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Get your checking account, savings account, or loan at Associated Bank. Online bill pay, online banking, overdraft protection, and more. ASB Bank Limited. Banks & Financial Services. 145 Parnell Road, Parnell, Auckland, 1052, New Zealand. Click here to call us · Visit Our Website. Strategic decisions for making efficient use of IT provided the ASB Bank with immediate cost conservation gains early on, as well as the potential for.
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Just 30 seconds for broker to save a bank customer 30 per cent on his ASB insurance

Within 30 seconds an independent insurance adviser identified Dion Knill​ how to trim 30​ per cent off his life insurance premiums without reducing his cover.

Knill had been sold his Sovereign life and income protection insurance policies by ASB in 2001​, but he sought independent advice after his premiums rose 35​ per cent in a single year.

“ASB received commission initially on this policy, and have been receiving annual commissions on the basis of providing advice and ensuring the policy and rates were the best for me,” Knill said.

“Despite this I have just discovered ASB have not been advising or applying the significant discounts, these discounts for me are over $1600 per year.”

READ MORE:
* Credit card repayment insurance warning: 200,000 people with 'poor value' cover
* AIA admits it misled customers, overcharging or wrongly ending cover
* 'Fair' finance law should have banks and insurers asking: 'Why only us?'

The savings came from applying a multi-policy discount, which he had not been getting, and by joining the Vitality health scheme run by AIA, which bought Sovereign from ASB's parent company in 2017 in a $4.15 billion deal, and took over its policies.

“In the last 87 days I have received about $100 in Airpoints, and 15 per cent off my insurance premiums (through the Vitality scheme), and American community bank charlotte nc will keep saving money based on my fitness levels. None of this stuff has been pointed out to me over the last three or four years,” Knill said.

ASB said staff would contact insurance customers personally, and had identified some insurance customers who had not been getting the multi-policy discounts they were entitled to.

Knill complained to ASB in August, but the bank denied it had done anything wrong, telling him that every year it sent him a letter, offering for him to call his broker for a review.

Knill said those letters led him to believe the bank was reviewing his cover each year, telling him he had “the best cover possible”, which was “competitively priced”.

He decided to check out the offer of a review, and called the number of the “broker” named in ASB’s latest letter.

“I rang that number and the number had been disconnected for quite some time. So I rang ASB, and they had never heard of the guy,” he said. “I thought, this is odd.”

AIA didn’t know who he was either, Knill said.

“This guy does not exist. He’s probably the guy who signed my insurance contact 20 years ago. He’s probably dead.”

Banks’ insurance practices are under scrutiny. In March, ANZ was fined $280,000 for selling some customers credit card repayment insurance they were too old to claim on, and charging others for “duplicate” policies that offered no additional cover to them.

He decided to share his story to encourage other ASB customers to seek independent advice.

“Heaven knows how many other people are there like me, out there in the same boat,” he said.

An ASB spokeswoman said then bank received commissions on insurance it had sold.

But it had been changing the way it dealt with customers.

“Earlier this year we set up a new team of insurance managers to further personalise the service we provide to our customers,” the spokeswoman said.

Their job was to contact existing life insurance customers to discuss the suitability of their cover, she said.

Following conduct and culture reviews by regulators in 2018 and 2019, banks and insurers have been identifying failures that led to failures to follow the law, over-charging, and customers being sold poor-value insurance.

All the big banks, ASB included, have put in place “remediation” programmes to compensate customers.

ASB said it had found an issue whereby some general insurance customers who were eligible for a multi-policy discount did not receive it. The bank was insurance provider, AIG, to resolve the issue.

Cecilia Farrow, managing director from Financial Advice Provider Services.

The Financial Markets Authority (FMA) said it did not comment on individual cases, but “where a commission or a premium is being charged with an advice component then it is expected that the advice will be given, not just offered”.

The Conduct of Financial Institutions Bill is passing through Parliament, and is expected to pass into law next year.

Under the bill, banks and insurers would be required to comply with a fair conduct principle to treat consumers fairly. They would need a fair conduct programme showing how they did this, though some have told the Government they would like to keep these secret from customers, including AIA.

Cecilia Farrow, a board member of Financial Advice New Zealand, said anyone concerned their insurance needed reviewing should contact an independent insurance adviser.

