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This profile was last updated on 7/14/2012 and contains contributions from the  Zoominfo Community.

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Wrong Alan Mattei?

Alan Mattei

Managing Director

Novantas LLC

HQ Phone:  (212) 953-4444


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I agree to the Terms of Service and Privacy Policy. I understand that I will receive a subscription to ZoomInfo Community Edition at no charge in exchange for downloading and installing the ZoomInfo Contact Contributor utility which, among other features, involves sharing my business contacts as well as headers and signature blocks from emails that I receive.

Novantas LLC

485 Lexington Avenue

New York City, New York,10017

United States

Company Description

Novantas is the acknowledged leader in customer science and revenue strategy in the financial services industry. The firm's Management Consulting, Solutions, and Research divisions specialize in investigating and interpreting customer needs, attitudes, and beh...more

Background Information

Employment History

Chief Technology Officer


Web References(39 Total References)

12 Big Ideas for 2012 [cached]

"We are trying to see the entire picture of the customer from this little part of their life," says Alan Mattei, a partner with Novantas.

Novantas, Alan Mattei and Darryl Demos
Alan Mattei is a Managing Director in the New York office and Darryl Demos is a Managing Director in the Boston office of Novantas, Inc., a management consultancy. View articles by Alan Mattei →

According to a recent article written by Alan Mattei of consultancy Novantas LLC, community outreach is fundamental to retail banking.
The problem banks face is determining how to best respond to the plethora of social platforms that include blogs, Facebook, Twitter, Pinterest, etc. Mr. Mattei argues that social networking is forcing banks to think twice about the singular importance of branch banking. As more time is spent online, shopping habits, including those related to bank products and services, have morphed and as such, banks must find ways to meet with customers at their new destinations - social media platforms. As evidence of this transition, Mattei provides examples of two branchless financial services players that have begun to market products and services through social platforms: Ally Bank and American Express. Regardless, Mattei makes a point for walking before running by stating that "as a reasonable first step, institutions within the top 100 should establish an individual set of surveillance routines and contingency response plans for social media. This includes participating in conversational threads as appropriate; responding to customer service requests; diffusing negative events; and generally monitoring "the voice of the customer. Much of this preparation remains to be done, although there are a few standout examples of banks with strong antennas in the virtual space. Here Mr. Mattei is spot on. Mr. Mattei's only error is that he has limited his advice to the top 100 when in fact every institution should follow this advice. Mr. Mattei argues that social media and banking is about proactive involvement. He argues that banks must learn to "proactively participate in the online dialogue, not just react in trying circumstances. The ultimate goal accord to Mattei is strengthening brand presence and building product awareness through: Community Building Two-Way Conversations Content Threads Mattei states that banks must begin incorporating social media into the overall marketing plan - despite the lack of maturity in the market. Just like the online marketing scene created chaos for bankers yet bankers adapted, so too must bankers adapt to social media despite the chaos. Mattei states that "institutions will have to start somewhere, just as they did when the Internet took off ten to fifteen years ago." Mattei attacks the ROI question head on when he states that "it is a mistake to begin using strict return on investment (ROI) calculations to evaluate social media initiatives right now. Mattei goes on to address the use of social media for customer service. He advises to start small and simple and figure out what works and what doesn't. He suggests using analytics to find the nuggets of gold that may result in an effective social effort. Ultimately, Mattei states that "to mobilize for this new channel, executives must embrace the notion that building 'social equity' has long-term value for the institution. They then need to allocate the required resources, build the right teams, and craft a long-term strategy for transformation." I generally agree with Mattei. I wish his focus would not have been so heavily slanted towards larger shops.

spread-the-word | Robert Kiyosaki Blog [cached]

"Without the ability to reprice customers, raise fees or rates, the old profitability calculation won't apply," says Alan Mattei, managing director at Novantas LLC, a bank consulting firm.

MC2 | MC2 Incorporated [cached]

A big bank, by contrast, "is unlikely to take its data centers and give them to EarthLink," says Alan Mattei, a partner at Novantas LLC of New York.
"EarthLink has a presence nationally as well as having a robust private infrastructure to move data within their own network, so they are well poised to move into this space," Mattei says. Movement of internal data using a private cloud is still controversial, he says. Smaller banks would likely begin by outsourcing functions and database capabilities that are not customer centric, such as purchase and order entry systems or the help desk, Mattei says.

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