Digital journey for high-value corporate clients in the banking sector
Research Objective
The focus of the research was to develop digital solutions that would increase the autonomy of corporate clients with transactions over R$ 3 million per month, reducing bureaucracy and dependence on account managers. The goal was to match (or surpass) the digital experience already established for individual and small business clients.
My role
Strategic benchmarking coordination: I led the research and analysis of national and international solutions aimed at the corporate segment.
Qualitative research: I conducted in-depth interviews with corporate clients and account managers, mapping journeys, pain points, and opportunities.
Synthesis and communication of insights: I structured clear and actionable deliverables for stakeholders, connecting market trends with real user needs.
Process
The project was structured in robust, business-oriented research stages:
Initial alignment with stakeholders: The team interviewed 8 internal stakeholders to map existing tools, main pain points, and strategic expectations. This ensured focus and direction from the very beginning of the research.
National and international benchmarking: Under my coordination, the team conducted in-depth benchmarking, analyzing financial products and digital solutions for large corporate accounts. The process involved two weeks of data collection, validation with the client, and curation of relevant trends, including examples from other sectors that already addressed similar pain points.
Qualitative research with users: I actively participated in interviews with 4 corporate account managers (from different service levels) and 9 corporate clients. This stage provided a 360º view of the journey: from the routines and challenges of the managers to the clients’ comparisons between different banks and service channels.
Mapping opportunities: I organized the main findings into a map of pain points and opportunities, connecting insights from the interviews with the solutions identified in the benchmarking. The result was a strategic document, highlighting features and new products with high potential impact.
*The company information has been withheld to ensure the protection of confidential data.
The research revealed that while corporate clients value direct and agile access to their manager, the managers themselves face operational overload, dedicating time to demands that could be automated or solved through digital channels.
Based on this diagnosis, we delivered a visual map of pain points and opportunities, supporting recommendations for features and new products to increase the autonomy of corporate clients and optimize the managers’ routines.
Results
