Federal banks at big budgets convey their values through repetition, but that doesn't mean smaller players should look worse. However, they need to think through their steps in two times more carefully.
The value of banks has always been measured by two criteria: reliability and security. However, after entering the digital age, these advantages have ceased to be of decisive importance, because we no longer keep money in safes, and deposits are insured by the state.
We conducted 120 in-depth interviews with employees, partners and clients of the bank, and saw: Orange's strong point is in solving complex problems. This is not a typical market player with a standard product list, but a bank with a strong, professional team providing personalized service.
The terms of service and the list of products in the vast majority of banking operations, and it is no longer an tool important who offers what services; it is important how the client receives them. Today, loyalty relies on service more than benefit, so updating the service model* is easy to beginning of Orange's rebranding.
The service model is a concept that combines strong business solutions and culture of relationships between the bank, employees and client. With this approach, employees become first-level customers, receiving support from company.