2016 Malaysia Retail Banking Customer Engagement Report

Inside the Mind
of the Malaysian
Banking Customer
Malaysia Retail Banking Customer Engagement Report
We change the world one client at a time through

extraordinary analytics and advice on everything
important facing humankind.
JIM CLIFTON, CHAIRMAN AND CEO
Copyright 2016 Gallup, Inc. All rights reserved.
Inside the Mind of the Malaysian Banking Customer
Executive Summary
Throughout Southeast Asia, financial institutions face the need to adapt in the midst of
economic changes and technological developments. The 1997 economic crisis wreaked havoc
on commercial banks operating in Malaysia: The ringgit-U.S. dollar exchange rate fell sharply
along with the Kuala Lumpur Composite Index (KLCI) and by 1998, the ringgit hit a low
of RM4.88 per US$1.1 To survive this economic disaster, many banks were forced to close
or merge.2 In spite of unabated economic growth after the crisis, if they wish to grow their
customer base and improve profitability Malaysian financial institutions have no choice but to
rethink their business strategies.
Digital technology is also dramatically reshaping the Southeast Asian banking climate. The
growing digital banking trend is taking hold throughout the region, as mobile and internet
channels are becoming increasingly popular among Asian banking customers. The Fintech
(financial technology) revolution which is posing significant challenges to Malaysian
financial institutions is just one example. Fintech innovations, such as e-payments, are
fundamentally changing the industry and how business gets done, putting many banks at risk.
In fact, Bank Negara recently voiced the need for regulation of Fintech, calling the revolution a
major disruptor.3
These shifts in the industry present financial leaders not only with challenges, but also
tremendous business opportunities. For example, organizations that provide an engaging
customer experience especially through digital channels can substantially increase
profitability and set themselves apart from the competition.
But navigating industry-wide and economic change is far easier said than done. The good
news is that leaders dont need to face challenges ill-equipped or uninformed. By leveraging
research-based insights into the trends shaping the future of banking such as big data
and digital technology and learning proven approaches for engaging customers, financial
leaders can improve business results and come out on top.
In the increasingly competitive Malaysian retail banking landscape, are banks doing enough to
truly engage customers? To answer this question, banks need to understand what it takes to
build true customer engagement and objectively evaluate how well theyre hitting the mark.
Engagement matters more in driving positive customer outcomes

than Satisfaction or Advocacy.
Customer satisfaction (as measured on a five-point satisfaction scale), customer advocacy
(as measured on a 10-point advocacy scale) and customer engagement (as measured
with the Gallup CES) have all shown links to improved customer behavior. However, only
one of these measures is predictive of high performance across four critical measures for
the strong majority of a banks customer base: a customers emotional engagement with
the bank.
Less than half of customers (48%) who are extremely satisfied with their financial
institutions say they cant imagine a world without their banks. And just 43% of promoter
customers feel strongly that their banks are the best bank for their needs.
In sharp contrast, 75% of fully engaged customers feel strongly that their banks are the
best banks for them and the same percentage report they will continue to use their
banks for the rest of their lives. The vast majority of fully engaged customers dont just
report that they plan to continue to use their primary banks (80%) they feel strongly that
they cant imagine a world without their banks (58%).
Across all key outcomes, fully engaged customers are more committed and feel more
positively about their primary banks. This unparalleled customer loyalty translates to higher
organizational performance and profitability from increased wallet share and number of
products used to increased brand advocacy and points to the Gallup CES as the best
strategy for winning customers.
If a Customer
Is Extremely
Satisfied
If a Customer
Is a Promoter
If a Customer Is
Fully Engaged
Best bank
40%
43%
75%
World without
48%
50%
58%
Rest of your life
67%
69%
75%
Continue to use
78%
71%
80%

This report is designed to help leaders crack the code on how to enhance customers
emotional engagement and foster more loyal and lucrative customer relationships.
Highlighting four powerful findings from Gallups 2016 Malaysia Banking Industry study
one of the largest of its kind to date the invaluable discoveries from this study provide
business leaders with insights into todays Malaysian banking consumers and offer an indepth look at their behaviors, attitudes, wants and needs in a changing marketplace.
Four Key Findings That Banks Must Address

1. Most Malaysian banking customers (60%) are indifferent to their
primary banks.
Malaysian banking customers have not experienced enough differentiated
service from their main banks to sway their preferences, loyalty or
repurchase behaviors.
2. When it comes to banking channels, customers care about quality
more than quantity.
Banks need to focus on consistently delivering solutions, not transactions.
Malaysian customers want more quality and consistency across physical and
digital channels.
3. Malaysian customers want their banks to build meaningful
relationships looking out for their financial well-being and becoming
a trusted advisor.
While Malaysian banking customers seem to be generally happy with the
service their primary banks provide, their expectations for positive relationships
with their financial providers are going unmet. Malaysians want their primary
banks to look out for their financial well-being and provide them with advice
that they can rely on to fulfill their financial goals and aspirations. They want
banks that provide them with financial advice and demonstrate commitment to
their financial future. They want a relationship, not a product.
4. Disengaged millennials not competitors pose the greatest threat
to Malaysian banks today and in the near future.
Nearly seven in 10 (64%) Malaysian millennials are indifferent about their
main banks. On average, they consistently use just two banking channels,
giving banks only a small window of opportunity to win their business and
engage them.
Key Takeaways for Financial Leaders

Urgently combat customer indifference.
With the vast majority of customers falling in the indifferent category,
Malaysian banks need to focus their efforts on reaching these customers who
are not sold on or committed to the banks brand. Leaders need to differentiate
their brand and employ a variety of strategies for engaging customers,
including emphasizing customers financial well-being and focusing on building
meaningful relationships with customers.
Evolve from an omnichannel (many channels) to an optichannel
(preferred channels) strategy.
Customers expect perfect service with each interaction more than they
desire the convenience of a wide array of channel options. This means that
leaders need to emphasize both omnichannel and optichannel experiences,
providing customers with not only the convenience of multiple channels, but
also consistently optimized experiences across every channel. An optichannel
strategy aims to discover how customers prefer to engage made possible
with customer data and then optimize their experiences accordingly. To
ensure that customers use their preferred channels and enjoy a seamless,
coordinated experience, banks should determine what matters most to each
customer and support his or her ideal journey.
Combine digitalization with human interactions as a way of attracting
and engaging a range of customer demographics.
Older Malaysian customers still prefer branches, while younger Malaysians
embrace digital channels. Still, younger Malaysian customers visit branches
and ATMs more than they visit online channels, meaning that banks need
to offer multiple channels as part of a streamlined, seamless customer
experience. With younger customers seeking advice and financial support via
in-person channels, the importance of five-star face-to-face interactions is only
increasing for Malaysian banks.

