Banking and the client Experience
Concept Paper

Submitted to Webster University

Graduate Faculty of the School

in Partial Fulfillment of the

Requirements for the Degree of

Management and Leadership

Banking and the client Experience
Introduction
In October 2010, the number of Americans expressing a "great deal" or "quite a lot" of confidence in banks fell to an all-time low of 18% -- lower than its level at the height of the global financial collapse. The 2008 financial crisis set into play a new tone of what it means to be financially confident. The once robust economy fueled by banking professionals who leveraged expertise and client banker relationship suddenly was overshadowed with fear and mistrust. The banking industry has invested significantly in rebuilding consumer financial confidence (Wood & Berg 2011) Client experience and exceeding consumer expectation is a critical component in banking success. How can banks exceed client’s expectations as it relates to their banking experience?
Statement of the Problem As I continued my research to understand the scope of how to approach the challenge at hand, I interviewed a SunTrust Branch Bank Manager. During the interview, she stated that the client’s response to customer service is a key metric that has a direct effect on her business. She further explained how lobby traffic had decreased significantly due to the increase channels available to consumers’ to access their accounts and banking services. Consequently, staffing models have been updated. Employees share increased responsibilities and duties directly effecting execution of exceptional customer service. In an article written by Duena Blomstrom (2015), Owner and Digital Experience Expert stated that “Customer experience in banking has been relegated to a subservient position, responsible for