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2014 North America Consumer Digital Banking Survey
The Digital Disruption
in Banking
Demons, demands, and dividends
While many North American banks have been able to retain their
customers through traditional channels and digital service offerings,
recent shifts in the industry are threatening this historically stable
customer base. According to a new Accenture survey of nearly
4,000 retail banking customers in the US and Canada, the customer
relationship at traditional banks is susceptible to disruption, despite
the fact that in the US nearly 40 percent of customers—64 percent in
Canada—have been with their current bank for the past decade or more.
Convergent disruption, in the form of new market entrants, is a growing
factor in the banking industry. Yet the survey gives clear evidence that
changes in consumer behavior are an equally relevant driving force.
For established banks, an understanding of these evolving consumer
preferences can lead to significant new opportunities.
Results of the survey indicate that customers want a bank that’s nimble
and proactive, one that can be a part of their daily lives. The idea of
“convenience” in banking is undergoing a shift away from branch
locations and toward digital products and services that mesh with
consumers’ “smart” mobile-empowered lives. Also, banks that cling
to the status quo risk being viewed over time more like utilities that
conduct financial transactions.
Four Key Findings
More than one in four
customers would likely
consider a branchless digital
bank if they were to switch
from their current bank. This
is particularly true among
younger customers, who are less
interested in convenient branch
locations and more interested in
accessing digital services at the
time and place of their choosing
(Figure 1).
Nearly three-quarters of
US customers—two thirds
in Canada—consider their
banking relationship merely
transactional, rather than
driven by advice or a broader
relationship (Figure 2).
Nearly half of customers are
interested in spending analysis
that is forward looking and
available in real time. And
more than one in four customers
indicate they would be willing
to pay a fee for budgetary advice.
More than half of customers
want their bank to proactively
recommend products or
services that can help meet
their financial needs. Among
those interested in these
services, 55 percent say that it
would strongly increase their
loyalty to the bank (Figure 5).
2
27%
51%
71%
48%
would consider a
branchless digital
bank
consider their
banking relationship
to be transactional
rather than
relationship driven
want their bank
to proactively
recommend
products and
services for their
financial needs
are interested in
real-time and
forward-looking
spending analysis
3
16%
39%
29%
18-34
years old
(n=940)
27% North America
55+
years old
(n=1346)
35-55
years old
(n=1560)
Would consider
(Would consider/
Would definitely
consider)
29% 26%
35%
71% 74%
65%
Canada
(n=1169)
US
(n=2677)
Advice/
Relationship
Driven
My relationship is
defined by more
than the necessary
simple transactions
like paying bills, and
checking account
statements; my
bank provides advice
which improves my
financial well-being
Transactional
My relationship is
defined by simple
transactions like
paying bills,
checking account
statements, etc.
North
America
(n=3846)
FIGURE 1. Branchless banking is gaining acceptance
Q: If you were to switch banks, would you consider
a bank with no branch locations?
FIGURE 2. Banking is viewed as transactional
Q: How would you categorize your relationship
with your bank?
Due to this growing vulnerability of
traditional banking practices, an increasing
opportunity exists for new market
entrants to steal market share over time. A
potentially ominous sign for banks is that
nearly half of customers would likely bank
with a company they currently do business
with but that does not currently offer
banking services. The number surpasses
70 percent for those ages 18 to 34 (Figure
3a). This includes financial players such as
PayPal, Inc., and Square, Inc. Trusted brands
outside the financial sector like Apple, Inc.;
Google, Inc.; and Amazon.com, Inc., are
also a factor. Both groups have rates of
potential interest from customers exceeding
25 percent (Figure 3b).
Already, the industry is seeing convergence
from established players outside the
financial sector. Costco Wholesale®, for
example, offers financial services products
including mortgages, investments, and
business banking in the US through a
third-party lender. Similarly, The Home
Depot® offers home improvement financing
up to $40,000, also through a third-party
lender. In the “Banking 2020” point of view,
Accenture estimates that 35 percent of
banking revenues will be at risk by 2020
due to disruption in the financial sector.1
© 2014 Accenture. All rights reserved. © 2014 Accenture. All rights reserved.
4
FIGURE 3. New entrants pose a serious threat
PART A
Q: If these companies offered banking services how likely would you be to bank with them?