Reinvent sales and service processes as part of branch and call
center transformation.
Many Malaysian banks have embarked on large scale transformations that
include radical changes to technology, processes and systems. However,
to truly improve engagement, more needs to be done at the front lines.
Specifically, it will become important to implement structured routines and
processes such as ongoing coaching and short-cycle management systems
at branches and call centers.
Place customer engagement and customer centricity at the heart
of the banks infrastructure and operating strategy.
Any organization seeking to drive customer engagement needs to make
its customer engagement initiative a central strategy. Importantly, leaders
need to regularly remind employees of the banks overarching goal a
customer-centric culture and equip them with the resources for building
and maintaining a culture of engagement. Centralizing customer engagement
also requires a serious look at how performance is measured and managed
for employees who directly interface with customers. Rather than primarily
focusing on sales measures, banks should introduce and manage leading
indicators of financial performance, including customer engagement and
employee engagement.
Similar Studies
Gallup has conducted numerous studies on financial institutions around the world. For
multiple countries in Southeast Asia including Malaysia, Thailand and China our
customer engagement research is designed to help leaders better understand the wants
and needs of their unique, local customer base so they can develop informed, effective
strategies for winning their business and engaging them.
Malaysian Banking Customers
28%
FULLY ENGAGED
60%
INDIFFERENT
12%
ACTIVELY DISENGAGED
Winning and Engaging Customers
For leaders in all industries, customer expectations are higher than ever before, and they
hinge on emotions. For customers, feelings are facts: Emotions shape customer experiences,
spending and loyalty. As a result, developing and retaining a profitable customer base requires
not only satisfying customers, but also creating meaningful connections with them. Aggressive
advertising campaigns, mega sales promotions, promises of low prices and reward programs
might get customers through the door but they don't create the types of emotional
connections that drive long-term profits and loyalty.
Classic economics are simple focusing simply on what a company sells, its service and
whether customers like the product. But in todays world of behavioral economics, companies
need to take it several steps further, winning both customers hearts and minds. In other words,
to beat the competition, companies can no longer get by on merely satisfying customers; they
need to engage them.
Through decades of research with millions of consumers, Gallup has developed a deep
understanding of human behavior and the emotional connections that create full engagement
and enhance performance. Gallup defines customer engagement as the emotional connection
between ones customers and ones company. Customers form strong emotions about a
company based on their experiences with its people and those emotions strongly influence
their buying decisions.
Customers who hate a company spread negative emotions to stop others from doing business
with it. But customers who love a company its true believers say that they "can't live
without it." They shop more often, buy more, tell others about it and most importantly are
less price-sensitive.

Gallup categorizes customers into three distinct groups: fully engaged, indifferent and
actively disengaged.
Fully Engaged Customers

Fully engaged customers have strong positive feelings toward a company. Some might even
say they love the company. They are the companys most valuable customers; they spend more
and stay longer with the company. Fully engaged Malaysian banking customers provide banks
an average net return rate of +23% that is, if a bank invested 100 ringgit in a fully engaged
customer, the return would be 123 ringgit. Fully engaged customers act as brand ambassadors
for the company, rallying on its behalf to friends, family and coworkers, and going out of their
way to purchase its products or services.
Indifferent Customers
Indifferent customers are neutral; they dont really care about the company, and they neither
love nor hate the brand. As a result, they have no particular allegiance to it and might switch
to a different company or brand if opportunity permits or if the potential benefits outweigh the
costs of switching. Indifferent customers cost banks money: On average, indifferent banking
customers in Malaysia have a net return rate of 0%.
Actively Disengaged Customers

Actively disengaged customers have strong negative feelings toward a company. Some might
even say they hate the company. They can be actively antagonistic, spreading negative wordof-mouth to others and ultimately costing companies money. For Malaysian banks, the average
net return rate for actively disengaged customers is -13% meaning that banks are operating
in the red with actively disengaged customers. These customers remain either because the
costs of switching are too high or they feel there are no better options available.
Customer Engagement Drives Financial Performance

Fully engaged customers are more loyal and profitable than average customers in good
economic times and in bad. Across a variety of industries and target audiences (including
both business-to-consumer and business-to-business), Gallups research has consistently
shown a powerful link between customer engagement and key business outcomes.
Within the banking industry, Gallup research has revealed that customers who are fully
engaged bring 37% more annual revenue to their primary banks than customers who
are actively disengaged. Fully engaged banking customers also have more products with
their banks, from checking and savings accounts to mortgages and auto loans. Plus,
they have higher deposit balances in their accounts than less engaged customers with
the same products. Simply put, when customers believe they are getting more out of a
business, they give more to it.
Compared with indifferent customers, fully engaged banking customers are more
likely to do the following within the next 12 months:
39%
33%
49%
More likely to sign up

for new services
More likely to add

additional accounts
More likely to increase

balances
25%
32%
28%
More likely to switch

from another bank
More likely to obtain

financial advice
More likely to open an

investment account
60%
OF MALAYSIAN BANKING CUSTOMERS

are indifferent to their primary banks.
10
Most Malaysian banking

customers are indifferent
to their primary banks
Just 28% of Malaysian banking customers are fully engaged, while the strong majority
(60%) are indifferent. In other words, most Malaysian financial customers are sitting on
the fence withholding their loyalty and investing less with their primary banks than fully
engaged customers.
This significant indifference problem can be better understood by evaluating Malaysian
banks brand performance how well they are differentiating their brand in the eyes of
customers. Gallups research reveals that Malaysian banks are struggling when it comes
to communicating brand value: 40% of banking customers do not view their primary
banks as better than other banks a finding that holds true even among top-performing
Malaysian banks.
This means that a majority of banks in Malaysia are failing to provide a customer
experience that sets their brands apart from the competition. Their customers are not
having meaningful customer experiences that garner loyalty, increase spending and earn
referrals. And as a result, most of their customers are indifferent a problem that wreaks
havoc on the bottom line.
40%
of banking customers do not view their

