Thus, the tendency of each customer is set in relation to each product. For example, client A may be prone to a package update and real estate loan, while client B would be more prone to credit card and life insurance.

With this knowledge, the bank then prioritizes the offers for each client. In the application, for example, offers appear in different positions depending on the profile. And while the client interacts, the system reports them in real time.

In this scenario, if the client looks at a salary credit offer but does not hire, next time it may appear first. If the system discovers that this client has lost its work, the real estate credit offer disappears immediately. These examples illustrate the vision of a bank for each client, where no one has an application just like that of the other.

Church management

Hyperpersonalization is not just about selling products. Crucial is essential to identify and reduce heck – which is when the client leaves the bank. When we talk about this movement, there are different types of combustion: involuntary, silent (the client that is suddenly closes) and noisy (client that complains long before closing the account).

In all cases, even silent, the client gives signs before leaving: reduces card use, moves less money, removes investments. Therefore, the CX area should monitor these indicators and, where necessary, determine the advantage in keeping actions on sale.

If the level of combustion tendency is high, the concentration is in providing the benefits – annual annual, the update of the category at no cost, the best investment rates – instead of trying to sell more products. Strategy is the strategy of keeping the client, in a hyperpersonalized way.

Lowering combustion is one of the benefits of hyperpersonalization, as is the increased levels of conversion and decreased risk. By directing the loan to those who really need and have a good payer profile, the bank increases its releases as it reduces the default.

In addition, there is the value of the experience perceived by the client. When the bank hits its offers, presenting exactly what the client needed at the time, it strengthens its relationship and improves indicators such as NPS.

A look at the future

When you think about the other limit of bank hyperpersonalization, it is impossible not to mention artificial intelligence agents (AI). And I do not refer to ordinary assistants like Syria or Alexa, but intelligent financial advisers actually.

Imagine opening your banking app and, instead of filling out the investor profile forms, talk to a virtual assistant who knows its history, balance, needs and, at the same time, understands the market in real time. This assistant can lead his investment decisions, analyze opportunities and risks, all in a conversational, personalized and liquid manner.

Using the full potential of it responsibly, banks can radically transform the financial experience of their clients. Therefore, I make venture to say that the future of hyperpersonalization is to build not only one different bank for each client, but an intelligent and personal financial counselor. And when it comes to exploring this potential, banks are only at the beginning of the trip.