Farrow said adviserswere expected to actively review each of their clients annually.

Sending a letter offering a review was not enough, she said.

Источник: https://www.stuff.co.nz/business/127149157/just-30-seconds-for-broker-to-save-a-bank-customer-30-per-cent-on-his-asb-insurance
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Источник: http://termascatillo.termasdecatillo.cl/c33azmrtn/inter-savings-bank.html

ASB Bank: Good Isn't Good Enough

ASB Bank, as noted earlier, was disappointed with their first Q12 administration's results. But by that time, the bank had really examined the Q12 items, compared them to their own work culture, and considered what the survey was getting at. "When you think about the Q12, you see that it's not only about managers caring about other people, it's about all employees caring for each other, as well," Elder says.

By the time the second Q12 administration rolled around in 2002, ASB Bank was ready to take the next step: making Gallup's intervention an integral part of the work each employee had to do. "ASB Bank really sees the Q12 as a means to an end," Ewin says. "They see Gallup as part of the process of improving the bank's performance and as part of their daily work environment."

Because of that can-do attitude, some of the obstacles to employee engagement that plague other corporate cultures aren't an issue at ASB Bank. Ninety-three percent of the bank's employees took the most recent survey, though Beckman doesn't do much beyond handing out Cadbury® Time Out brand chocolate bars to encourage employees to take time out to respond. ASB Bank doesn't plan, fret, and cajole to get its employees to work-unit action-planning meetings -- it has them weekly, and they're called staff meetings. Managers don't strategize about working Q12 items into the office culture -- the staff adopted the language and has used it as shorthand for its own behavior ("That's a Q5 if I ever saw it").

CHART

As Beckman says, "To me, Q12 is a living thing. It's not about filling out a survey once a year. It's getting the information, living with it, and using it as a tool to make us the best. And so the worst thing anybody can possibly do is put the Q12 in the bottom drawer. We don't allow that. The fact of the matter is, where there's focus, there's energy."

Road show

There's a lot of focus on employee engagement at ASB Bank, but that doesn't make it effortless. "It's all very well getting a [near-perfect score], but you've got to stay there, and you don't do that by doing nothing," Beckman says. "You do that by working jolly hard at it." Every manager has a monthly one-on-one Q12 action-planning meeting with each direct report. The bank produces videos featuring the top Q12 managers and shows them company-wide. Every employee attends a new employee session with the managing director, Hugh Burrett, or Beckman in his absence. Once a year, exceptionally high-performing managers travel to a luncheon and recognition ceremony with Burrett at the bank's head office in Auckland.

Every time Q12 results are distributed, Beckman goes on a road show -- six weeks of traveling, as he says, "from the top of the north island to the bottom of the south" -- talking to people, making sure action-planning meetings are conducted, fixing what can be fixed, and carefully watching the interrelationship between employee and customer engagement. And those formerly disguised pockets of weakness and excellence are now closely scrutinized. "We know where we're not getting fives [on the survey items' one-to-five-point scale]," Elder says. "So managers ask, 'Is there any way that this [item] wouldn't be a five? What do we do to keep it at a five all the time? If we are a five, how do we stay there?'"

Beyond the boundaries

Now that ASB Bank has pushed its results about as high as they can go, it's beginning to explore what might be any business' final frontier: managing the individual. ASB Bank is beginning to give serious attention to the science of selection and finding the right person for the right job. (Beckman admits to telling new hires in their new employee session, "If any one of you people sitting around this room doesn't enjoy serving customers, then I suggest you've joined the wrong bank." He says they tend to squirm.) The bank has installed a "buddy program," pairing average employees with superstars. Though, as Ewin put it, "ASB Bank's midpoint is still world-class. So when we talk about average performers, they're only average when compared to ASB Bank."

QUOTE

Local experts may not be familiar with Gallup's Q12 database rankings, but they have their own methods of ranking banks. In 2003, for the sixth consecutive year, the University of Auckland named ASB Bank as New Zealand's leading major bank in residential customer service, and, for the fifth straight year, the country's best bank for business customer satisfaction. In 2003, Consumer magazine called ASB Bank's Internet banking service the best in the nation. The Telephone Users Association of New Zealand gave ASB Bank its 2003 Financial Services Award for Internet banking.

