Technology

Risks To Avoid When Buying Engagement Tech

5 mins read
September 15, 2022
By
Megan Burr

No financial institution – bank or credit union – wants to buy an engagement platform, but they do want to grow customer relationships.

Many, though, risk buying engagement platforms that won’t grow relationships for a sustained period. Most platforms are not ready-made for quality, digital experiences that serve depositors and borrowers well, which means they threaten much more than a financial institution’s growth. They are a risk to the relationship with each customer, and to the institution’s reputation.

Consumers are increasingly expressing a need for help from their financial providers. Less than half of Americans can afford a surprise $1,000 expense, according to a survey from Bankrate; about 60% say they do not have $1,000 in savings. One in 5 adults would put a surprise expenditure on a credit card, one of the most expensive forms of debt. More than half of consumers polled want more help than they’re getting from their financial provider. However, those 66% who say they have received communication from their provider were unhappy about the generic advice they received.

This engagement gap offers financial institutions a competitive opportunity. Consumers want more and better engagement, and they are willing to give their business those providers who deliver. About 83% of households polled said they would consider their institution for their next product or service when they are both “satisfied and fully engaged,” according to Gallup. The number drops to 45% if the household is only satisfied.

Financial institutions seeking to use engagement for growth should be wary of not losing customer satisfaction as they pursue full engagement. As noted earlier, about 66% of those engaged aren’t satisfied with the financial provider’s generic approach. What does that mean for financial institutions? The challenge is quality of engagement, not just quantity or the lack thereof. If they deliver quantity instead of quality, they risk both unsatisfied customers as well as customers who ignore their engagement.

According to Gallup, only 19% of households said they would grow their relationship when they are neither satisfied nor fully engaged. This is a major risk financial institutions miss when buying engagement platforms: That the institution is buying a technology not made for quality, digital experiences and won’t be able to serve depositors and borrowers well any time soon.

But aren’t all engagement platforms made for engagement? Yes — but not all are made for banking engagement, and even fewer are made with return on investment in mind. Banking is unique; the tech that powers it should be as well. Buyers need to vet platforms for what’s included in terms of know-how. What expertise does the platform contain and provide for growing a banking organization? Is that built into the software itself?

A purpose-built platform can show marketers which contact fields are of value to engagement, for example, and which integrations can be used to populate those fields. It can also show how that data can become insights for financial institutions when it overlaps with customers’ desired outcomes. And it offers the engagement workflows across staff actions, emails, print marketing and text messaging that result in loan applications, originations, opened accounts or activated cards.  

Previously, the only options available were generic engagement platforms made for any business; financial institutions had to take on the work of customizing platforms. Executives just bought a platform and placed a bet that they could develop it into a growth tool. They’d find out if they were right only after paying consultants, writers, designers, and marketing technologists for years.

Financial services providers no longer need to take these risks. A much better experience awaits them, as they provide customers or members with the relationship upgrade sought all.

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For years, lending organizations have measured technology's value by a simple test: did it get people to log in and complete a task? New dashboards, new buttons, and new workflows all designed to change human behavior just enough to extract a little more efficiency from the same process.

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What breaks when the old ceiling stays in place

Joe used an analogy at the 2026 HousingWire AI Summit to capture the stakes: a farmer who just got a bigger, faster horse looks to the neighbor’s field and watches them ride by on a tractor. Incremental improvements, like faster horses, were the best option for decades. That's not the case anymore.

The risk isn't hypothetical. We still see lenders asking AI to slightly improve an existing workflow, rather than asking what their workflow should look like with AI built in from the start. And the lenders who are still chasing incremental improvements will find themselves outpaced by competitors who were willing to embrace a new mindset, a new strategy, and new era.  

Joe also highlighted that speed and speed alone will not set you apart. Context will be the critical differentiator in an AI-enabled world. Being the first one to engage a borrower is great, but only if you actually have something to talk about. Historically, a legacy database only knew what a person remembered to type into it. If that information wasn't captured, the system, and the loan officer, wouldn't be able to use it for the next conversation.

Context is king, and the mindset shift that gets you there

This is where Joe took the conversation from diagnosis to direction. Total Expert's Customer IQ continuously aggregates zero-, first-, and third-party data to create a complete financial profile and interaction history for every customer. This provides lending teams with the context they need at the exact moment it matters, whether that's to a loan officer having a conversation or an AI agent handling a task automatically.  

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The reframe Joe’s pushing lenders toward is to stop measuring success by tasks completed, and start measuring it by the lifetime value of the customer relationship. He calls this “turning relationships into appreciating assets," where organizations never lose a customer and continually find new ways to add value to that relationship over time, rather than treating every interaction as a standalone transaction.

The takeaway

AI doesn't create value on its own. It creates value when it's grounded in real customer context, embedded in the actual workflow, and pointed at a bigger goal than getting a task done faster. For lenders willing to rethink the engine itself, Welu says the payoff isn't incremental. It's the same seismic shift that farmers experienced when they realized that even the slowest tractor was more efficient than the fastest horse.

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