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1、Banking Consumer Study 2025Where is the love?How advocacy drives loyalty and organic growth in bankingAbout the research03Building on close connectionsWhen everyone keeps up on convenience,your bank needs to stand out through advocacy06Remember me04IntroductionPersonal relationships open up organic

2、growth opportunitiesDemonstrate continuity by listeningand meeting customers where they areReassure meRestore trust by being transparent and building a track record of delivering relevant information and wise recommendations 1217Delight meElevate service and treat it as a value driver21Reward meMove

3、 beyond rates and feeshonor the moment,the behavior and the relationship29ConclusionBring back the love growth through advocacy36ContentsDisclaimer:The image on the report cover was generated with the assistance of generative AI2Banking Consumer Study 2025|Where is the love?About the researchThis ed

4、ition of our biennial Banking Consumer Survey compiled responses from 49,300 banking customers across 39 countries to build on a critical insight from our 2023 survey:that banks need to do more than offer functionally efficient transactions to grow.To stand out and attract and retain customers,respo

5、ndents told us banks need to do better at addressing consumer frustrations and meeting their individual expectations.When they do,they cultivate advocatescustomers who not only appreciate their bank but also will proactively recommend it to others.This year,we analyzed customers preferences and beha

6、viors to identify the key drivers of customer advocacy.Using a data-driven approach that combines advanced data science techniques with functional expertise,we measured the impact of these drivers in detail.We began by asking respondents the following question:On a scale from 0 to 10 how likely are

7、you to suggest your banks to a friend or colleague?This served as our dependent variable.We treated all other survey data as independent variables to assess their influence.Our initial set included 1,215 variables,which we ultimately streamlined to focus on 194.To ensure data perfection and reliabil

8、ity,we reviewed and resolved any gaps or inconsistencies.We also examined the relationships between the remaining variables to prevent overlaps.This rigorous process led to the identification of nearly 20 critical variables,each uniquely contributing to customer advocacy.We distilled those variables

9、 into four areas of focus that banks can use to frame and guide their efforts to build advocacy.To understand the average impact of customer advocacy on revenue performance,we analyzed data from over 200 banks,matching each banks advocacy score with its revenue growth from 2018 to 2023.We observed t

10、hat there was a statistically significant difference in revenue growth between banks with high advocacy scores and those with low advocacy scores.Then,we compared the percentage differences to see how changes in advocacy scores relate to changes in revenue growth.AuthorsMichael AbbottGlobal Banking&

11、Capital Markets Lead,AccentureKim Kim OonManaging Director,Accenture Strategy Financial ServicesMauro CentonzeSenior Manager,Accenture ResearchAntonio CoppolecchiaEurope,Middle East&Africa Financial Services Lead,Accenture Song3Banking Consumer Study 2025|Where is the love?Personal relationships ope

12、n up organic growth opportunitiesRetail banking customers relationships with their primary banks are becoming increasingly transactional,and as result,many customers are broadening their banking horizons.In fact,nearly three-quarters of them have a relationship with at least one competing bank,accor

13、ding to our recent global survey of 49,300 bank customers across 39 countries.With margin pressures rising and digital challengers gaining ground(theyre the primary or secondary bank for one-third of consumers,and the main institution for 10%)traditional banks need to strengthen their positionfast.I

14、ts not that peoples primary banks arent offering competitive digital services;they are.But in doing so,many have inadvertently inserted too much distance between themselves and their customers.Theyve been functionally correct,but emotionally devoid.They have lost the special personal connections tha

15、t made their customer relationships great.They have all but stopped turning customers into advocates.IntroductionThis is important because advocates love their bank enough to recommend it to others and actively engage with its broader portfolio of products and services.Cultivating them,our findings

16、show,can deliver measurable benefits including faster growth,higher profitability and a greater share of wallet.In fact,banks with the highest advocacy scores(top 20%)have grown their revenues 1.7x faster than those with the lowest scores.For the average bank,a 10%increase in advocacy scores would i

17、ncrease growth by 1%.(See About the Research for more detail.)Banks with the highest advocacy scores(top 20%)have grown their revenues 1.7x faster than those with the lowest scores.4Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward

18、meSo how can banks rekindle those connections?They need to build,across all touchpoints,the ability to communicate with each customer in ways that show the customers that they know them well,and that they care about their financial futuremuch in the way that old-school,local bankers knew each of the

19、ir customers by name,and knew their families and their hopes and needs as well.Our study revealed four areas that deliver outsized returns on that front,where customers tell us their expectations arent being met.What do they expect?First,customers want banks to reassure them with trust and transpare

20、ncythey need to know their bank is looking out for them as individuals,protecting not just their money but their financial well-being.They want banks to remember who they are through personalization,recognizing their unique needs,not treating them as just another account number.They expect banks to

