MEETER-GREETER AWARNESS TRAINING

ON TRANSACTION MIGRATION INITIATIVE

Retail Banking Business Development

July 20, 2022
TRAINING OBJECTIVES
3
Expectations from this training is to:-
 Understand TRANSACTION MIGRATION INITIATIVE;
 Aware about the BRANCH REPONSIBLITIES OF TM;
 Introduce
1 about MEETER-GRETTER
4 and their7 main ROLE ;
 Acquaint CUSTOMER HANDLING TECHNIQUES;
 Create awareness on MEETER-GRETTER performance measurement;
10
8
 Share experience on CHALLENGES FACED ; GOOD PRACTICES &
LESSON LEARNED during pilot program; and
 Discuss on the MEETER-GRETTER ROLES & MEASURMENT
TECHNIQUES; CUSTOMER HANDLING TECHNIQUES ; EXPECTED
CHALLENGES & POSSIBLE SOLUTIONS.

01/12/2024
The bank identified strategic pillars along with imperatives to improve
its Retail banking performance

Strategic Expand retail market share by
imperatives building tailored CVPs for
retail segments and enhancing
sales force effectiveness
Drive Opex reduction through branch
operating model simplification,
footprint optimization and
transaction migration
Develop customer centric Leverage ongoing staff
reputation through innovation development programs and
in digital channels and introduce performance backed
improving customer experience incentives to support retail
growth

Initiatives 1 Define clear customer
segments
2 Develop differentiated
CVPs for retail customer
segments (mass, middle and
affluent) including anchor
products, acquisition
strategies and branding
position
3 Drive sales force
effectiveness through use of
client data to increase up-sell
and cross-sell, streamlining
RM focus to maximize sales
time and capacity, and training
of sales staff on effective
advisory and sales techniques
4 Simplify the branch operating
model by automating/ digitizing key
functions (e.g., statement
issuance), and centralizing branch
back office staff (e.g., internal
control) and back-office processes
(e.g., reconciliations)
5 Consolidate branches and
redesign future branch
expansion plans based on
profitability and new branch
operating model
6 Migrate transactions to out-of-
branch channels by prioritization
of users for transaction migration,
enhancing channels and
introducing new technologies (e.g.,
cash deposit machines)
7 Drive digital innovation by
enhancing digital payment
platforms and improving
customer journeys
8 Transform customer
experience by developing a
CX measurement system,
training staff on CX delivery
and increased
responsiveness to customer
feedback
9 Support staff development
through ongoing learning and
development programs and
active coaching and feedback
culture
10 Update performance
management of staff by
increasing importance of key
metrics such as sales
profitability, productivity and
linking incentives to individual,
quantifiable targets

01/12/2024
A. TRANSACTION MIGRTION
Transaction migration:-
3

• Is migrating of branch transactions to alternative channels by prioritizing

heavy users, enhancing digital channels performance and availability, OR
1 4 7

• Accelerating migration of transactions through from teller to self-service &

alternative channels, done through enhanced processes, staff engagement,
10
8
customer incentives & infrastructure development.

01/12/2024 4
B. BRANCH RESPONSIBILITIES
To 3Be Successful In Transaction Migration Branches shall,
 Provide awareness to all branch performers on transaction migration;
 Identify heavy drivers/users of in-branch transactions ;
 Plan and shift payroll processing and payment to alternative channels;
 Assign the
1 role of meeter-greeter
4 who consistently manage
7 the lobby as well as gate area;
 Set tolerable daily teller and fund-transfer transaction targets for performers;
 Make utmost effort to make all channels (ATM, mobile banking, internet banking and mobile
money solution) functional and available at all times; 10
8
 Mobilizing their active agents and get engaged them in processing bill collection, safety net
and payroll payments, traffic penalty collection, etc.
 Migrating to alternative channels shall be made by perusing customers rather than by
forcing or misinforming;
 Expected to meet the pilot goal set for teller and fund transfer transactions;