primary banks as better than other banks.
11

How likely are you to recommend your
main bank to a friend or associate?
76%
+52%
compared to
24%
5%
Fully Engaged
Indifferent
Actively Disengaged
Extremely Likely
How likely are you to continue to use

your main bank for your financial service needs?
80%
+54%
compared to
36%
9%
Fully Engaged
Indifferent
Actively Disengaged
Extremely Likely
12

Here are some of the outcomes banks can expect if they dont remedy the indifference
problem and differentiate their brands:
Fewer products sold
With indifferent customers, Malaysian banks are missing a golden opportunity
to cross sell. Indifferent banking customers are less likely to cross-purchase
with every financial product from insurance to loan products. Gallups 2016
study shows that just 6% of indifferent banking customers have purchased
additional products or services with their banks within the past 12 months.
In contrast, fully engaged customers purchase significantly more than both
indifferent and actively disengaged customers. And on average, fully engaged
customers use more products with their primary bank.
Decreased customer loyalty
Indifferent banking customers are also less committed than their fully engaged
counterparts. Because their banks havent clearly conveyed their brand value
propositions, indifferent customers are open to any financial institutions that
would cut them a better deal. Only 26% of indifferent customers say they are
extremely likely to continue to use their main banks for their financial service
needs, compared to 80% of fully engaged customers.
Diminished brand advocacy
Indifferent banking customers are unlikely to refer others: Less than a quarter
(24%) report that they are extremely likely to recommend their main banks
to a friend or coworker. On the other hand, more than three-quarters (76%)
of fully engaged Malaysian banking customers are extremely likely to point
their social circles to their primary banks. With primarily indifferent customers,
Malaysian banks cannot count on the majority of their customers to act as
brand ambassadors who recommend their banks to their social circles.
These findings point to one fact: Banks in Malaysia are not doing enough to foster
emotional connections with their customers or ensure that their brands are resonating
with customers. With profitability expected to deteriorate over the near term with slower
revenue growth in Malaysia, the need for action has intensified. Banks must ensure
that they are highly differentiated and capable of winning the trust and admiration
of customers.
To gain more fully engaged customers, Malaysian banks need to

fire on all cylinders.
With limited resources and pressures on cost, Malaysian banks need to choose wisely
where to invest in building customer engagement. While there are many ways of doing so
including investing in channels, new products and services or enhancing brand image
only a strategic combination of engagement strategies can yield the maximum payoff.
13

Gallup research shows that customer engagement is at optimal levels with 93% of
customers fully engaged when customers are extremely satisfied with three key
measures: channels, products and services and brand perceptions. When banks only
satisfy customers in one of these three areas, the percentage of fully engaged customers
drops to 10%.
This means that to achieve world-class customer engagement, banks need to adopt a
holistic approach and ensure that they bring this three-pronged strategy channels,
products and services and brand perceptions to life each day. To set themselves
apart from the competition, banks must engage customers at every turn, making each
interaction count.
How Satisfaction With Channels, Products and Services
and Brand Value Proposition Affects Engagement
Actively Disengaged
Indifferent
Fully Engaged
Extremely satisfied with all three

aspects (channels, products and
services, brand value proposition)
Extremely satisfied with all three aspects
93%
Extremely satisfied with two aspects 7%
Extremely satisfied
with two aspects
Extremely satisfied with one aspect
Extremely satisfied
with one aspect
Not extremely satisfied

Not
extremely satisfied with any aspect
with any aspect
11%
16%
41%
52%
61%
28%
73%
10%
The onus for this is on leaders, who need to ensure that employees at all levels of the
company are focused on and committed to the initiative. Employees also require the right
resources and training for actualizing the customer engagement strategy in all they do.
This organization-wide dedication to customer engagement is what creates an experience
that customers perceive as differentiated one that they cannot live without.
14
Differentiating a Brand With Simplicity

Seeking to differentiate its brand from the competition, one successful Southeast Asian bank
sets itself apart with a brand focused on simplicity.
Here are some of the banks strategies for providing streamlined service:
Clear Communication
The bank communicates with each customer in simple, easy-to-understand terms
and media, avoiding jargon and connecting through the simplest methods of
communication.
Hassle-Free Products and Services
Bank leaders proactively design products and services with simplicity in mind,
ensuring that customers can enjoy simple, intuitive offerings.
Friendly, Warm Service
At all levels of the company, employees strive to be friendly and approachable,
helping customers feel like they are receiving financial help from a trustworthy,
knowledgeable source.4
Within three years of deploying its customer engagement strategy, almost half (47%) of the
banks customers were fully engaged. The bank also dramatically improved its percentage of
branches in the top quartile on Gallups customer engagement metrics jumping from 33%
of branches in the top quartile to 71% of branches in the top quartile.
47%
of the bank's customers were Fully Engaged after three

years of implementing its customer engagement strategy.
15
0.8
THE AVERAGE INDIFFERENT CUSTOMERS

rank their overall satisfaction on a 5-point scale.
16
When it comes to banking

channels, customers care about
quality more than quantity
When Gallup compared channel usage among fully engaged, indifferent and actively
disengaged customers, it found that channel satisfaction is the primary differentiator
between customer types not the number of channels used. The overwhelming
majority (78%) of fully engaged customers are satisfied with most of their interactions
with their banks. In contrast, just 30% of indifferent customers are satisfied with half of
their interactions.
In other words, while fully engaged Malaysian banking customers use slightly more
channels than indifferent customers, their satisfaction with those channels dwarfs that
of indifferent customers. This means that the quality of channel experiences drives
engagement more than the number of channels customers use.
Many banks in Southeast Asia have invested time and resources in strengthening their
delivery channels and providing strong omnichannel experiences. An omnichannel-focused
bank is one that strives to reach customers across all potential touchpoints, including
online, mobile, social, ATMs, telephone and in-person. These banks seek to engage
customers wherever, whenever and through whatever communication methods they prefer
to use.5
78%
of fully engaged customers