21、delight them with interactionswhether digital or humanthat feel effortless and leave them feeling valued.And finally,they want banks to reward them with meaningful financial benefits,acknowledging their loyalty in ways that make a real difference in their lives,whether its helping them meet short-te

22、rm goals or save for their future.When banks reassure,remember,delight and reward customers,they can create deep,defensible bonds that competitors cant easily break through.In this paper,well outline how to seed sustainable,long-term value creation through customer advocacy.What is an advocate?Advoc

23、ates are customers who would recommend their bank to others.They rely more on their main bank,holding 17%more products on average and allocating a greater share of their wallet to their primary institution.5Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remem

24、ber me|Delight me|Reward meBuilding on close connectionsIn a sea of sameness,your bank can stand out through advocacy6Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meAustraliaUKCanadaFranceItalyNetherlandsSpainUS4.84.74.74.64.64

25、.54.24.3Average:4.5Since 2011,the banking industry has poured over$2.8 trillion into digital transformation.1 This investment has undoubtedly enhanced efficiency and convenience.But it has also weakened customer relationships by making them feel impersonal and automated.That shift lowers the barrier

26、 to switching,which is something no organization can afford to overlook.Starbucks CEO Brian Nicols comments about his own industry offer a fitting analogy:“I think just what happened with mobile ordering is it kind of chipped away at a little bit of that soul and we started looking at how you can re

27、move seconds from the proposition as opposed to how you maintain the experience,the connection and the integrity of what goes even beyond a great cup of coffee.”2Banks racing to innovate digitally face a similarly tough situation:The more they enhance their digital platforms to make financial transa

28、ctions all kinds of easier for customers(as customers Source:Accenture analysis based on data gathered from Google Play and App store for 30 banksFigure 1:Mobile app ratings of top banks by country,as of December 2024expect them to),the more they end up mirroring their competitors.This sea of samene

29、ss makes it harder to stand out in a crowded and competitive market.Top banks mobile app ratings are telling.On a 1-5 scale,theyre consistently above 4.5,with minimal variation across countries(Figure 1).Although this is a great rating,it also means that a functional digital experience is no longer

30、a distinguishing factor.Moreover,the digital-only playersof which there are more than 750 worldwide,with 1.8 billion customersare the ones setting new benchmarks for convenience,and,critically,for personalization.Traditional retail banks havent distinguished themselves on either of those fronts.7Ban

31、king Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meAnd the digital bank presence is growing,with significant impact on the shape of the market overall.Interestingly,in many markets,digital banking is concentrated among a few dominant

32、players.Of the 39 countries studied,92%had medium-to-high market concentration,often with a single player commanding a substantial market share as a primary or secondary bank.For example,Mercado Pago in Argentina and Nequi in Colombia have gained substantial market share,particularly by serving prev

33、iously unbanked populations.In Ireland,Revolut has evolved from a peer-to-peer payment platform to a comprehensive banking solution provider.Note:We define digital banks as an entity,either independent or owned by a traditional bank,with little or no physical branch network,offering a checking or“cu

34、rrent”account or an interest-bearing account and providing at least one of the following:non-credit-card lending or investment services.92%of 39 countries studied have medium-to-high concentration of digital banks8Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure m

35、e|Remember me|Delight me|Reward me8%13%1.7x7%9%1.3x7%12%1.7x6%7%14%15%2.6x2.0 xGlobalAPACEuropeLatin AmericaNorth America Other banks Top banks for advocacyFigure 2:Revenue advantage for banks with high advocacy(2019-2023 CAGR)Banks in the top 20%for advocacy scores experience 1.7x faster revenue gr

36、owth globally,with even higher growth(2.6x)recorded in North America.Source:Accenture Global Banking Consumer Study,2025Customers as growth enginesIs it any wonder,then,that customers are diversifying their banking relationships,holding accounts with an average of two banks and two digital wallets?I

37、n this context,its clearly not enough to be efficient and convenient.To differentiate themselves,banks need to build advocacy.This isnt about customer loyalty;its more.Its about building a growth engine.Its having customers who are not only loyal,but who also actively promote their bank,delivering m

38、easurable benefits including greater revenue growth and a greater share of wallet(Figures 2,3 and 4).On the other end of the spectrum are customers we call lazy loyalists.Our survey data shows that even with lower advocacy scores,the majority(61%)have remained with their primary bank for over seven

39、years.The danger is allowing these customers to lull a bank into a false sense of safety.9Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me2.42.8%+17%OthersAdvocateAdvocates hold,on average,17%more products with their primary ban

40、k and they allocate 5 to 30%more of their financial portfolio to their main bank.Figure 3:Average number of products with main bankFigure 4:Main banks share of wallet delta(advocates vs others)Source:Accenture Global Banking Consumer Study,2025+5%+12%On savingsOn personal loans+18%On investments+30%

41、On insurance products10Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meEnter the drivers of advocacyReassure me.Remember me.Delight me.Reward me.These are the things customers are missing.The things that can turn people who are