Neighboring banks have noticed ASB Bank's achievements as well -- and are becoming affected by them. "I was on the golf course recently, talking to a guy I worked with in another bank 15 years ago," Beckman says. "And he said to me, 'Blimey, I wish you guys would go away.' He says, 'I want to keep my job, and you guys -- I want to be the best, and I simply can't with you guys out there.' And then he hit the ball out of bounds."

Источник: https://news.gallup.com/businessjournal/12211/asb-bank-good-isnt-good-enough.aspx

Design

ASB is one of the most prominent banks in New Zealand. Having served Kiwis for over 170 years, they are no stranger to innovation and evolving the way they do things. They take pride in being the first bank in New Zealand to introduce internet banking, mobile banking, online share trading and a host of other innovations.

In 2019, ASB recognised the need for organisational transformation in order to maintain their position as a forerunner in a market increasingly challenged by fintech businesses and shifting customer expectations. CEO Vittoria Shortt noted that ASB’s “biggest challenge is staying one step ahead of customer expectation and demand in a climate of accelerated change.” ASB reached out to Deloitte to help realise this ambition due to our breadth of experience, strong capability and resilient people. Deloitte was ready to take on the challenge and turn ASB’s ambition into a reality.

Delivered

ASB and Deloitte formed a partnership to bring to life a new way of operating, organising and behaving that was critical to enabling the bank to stay ahead of the curve. Together, they co-created a new system, drawing inspiration from various methods that promote adaptive mindsets including Kanban, Scrum, Human-Centred Design and Lean.

With the support of Deloitte, ASB created multi-disciplinary ‘Tribes’, which broke down the traditional functional silos and set up ASB to deliver customer outcomes. Designated cross-functional teams were established, ready to rapidly respond to changes in customer needs, along with a re-designed system of work to execute on essential and strategic business outcomes. With the design in place, two Pioneer Tribes were established to experiment, validate and prove that these new ways of working could deliver the best experience for ASB’s customers.

Impact

The Pioneer Tribes have been successful in realising ASB’s transformation goal of delivering customer benefit ‘Better, Sooner and Safer’. Employee pulse surveys showed improved autonomy, empowerment and collaboration which gave ASB the confidence to establish the remaining Tribes and embrace the new ways of working.

The impact of COVID-19 also created a platform to demonstrate the benefits of the new ways of working. With the mindsets and ways of working in place, ASB was able to quickly adapt to COVID-19 and remain customer-focussed. This allowed ASB to maintain – and even accelerate – productivity during highly uncertain times.

Источник: https://www2.deloitte.com/au/en/pages/technology/articles/asb-case-study.html

ASB Bank

CAANZ

The Communication Agencies Association of
New Zealand

2002

Level 1, 1 Beaumont St, Ponsonby, PO Box 105 052, Auckland, New Zealand
Tel: (09) 303 0435  Fax: (09) 303 0460

One step ahead

Agency: Whybin TBWA

Introduction / Marketing Challenge

Since the late 1960's ASB Bank has adopted a brand differentiation position based on technology leadership. With its origins in the development of New Zealand's first on�line�real�time banking system in 1969, ASB Bank has pioneered technology development and has a proud history of 'first to market' in all New Zealand's customer facing banking technologies.

1996 saw the development of Bank Direct (a division of ASB Bank), which was launched in late 1997. At that time the Bank needed to pass its technology leadership brand position to BankDirect, and find an alternative, credible point of market differentiation.

The strategy to move ASB Bank from 'Your future bank' to 'One Step Ahead' was devised. ASB Bank has been refining and implementing that core strategic direction from 1996 until today.

The most difficult differentiation position for any bank in New Zealand and globally is 'service'. Banks are seen as 'me too' competitors and don't generally score highly on service attributes. This is due in part to the difficulty in providing consistent service delivery throughout large and diverse distribution networks, and in part to generally self�fulfilling prophecy that customers see all banks as the same, and none of them as particularly great.

ASB Bank could not and would not accept this as a barrier.  Service differentiation was seen as the only long�term sustainable competitive advantage available to the first bank who could credibly claim it, and we set about to make that claim; deliver on the promise; and create the advantage it would bring to us. Two phases were required:

 

Phase 1 � Migrate Technology Leadership to BankDirect

The period between 1996 and 2000 focused on the successful emergence of BankDirect as New Zealand's banking technology leader and saw ASB Bank begin its differentiation on service excellence.