are satisfied with most of their interactions with their banks.
17

The emphasis on omnichannel banking stems from the reality that todays customers
want to have multiple online and offline channels available to them to use however and
whenever they choose. Customers demand the convenience of doing banking their way
whether it is in person, over the phone, on the internet, via email or by using a mobile
app. Now more than ever, customers want a banking experience that puts them in the
drivers seat.
But as much as banking customers want the convenience of multiple channels, they want
something else even more consistent quality. In todays marketplace, customers expect
an absolutely seamless experience across all of a banks touchpoints.
When customers do not receive that consistent, five-star experience, their engagement
suffers. Even among customers who interact with the bank across many channels, just
one unsatisfying channel experience significantly erodes engagement. For example,
satisfaction with three channels is excellent for a customer who only uses three channels
but is terrible for a customer who uses four or five.
With all customers, Malaysian banks need to improve

channel satisfaction.
Gallups 2016 study shows that across their entire customer base, banks are missing the
mark with channel satisfaction. Among fully engaged customers asked to rank their overall
satisfaction with their primary banks various channels on a five-point scale, the average
response was only 2.2 meaning that even banks most devoted customers are left
wanting more from their interactions with their banks. Malaysian banks are not meeting
customers expectations for channel experiences, falling short with every customer.
Further underscoring the intensity of the indifference problem, among indifferent
customers asked to rank their overall channel satisfaction with their primary banks
various channels on a five-point scale, the average response was merely 0.8. Indifferent
customers overall channel satisfaction is dramatically lower than that of fully engaged
customers, reflecting the tremendous effect that customer engagement has on outcomes
that shape banks bottom lines.
18
Number of Channels Satisfied
3
2.20
+1.41
Compared to
0.79
0.30
Fully
Engaged
Indifferent
Actively
Disengaged
Level of Engagement
Even with the proliferation of digital channels, the branch remains

a critical channel.
In a world in which customers can conduct basic financial transactions without setting
foot in a brick-and-mortar building, some may conclude that the digital disruption of
banking has rendered branches a less-utilized mode of banking. Indeed, this is true in
some markets, such as the U.S., where branch transaction volume has declined steadily for
several years.
The growing adoption of digital banking is also seen with Malaysian banks, with customers
expectations for multiple touchpoints and new technology on the rise. For example, Bank
Negara Malaysia according to its Financial Sector Blueprint 20112020 is focusing
on increasing e-payments from as low as 50 per capita to 200 per capita.
19

However, Gallups research in Malaysia reveals that bank branches still carry heavy weight
in this region: While 50% of customers in Malaysia use digital channels for their banking
requirements, an equally significant 42% rely solely on traditional banking channels
(branch and ATM).
Industry Overall
(N=3,137)
Small-Medium
Bank
(N=1,385)
Large Bank
(N=1,719)
Central
(N=1,263)
Non-Central
(N=1,841)
% of Customers
who Use Digital
Banking
% of Customers
who Use
Traditional
Banking ONLY
Average Number
Channels Used
per Customer
50%
42%
2.53
42%
47%
2.72
57%
38%
2.29
56%
38%
2.83
46%
45%
2.33
Our study also revealed that human touchpoints such as branches and call centers
have the greatest impact on Malaysian banking customers engagement. While digital
channels, including internet and mobile applications, are important, they do not impact
engagement as strongly as human interactions.
These findings reaffirm the importance of delivering consistently positive human-to-human
banking experiences. They also point to a tremendous opportunity to engage customers by
connecting them to digital channels. That is, financial leaders in Malaysia need to focus on
delivering both omnichannel and optichannel (optimized) experiences, providing customers
with not only the convenience of multiple channels, but also consistently optimized
experiences across every channel.
20

Optichannel banking is about understanding how each customer prefers to engage.
Powered by big data, optichannel-driven banks seek to maximize each touchpoint,
providing customers with seamless, coordinated experiences across every channel. In
customers eyes, optichannel banking offers not only the benefit of access to financial
services across a variety of channels, but also the advantage of using their preferred
channels as part of a consistent, unified experience with the bank.
Here are strategies for delivering perfect channel experiences that never fail to
satisfy customers:
While continuing to invest in new channels and technologies, banks
must also focus on investing in front-line talent.
Because human-to-human interactions have a greater effect on engagement
than digital channels, world-class customer-employee interactions are vital
for Malaysian banks. Front-line employees play a critical role in engaging
customers, and leaders need to ensure that they are putting people in
branches and call centers who have the right talent to address customers
complex and emotional needs. It is essential that customer-facing employees
are friendly, manage customers waiting time effectively and always fulfill
customers needs.
Unify silos and develop an integrated channel-product strategy.
When banks create singular strategies for specific products or channels, they
end up creating silos approaches that prevent customers from having the
seamless experience they want. An integrated channel strategy, however,
can help banks deliver a great experience every time. To develop this type of
strategy, banks must have the ability to not only gather customer and channel
data, but also understand how to apply the data to break down any crosschannel barriers and create consistency.
21

Utilize predictive analytics to design and deploy a new breed of
banking products and solutions.
Though human touchpoints have a greater effect on engagement, banks
need to provide quality across all channels, meaning they need to deliver
five-star digital interactions. To do so, banks need to look for ways to create
emotional connections through technology by ensuring the user experience
is effortless, intuitive and fun. Banks must proactively build digital capabilities
that differentiate them in the marketplace and offer customers real value.
Leveraging big data and predictive analytics is one way to design channel
solutions that line up with customers present and future needs. This level
of refined data-driven decision making allows leaders to employ customercentric strategies for maximum channel satisfaction. Leading banks in South
East Asia are also known to use collaborative processes to help design new
products and solutions through hackathons not only internally but also with
startups and the Fintech industry.
Give customers the choice.
Gallup research shows that customers who do not have their choice of
channels are less likely to be satisfied with their channel experiences and less
likely to be engaged with their banks overall. This lower customer engagement
which comes with greater attrition, reduced deposits and lower profitability
negates any initial efforts to reduce costs by increasing digital channel
usage. Banks need to let customers determine which channels they use
and when.
22
Overhauling Performance With Customer-Centric Values