42、merely satisfied with their banks into people who will spread the word about how great their bank is.How we decoded customer advocacy:Restore trust with transparency and relevanceReassure meListenand meet customers where they areRemember meElevate service and treat it as a value driverDelight meMove

43、 beyond rates and feeshonor the moment,the behavior and the relationshipReward meSurveyed 49,300 customers of retail banks from 39 countriesAnalyzed 194 key variables related to customer behaviors and preferencesPrioritized 21 statistically significant variables that each uniquely contribute to cust

44、omer advocacyGrouped into 4 drivers of customer advocacy that cover trust,advice,personalization,service,channels and financial benefits11Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meReassure meRestore trust with transparency

45、 and relevance12Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meIn an online world filled with misinformation,customers are skeptical of what they see whether its product images,reviews or marketing claims.3 Yet consumers trust

46、their primary bank twice as much as they trust tech companies for quality products and advice.The challenge for banks,then,is turning the trust they have today into deeper,unshakeable confidence.One way to do that is to help customers understand that theyre in control.Our survey found that 46%of cus

47、tomers feel pressured at least some of the time to accept products that serve the bank more than themselves.Another is to be transparent about how the bank uses AI.For example,banks are the most trusted entities to protect customer data,yet 84%of customers worry about how their data is used,and only

48、 26%are interested in having their banks extensively use AI to analyze their data with an eye towards offering more personalized services.Banks need to show customers how AI-driven personalization works in their favor.46%of customers feel pressured at least some of the time to accept products that s

49、erve the bank more than themselves13Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me01Turn artificial intelligence into trusted intelligenceIt really wasnt that long ago(the 1990s)that consumers fear of fraud had many hesitating

50、 to use credit and debit cards.Visa and Mastercard responded with Zero Liability policies,assuring customers they wouldnt be held responsible for unauthorized transactions.This move built trust,transformed consumer confidence and accelerated credit card adoption.Banks face a similar situation with A

51、I today.To move from”Artificial”intelligence to“Trusted”intelligence,banks must show that AI-driven insights are reliable,secure and genuinely beneficial.This requires branding,marketing,customer education andsooner rather than offer transferrable ideas.Sweden-based Spotify,the digital music,podcast

52、 and video service,offers an example.Spotifys Privacy Center plays a crucial role in educating users about how their data is used.Additionally,features such as Exclude from Your Taste Profile,give users control over AI and the extent of its influence on recommendations.4 laterproof that AI is creati

53、ng real value in a secure,transparent way.In the absence of these efforts,customers will fill the void(as they have so far,seeing it as a source of uncertainty).While banks are among the most trusted institutions for data security,53%of customers worry about privacy,and 58%fear hacking risks.This sk

54、epticism makes them hesitant to embrace AI-driven services.The clear challenge is that delivering requires banks to teach customers even as they learn more about AI themselvesat speed.One way to jumpstart thinking on how?Look outside of the banking industry for case examples that Actions to help14Ba

55、nking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me88%of Gen Z and Millennials in our survey said they are eager to expand their financial knowledge.02Advise first,sell secondIn practice,this means making financial decision-making as

56、 intuitive and transparent as possible.Just as Uber clearly shows cost and ride options,or Waze offers multiple routes based on speed and tolls,banks should present financial choices in a clear and interactive way.Bright Money offers an example.Users connect their cards and accounts to an AI-driven

57、debt-reduction platform that analyzes their income,expenses and spending habits,and creates tailored debt payoff plans,with options to customize repayment strategies and adjust priorities over time.Customers can also set up credit lines with automated payments,to build credit,and leverage savings op

58、tions as well.5 Offering the kind of guidance that builds trust means advising customers through the process of financial decision-making in a way that clearly serves their best interests.It means providing the right information at the right time so they can make decisions that meet their needs and

59、goals.It should feel less like a sales pitch and more like Google Maps,offering smart,personalized suggestions without pushing them in a specific direction.Doing this is important across the board,but particularly crucial for younger generations:88%of Gen Z and Millennials in our survey said said th

60、ey are eager to expand their financial knowledge,a greater majority than the 69%of respondents representing older generations.Actions to helpEncouraging customers to make more informed decisions that serve them well,even at the cost of short-term profitability,can deepen customer loyalty and foster

61、advocacy.15Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me03Invest in peoples futureActions to helpCustomers today expect financial institutions to do more than provide services;they want to see tangible efforts that improve fi

62、nancial well-being at both individual and community levels.One way banks can respond:Investing in financial education.A sizeable portion(40%)of consumers lack basic financial knowledge,making it harder for them to navigate complex decisions.Through efforts to boost customers knowledge,banks show the

63、mselves as true partners in financial security.JPMorganChases community branches,such as the Harlem Community Center,offer an example.Through efforts to offer increasingly tailored products,and by providing accessible financial education,the center has seen a 73%growth in savings balances and a 51%g

