When Customer Experience Collides with Short-term Revenue

The trigger: automated issuance of certificates of deposit

Recently, a customer asked us to implement a skill for issuing certificates of deposit. This procedure, which in its current format requires visiting the branch, obtaining the manager's signature and receiving the document at the counter, is part of the classic processes in the banking sector. Although it fulfills its function, it is far from offering the agility and simplicity that users expect today.

From a technical point of view, we proposed a solution that we have in our skills playbook: a digital certificate backed by an online verification system. This design allows the recipient to verify the validity of the document directly on the bank's website, eliminating the need for face-to-face procedures and making the process faster, safer and more convenient. We have several skills for issuing certificates and they all work similar to this same scheme, which has become our standard of implementation.

The proposed alternative and its limitations

However, the bank proposed an alternative: to allow the process to start from the conversational solution, but to keep the final steps as they are today. This would mean that, although the customer could initiate the request digitally, they would have to go through the checkout, talk to an executive and receive the certificate manually.

Why this decision? Mainly because the current procedure generates revenues of 10 dollars for each certificate, and the conversational channel was not ready to carry out charges or transactions. This raised internal doubts about the feasibility of completely migrating the process to the 100% digital environment.

Although this alternative solves part of the problem, it does not reach what we understand as a complete and automated solution from the point of view of the customer experience, since it preserves some of the pain expressed above.

The tension between income and experience

This case reflects a dilemma that we have seen on several occasions: the difficulty of balancing short-term revenues with decisions that significantly improve the customer experience. In processes such as sending account statements, where logistics costs far exceed revenues, migrating to digital format is a natural decision. But in this type of procedure, where revenues have a symbolic but constant weight, making the decision to prioritize the customer experience is not that simple.

For the customer, the ideal is clear: to obtain the certificate quickly, directly and without unnecessary steps. However, in large organizations, decisions often pass through several areas, and those who feel the loss of that revenue are not always focused on the end user experience.

Transformation that generates value

We have worked on other projects where banks decided to take that step and prioritize the experience of their customers. These cases not only simplified processes, but they strengthened the relationship with users, sending a clear message that their time and comfort are a priority.

In this case, the discussion is still open, but it leaves an important lesson: automation is not just about digitizing a process or modernizing a channel. It is to rethink the entire process to eliminate barriers, solve fundamental problems and generate value both for the institution and for its clients.

Delto: Beyond Technology

At Delto, we don't just offer advanced technology. Our goal is to be strategic partners in the transformation of our clients. We understand that technology alone is not enough: it must be accompanied by strategic decisions that promote real and sustainable changes.

Today, the market is riddled with “solutions” that promise to solve problems, but in reality only address parts of the process or further complicate the user experience. The real problem isn't just technological; it's the design and management of the process. Automating isn't just about implementing faster tools, but about rethinking the entire flow from start to finish so that it's efficient, intuitive and provides value to both the customer and the organization.

Because automating isn't just about making what already exists faster. It's about transforming the way people interact with services, eliminating friction and creating experiences that are simple, human and meaningful. That's where the real impact lies: in the ability to combine technology with processes strategically designed to make a difference.

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