Percent of respondents which would be likely to bank with at least one non-financial
services company.
PART B
Q: If these companies offered banking services how likely would you be to bank with them?
Percent of customers which would likely bank with each non-bank with which they do business.
72%
77%
60%
55%
58%
27%
28%
23%
Canada
(n=1157)
US
(n=2648)
North America
(n=3805)
49% North America
35-54 years old
55+ years old
18-34 years old
* Survey focuses on major technology, retail,
mobile provider, and postal companies listed
below in Part B.
47%
15%
T-Mobile (US only)
Costco
PayPal
Square
Shoppers Drug Mart (Canadian only)
CVS (US only)
Bell Mobility (Canadian only)
Walgreens (US only)
Target
UPS
Rogers Wireless (Canadian only)
Verizon Wireless (US only)
eBay
FedEx
United States Postal Service (US only)
Yahoo
Telus Mobility (Canadian only)
Canada Post (Canadian only)
Walmart
Sprint (US only)
AT&T Mobility (US only)
Amazon
Google
Apple
Likely to bank with (Likely/Very likely)
(n=3805)14%
16%
17%
17%
17%
17%
18%
19%
20%
20%
21%
21%
21%
23%
26%
26%
26%
29%
29%
29%
31%
41%
50%
© 2014 Accenture. All rights reserved.
5
To meet these challenges, banks
should advance on three fronts:
1 2 3become truly
omnichannel
by seamlessly
integrating
the customer
experience
across in-
branch, assisted,
and digital
interactions
extend the
ecosystem
by offering a
greater range
of services for
their customers
offer digital
personalized
financial advice
and counseling
to their
customers to
help them better
manage their
financial needs
Responding
to the Threat
6
Regarding the creation of experiences that
are better integrated across channels, the
survey findings show notable room for
improvement. A majority of respondents
who use both branch and digital say the
channels are not well integrated at most
banks. This is particularly evident in age
groups where customers are conducting
more advanced financial transactions, such
as those between age 30 and 34 who are
likely to be purchasing a first home.
Recent Accenture research shows customers
still value the branch, which remains the
primary sales channel; nearly 60 percent of
traditional retail bank products are sold via
the branch.2
Yet branches are becoming less
relevant for younger customers, who are
more comfortable with digital technology
and less concerned with traditional
signifiers of a bank’s worthiness. For
example, while more than 80 percent of
customers consider it important that their
bank has a long track record of financial
performance, this factor is less important
for younger customers.
Instead, these customers want a bank that
is agile and innovative, with the digital
tools to connect with them on a daily basis.
In the “Banking 2020” point of view,
Accenture explains how banks give
themselves a sustainable competitive
advantage by becoming more agile in
executing their operating model, and
continuously innovating in their application
of digital technologies to meet evolving
customer needs.
Becoming Truly
Omnichannel
7
Organizations that become truly omnichannel
have the potential to become an “Everyday
Bank”, as discussed in the Accenture point
of view. Everyday Banks not only fulfill
their customers’ standard financial needs
but also provide additional services such
as help with buying a car, or even more
straightforward offerings such as product
research.3
In becoming an Everyday Bank, the bank
evolves beyond its traditional boundaries
to build a digital ecosystem with existing
provider partners and other key players
in areas such as home goods, health,
travel and leisure, communication, and
transportation. The bank customizes
its offerings in these areas based on
its analysis of a customer’s transaction
data, and it presents these offerings in a
consistent, omnichannel setting, with pre-
sale advice, discounts, post-sale support,
cross-sale opportunities, and more.
The survey findings show that customers
support banks extending their reach.
Specifically, a sizable portion of customers
(40 percent) indicate that they would
be interested in getting help from their
bank with a car purchase—such as making
recommendations on vehicle models that
fit their needs, and offering assistance—or
discounts—in the purchasing process. An
even higher level of interest (55 percent)
exists among younger customers. Similarly,
a sizeable portion of customers (42 percent)
would be interested in real estate services
for the purchase of a home, in addition to
getting a mortgage (Figure 4).
Extending
the Ecosystem
FIGURE 4. Extending the ecosystem
Q: I want to be able to inform my bank that I am interested in
purchasing a car and have them handle the heavy lifting, providing
me recommendations on vehicle models that fit my needs and be
able to get me a discount.