64、rowth in business banking accounts6.Building on this,JPMorganChase plans to expand similar initiatives across the country by 2030.16Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meRemember meListenand meet customers where they a

65、re17Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward mePersonalization is a powerful concept,but over the years,its been reduced to a buzzword.While 72%of customers say personalization influences their choice of bank,just 3%use the

66、 tools bank are providing to personalize their experiences.Theres a clear disconnect between what customers want and what banks think they want.In part,this is due to a lack of education,as mentioned.Too often,though,budgeting tools and automated alerts think“tailored offers”or“next-best actions”are

67、 coming across as impersonal and standardized,missing an opportunity for true connection in their delivery.Banks efforts to be personal are also getting lost in general industry noise,such as increased advertising.More than half of customers(51%)feel bombarded by advertising.The time and effort need

68、ed to research options makes engagement even less appealing.Moreover,customers must often cover well-worn territory when crossing bank channels or taking those“next steps.”They shouldnt have to start over every time they interact with their bank,yet many do.To bridge this gap,banks need to ensure co

69、ntinuity in conversations and recall past interactions,creating experiences that genuinely align with each customers needs.This attention to detail makes customers feel valued and strengthens long-term engagement.True personalization doesnt mean isolated interactions.What works is consistent,continu

70、ous engagement that meets customers where they are.Customers are looking for an online experience that feels like an“olden days”conversation with a branch managerone who knows them well,understands their needs and provides relevant guidance.Achieving this requires banks to move beyond one-size-fits-

71、all solutions and design experiences tailored to each customers unique financial situation and journey.72%of customers say personalization influences their choice of bank,but only 3%use personalized tools offered by their main bank.18Banking Consumer Study 2025|Where is the love?Building on close co

72、nnections|Reassure me|Remember me|Delight me|Reward me01Build digital memoryActions to helpJust as a great branch manager remembers their regular customerstheir financial history,preferences and past conversationsbanks need to build a digital memory that organizes data around each customer.This mean

73、s capturing data from every interactionwhether through branches,mobile apps,call centers or ATMsall connected in real-time.With generative AI(gen AI),banks can create a powerful engine for continuity of conversation.AI can help banks interpret customer signals,assess their financial position and ant

74、icipate their needs,enabling more meaningful and context-aware interactions.Take Monzo,a UK-based digital banking leader that refines its customer offerings through tailored segmentation models.Through behavioral segmentation,Monzo tracks engagement levels and designs targeted experiments to enhance

75、 user experiences.Attitudinal segmentation helped Monzo launch its investment product aimed at young,first-time investors,aligning solutions with their attitudes toward risk and saving behaviors.By integrating customer feedback into product development,Monzo ensures that its features are designed to

76、 meet the evolving needs of customers.7 To make this a reality,banks must move beyond basic demographic and financial segmentation and embrace behavioral profiling powered by AI.By gathering data from multiple sourcesfirst,second and third partythey can create detailed,dynamic profiles that reflect

77、a customers financial knowledge,behaviors and preferences.Ultimately,the goal is to start an interesting conversation and keep it going.With built-in feedback loops,customers can update/modify their profiles,ensuring their bank truly understands them.19Banking Consumer Study 2025|Where is the love?B

78、uilding on close connections|Reassure me|Remember me|Delight me|Reward mePersonalization stops being about product recommendations and becomes an evolving partnership that delivers true value to customers.02 Offer flexible,evolving solutionsThis means asking the right questions and structuring advis

79、ory services like the best branch and wealth managers,ensuring guidance is relevant at every stage.Gen AI is a key enabler,making high-quality,tailored financial advice accessible to more customers,including the mass affluent.With 62%open to using an AI-powered financial assistant,banks have a clear

80、 opportunity to scale real-time,intelligent financial coaching.When done right,personalization stops being about product recommendations and becomes an evolving partnership that delivers true value to customers.Cleo,the UK-based company with 6 million clients,is attracting young audiences With a str

81、ong digital memory in place,banks can move beyond rigid,one-size-fits-all products.Customers financial needs change,and banks should offer adaptive solutions that evolve alongside them.through its AI-powered assistant,which leverages open banking to analyze income,bills and spending patterns,creatin

82、g personalized money management plans that align with users financial goals.With precise and actionable insights,the customer gains control over their spending,allowing them to prioritize what they truly enjoy while reducing unnecessary expenses through a personalized spending challenge.Also,with fe

83、atures like“Roast Mode,”which humorously calls out poor spending habits,and a tone maintained by a team of comedians,Cleo combines humor and relatability to make financial coaching more engaging.8 Actions to help20Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure m

84、e|Remember me|Delight me|Reward meDelight meElevate service and treat it as a value driver21Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meEven though customer service came up as the second most important driver of customer adv

