UBS is launching one online service after another in Switzerland, with a system discreetly analyzing customer behavior in the background. Now, its digital efforts are themselves under scrutiny.
New digital offerings every quarter is what Sabine Magri, chief operating officer (COO) of UBS’s Swiss business, promised in May when UBS launched its purely digital product line Key4. Since then, it has been rolling out new offerings in its home country. After pension and corporate client product launches, an investment solution went live this month.
With UBS expanding its digital offerings to clients, their behavior is registered on the new channels as inputs for a system working behind the scenes. This approach analyzes customer behavior and turns it into recommendations. Advisors receive tailored suggestions as to which products they can offer their customers.
Next Best Action» has been operating in UBS Switzerland’s wealth management business for about a year and is now being used in the retail business with private clients. In many cases, the tool is based on classic data analyses following simple rules not requiring a complex model. Nevertheless, it makes use of machine learning. The longer the system runs and the more data it can tap and make tailored recommendations.
These opportunities are then brought to client advisors through the bank’s internal interface. For now, this is a thought exercise, which the bankers can use if they think it appropriate. Notably, recommendations do not appear on the customer’s smartphone app but take a detour via the advisors.
In an environment where bank customers are generally reluctant to make transactions, the machine’s suggestions could soon gain influence. This means walking a tightrope not only for UBS but also for all other Swiss banks that specifically evaluate customer engagement.
This is not only because the huge amounts of data have only just begun to be made usable for business. Unlike search engines and social media platforms, which use highly sophisticated algorithms to spy on user behavior and send out targeted advertising, banks are subject to special rules, both from a regulatory perspective and because of the special relationship of trust.
Former UBS Chairman Axel Weber, warned in 2017 that customers should not feel like they are being spied on. Otherwise, there would be a rapid loss of trust.
His successor Colm Kelleher is now having his say on the digital strategy. It was rumored he was the one who pushed for pulling the plug on the acquisition of American robo-advisor Wealthfront in September. Through Wealthfront, UBS CEO Ralph Hamers wanted to reach the mass of wealthy customers in the United States.
That makes Switzerland all the more important as a test bench for the group’s digital transformation. Over the past nine months, UBS spent over 1.7 billion francs on operations, the lion’s share going toward upgrading technology. The bank cut back staff and real estate after closing 44 branches over the last year, another measure of the success of the digital transformation.
It seems to be working. Over 74 percent of UBS clients in Switzerland were active on the bank’s digital channels at the end of September, with nearly 58 percent using smartphones. It is no coincidence the bank highlights these figures every quarter. The bank’s progress with digitalization plays a key role in its stock market valuation. Having a machine that knows what customers want could be decisive.