Q: I want to be able to inform my bank that I am interested
in purchasing a home and have them simplify the process by
recommending areas and homes that fit my needs as well as
realtors who work in that area.
55%
45%
24%
40% North America
35-55
years old
(n=1560)
18-34
years old
(n=940)
Would consider
(Would consider/
Would definitely
consider)
Would consider
(Would consider/
Would definitely
consider)
57%
47%
24%
42% North America
35-55
years old
(n=1560)
18-34
years old
(n=940)
55+
years old
(n=1346)
55+
years old
(n=1346)
© 2014 Accenture. All rights reserved.
8
The survey findings also indicate that
digital personalized financial advice is
a key opportunity for banks. Customers
are extremely interested in products
and services from their bank that save
them money (82 percent) and a strong
majority (72 percent) feel that this would
increase their loyalty. Furthermore, tools
and counseling can help customers gain a
holistic, needs-based view of their financial
lives—from day-to-day finances to wealth
management and longer-term financial
security. Providing digital personalized
financial advice can better integrate banks
into the center of customers’ financial lives
as banks become more advice-driven. Some
50 percent of customers believe that banks
should provide tools and services to help
customers create and monitor a budget.
Of this group, most (73 percent) feel that
these tools would significantly increase
their loyalty to the brand.
About half of all customers follow a
budget, and among those that do, three
out of four still use manual processes, like
Excel spreadsheets, to manage it. Others
use third-party financial tools like those
offered by Intuit, Inc., such as Quicken®
or Mint.com®. Only 15 percent use money
management tools from their bank—the
institution that actually handles the
financial transactions and knows the most
about their customers’ current financial
situation.
More broadly, customers strongly indicate
that they want banks to help them simplify
their financial lives. Some 74 percent feel
their bank should provide tools to make
their life easier. Automating the generally
manual process of budgeting will satisfy a
basic desire of customers.
Regardless, if a customer follows a
budget, there are more advanced financial
management tools that bridge the gap
between customer-driven budgeting and
banks providing digital advice. For example,
among survey respondents:
• 46 percent say their bank should proactively
analyze their spending and provide feedback
• 48 percent are interested in real-time
spending analysis with forward-looking,
safe-to-spend analysis
• 51 percent want their bank to recommend
products or services that they might need,
while considering which accounts they
already have
In all three cases, more than three-fourths of
the customers interested in a specific product
say it would strongly increase their loyalty.
There is also a notable age correlation—
while a majority of customers below age
55 express an interest in proactive financial
advice and services from their bank, the
demand is strongest from customers below
age 35 (Figure 5).
Clearly, by bringing digital personalized
financial advice to the heart of the
relationship, banks can boost engagement
and customer loyalty, especially among the
younger generation who will drive bank
revenue tomorrow. In some cases, such tools
also provide a direct opportunity to boost
revenue. More than one in four customers
indicate that they would be willing to pay a
fee for a service in which a bank representative
works directly with them to create and monitor
a budget, not to mention the increased insight
customer analytics can yield for enhanced
cross-sell and revenue optimization.
Digital Personalized Financial
Advice Tools Hold Clear Promise
FIGURE 5. Customers desire proactive advice
Q: I want my bank to proactively recommend products
or services to me which I may find useful taking into
consideration which accounts I already have.
33% 36% 33%
24% 16%
12%
18-34
years old
(n=940)
35-55
years old
(n=1560)
46%
51% North America
53%
58%
5 (Very interested)
4 (Interested)
55+
years old
(n=1346)
© 2014 Accenture. All rights reserved.
9
Digital technology is introducing
a new demand for how banking
services are delivered. In particular,
Millennials—under 30 years of age—
have distinct preferences regarding
financial services and digital
technology.
10
Millennials
and Money
Are highly connected, with
an always-on mentality.