85、ocacy across the 21 variables we analyzed,just 21%of banking service executives see it as a value driver.Most see it as a cost.9 Meanwhile,customer perceptions of service tell a clear story.Just 32%feel service quality has improved in the last five years,and just 18%believe technology has made their

86、 experience better,according to a cross-industry study on customer service.10 That spells untapped opportunities for improvement.Consider:Mobile apps are the go-to banking channel for most,with users averaging 150 interactions a year.They also receive the highest satisfaction score across service ch

87、annels(Figure 5).However,most app interactions remain transactionalthe two most common activities done at least weekly are checking balances(45%)and transferring money(31%).More complex needs,such as loan applications or dispute resolution,dont transition smoothly across channels,leading to a disjoi

88、nted experience.This,as chatbots,introduced to enhance engagement,have the lowest satisfaction scores across service channels and minimal adoption(Figure 5).21%of banking service executives see customer service as a value driver22Banking Consumer Study 2025|Where is the love?Building on close connec

89、tions|Reassure me|Remember me|Delight me|Reward meATMsOnline via an appOnline via websiteBranchEmailTelephone callsSocial mediaChatbotVideo conversationAverage touchpointsper year5215296812789557%52%51%43%42%35%29%33%69%64%54%34%32%28%25%21%17%60%Channel usage(Percentage of respondents using the cha

90、nnel at least once per month)Channel satisfaction(Percentage very satisfied respondents)Figure 5:Channel usage and satisfactionSource:Accenture Global Banking Consumer Study,202523Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me

91、66%65%65%63%Baby Boomers(60-78)Gen X(46-59)Gen Y/Millenials(27-45)Gen Z(18-26)Moreover,while a truly seamless banking experience requires the integration of digital and in-person channels,banks are continuing to close branches.In the past decade,branch numbers have been down by 40%in Europe and 24%i

92、n the US.11 Yet 64%of banking consumers still rely on branches for conflict resolution when they cant find a way to resolve an issue online.And 65%of customers still see branches as symbols of stability,a sentiment that spans generations(Figure 6).We saw this sentiment reflected in our survey two ye

93、ars ago,and despite rapid digitalization,customer preference for banks with a physical presence remains just as strong as it was then.The solution lies in rethinking how various channels work together.Customers should not have to start over when moving from digital to in-person interactions.Conversa

94、tions should continue seamlessly across channels.Whether applying for a loan,disputing a charge or following up on an inquiry,customers expect their bank to remember past interactions and pick up where they left off.Gen AI can play a key supporting role here,by anticipating needs,reducing repetition

95、 and making interactions feel more natural.Percentage of customers that agree or strongly agree that they like seeing banking branches in their neighborhood as it confirms a banks stability and availabilityFigure 6:Perceptions about banking branchesSource:Accenture Global Banking Consumer study,2025

96、24Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me01Prioritize service as long-term advantageActions to helpUnlike product sales,the return on investment in better service takes time.So,it will be useful to stop treating custome

97、r service as a back-office function and start recognizing it as a core driver of customer experience.This shift starts with changing the organizational mindset.Good service isnt just about reducing call volumes or shifting people to self-service options;it should also help strengthen customer relati

98、onships and support sales when appropriate.One option?Creating a role dedicated to overseeing service excellence,someone whose mandate it is to ensure that every interaction is a chance to provide value,whether that means solving a problem or helping a customer discover a product that meets their ne

99、eds.The goal:studying touchpoints to see if relevant information is readily available and easy to identify online,with an eye towards identifying(and filling)any cracks in service between departments.Customers dont see separate departments,they see one bank;banks should see themselves the same way.D

100、rawing again from a different industry for inspiration,consider the experience of a leading consumer electronics retailer.To foster a better understanding of customer intent and thus improve response accuracy,the company equipped service agents with gen-AI based tools designed to help reduce the men

101、tal workload for agents,allowing them to better focus on personally connecting with customers.During interactions between an agent and customer,for example,they assess the conversation,detecting sentiment and providing agents with real-time,relevant and human-focused recommendations.The impact has b

102、een substantial.The companys ability to understand customer intent has surged from 60%to 85%and the company is aiming to achieve a 25%reduction in costs through annualized savings.1225Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Rewar

103、d me02Put customers in control with mobile as the orchestratorWith mobile serving as the first stop for customer banking interactions it has become the logical point of connectivity.This doesnt mean everything must be done in the mobile appin fact,our survey shows the opposite.But what it does mean

104、is mobile apps,integrated with branches,chatbots and ATMs,can eliminate repetitive steps and ensure that customers never have to“start over.”Mobile apps should evolve to be the nexus of the service center a place where customers can see where a request stands and understand what comes next,even if t

105、he next step calls for going to a branch.At one global bank,executives were seeing high-value customers abandon financial product applications at a high rate on their mobile apps.To reduce those drop-offs,they decided to improve their guidance.After using financial and psychographic data to segment