01/12/2024 5
TRANSACTION MIGRATION

B. BRANCH CONT….

Key potential actions

A Heavy users Identify heavy drivers of in-branch transactions (our assessment indicates that 17% of Key enablers need to
prioritization customers account for 80% of cash withdrawals; 15% of customers account for 80% of cash
deposits) and develop relevant solutions to migrate their transactions (e.g., cash
be implemented to
collection, digital and self-service channels etc.) ensure success of the
transaction migration
Define target channel for key transactions and customer characteristics effort. These include
B Define target
Provide positive (e.g., cash back reward) and negative incentives (e.g., fees) to discourage
channels and
branch transactions Create strong
incentives
ownership through
Ensure customer can access channels (e.g., ATM cards, mobile and internet banking (e.g., branch manager
C Channel
etc.) soon after account opening role modelling right
enhancement and Introduce Card printers and ID readers for quick service away from tellers behaviour, daily
new Introduce new channels and technologies (e.g., Cash Deposit Machines, cheque drop box in problem-solving on
technologies select branches) operational issues,
incorporate transaction
Introduce meeter-greeter to redirect and educate customers on how to use alternative migration to branch
D Customer channels (e.g., demonstrate how to use ATMs and digital channels)
education and scorecard)
Identify roles of branch staff in transaction migration
staff training Launch competitions for transaction migration between branches Motivation and training
e.g., competition
Develop targeted customer value proposition (CVP) for customer segments to use
E Linkage with between branches
alternative channels
customer
ecosystems
01/12/2024 6
TRANSACTION MIGRATION

B. BRANCH CONT….
 Define target channels for key branch transactions and provide incentives to
motivate desired customer behavior
EXAMPLE
Define target channel for each transaction Positive/negative
reinforcement can help
Transaction Primary channels Secondary channels motivate desired customer
behavior. Some of these could
Cash deposit less than ETB 5,000 Cash deposit machines Agent include
Branch
 Pricing changes – adjusting
Cash deposit greater than ETB 5,000 Branch N.A. the pricing of ATMs and
introducing charges on teller
transaction to migrate
Cash withdrawals less than ETB 10,000 ATM Agent (leveraging CBE birr customers to ATMs
and mobile banking)
 Service provision changes
Cash withdrawals greater than ETB 10,000 Branch N.A. – Provide printable electronic
receipts for account balance
Cheque withdrawal Branch N.A. and transaction activity

 Customer campaigns –
Cheque deposits Branch using cheque deposit boxes N.A. customers who deposit using
cash deposit machines for the
Utility payment first time qualify for entry into
a raffle for various prizes
Fund transfers CBE birr, Mobile & internet banking Branches

Balance enquiries

01/12/2024 7
TRANSACTION MIGRATION

C. STAFF’S ROLES AND RESPONSIBILITY:-

 Each branch staff should be assigned roles and responsibilities in the transaction migration program
Main Backup
to ensure successful execution
Roles and responsibilities for transaction migration program

Educate
Lead daily Promote customers on Identify heavy Call heavy Migrate Deliver Web and
performance Manage self service alternative users when user & high value issued cards mobile
Roles meeting complaints channels channels in branch set and activate registration
meeting customers
Branch
Manager

RM

Teller
supervisor

Meeter/

Greeter

Teller

01/12/2024 8
BRANCH OPERATING MODEL SIMPLIFICATION

MEETER GREETER ROLES AND RESPONBILTIES

KNOWLEDGE AND SKILLS :- BM CS

 Good communication & persuasion skills ,

 Interactive & welcoming appearance,
 Good knowledge of all bank products,
 Confident enough to support technical problems
MG

on digital products,
 All round banker,
 Cooperation and Hard worker,
 Having positive attitude and eager to own the
01/12/2024 initiative, etc.
BRANCH OPERATING MODEL SIMPLIFICATION

MEETER GREETER ROLES AND RESPONBILTIES

 Meets , greets and manages customers flow and answer inquiries from persons;
BM CS

 Conducts/assists quick services through self-service digital channels or usage of

ATM and drop- boxes;
 Promote and educate customers to enhance the usage of the bank’s alternative
channels;
 Demonstrate transaction that the client wants to do in relevant alternative
MG

channel;
 Cross sell bank’s products and services to walk-in customers through proactive
approaches in cooperation with sales team;
 Provide basic information on all bank products and services to customers and
ensure a positive image of the bank is presented to all customers;
01/12/2024 10
MEETER-GREETER ROLES CONT…..

