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Salesforce Live – The Nottingham Building Society rethinks digital strategy in light of COVID-19

(Image sourced via The Nottingham Building Society Facebook )

The Nottingham Building Society was founded back in 1849 by a small group of Nottingham businessmen, led by local Quaker Samuel Fox. The first ever branch used to open between 6pm and 9pm on the first Tuesday of each month and the vision for the building society was to help people own their own home, as well as offer them a safe and secure place for their savings.

Since then The Nottingham (as it’s more commonly known) has grown to serve over a quarter of a million members across the UK and now has 67 branches across 11 counties. Gone too are the days of a three hour opening window once a month, with the building society expanding its use of digital services for members rapidly.

The Nottingham has had a digital strategy in place for over three years, which served it well in the initial fallout from COVID-19. But as CEO David Marlow outlined at the Salesforce Live UK & Ireland event this week, the rapid changes in consumer expectations and the workplace are forcing the building society to go deeper with its transformation.

Part of this involves moving to the Salesforce Financial Services Cloud to completely reengineer the organisation’s process for the digital, with the aim of creating an immersive experience for members.

Marlow explained that COVID-19 has shifted thinking at The Nottingham in two fundamental ways. Firstly, regarding the move to distributed working. And secondly, the additional expectations from consumers on digital services. He said:

I think the working from home element is a major item. Here I am at home, somebody who never worked from home over the last 20 years. How we make the most of that and leverage it is really important. Accommodating the changes that we see both positive and negative for people remote working. That implication has an enormous knock on effect to our business continuity arrangements, and we’ve got some big changes to put through in how we organise ourselves in business continuity terms. Just as example, historically we had a building on the outside of Nottingham that was just left empty. When we had a crisis we would all move out to that. Well, we don’t need that sort of capability any longer, we would all just work from home.

And then finally I think the major item for us has been the enormous shift in expectations from customers and members and the public at large around digital. Not only in terms of the access that they expect, but the richness of the service that they now see as the norm, not as a bonus.

A solid foundation

As noted above, The Nottingham has been working on its digital strategy for three years now and Marlow said that this put the organisation in a good position when demand for its services increased during the height of the pandemic. However, he added, that with the enormous shift in customer expectations, he soon

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