106、those customers,they started sending personalized notifications to alert individuals to products that were most likely to fit their needs.Follow-up notifications then encouraged branch appointments and made them easy to schedule.At those appointments,prepared relationship managers could great custom

107、ers with pre-filled forms,giving all parties time for more meaningful conversations.The result?Significant higher customer satisfaction and increased revenue through successful upselling.13 Actions to helpMobile apps should evolve to be the nexus of the service center.26Banking Consumer Study 2025|W

108、here is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meChatbots should function more like a knowledgeable advisor than a glorified FAQ.03Stop thinking chatbots;start thinking conversationsActions to helpMost chatbots struggle even with basic tasks like retrieving

109、documents or resolving issues,leading to frustrating customer experiences.This happens because they are designed to respond rather than understand.like a knowledgeable advisor than a glorified FAQ.It should listen,learn and anticipate customer needs,to help them make informed decisions.Customers sho

110、uld feel like they are texting with their bankers,to the extent possible.The same kind of agents can also support human service representatives by summarizing past conversations and suggesting solutions in real time,while theyre talking with customers.In this way,customers wont have to repeat themse

111、lves or struggle with complex menus when seeking help.Saudia,the national airline of Saudi Arabia,offers inspiration here.Saudia introduced Travel Companion,an AI-powered virtual concierge.Rather than simply responding to questions and redirecting users to generic resources,the tool connects and str

112、eamlines booking processes,flight planning and destination exploration.Saudia takes pride in being the first airline in the MENA region to integrate this advanced technology into a comprehensive platform that goes beyond flight bookings.14The opportunity here lies in using more advanced gen AI“agent

113、s”to combine the lessons from“Remember me”with what it learns in real-time during“conversations”so that it functions more 27Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me04Reinvent physical branches beyond pricing and better s

114、erve customers who are less digitally inclined.In the US,theres an inverse relationship between branch presence and deposit beta,meaning that banks with more branches rely less on raising deposit rates to attract and retain customers.18PNC,with 2,200 branches in 28 states,has implemented a multi-for

115、mat strategy to meet evolving customer needs.By offering four branch types,PNC expands its market reach,optimizes costs and boosts customer engagement while ensuring accessibility and service quality.Mobile branches,which are 40-foot trucks,visit communities affected by branch closures,natural disas

116、ters,college move-ins and When branches close,frustration grows because customers feel they have no real alternative to solve some of their thorniest challenges.To modernize branch strategy,consider tailoring branches to locations.Urban areas may benefit from self-service kiosks and advisory hubs,wh

117、ile suburban branches could offer a hybrid of digital and personal service.In rural locations,where digital adoption is lower,branches should focus on personal relationships and financial education.Some global banks,like JPMorganChase,15 Bank of America16 and PNC,17 are carefully expanding their bra

118、nch networks not only to maintain a physical presence,but also to gain a competitive edge seasonal festivals,offering mobile ATMs and financial advice.Traditional branches serve as Centers of Advice,where the focus is on building relationships between tellers and customers to address complex financi

119、al needs,while also integrating digital and self-service tools.Additionally,PNC operates solution centers in urban markets,each spanning 2,500 square feet and adopting a digital-first approach with minimal staff,featuring mobile workstations,ATMs,kiosks and concierge-style financial planning.Lastly,

120、tiny branches,160-square-foot pop-ups located in high-traffic areas,serve as pilots to assess the demand for permanent locations,offering self-service banking and financial consulting for account openings,credit issues and loan referrals.19Actions to help28Banking Consumer Study 2025|Where is the lo

121、ve?Building on close connections|Reassure me|Remember me|Delight me|Reward meReward meMove beyond rates and fees honor the moment,the behavior and the relationship29Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meDont know the i

122、nterest rateon their savingsKnow theinterest rateon their savings53%47%Banks have traditionally relied on competitive fees and interest rates to attract customers.But although both play a role in decision-making,they arent enough to build advocacy.Make no mistake,interest rates matter80%of customers

123、 say they are an important factor when selecting a bank.However,after they make that initial choice,many customers do not actively track the rates they pay or earn.More than half(53%)dont know their own savings interest rate,which weakens its impact on satisfaction(Figure 7).In fact,interest rates r

124、ank only tenth in driving customer advocacy,simply because many customers are unaware of them.Further,most customers will only consider moving their savings if they can gain 250 basis points(almost a three-percentage-point increase),our research shows.Since such rate differences are uncommon,switchi

125、ng for better rates is not a priority.And although fees also influence customers when choosing a bank(with 82%of customers expecting competitive pricing),dissatisfaction with fees is relatively low across the board.Only 10%of customers at traditional banks are unhappy with what they pay,compared to

126、6%at digital banks.While digital banks set new standards with zero-fee banking,fees alone do not significantly impact customer satisfaction.Percentage of all respondentsFigure 7:Customer knowledge about interest rate on savingsSource:Accenture Global Banking Consumer study,202530Banking Consumer Stu