94%
66%
56%
67%
58%
72%
39%
22%
67%
72%
92%
are active users of
online banking
are active users of
mobile banking
are active users of
social media
follow a budget
(compared to 36%
for those over 55)
are interested in having
a video chat with a
bank representative
by accessing a link
on their bank’s
website, mobile or
tablet application
(compared to 23%
for those over 55)
feel the traditional
and digital experience
they receive from their
bank is somewhat or
not at all seamless
(compared to 45%
for those over 55)
are interested in their
bank proactively
recommending
products or services
(compared to 46%
for those over 55)
would be likely to bank
with non-financial
services companies
with which they do
business (compared
to 27% for those
over 55)
would consider using
a branchless digital
bank (compared to
just 16% for those
over 55)
look for financial
advice via social
media (compared to
3% for those over 55)
are interested in their
bank providing tools
and services which
help them create and
monitor a budget
(compared to 31% for
those over 55)
Want to bank on their time.
Are in touch with their
spending.
Have higher expectations of
omnichannel distribution.
Embrace new entrants.
Expect their bank to be
proactive.
Are not as tied to the
branch experience.
Want help with managing
their finances.
Are seeking advice through
emerging channels.
Millennials are defined as 18-29 years old.
11
Tomorrow
Starts
Today
12
In conclusion, this research signals an
opportunity to more effectively deliver
banking products and services in the future.
The disruption happening in banking is
being driven by evolving customer behavior.
Consumers are clearly calling for a new
service proposition—they want banks to
help make their financial lives easier and
to enable them to manage their money
more proactively. Banks that cannot craft
a meaningful response to this growing
need risk losing customers—and revenue—
to other more digitally focused financial
services providers. Over time, they will be
viewed more as a facilitator of transactions.
If you’re seeking to make the digital
transformation journey, you need an ally
who can set the right strategy for your
organization and help implement that
vision to realize financial value. Based on
our research and experience in working
with banking clients, Accenture has
the right combination of capabilities,
knowledge, operational footprint, and
people to bring your digital business to
scale.
By truly focusing on customer needs and
integrating data, analytics and insight
with product development and delivery,
banks are poised to transform not only
the service proposition they offer to their
customers but also the perceptions of their
brand. That, in turn, will help drive overall
loyalty. The adoption of digitally enabled
services presents a unique opportunity for
banks to deepen the relationship with their
customers—going beyond daily banking to
helping them better manage their financial
lives on a daily basis.
Our specific offerings include:
• Omnichannel Distribution and Marketing
Strategy Design and Architecture
• Customer Experience Management Design
and Implementation
• Customer Analytics and Big Data Strategy
and Enablement
• Multichannel CRM Strategy and
Implementation
• Financial Services Proposition
Development and Ecosystem Optimization
At the same time, banks that meet this
need—by using digital to learn more about
what their customers want, and delivering
proactive advice and services through a
consistent, omnichannel approach—have
a clear opportunity to build stronger
customer relationships and improve their
overall performance. In short, the future
of banking is driving relevant, higher-
valued propositions to customers in an
omnichannel way through digital. Banks
that get head of this trend will give
themselves a winning edge.
How Accenture
Can Help
13
Survey Population
and Methodology
Accenture conducted an online
survey of nearly 4,000 North
American retail banking customers
of the leading banks in the US and
Canada. The survey was conducted
between March 10 and March 18,
2014. It has a statistical margin
of error of +/- 1.58 percentage
points at the midpoint of the 95%
confidence interval.
References
1
“Banking 2020: As the Storm Abates,
North American Banks Must Chart a New
Course to Capture Emerging Opportunities”
http://www.accenture.com/us-en/Pages/
insight-capturing-emerging-opportunities-
banking-summary.aspx.
2
“US Retail Banking in the Digital Era:
A Critical Balancing Act”
http://www.accenture.com/us-en/Pages/
insight-retail-banking-survey-2013-us-
retail-banking-digital-era-summary.aspx.
3
“The Everyday Bank: How Digital is
Revolutionizing Banking and the Customer
Ecosystem”
http://www.accenture.com/microsites/
everydaybank/Pages/everyday-banking.aspx.
“The Everyday Bank: A New Vision for the
Digital Age”
http://www.accenture.com/microsites/
everydaybank/Pages/everyday-bank-vision-
for-digital-age.aspx.
