Comarch Corporate Banking
at BNP ParibasMigrating newly acquired customers and data to a single BNP Paribas system
First, we were after a well-proven vendor within the BNP Paribas group, and second, we wanted one that would be fine with adapting to our expectations instead of imposing a rigid tool to determine all our banking procedures.
Oktawiusz Kacza
Managing Director, BGŻ BNP Paribas
Although every migration is different, they all serve one purpose: the effect has to guarantee business continuity whereas the bank, as much as its customers themselves, should experience a positive change in no time.
The pressure on BNP and Comarch was sky-high as even a minor glitch could mean restricted access to accounts through front-end channels, operational errors, compensation claims, and consequently, customer churn followed by economic loss. Besides, the whole procedure was to be completed in 90 days.
Limited time and considerable weight of responsibility were not the only challenges though, as BNP and BGŻ used systems with different feature sets. Some features present in the bank being acquired – and popular among its customers – were not there in the system of the acquiring bank. For this reason Comarch was requested to add these features into the unified system for the convenience of both BGŻ customers who would stick to their most preferred way of performing banking operations, and BNP ones gaining more options to manage their accounts. The features were Vasco tokens, Elixir Express instant payments or integration with Vision card system.
The project was carried out according to the agile method, i.e. incrementally; each of its stages was analyzed, discussed, documented and produced separately. Every stage then concluded with a demo, allowing the client to immediately see work results and easily introduce hanges to what has been created.
This approach was highly appreciated by the bank’s management, as it not only gave them a good insight into the work progress but also presented a certain number of challenges when it comes to strict project schedule and unexpected workload.
The ultimate result for BNP was boosting the number of corporate customers (to 160 thousand) under one unified and more user-friendly front-end platform: all the customers gained access to mobile applications and new features such as express transfers.
As a result of standardizing its offer and service processes, BGŻ BNP Paribas also logged a 10% increase in profit in the SME segment. This in turn helped improve BNP’s cost/income ratio, which fell from 84% in 2015 to 71% in 2016