The chart to the right (source: Research Solutions Brand Monitor) shows that by 1998 BankDirect had captured the 'Bank of the Future'.

'Robert the Robot' was created in 1996 to soften the technology edge of the ASB Bank brand, and give the to�be�launched BankDirect space. Brand tracking began at that point to measure our strategic success, and continues today. 'Robert the Robot' advertising executions positioned ASB Bank as a friendly and personal bank with a technology position for the future. ASB Bank won the TVNZ/Marketing Magazine 'Supreme Award' in 1997 for this strategy and its execution.

 

Phase 2 � Build Service Leadership Positioning

With BankDirect well established, by 1999 it was time for ASB Bank to finally relinquish its 'Your future bank' strap line. 'Robert the Robot' had done his job. The next step was to accelerate the 'service excellence' positioning across a wider range of ASB Bank's financial services divisions (Business Banking, Personal Banking, Rural, ASB Securities, Investments and Insurances). The enduring concept of 'progressiveness' was developed, and the Bank's 'One Step Ahead' campaign was launched. Consistent with the customer advocate / front man position of 'Robert the Robot', 'Ira Goldstein' was created to showcase ASB Bank as the market leader in service excellence, but in a way that is palatable to New Zealanders. 'Ira' launched in January 2000, and he has been reporting back to his boss in New York on 'what makes that Bank different' ever since.

 

Target Audience

ASB Bank has a broad target market strategy, which is broken down into market segments across our financial services divisions. Our target audiences have not changed over time (other than with the introduction of ASB Securities in early 2000), and are defined as;

Primary Target Audiences: Personal Banking consumers, generally defined as those aged 25 to 49, Household incomes $40,000+. Focus is on this 'quality middle market'. Owner occupied and investment Home Loan customers are a key subset of this wider audience.

Secondary Target Audiences: Farmers of larger beef, dairy and sheep farms, with some selected mixed cropping targets; Small to medium sized New Zealand business; On�line, discount and full brokerage share traders (ASB Securities).

The banking category is mature and saturated. In the key asb bank banking segment new customers into the category are limited to migrants and young children. All other New Zealanders generally already hold bank accounts.

At the brand level we seek to build 'main bank share' across the 'quality middle market' segment. We acquire customers at the expense of competitors when they switch banks. Particular focus is given to all categories of profitable Home Loan customers (from first home buyers onwards). Specific targets also exist for the acquisition of 'High Value Customers', defined by profitability.

All banks have similar target audiences. Competition is intense for 'main bank' market share, particularly in the Home Loan segment.  The chart below summarises main bank share of retail customers aged 18+. ASB Bank has been aggressively driving market share growth since the early 1990s with a combination of the expansion of our branch network and a sustained marketing programme.

 

Rationale for the Continuance of the Creative Strategy/Campaign

ASB Bank's vision is to be New Zealand's best bank and financial services provider, excelling in customer service. Service excellence is in our blood. We also hold a strategic business objective of being the 'best brand' in the banking and financial services market. This strategy underpins our 'best service' and 'quality growth' goals, and supports our profit and growth business drivers. Branding and marketing initiatives are at the center of our Bank.

Our strategic direction is sustainable and stable. Our brand repositioning initiatives (from technology leadership to service leadership) supported these strategic aims. Within this strategy, the asb bank executions changed from 'Robert the Robot' to 'Ira Goldstein' in January 2000. Each execution satisfied different, but complimentary, objectives.  'Robert' led the charge by softening the Bank's hard edged technology positioning and allowing BankDirect to claim that space. 'Ira' has successfully repositioned the Bank as a 'bank that is different', and claimed the 'One Step Ahead' position for ASB Bank.

The key concept of the 'Ira' executions is to develop service differentiation. As such, the 'Ira' campaigns have been service rather than product based (product parity exists in our category), and each has approached service leadership from the position of fifth third bank customer service reviews (defined creatively as 'One Step Ahead').