Seeking to improve a Southeast Asian banks poor performance, a top-level financial leader
recognized that world-class customer service was the solution. This leader made customer
service central to each employees job description and part of the banks culture at every level,
employing multiple strategies to drastically improve customer service:
Consistent, Frequent Communication
Bank leaders meet with area managers once a month to discuss the months tasks;
this meeting agenda is distributed to branch managers and individual employees
within a few days. This high alignment keeps employees in-step and provides
razor-sharp focus for the bank.
Clearly Defined Expectations
The bank invests heavily in intensive training and coaching for its employees,
ensuring each worker is equipped with the information necessary to provide
exceptional service. To help employees create genuine emotional rapport with
customers, leaders encourage workers to meet defined outcomes not follow
prescribed steps and apply one anothers successful ideas.
Discussion of Engagement Results
Gallup worked closely with the banks retail banking leadership team, regional
managers and key branch managers to instill a culture of coaching and action
planning based on engagement survey results. The banks workgroups meet
frequently to discuss both their employee and customer engagement results and to
figure out ways to improve both. Depending on these results, bank leaders provide
frequent praise and recognition to high-performing employees and teams.
The banks customer engagement levels rose dramatically along with revenue and total
assets, which increased by 25% in the fourth year of the initiative. The bank also achieved its
targets in Gallups customer engagement database faster than expected, reaching the 50th
percentile five years earlier than scheduled, the 75th four years early and the 90th three
years early.6
The bank's customer engagement levels rose dramatically

along with revenue and total assets, which increased by
25%
in the fourth year of the initiative.
23
67%
OF CUSTOMERS ARE FULLY ENGAGED

when they strongly agree that their banks help
them make better financial decisions.
24
Customers want a relationship,

not a product
Malaysian customers want their banks to build meaningful relationships looking out for
their financial well-being and becoming a trusted advisor.
While Malaysian banks score relatively high on providing exceptional customer service,
they are seriously underperforming when it comes to personalized customer service.
Malaysian banking customers rate their banks relatively low on individualized customer
service measures: whether their bank looks out for their financial well-being, helps them
reach their personal financial goals and helps them make better financial decisions.
This is a big problem because these measures have tremendous influence on levels of
customer engagement.
To help financial leaders crack the code on how to best engage their customers,
Gallup investigated the relative impact of various engaging behaviors such as
providing exceptional service, helping customers make better financial decisions
and allowing customers to bank anywhere, anytime, anyway on a banks overall
customer engagement. That is, Gallup compared the degree to which various aspects
of a well-rounded customer engagement strategy enhance a banks overall levels of
customer engagement.
What Gallup found is that meaningful customer relationships in which financial
institutions consistently look out for customers financial well-being, help them achieve
their financial goals and provide financial decision-making support are of the greatest
importance to overall customer engagement. When Malaysian banking customers strongly
agree that their primary banks are looking out for their financial well-being, 64% are
fully engaged and only 34% are indifferent to their banks. Furthermore, when customers
strongly agree that their banks employees help them make better financial decisions, 67%
of them are fully engaged and only 31% are indifferent.
When Malaysian banking customers

strongly agree that their primary banks
are looking out for their financial well-being,
64%
are fully engaged.
25
Bank Perfromance (Mean)
4.15
4.15
4.10
4.10
4.05
4.05
Allows you to bank anywhere,

anytime, anyway you want
4.00
4.00
Provides exceptional
customer service
Has wide variety of
financial services
and products that
I use for my daily
financial needs
Helps you make better

financial decisions
3.95
3.95
Is a bank you will use

for the rest of your life
3.90
Offers digital devices

which meet my lifestyle
Looks out for

your financial
well-being
Provides an excellent
value for the rates
Helps you reach your

financial goals
3.90
3.85
3.85
3.80
3.80
5Low Impact7
11
13
15
Impact to Customer Engagement
High Impact
17
19
Considering the major customer indifference problem that the majority of Malaysian banks
face, this discovery is groundbreaking for financial leaders. Banking customers want to
know that their banks care about their financial futures and have their back. By investing
in each customer and prioritizing meaningful customer relationships, banks can make their
brand stand apart from the competition and enact a winning strategy for overcoming
customer indifference and low brand loyalty.
Unfortunately, though relationship-oriented drivers are of greatest importance to customer
engagement levels, Malaysian banks exhibit the lowest performance in these areas. Only
one-third (33%) of Malaysian customers strongly agree that their banks look out for their
financial well-being, and just 32% feel strongly that their banks employees help them
make better financial decisions. In general, Malaysian banks are missing the mark
scoring relatively high in the drivers that matter relatively less and scoring worryingly low in
the most impactful drivers.
26

For example, while its commendable that Malaysian banks overall rank highly on providing
exceptional customer service, this aspect of customer engagement while critical
impacts overall customer engagement levels the least.
Ultimately, Malaysian banks need to improve their performance in focusing on each
customers financial well-being and being a trusted financial advisor to customers. Banking
customers care about how well their banks look out for their unique financial needs. They
want a bank that can provide them with financial advice and demonstrate commitment to
their financial prosperity. They want to be taken care of. And because these drivers have
tremendous influence on levels of customer engagement, financial leaders need to make
them top priority.
Here are strategies for developing better customer relationships and investing in banking
customers financial futures:
Listen for customers' goals.
A first step toward improving customers' financial well-being is listening for
customers financial goals, or noticing where their financial well-being might
be suffering. Leaders should coach bank employees to listen for opportunities
to have conversations with customers about their needs and goals, offering
solutions to improve their long-term financial well-being and conveying that the
bank cares about their financial success.
For example, when a customer mentions he or she is working toward buying
a home, bank employees could suggest setting up automatic withdrawals into
a savings account to save for a down payment or encourage the customer to
meet with a mortgage specialist.
To prepare and equip employees, leaders should provide coaching and
ongoing feedback to each customer-facing worker, helping them develop their
listening skills and leverage best practices for forming better connections
with customers.
Make every interaction count.
As more customers interact with banks online, banks should make every
person-to-person interaction count. For example, if customers visit a branch
regarding an overdraft charge, bank employees shouldnt just waive the fee
and send the customers on their way; they should take the opportunity to show
concern for the customers financial well-being. Simple suggestions such as
downloading an application to receive balance alerts can go a long way toward
making customers feel as if the bank cares about their financial success.
27