For questions about the survey
methodology, please contact:
David Helin
Accenture Research
david.w.helin@accenture.com
14
For More
Information
To find out more on how Accenture
can help with your digital banking
strategy please contact:
Wayne Busch
Managing Director—North America
Banking Industry
wayne.m.busch@accenture.com
Anthony Rjeily
Managing Director—Accenture
Distribution & Marketing Services,
Financial Services, North America
anthony.rjeily@accenture.com
Alex Pigliucci
Managing Director—Accenture
Digital Go-to-Market Lead,
Financial Services, North America
alex.pigliucci@accenture.com
Jodie Wallis
Managing Director—Canada Banking
jodie.k.wallis@accenture.com
Robert Mulhall
Managing Director—Accenture
Distribution & Marketing Services,
Banking, North America
robert.d.mulhall@accenture.com
www.accenture.com/digitalbankingsurvey2014
15
Copyright © 2014 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
14-2706U/9-7391
About Accenture
Accenture is a global management consulting,
technology services and outsourcing company, with
approximately 289,000 people serving clients in more
than 120 countries. Combining unparalleled experience,
comprehensive capabilities across all industries
and business functions, and extensive research on
the world’s most successful companies, Accenture
collaborates with clients to help them become high-
performance businesses and governments. The company
generated net revenues of US$28.6 billion for the
fiscal year ended Aug. 31, 2013. Its home page is
www.accenture.com.
This document is produced by consultants at Accenture
as general guidance. It is not intended to provide
specific advice on your circumstances. If you require
advice or further details on any matters referred to,
please contact your Accenture representative.
This document makes descriptive reference to
trademarks that may be owned by others. The use
of such trademarks herein is not an assertion of
ownership of such trademarks by Accenture and is
not intended to represent or imply the existence of an
association between Accenture and the lawful owners
of such trademarks.

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Accenture North American Digital Banking Consumer Survey 2014

  • 1. 2014 North America Consumer Digital Banking Survey The Digital Disruption in Banking Demons, demands, and dividends
  • 2. While many North American banks have been able to retain their customers through traditional channels and digital service offerings, recent shifts in the industry are threatening this historically stable customer base. According to a new Accenture survey of nearly 4,000 retail banking customers in the US and Canada, the customer relationship at traditional banks is susceptible to disruption, despite the fact that in the US nearly 40 percent of customers—64 percent in Canada—have been with their current bank for the past decade or more. Convergent disruption, in the form of new market entrants, is a growing factor in the banking industry. Yet the survey gives clear evidence that changes in consumer behavior are an equally relevant driving force. For established banks, an understanding of these evolving consumer preferences can lead to significant new opportunities. Results of the survey indicate that customers want a bank that’s nimble and proactive, one that can be a part of their daily lives. The idea of “convenience” in banking is undergoing a shift away from branch locations and toward digital products and services that mesh with consumers’ “smart” mobile-empowered lives. Also, banks that cling to the status quo risk being viewed over time more like utilities that conduct financial transactions. Four Key Findings More than one in four customers would likely consider a branchless digital bank if they were to switch from their current bank. This is particularly true among younger customers, who are less interested in convenient branch locations and more interested in accessing digital services at the time and place of their choosing (Figure 1). Nearly three-quarters of US customers—two thirds in Canada—consider their banking relationship merely transactional, rather than driven by advice or a broader relationship (Figure 2). Nearly half of customers are interested in spending analysis that is forward looking and available in real time. And more than one in four customers indicate they would be willing to pay a fee for budgetary advice. More than half of customers want their bank to proactively recommend products or services that can help meet their financial needs. Among those interested in these services, 55 percent say that it would strongly increase their loyalty to the bank (Figure 5). 2
  • 3. 27% 51% 71% 48% would consider a branchless digital bank consider their banking relationship to be transactional rather than relationship driven want their bank to proactively recommend products and services for their financial needs are interested in real-time and forward-looking spending analysis 3
