This thesis delves into the existing relationship dynamics between SMEs and ING, an incumbent Dutch bank and global financial services provider. In collaboration with ING, the study aims to illuminate the nuances of this ING – SME relationship. Despite ING’s overarching mission t
...
This thesis delves into the existing relationship dynamics between SMEs and ING, an incumbent Dutch bank and global financial services provider. In collaboration with ING, the study aims to illuminate the nuances of this ING – SME relationship. Despite ING’s overarching mission to empower individuals and businesses, a noticeable gap persists between SMEs’ perception of their interactions with the bank and ING’s aspiration towards a supportive and empowering partnership model.
The research reveals a noticeable friction in the ING-SME relationship, primarily stemming from a perceived power imbalance. SMEs often view their relationship with ING as distant and transactional, leading to a trust paradox where SMEs do not know what information needs to be shared, why this information is necessary, and what happens during processes. SMEs do not seek advice at the bank with their challenges, but they seek advice from peers or intermediaries instead. Even though the bank has extensive knowledge, expertise, resources, and a big network. This discrepancy underscores the urgent need for a renewed banking model that prioritises client-centric approaches over mere transactional engagements. That is why, ING needs to take an active role in informing, guiding, and supporting SMEs in their journey to sustaining cash flow.
Recognising SMEs’ dual challenge of innovating while ensuring cash flow stability, the proposed service approach aims to bridge this gap by empowering SMEs with financial literacy and support.
Termed “Empower SMEs to know ‘how to do the work before going to work’,” this approach comprises three key design interventions: an interactive finance learning hub, a process progress tool, and post-process learning support. Through these interventions, ING seeks to leverage its resources and network to guide SMEs in navigating complexities and achieving sustainable growth.
Central to this approach is the emphasis on fostering warmer connections and having more transparent interactions between ING and SMEs. By understanding their client’s needs better and providing tailored support, ING aims to build trust and strengthen its relationship with SMEs. Ultimately, the goal is to empower SMEs in their growth journey, cultivate a lasting bond with ING, and enhance customer loyalty.
In conclusion, the proposed service approach represents a significant step towards redefining the ING - SME relationship. By shifting from a transactional to a collaborative partnership model, ING aims to position itself as a trusted advisor, facilitating mutual success and fostering mutual growth.