 Manage the branch lobby area effectively and keep the reception areas clean
and tidy
 Respond promptly and professionally to any customer feedback, comments or
complaints or escalate complex issues to the immediate supervisor;
 Act as a focal point for customer’s queries and liaise as a matter of urgency
with appropriate departments of the bank to resolve difficulties
 Effectively question and listen customers to fully understand both new &
existing customer’s financial situations.
 Extensive understanding of the bank’s products and services.

01/12/2024 11
TRANSACTION MIGRATION

MEETER GREETER ILLUSTRATIVE

 Meeter greeters educate clients about usage of alternative channels; tellers should encourage customers
to explore alternative channels Customer flow

Key responsibilities Operating model

Greet customers when they come
to the branch, identify their need, ATM 1 Teller positions
and refer them to the right channel C
Promote and educate customers Alternative ATM 2 Queuing customers
about the alternative channels (ATM, channels
internet/ mobile banking, call Direct line to Waiting area
center) call center
Demonstrate transaction that the
client wants to do in relevant
alternative channel, so that
customers can complete the
B
transaction on their own next time
Inform customers about A
active incentive campaigns,
as appropriate Meeter greeter A is the first point of contact for customers, assessing customer needs and redirecting
A
Complete set of quick services: to right channel. He will also help customers use ATM/IDM where applicable
print statement and enroll in
products as relevant (mobile B Meeter greeter B will engage with customers on the queue to educate them about our alternative
banking, internet banking, channels. She will be equipped with mobile phone/tablet to show customers how to use these channels
CBE birr, ATM) and sign them up as well

C Tellers and customer service staff will encourage customers who reach counters to explore alternative
channels and can redirect customers to meeter greeters, if appropriate (e.g., ATM card onboarding,
transactions in digital channels)

01/12/2024
Source: Best practice transaction migration strategies
D. CUSTOMER HANDLING TECHNIQUES

Customer contact techniques:-

a) Acknowledge the customer’s presence
 A quick acknowledgment of the customer’s presence is essential in creating friendly
atmosphere.
b) Greeting Manner
 Greet the customer in a warm , friendly manner.
c) The use of names
 Use the name of the customer as the conversation progresses. Specially for frequent
customer.
*Remember there is no word as sweet as one’s own name!!**
d) Focus on the customer
 Make sure the customer has your full attention. Give your customer your undivided
assistance.
 Do not make personal telephone calls or indulge in personal or internal issues with
colleague.
01/12/2024 13
D. CUSTOMER HANDLING TECHNIQUES

Customer contact techniques cont…

e) Posture
 Maintain open posture during interaction.
 This has to do physically orienting self towards the customer.
Examples: lean forward, avoid crossed arms and legs, avoid turning away etc
f) Eye contact
 Maintain continuous eye-contact with the customer.
 Note: be cautious about cross-cultural differences, avoid staring, monitor how
comfortable your customer is with the level of eye-contact and adjust accordingly.

01/12/2024 14
D. CUSTOMER HANDLING TECHNIQUES

Customer contact techniques:-

g) Treat the customer well
Here demonstrate the following:-
 willingness to assist (both in actions & words),
 behave in a friendly manner (showing your existence to help),
 be enthusiastic,
 have good manners,
 respect the customer (i.e. refrain from violation),
h) The time factor
 Avoid making feel the customer that you have no time to devote to him/her.
 It is important to give your customer the feeling that what ever he/she requires is
worthy of your time.
Note: this is not suggesting that you allow your customer to waste your time.