  • 4. 16% 39% 29% 18-34 years old (n=940) 27% North America 55+ years old (n=1346) 35-55 years old (n=1560) Would consider (Would consider/ Would definitely consider) 29% 26% 35% 71% 74% 65% Canada (n=1169) US (n=2677) Advice/ Relationship Driven My relationship is defined by more than the necessary simple transactions like paying bills, and checking account statements; my bank provides advice which improves my financial well-being Transactional My relationship is defined by simple transactions like paying bills, checking account statements, etc. North America (n=3846) FIGURE 1. Branchless banking is gaining acceptance Q: If you were to switch banks, would you consider a bank with no branch locations? FIGURE 2. Banking is viewed as transactional Q: How would you categorize your relationship with your bank? Due to this growing vulnerability of traditional banking practices, an increasing opportunity exists for new market entrants to steal market share over time. A potentially ominous sign for banks is that nearly half of customers would likely bank with a company they currently do business with but that does not currently offer banking services. The number surpasses 70 percent for those ages 18 to 34 (Figure 3a). This includes financial players such as PayPal, Inc., and Square, Inc. Trusted brands outside the financial sector like Apple, Inc.; Google, Inc.; and Amazon.com, Inc., are also a factor. Both groups have rates of potential interest from customers exceeding 25 percent (Figure 3b). Already, the industry is seeing convergence from established players outside the financial sector. Costco Wholesale®, for example, offers financial services products including mortgages, investments, and business banking in the US through a third-party lender. Similarly, The Home Depot® offers home improvement financing up to $40,000, also through a third-party lender. In the “Banking 2020” point of view, Accenture estimates that 35 percent of banking revenues will be at risk by 2020 due to disruption in the financial sector.1 © 2014 Accenture. All rights reserved. © 2014 Accenture. All rights reserved. 4
  • 5. FIGURE 3. New entrants pose a serious threat PART A Q: If these companies offered banking services how likely would you be to bank with them? Percent of respondents which would be likely to bank with at least one non-financial services company. PART B Q: If these companies offered banking services how likely would you be to bank with them? Percent of customers which would likely bank with each non-bank with which they do business. 72% 77% 60% 55% 58% 27% 28% 23% Canada (n=1157) US (n=2648) North America (n=3805) 49% North America 35-54 years old 55+ years old 18-34 years old * Survey focuses on major technology, retail, mobile provider, and postal companies listed below in Part B. 47% 15% T-Mobile (US only) Costco PayPal Square Shoppers Drug Mart (Canadian only) CVS (US only) Bell Mobility (Canadian only) Walgreens (US only) Target UPS Rogers Wireless (Canadian only) Verizon Wireless (US only) eBay FedEx United States Postal Service (US only) Yahoo Telus Mobility (Canadian only) Canada Post (Canadian only) Walmart Sprint (US only) AT&T Mobility (US only) Amazon Google Apple Likely to bank with (Likely/Very likely) (n=3805)14% 16% 17% 17% 17% 17% 18% 19% 20% 20% 21% 21% 21% 23% 26% 26% 26% 29% 29% 29% 31% 41% 50% © 2014 Accenture. All rights reserved. 5
  • 6. To meet these challenges, banks should advance on three fronts: 1 2 3become truly omnichannel by seamlessly integrating the customer experience across in- branch, assisted, and digital interactions extend the ecosystem by offering a greater range of services for their customers offer digital personalized financial advice and counseling to their customers to help them better manage their financial needs Responding to the Threat 6
  • 7. Regarding the creation of experiences that are better integrated across channels, the survey findings show notable room for improvement. A majority of respondents who use both branch and digital say the channels are not well integrated at most banks. This is particularly evident in age groups where customers are conducting more advanced financial transactions, such as those between age 30 and 34 who are likely to be purchasing a first home. Recent Accenture research shows customers still value the branch, which remains the primary sales channel; nearly 60 percent of traditional retail bank products are sold via the branch.2 Yet branches are becoming less relevant for younger customers, who are more comfortable with digital technology and less concerned with traditional signifiers of a bank’s worthiness. For example, while more than 80 percent of customers consider it important that their bank has a long track record of financial performance, this factor is less important for younger customers. Instead, these customers want a bank that is agile and innovative, with the digital tools to connect with them on a daily basis. In the “Banking 2020” point of view, Accenture explains how banks give themselves a sustainable competitive advantage by becoming more agile in executing their operating model, and continuously innovating in their application of digital technologies to meet evolving customer needs. Becoming Truly Omnichannel 7
