This example summarizes a nudge project aiming to incentivize new behaviors among branches visitorsin a Chilean Bank.
It’s always hard to change our habits. Particularly when the new habit involves evolving from using a manual process to an automatic process. As social animals, we always prefer interaction with other humans over having to use a machine.
We feel that a human will understand us better and be of greater help in case of any problems. When tasks are more complex, we tend to fear not being able to solve them by ourselves when we are using a machine, so we prefer the help of a human who can do the task for us, or at least help us.
However, organizations increasingly require their customers to perform tasks on their own.
Behavioral Science facilitate this mutation, and at the same time, it helps to design more enjoyable experiences for users.
The Bank is in a process of removing some public-facing service tellers. The installation of deposit ATMs responds to the strategic objective of deriving easy transactions and reserving service tellers for more complex operations.
However, customers were reluctant to use a self-service system to deposit checks and cash.
The user’s journey at the branch typically involves very low-levels of engagement and reproduces automatic behaviors.
In this sense, users do not realize the existence of selfservice deposits machines, or they simply mistake them for an ATM. When entering the bank, bank customers pull out a number, or are placed in the queue.
They discard the alternative solution, the self-service machine, by default. The waiting time for bank tellers hardly affects the demand for self-service.
The new cognitive tracks, aimed at system 1 thinking, that were implemented in the project increased the salience of the deposit ATM.
These changes, such as footprints leading to the machine and the color used (calypso, a striking color in the context of the bank) stimulates the attention of the user and makesthe alternative of self-service visible.
In second instance, the queue in front of the deposit ATM acts as an explicit social norm enhancer.
Creating a journey with complementary Nudges to generate new decision points increased the number of self-service transactions by 35%.
The effect is strongest for those completing personal bank transactions (70% of self-service transactions, compared to 34% with service tellers) since business customers have administrative restrictions for the use of self-service machines.
BVA Nudge Consulting is a global behavioral change consultancy that drives successful behavior change through applied Behavioral Science to help solve challenges involving customers, employees and organizations.
Specializing in behavioral change strategies for customer experience, workplace change management and omni-channel communication, with a strong background in retail, CPG/FMCG, transport, healthcare and financial services sectors, BVA Nudge Unit’s award-winning methodologies have been used by leading brands such as Reckitt Benckiser, Mondelēz, Nestlé, BNP Paribas and the United Nations.
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