01/12/2024 15
D. CUSTOMER HANDLING CONT…

When I’m a customer, I want….  Friendliness

 I want to be taken seriously  To be informed
 Competent, efficient service  Follow through
 Anticipation of my needs  Honesty
 Explanations  Feedback
 Basic courtesies  Professional service
 To be informed of the options  Empathy
 Not to be pushed around  Respect
 To be listen to and heard
 Dedicated attention
 Knowledge

01/12/2024
D. CUSTOMER HANDLING CONT..
What is Good or Bad Service?
COMPARISON BETWEEN (Actual Service Vs Expectations)

Actual Service > Expectations =

Actual Service = Expectations =

Actual Service < Expectations =

17

01/12/2024
 E. MEETER-GREETER PERFORMANCE MEASURMENT
Performance
3
measurement criteria:
Major-KPI Measure Measurement Tools
Number Active Card Users Recruited
Increased
New Digital Number Active Mobile Banking Users Recruited
Channel1Users Number4 7
Active Internet Banking Users Recruited
Number Active CBE Birr Users Recruited

Increased % age Average share of

8
Cash Withdrawal at ATM
10

Digital from transactions (<=10k)

Channels % age Fund transfer at the counter against FT via
Utilization Digital Channels
Rate
% age Average % age share of transactions on
alternative channels

01/12/2024 18
3
 E. MEETER-GREETER PERFORMANCE CONT….

Average % age of Cash withdrawal at the counter against ATM utilization =

Average % age of Fund transfer at the counter against FT via Digital Channels =

Average % age share of transactions on alternative channels=

01/12/2024 19
MAJOR CHALLENGES OBSERVED
The branches faced the following challenges;-
 Digital channels are not easy and simple to use or user friendly, it is not a
precise and quick process;
 High fraud rate and lack of strong security features affect customer preference
to use digital channels (especially mobile banking);
 System failure/interruptions especially on mobile banking & CBE birr;
 Branch services especially deposit and withdrawal are given with free of charge
whereas there is service charge on ATM;
 Mobile banking authorization access is granted only for Branch managers, this
creates delay on mobile banking recruitment, subscriptions and activation rate.
 Limited features of mobile banking application such as it doesn’t have multi-
language options, the system doesn’t generate advice for payments, there is
no system restriction/support that avoids double payment/transaction, it
doesn’t have RTGS fund transfer & etc.

01/12/2024 20
CHALLENGES FACED
 Low literacy level of the society especially in outlying areas;
 In case of card-less service, reconciliation takes longer time which is a means
of dissatisfaction to customers, withdrawal limit is minimal, the system sends
security code for insufficient balance and the system generates only one time
secret code which hold back customer to access the service when there is
system interruptions;
 Non- functionality of ATMs;
 Salary, safety net, pension and government cheques; all payments are
executed through fund transfer by imputer which highly affects the
performance of branches;
 Delay in card printing;

01/12/2024 21
WAY FORWARD/LESSON LEARNED
Based on the observation from field visit, customer need and recommendation of
staffs, we have forwarded the following recommendations;
 Provide training for branch performers on transaction migration;
 Adjust fee structure on digital channels or in branch services;
 Replace or repair non-functional ATMs on time;
 Notify branches while blocking inactive mobile banking users at the centre;
 Add additional features on mobile banking as per customers need;
 Strengthen security features of digital channels, especially mobile banking;
 Revise PMS given to branch performers in line with digital banking goal;
 Make digital channels easy to use/shorter steps or user friendly;
 Grant mobile banking authorization access at least for one staff in addition to the branch
manager;
 Make ATM locations more accessible to customers with disability; and
 For card-less service, reconciliation process is better to be done by the branch, adjust
withdrawal limit and modify the system to send security code for multiple times.
 Branches should communicate and persuade all concerned organization to execute all their
payments through digital channels.

01/12/2024 22
GROUP DISCUSSIONS:-

Discuss ON:-
1. List out at least five MEETER-GRETTER ROLES &
PERFORMANCE MEASURMENT TECHNIQUES?

2. Describe CUSTOMER HANDLING TECHNIQUES ;

3. EXPECTED CHALLENGES & POSSIBLE SOLUTIONS.

01/12/2024 23
 Thanks You!

01/12/2024 24