127、dy 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meThe take-away?Rates and fees are not long-term differentiators.Competing on price alone is unsustainable.To build deeper relationships,banks need to offer meaningful rewards.Our research shows that 60

128、%of customers want relationship-based rewards,but only 45%are satisfied with what they receive,creating a 15%gap between expectations and reality.Even among digital bank customers,there is a gap of 12%,proving that banks across the industry have room to improve.So the goal is to fill those gaps,but

129、not with cookie-cutter solutions.Rewards are not the same as loyalty programs.The opportunity lies in creating benefits based on customers individual needs,preferences and the depth of their relationship with the bank.60%of customers want relationship-based rewards,but only 45%are satisfied with wha

130、t they receive31Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me01 Reward the momentActions to helpfor online coupons and promo codes,better prices and rewards at over 100,000 online retailers,making it easier for users to find

131、deals and save money during their shopping experiences.And by integrating real-time data,Capital One Shopping aligns with customers immediate activities.For example,it tests coupons and promo codes,automatically applying them to purchases.Additionally,when comparing prices and shipping costs across

132、retailers,the tool highlights the cost differences and provides links to streamline the purchase process.A proactive notification system ensures customers never miss a great deal,as it tracks items theyve viewed and sends alerts when prices drop.20Make rewards more meaningful by using real-time data

133、 to offer relevant incentives based on where a customer is in their journey.By tailoring rewards to a customers daily experiences,banks can make them more intuitive,timely and personal.Offering a real-time discount when tapping to pay for a transit ride,or a real-time discount when walking by a coff

134、ee shop.Apples opening of NFC can be a game changer here.Meanwhile,Capital One has developed Capital One Shopping,a free browser extension and mobile app designed to enhance the value of customer rewards by providing real-time,context-aware incentives.This tool automatically searches 32Banking Consu

135、mer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me02Reward the behaviorActions to helpRecognizing and rewarding good financial habits can drive engagement while encouraging healthier money management.Banks can reward customers for positive act

136、ions like saving consistently,paying bills on time or hitting financial milestones.For instance,customers who steadily grow their savings might earn higher interest rates or receive special perks.This approach builds trust and long-term relationships.Al Rajhi Bank,one of the largest Islamic banks,of

137、fers the Million Account,an easily accessible savings account designed to encourage customers to save while giving them the opportunity to win substantial cash prizes.The more customers save and the longer they maintain their savings,the higher their chances of winning.Additionally,customers can boo

138、st their odds by inviting others to open a Million Account.With a minimum deposit,customers can participate in weekly chances to win 10.000 SAR($2,600),with 10 winners each week,and a grand drawing for a million SAR($266,000)every eight weeks.In its first year(August 2023 August 2024),the Million Ac

139、count distributed 11 million SAR in prizes(almost$3 million),benefiting six grand prize winners and 500 weekly winners.2133Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me03Reward the relationshipActions to helpCustomers with mu

140、ltiple accounts enrolled in the Value Program may earn Avion points at varying rates,as each account is individually evaluated based on its associated eligible product categories.Additionally,acquiring new eligible RBC products may come with welcome points offers,further boosting point balances.Inde

141、ed,the more RBC products a member holds,the greater their potential to accumulate Avion points,rewarding comprehensive engagement with RBCs financial services.In 2024,Avion Rewards was honored as the“Loyalty Program of the Year(Americas)”at the International Loyalty Awards for the second consecutive

142、 year,underscoring its excellence and innovation in loyalty on a global scale.22Loyalty grows when customers feel recognized.Airlines have known this for years,but for some reason,as our previous study found,fewer than 15%of banks offer any form of relationship-based rewards.Recognizing the totality

143、 of a relationship builds strong emotional bonds and advocacy.This can be achieved many waysthrough programs that recognize the totality of the relationship,through explicit loyalty programs that reward behavior over time or simply recognizing the customers via status.Take Royal Bank of Canada.By en

144、rolling an eligible personal deposit account in the RBC Value Program,members can earn Avion points on qualifying debit purchases made online or in-store.34Banking Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meMapping customer mindset

145、sInterestingly,customers prioritize the four key drivers of advocacy in different ways.We identified three distinct mindsets across the customers we surveyed,each with unique preferences and emphasis on these drivers.Understanding these mindsetsand identifying the customers that share themcan enable

146、 banks to tailor their engagement and communication strategies more effectively,strengthening advocacy across different customer groups.The traditionalistsThese customers prioritize stability,trust and in-person services,with little interest in innovation.Although they start with lower advocacy leve

147、ls,all macro variables significantly influence their behavior,with Trust and Transparency topping the list.Customer Service and Channels Experience have the lowest impact.34%The pragmaticsThis group blends traditional values with openness to innovation.They are practical and moderate in their bankin