  • 8. Organizations that become truly omnichannel have the potential to become an “Everyday Bank”, as discussed in the Accenture point of view. Everyday Banks not only fulfill their customers’ standard financial needs but also provide additional services such as help with buying a car, or even more straightforward offerings such as product research.3 In becoming an Everyday Bank, the bank evolves beyond its traditional boundaries to build a digital ecosystem with existing provider partners and other key players in areas such as home goods, health, travel and leisure, communication, and transportation. The bank customizes its offerings in these areas based on its analysis of a customer’s transaction data, and it presents these offerings in a consistent, omnichannel setting, with pre- sale advice, discounts, post-sale support, cross-sale opportunities, and more. The survey findings show that customers support banks extending their reach. Specifically, a sizable portion of customers (40 percent) indicate that they would be interested in getting help from their bank with a car purchase—such as making recommendations on vehicle models that fit their needs, and offering assistance—or discounts—in the purchasing process. An even higher level of interest (55 percent) exists among younger customers. Similarly, a sizeable portion of customers (42 percent) would be interested in real estate services for the purchase of a home, in addition to getting a mortgage (Figure 4). Extending the Ecosystem FIGURE 4. Extending the ecosystem Q: I want to be able to inform my bank that I am interested in purchasing a car and have them handle the heavy lifting, providing me recommendations on vehicle models that fit my needs and be able to get me a discount. Q: I want to be able to inform my bank that I am interested in purchasing a home and have them simplify the process by recommending areas and homes that fit my needs as well as realtors who work in that area. 55% 45% 24% 40% North America 35-55 years old (n=1560) 18-34 years old (n=940) Would consider (Would consider/ Would definitely consider) Would consider (Would consider/ Would definitely consider) 57% 47% 24% 42% North America 35-55 years old (n=1560) 18-34 years old (n=940) 55+ years old (n=1346) 55+ years old (n=1346) © 2014 Accenture. All rights reserved. 8
  • 9. The survey findings also indicate that digital personalized financial advice is a key opportunity for banks. Customers are extremely interested in products and services from their bank that save them money (82 percent) and a strong majority (72 percent) feel that this would increase their loyalty. Furthermore, tools and counseling can help customers gain a holistic, needs-based view of their financial lives—from day-to-day finances to wealth management and longer-term financial security. Providing digital personalized financial advice can better integrate banks into the center of customers’ financial lives as banks become more advice-driven. Some 50 percent of customers believe that banks should provide tools and services to help customers create and monitor a budget. Of this group, most (73 percent) feel that these tools would significantly increase their loyalty to the brand. About half of all customers follow a budget, and among those that do, three out of four still use manual processes, like Excel spreadsheets, to manage it. Others use third-party financial tools like those offered by Intuit, Inc., such as Quicken® or Mint.com®. Only 15 percent use money management tools from their bank—the institution that actually handles the financial transactions and knows the most about their customers’ current financial situation. More broadly, customers strongly indicate that they want banks to help them simplify their financial lives. Some 74 percent feel their bank should provide tools to make their life easier. Automating the generally manual process of budgeting will satisfy a basic desire of customers. Regardless, if a customer follows a budget, there are more advanced financial management tools that bridge the gap between customer-driven budgeting and banks providing digital advice. For example, among survey respondents: • 46 percent say their bank should proactively analyze their spending and provide feedback • 48 percent are interested in real-time spending analysis with forward-looking, safe-to-spend analysis • 51 percent want their bank to recommend products or services that they might need, while considering which accounts they already have In all three cases, more than three-fourths of the customers interested in a specific product say it would strongly increase their loyalty. There is also a notable age correlation— while a majority of customers below age 55 express an interest in proactive financial advice and services from their bank, the demand is strongest from customers below age 35 (Figure 5). Clearly, by bringing digital personalized financial advice to the heart of the relationship, banks can boost engagement and customer loyalty, especially among the younger generation who will drive bank revenue tomorrow. In some cases, such tools also provide a direct opportunity to boost revenue. More than one in four customers indicate that they would be willing to pay a fee for a service in which a bank representative works directly with them to create and monitor a budget, not to mention the increased insight customer analytics can yield for enhanced cross-sell and revenue optimization. Digital Personalized Financial Advice Tools Hold Clear Promise FIGURE 5. Customers desire proactive advice Q: I want my bank to proactively recommend products or services to me which I may find useful taking into consideration which accounts I already have. 33% 36% 33% 24% 16% 12% 18-34 years old (n=940) 35-55 years old (n=1560) 46% 51% North America 53% 58% 5 (Very interested) 4 (Interested) 55+ years old (n=1346) © 2014 Accenture. All rights reserved. 9