Present a consistent message.
A key step in showing customers that the bank cares about their financial wellbeing is making sure what's learned in a person-to-person interaction isn't lost.
Knowing what the customer hopes to achieve financially is crucial to keeping
conversations consistent, so banks should record customers financial goals in
a customer database; that way, employees are aware of those goals and can
ask about them.
Banks also need to maintain cross-channel consistency and ensure they are
using digital media effectively to provide financial advice and suggestions.
For example, banks should offer tools and information about managing debt
on mobile applications, and employees should use their conversations with
customers to connect them to these resources.
Employees' financial well-being matters too.
Making sure that bank employees have high financial well-being is also
important in ensuring that customers' financial goals are met. Bank employees
who are struggling with debt or are unaware of the products and services the
bank has to offer are unlikely to provide effective support to customers.
Bank employees should receive ongoing education on banking services and on financial
well-being best practices. Employees should receive access to financial coaches and
materials to empower them to achieve their goals and give them first-hand experience
to pass on to customers. Banks need to ensure that each customer including its
employees is thriving in financial well-being, feels well-supported and has resources
available for achieving financial goals.
28
The Power of Coaching and Continuing Education

Gallup research has shown that coaching has a cascading effect: Those who receive coaching
are more likely to coach others than those who do not receive it.
To help engage both employees and customers, one bank in Southeast Asia provides ongoing
coaching and learning support to ensure workers and leaders know how to support customers
and navigate challenging economic times. The banks leaders recognize that continuing
education is a win-win-win: It helps employees, customers and the company.
As a result of its smart business strategies,

the bank is in the top
20%
of companies worldwide in Gallup's finance and

insurance customer engagement database.
29
24%
OF MILLENNIALS
are fully engaged with their primary banks.
30
Disengaged millennials pose

the greatest threat to Malaysian
banks today and in the
near future
As millennials emerge as a dominating force in the global marketplace with a staggering
90% of the 1.2 billion global millennial population in the developing world Malaysian
financial institutions are doomed to stagnant growth if they fail to reach this critical
customer segment. And with an estimated median age of 27.9 years in 2015,7 theres
no denying that millennials are poised to reshape the Malaysian economy. The unique
preferences and experiences of younger customers are forcing companies to reexamine
how they do business.
Unfortunately, Malaysian banks arent successfully engaging the millennial generation:
More than six in 10 Malaysian millennials (64%) are indifferent toward their primary bank,
while less than a quarter (24%) of millennials (ages 2529) are fully engaged. To make
matters worse, Malaysian millennials use fewer channels than do any other generation,
meaning banks have only a small window of opportunity to engage this key customer base.
More than
six in 10
Malaysian millennials are indifferent
toward their primary banks.
31

Channel Used by Age Group
18-24
100
90%
90
80%
80
70%
70
60%
60
50%
50
40%
40
30%
30
20%
20
10%
10
0%
0
25-29
30-39
40+
100%
Branch
Phone
ATM
Online
Mobile
Some financial leaders assume that the best way to engage younger customers is via
digital channels. However, while these tech-savvy customers use digital channels more
than their older counterparts do, millennials and Generation X customers use branch and
ATM channels significantly more than they use phone, online and mobile channels.
This points to the need to engage millennials and Generation X customers via humanto-human interactions providing them with something that all banking customers
crave: financial advice and support in improving their financial well-being. Like all other
generations, millennials want their banks to serve as their financial caretakers and help
them improve their financial well-being. Especially as they enter their careers and start
having families, millennials look to their banks for guidance and decision-making support.
Gallups 2016 Malaysian Banking Industry study shows that the most powerful drivers of
engagement among both millennials and Generation X customers involve their primary
banks: 1) looking out for their financial well-being, 2) helping them reach their financial
goals and 3) equipping them to make better financial decisions. Fortunately for financial
leaders, these three relationship-oriented drivers are also the strongest engagement
drivers for customers overall allowing banks to employ a targeted customer engagement
strategy that reaches a broad customer base.
32

Here are tactics for providing financial guidance that engages millennial and Generation
X customers:
Reach out to millennials with advice.
To satisfy millennials desire to learn and grow financially, banks need to cater
to them. This is because millennials tend not to seek out professional advice
or support; they expect their leaders and managers to actively provide it.
Banks should train employees to offer advice with each interaction, pointing
millennials to cross-channel information and resources (such as meetings with
financial experts and online tools and advice).
Provide meaningful face-to-face interactions.
Millennial and Generation X banking customers want in-person interactions
to play a prominent role in their personal financial development. They want to
have insightful conversations to connect with an expert who acknowledges
their personal needs and reassures them that the bank is looking out for them.
Generation X customers, who are making more investment decisions, want to
connect with branch employees who are knowledgeable and capable. Banks
need to hire talented employees who are friendly, provide exceptional service
and have all the right resources for educating customers.
33
How One Bank Became a Financial Force Across Asia