148、g choices.While competitive financial benefits and trust and transparency remain essential,our deeper analysis shows that personalization and trusted advice can be a decisive tiebreaker,and their advocacy can grow when banks provide tailored,ongoing guidance.As their focus is on practicality,Custome

149、r Service and Channels Experience have less pull than Personalization or Trust.They are open to innovation,but only if it simplifies their financial decisions.44%The innovation explorersThese tech-savvy,early adopters seek cutting-edge,personalized,AI-driven solutions.They are the most likely to adv

150、ocate for their bank.Personalization and Trusted Advice are the strongest variables for this group,influencing advocacy 30%more than other factors.This group is quick to embrace AI-driven,digital-first solutions,giving banks that excel in personalization an immediate advocacy boost.22%35Banking Cons

151、umer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meWant to learn more?As part of our survey,weve gathered in-depth data on nearly 160 global banks,uncovering key trends in customer advocacy,personalization and digital transformation.Our insigh

152、ts can help you benchmark your organization against industry leaders and identify strategic opportunities for growth.Contact us to explore a deeper,tailored analysis and discover how you can stay ahead in an evolving banking landscape.Bring back the love growth through advocacyConclusionIn a banking

153、 world battling for growth,the most obvious answer could be staring banks right in the face.Turning lazy loyalists into passionate advocates could almost double the growth rates for most banks.As we noted in the introduction,a 10%movement in advocacy scores across our sample would increase growth fo

154、r the average bank by 1%.Yet,the truth is,no bank can do it all.Economic realities demand trade-offs.Some will double down on trust,reinforcing their role as financial guardians.Others will lean into personalization,using data and AI to deliver tailored experiences.Some may focus on seamless service

155、,ensuring every touchpoint feels effortless.Banks must develop their own advocacy equation and make deliberate choices about where to lead,where to follow and where to let go.The great news is that gen AI arrived at just the right time to help put the soul bank in banking.More than ever,it is easier

156、,cheaper and now possible to create a bank that is again,uniquely yours.The future of banking is about blending the best of digital and physical,using AI to enhance relationships,not replace them.Banks that strike this balance will turn customers into advocates,charting a sure course to growth.36Ban

157、king Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward me1 Celent,IT Spending in Banking,various years2 Masters of Scale(2025,February).Starbucks CEO Brian Niccol is here to put the brand back on top:https:/ Accenture(2024,October 16).Accen

158、ture Life Trends 2025:https:/ Spotify R&D Engineering(2023,October 20).Exclude from Your Taste Profile-Spotify Engineering:Spotify Engineering:https:/ Bright Money(2021,October 21).How does Bright Money work?:https:/www.brightmoney.co/learn/how-does-bright-work6 JPMorganChase(2024).Community Banking

159、 to Community Building:https:/ Monzo(2024,February 15).How to create a customer segmentation:Choosing the right segmentation:https:/ Cleo(2023).Alter your money chemistry:https:/ Accenture(2025).Customer service on the brink.10 Ibid11 Accenture Research analysis based on FDIC and ECB data12 Accentur

160、e client experience13 Accenture client experience14 Saudia(2024,April).Saudia launches beta version of revolutionary digital platform:https:/ Reuters(2024,February 6).JPMorgan to open more than 500 new bank branches over next three years:https:/ Yahoo Finance(2024,September 23).BofA becomes the late

161、st big bank to bet on new branches:https:/ Reuters(2024,November 8).PNC doubles down on branches expansion plan with additional$500 mln investment:https:/ Accenture Research analysis based on FDIC data19 PNC(2024,December 19).PNC Mobile Branches Deliver Financial Confidence:https:/ Capital One(2025)

162、.Capital One Shopping,a free tool to find deals online:https:/ Alrajhi Bank(2024,July 29).Alrajhi bank Announces Sixth Winner of the Million Savings Account Prizes:https:/.sa/en/About-alrajhi-bank/Media-Center/2024/Million-Savings-Account22 RBC(2024,May 14).Avion Rewards wins prestigious 2024 Intern

163、ational Loyalty Award for second consecutive year:https:/ Consumer Study 2025|Where is the love?Building on close connections|Reassure me|Remember me|Delight me|Reward meAbout Accenture ResearchStay connectedAbout AccentureDisclaimer:This content is provided for general information purposes and is n

164、ot intended to be used in place of consultation with our professional advisors.This document refers to marks owned by third parties.All such third-party marks are the property of their respective owners.No sponsorship,endorsement or approval of this content by the owners of such marks is intended,ex

165、pressed or implied.Copyright 2025 Accenture.All rights reserved.Accenture and its logo are registered trademarks of Accenture.Research teamFrancesca CaminitiDariusz OrynekMaria Francesca MeccaPilar MonteagudoGururaj RaoJanaikar Pratik PramodbhaiAcknowledgmentsContributorsAccenture is a leading globa

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