Initially the 'Ira' campaign series developed breadth in the Bank's financial services offering, with executions demonstrating the range of services the Bank offered (Personal Banking, Internet, Rural, Business Banking, Investment Services).  More recently, the campaign has focused on 'stretch' service offerings to position us further ahead of our competitors. Examples of this have been the '60 minute Home Loan Challenge' (other banks generally require 24 hours or more to approve a loan); the aggressive 'Switch Banks' campaign; the recent 'Stress Free' Home Loans campaign; and the yet to be aired 'Negotiate with us' campaign.

For a bank to achieve differentiation based on service leadership, perception barriers needed to be overcome. Traditionally, banks have creatively demonstrated excellent service through images of smiling tellers, serious suited managers, and happy smiling customers. This hasn't created the differentiation sought, and as such credibility and 'likeability' have been key requirements of our creative campaigns. From the launch of 'Robert the Robot' until today we have tracked both 'likeability' and the effects of our campaigns on customer satisfaction, retention and attraction. The chart to the left below shows high likeability for both 'Robert' and 'Ira' campaigns since tracking began at the start of the Robert campaign. The launch of Ira in January 2000 lifted likeability to a new level.

But, at the end of the day the key aim is the satisfaction of our market share, growth, and profit goals. Our objective is to leverage our service position to enhance revenue growth. Therefore, the main reason for the continuation of our creative strategy and campaigns has been their positive impact on our business profit drivers. We have absolutely no doubt our service differentiation is delivering new, profitable customers to the Bank, at the expense of our competitors, and its impact is building strongly over time. The chart to the right illustrates the close fought service leadership battle, in which ASB Bank has had the highest customer satisfaction rating of the major banks for the last four years.

 

Media Asb bank Bank seeks to reach a wide target market audience. Brand and product messages are communicated concurrently to our mass market audience through a variety of media channels. This strategy is successful and has not changed over time.

Television is used as the principal brand communication device because of its cost effective reach. Brand messages communicating ASB Bank's service leadership position are communicated primarily through 60 second TVCs, and product/price messages are primarily communicated through 15 second TVCs placed around our One News Update solus spots. For example, Home Loan campaigns run in spring and summer where seasonal home lending activity is highest. Service leadership is communicated at these times through initiatives such as the 60 minute Home Loan challenge and our Stress Free Home Loan initiative (both 60 second TVCs), and specific Home Loan product and price messages are communicated in our 15 second One News Update solus spots.

Press, radio and other media, including online, are used tactically to communicate product and price offerings across all business areas of the Bank, and are scheduled to coincide with brand and product TVC activity.

Competitive spend comparison 2000,2001,2002 (Total spend at rate card – Television, Press, Magazines, Radio & Cinema, $000s).

 

Table 1:

1997

1998

1999

2000

2001

2002 YTD

ASB Bank5,2438,3313,5459,5568,0973,230
ANZ6,7836,1735,4917,2438,0303,075
BNZ9,5078,2009,5316,9306,213926
National Bank7,2308,27411,6459,3027,5185,315
Westpac Trust9,6127,79317,4989,9688,7671,912

 

Table 2: Allocation of Media By Year

Years

Television

Radio

Magazine

Newspaper

Internet

Outdoor

All other

Total (100%)

200050%5%1%38%5%1%0%100%
200154%4%4%34%3%1%0%100%
2002 YTD57%7%2%33%1%0%0%100%

 

Results

Marketing Awards

1997    TVNZ / Marketing Magazine Consumer Services Award for 'Robert the Robot' brand strategy

            TVNZ / Marketing Magazine Supreme Award for 'Robert the Robot' brand strategy

2000    TVNZ / Marketing Magazine Consumer Services Award for 'Ira Goldstein' brand strategy

2001    TVNZ / Marketing Magazine Consumer Services Award for ASB Securities

            Asian Bankers Award – Winner of the Marketing, PR and Brand Management category for 'Ira Goldstein' brand strategy

            Fair Go 'Best Ad' award

2002    AXIS 'People's Choice' Award

 

Service Awards

1997    Arthur Anderson 'Service Excellence' award

1998/1999/2000/2001   'Best Major Bank' in Auckland University Residential Customer survey

1999    Global Finance 'Best Bank in New Zealand'

2000/2001   'Best Business Bank' in Auckland University Business Customer survey

2000    'Best Provider of Customer Service' in Cap Gemini Ernst and Young study of NZ businesses

2001    TARPnz 'Best in Class' status for ASB Bank Contact Centre



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