A highly respected and awarded bank in Southeast Asia has an enviable growth
record. Its leaders apply the following strategies to enhance and sustain its successful
culture and brand:
Extending Loyalty to Customers.
The bank values customer relationships, supporting customers in good times and
in bad and ensuring their financial needs are met. It also created a special unit to
provide individualized support for corporate clients facing financial challenges.
Focusing on Employee Talent.
The bank maintains a focus on talent and leadership, investing heavily in training
employees at all levels of the company.
Building a Culture of Engagement.
The bank uses a variety of employee engagement strategies such as routinely
asking for employee feedback that drove the companys employee engagement
levels to the 90th percentile in 2012, placing it among the top 10% of companies
in the world based on its engagement results and earning it a Gallup Great
Workplace Award in 2013.8
These achievements placed the bank among the top 10% of companies in the world based
on its engagement results and earned it a Gallup Great Workplace Award in 2013.9 In
addition, the bank has earned numerous AsiaOne Peoples Choice awards, with its customers
consistently recognizing the banks exceptional customer-centric service.
The bank increased its employee

engagement to be among the top
10%
of companies in the world.
34
Embarking on the
Customer-Centric Journey
To thrive in todays economic climate, Malaysian financial institutions need to become

customer-centric organizations that earn their customers full engagement. Here are
strategies to help leaders get there:
Get to know your customers.
A powerful metric for assessing and improving customer engagement is critical
for financial institutions seeking to increase customer-centricity and improve
performance. Simply satisfying customers doesnt have the same effect as
engaging them does. Traditional customer satisfaction programs dont work.
As the worlds leading authority on customer behavioral economics, Gallup
can provide your company with strategies to explode your number of true
believers and increase organic growth. The Gallup CE3 survey is unparalleled
in its predictive power, with proven links to greater organizational performance
and profitability. Many Southeast Asian and global banks have used
Gallups CE3 metric to drive change. The focus of a customer engagement
program is on helping leaders, managers and employees understand and
overcome local-level engagement challenges, not on simply managing the
score. Gallup consultants work closely with leaders to deploy an integrated
measurement and management system that drives consistent results and
performance outcomes.
Leverage employee talents and strengths.
To provide customers with nothing less than exceptional service, leaders need
to ensure that each employee-customer interaction leaves customers feeling
valued and with a clear understanding of the banks desire to watch out for
their financial well-being. This requires hiring innately talented employees and
positioning them based on their strengths so that customer-facing employees
are best equipped to engage customers each and every day.
35

Engage employees in the journey.
To accelerate the path to higher customer engagement, financial leaders
need to foster ownership for the initiative among employees at all levels of
the company. Engaged employees not only perform at higher levels, they also
form better connections with customers. Organizational alignment with
commitment from each employee is a powerful driving force in reaching an
organizations customer engagement goals. It is also important to proactively
encourage a customer-centric focus throughout all levels of the organization.
Customer centricity is not something that marketing or retail distribution teams
are solely responsible for: All employees from IT and operations to HR and
accounting need to own the customer journey and accomplish their work
with the customer in mind. Banks with world-class customer engagement are
powered by employee ownership, with all employees working to transform the
bank into a customer-centric organization. Creating an engagement system
for employees at all levels of the company including ongoing coaching on
how to reach customers, consistent communication about goals and regular
discussions about customer feedback and how to act on it can help financial
leaders achieve their customer engagement goals.
Make coaching and performance management a priority.
Gallup has extensive experience in designing and deploying systems at
branches and call centers to help coach and develop employees on how
to best meet customer expectations. Gallup consultants also work toward
building internal capability to implement a short-cycle management system
characterized by frequent, short bursts of meetings and coaching sessions
aimed at maintaining a high focus on customer engagement at the branch and
team levels. These coaching and performance management interventions help
financial leaders engage each employee in the customer engagement initiative
and bring their customer engagement strategy to life.
36

Embrace the power of predictive analytics.
In a world where big data is king, financial leaders should focus on becoming
a data-driven culture one that is equipped to collect, analyze and take
action on customer data for better business performance. This takes not only
the right customer data and analytics systems, but also internal capabilities,
with employee support and a culture that can effectively interpret and apply
data. Gallups advanced analytics and research capabilities can help financial
institutions of any size deploy advanced analytics for decision support on
critical business problems. With extensive industry and functional expertise
and our knowledge of data and analytics, Gallup helps businesses improve
their operational effectiveness and enhance business growth through
predictive analytics.
For example, banks in Southeast Asia can promote business outcomes
through predictive analytics in areas such as channel segmentation and usage
analytics, customer attrition and revenue management, employee turnover
and productivity and performance management. Gallups Advanced Analytics
team applies industry-leading techniques and technologies to address unique
business concerns from new product planning to profitability analysis. Our
consultants also partner with leaders to build internal data capability, auditing
the banks data-readiness and implementing strategies for achieving a datadriven culture.
Enhance your opti-channel experience.
In todays marketplace, banks need to provide seamless omnichannel
and optichannel experiences. Gallup helps financial leaders get there by
implementing a multi-channel measurement and management system,
including customer surveys and strategic action planning for branches, call
centers, online, ATM and mobile channels. At the heart of its consulting on
multi-channel engagement is Gallups ability to create a single, integrated
strategy where all channels and teams work in harmony to create seamless
customer interactions. Because alignment is key, we also help leaders keep
the whole company in step with joint action planning and strategy sessions
across channels.
37

Drive cultural change through a focus on service values.
Gallups approach to customer engagement helps leaders build a culture that
revolves around service excellence. To get there, employees need to focus
not on survey data, but on delivering what customers truly value. Gallups
service values programs translate survey data and key drivers of customer
engagement into service values and behaviors, transforming engagement
drivers into concrete actions that are easily understood by front-line employees.
Gallup designs its programs to inspire ownership among workers, who are
given the ability and resources to make the banks service values come alive,
and encourage them to take initiative and leverage their own creativity to
engage customers with each interaction.
Bring about process improvements with the customer in mind.
While many banks have invested heavily in process mapping every stage
of customers interactions with the bank, they have done perhaps less to
understand the customer journey through the lens of the customer. Highly
engaged banks use customer-led journey mapping, basing their engagement
strategies not only on an internal perspective, but also directly on customers
expectations for their financial journey. Gallup helps leaders understand and
act on what their customers want, integrating process improvement with
customer feedback to highlight key areas for improvement and opportunities
for growth. Gallup consultants step in to conduct additional ethnographic and
branch observation research, allowing for a deeper understanding of how well
a bank is giving customers the journey they want and providing leaders with
insights into how to most effectively improve customer experiences.
38
Additional Readings
An Asian Banks Resilience After Economic Crisis
http://www.gallup.com/businessjournal/188783/asian-bank-resilience-economic-crisis.
aspx
A Grim Reminder by Bank Negara
http://www.thestar.com.my/business/business-news/2016/05/12/a-grim-reminder/
Making Banking as Easy as ABC
http://www.gallup.com/businessjournal/163871/making-banking-easy-abc.aspx?g_
source=Krungsri&g_medium=search&g_campaign=tiles
Turning Crisis Into Opportunity
http://www.gallup.com/businessjournal/28609/Turning-Crisis-Into-Opportunity.aspx?g_
source=Scb&g_medium=search&g_campaign=tiles
DBS Bank: A Force for Good in Asia
http://www.gallup.com/businessjournal/164279/dbs-bank-force-good-asia.aspx
Methodology
Gallups 2016 Malaysia Banking Industry study was conducted using a random
sampling method.
The sample consisted of 3,137 Malaysian adults, aged from 18 to 79, who had an active
personal account with a primary bank as the primary account holder.
Time period: Oct. 28, 2015 to Jan. 30, 2016.
Survey mode: outbound phone
Sample weighted by location (metropolitan vs. provincial), representative of the Malaysian
adult population, using the latest Population Survey figures.
For results based on this sample, one can say that the maximum margin of sampling error
is +/- 1.75 percentage points, at the 95% confidence level.
39
Endnotes
Executive Summary
1 Nambiar, S. (2012). Malaysia and the Global Crisis: Impact, Response, and Rebalancing
Strategies. The Global Financial Crisis and Asia: Implications and Challenges, 218-244.
doi:10.1093/acprof:oso/9780199660957.003.0011
2 Ratanjee, V. (2016, January 21). An Asian Bank's Resilience After Economic Crisis.
Retrieved from http://www.gallup.com/businessjournal/188783/asian-bank-resilienceeconomic-crisis.aspx
3 Kok, C., & Jayaseelan, R. (2016, May 12). A grim reminder by Bank Negara. Retrieved
from http://www.thestar.com.my/business/business-news/2016/05/12/a-grim-reminder/
Most Malaysian banking customers are indifferent

to their primary banks
4 Making Banking as Easy as ABC. (2013, August 22). Retrieved from http://www.gallup.
com/businessjournal/163871/making-banking-easy-abc.aspx
When it comes to banking channels, customers care about quality

more than quantity
5 Hughes, J. (2014, March 28). Every Channel Matters When Engaging Bank Customers.
Retrieved from http://www.gallup.com/opinion/gallup/173606/every-channel-mattersengaging-bank-customers.aspx
6 Robison, J. (2007, September 13). Turning a Crisis Into an Opportunity. Retrieved from
http://www.gallup.com/businessjournal/28609/Turning-Crisis-Into-Opportunity.aspx
Disengaged millennials pose the greatest threat to Malaysian

banks today and in the near future
7 Ratanjee, V. (2016, January 21). An Asian Bank's Resilience After Economic Crisis.
Retrieved from http://www.gallup.com/businessjournal/188783/asian-bank-resilienceeconomic-crisis.aspx
8 The World Factbook: Median Age. (n.d.). Retrieved from https://www.cia.gov/library/
publications/the-world-factbook/fields/2177.html
9 Ratanjee, V. (2013, October 1). DBS Bank: A Force for Good in Asia. Retrieved from
http://www.gallup.com/businessjournal/164279/dbs-bank-force-good-asia.aspx
40
About Gallup
Gallup delivers analytics and advice to help leaders and organizations solve their most
pressing problems. Combining more than 80 years of experience with its global reach,
Gallup knows more about the attitudes and behaviors of employees, customers, students
and citizens than any other organization in the world.
Contact Us
For more information about our solutions, please contact Gallup Client Support at
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41
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Inside the Mind

Malaysia Retail Banking Customer Engagement Report

We change the world one client at a time through

Copyright 2016 Gallup, Inc. All rights reserved.

Inside the Mind of the Malaysian Banking Customer

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Inside the Mind of the Malaysian Banking Customer

Engagement matters more in driving positive customer outcomes

Rest of your life

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Inside the Mind of the Malaysian Banking Customer

Four Key Findings That Banks Must Address

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Inside the Mind of the Malaysian Banking Customer

Key Takeaways for Financial Leaders

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Inside the Mind of the Malaysian Banking Customer

Copyright 2016 Gallup, Inc. All rights reserved.

Malaysian Banking Customers

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Inside the Mind of the Malaysian Banking Customer

Winning and Engaging Customers

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Inside the Mind of the Malaysian Banking Customer

Fully Engaged Customers

Actively Disengaged Customers

Copyright 2016 Gallup, Inc. All rights reserved.

Inside the Mind of the Malaysian Banking Customer

Customer Engagement Drives Financial Performance

More likely to sign up

More likely to add

More likely to increase

More likely to switch

More likely to obtain

More likely to open an

Copyright 2016 Gallup, Inc. All rights reserved.

OF MALAYSIAN BANKING CUSTOMERS

Copyright 2016 Gallup, Inc. All rights reserved.

Inside the Mind of the Malaysian Banking Customer

Most Malaysian banking

of banking customers do not view their

Copyright 2016 Gallup, Inc. All rights reserved.

Inside the Mind of the Malaysian Banking Customer

Fully Engaged Customers

How likely are you to continue to use

Fully Engaged Customers

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Inside the Mind of the Malaysian Banking Customer

To gain more fully engaged customers, Malaysian banks need to

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Inside the Mind of the Malaysian Banking Customer

Extremely satisfied with all three

Extremely satisfied with all three aspects

Extremely satisfied with two aspects 7%

Extremely satisfied with one aspect

Not extremely satisfied

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Inside the Mind of the Malaysian Banking Customer

Differentiating a Brand With Simplicity

of the bank's customers were Fully Engaged after three

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Inside the Mind of the Malaysian Banking Customer

THE AVERAGE INDIFFERENT CUSTOMERS

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