  • 10. Digital technology is introducing a new demand for how banking services are delivered. In particular, Millennials—under 30 years of age— have distinct preferences regarding financial services and digital technology. 10
  • 11. Millennials and Money Are highly connected, with an always-on mentality. 94% 66% 56% 67% 58% 72% 39% 22% 67% 72% 92% are active users of online banking are active users of mobile banking are active users of social media follow a budget (compared to 36% for those over 55) are interested in having a video chat with a bank representative by accessing a link on their bank’s website, mobile or tablet application (compared to 23% for those over 55) feel the traditional and digital experience they receive from their bank is somewhat or not at all seamless (compared to 45% for those over 55) are interested in their bank proactively recommending products or services (compared to 46% for those over 55) would be likely to bank with non-financial services companies with which they do business (compared to 27% for those over 55) would consider using a branchless digital bank (compared to just 16% for those over 55) look for financial advice via social media (compared to 3% for those over 55) are interested in their bank providing tools and services which help them create and monitor a budget (compared to 31% for those over 55) Want to bank on their time. Are in touch with their spending. Have higher expectations of omnichannel distribution. Embrace new entrants. Expect their bank to be proactive. Are not as tied to the branch experience. Want help with managing their finances. Are seeking advice through emerging channels. Millennials are defined as 18-29 years old. 11
  • 13. In conclusion, this research signals an opportunity to more effectively deliver banking products and services in the future. The disruption happening in banking is being driven by evolving customer behavior. Consumers are clearly calling for a new service proposition—they want banks to help make their financial lives easier and to enable them to manage their money more proactively. Banks that cannot craft a meaningful response to this growing need risk losing customers—and revenue— to other more digitally focused financial services providers. Over time, they will be viewed more as a facilitator of transactions. If you’re seeking to make the digital transformation journey, you need an ally who can set the right strategy for your organization and help implement that vision to realize financial value. Based on our research and experience in working with banking clients, Accenture has the right combination of capabilities, knowledge, operational footprint, and people to bring your digital business to scale. By truly focusing on customer needs and integrating data, analytics and insight with product development and delivery, banks are poised to transform not only the service proposition they offer to their customers but also the perceptions of their brand. That, in turn, will help drive overall loyalty. The adoption of digitally enabled services presents a unique opportunity for banks to deepen the relationship with their customers—going beyond daily banking to helping them better manage their financial lives on a daily basis. Our specific offerings include: • Omnichannel Distribution and Marketing Strategy Design and Architecture • Customer Experience Management Design and Implementation • Customer Analytics and Big Data Strategy and Enablement • Multichannel CRM Strategy and Implementation • Financial Services Proposition Development and Ecosystem Optimization At the same time, banks that meet this need—by using digital to learn more about what their customers want, and delivering proactive advice and services through a consistent, omnichannel approach—have a clear opportunity to build stronger customer relationships and improve their overall performance. In short, the future of banking is driving relevant, higher- valued propositions to customers in an omnichannel way through digital. Banks that get head of this trend will give themselves a winning edge. How Accenture Can Help 13
  • 14. Survey Population and Methodology Accenture conducted an online survey of nearly 4,000 North American retail banking customers of the leading banks in the US and Canada. The survey was conducted between March 10 and March 18, 2014. It has a statistical margin of error of +/- 1.58 percentage points at the midpoint of the 95% confidence interval. References 1 “Banking 2020: As the Storm Abates, North American Banks Must Chart a New Course to Capture Emerging Opportunities” http://www.accenture.com/us-en/Pages/ insight-capturing-emerging-opportunities- banking-summary.aspx. 2 “US Retail Banking in the Digital Era: A Critical Balancing Act” http://www.accenture.com/us-en/Pages/ insight-retail-banking-survey-2013-us- retail-banking-digital-era-summary.aspx. 3 “The Everyday Bank: How Digital is Revolutionizing Banking and the Customer Ecosystem” http://www.accenture.com/microsites/ everydaybank/Pages/everyday-banking.aspx. “The Everyday Bank: A New Vision for the Digital Age” http://www.accenture.com/microsites/ everydaybank/Pages/everyday-bank-vision- for-digital-age.aspx. For questions about the survey methodology, please contact: David Helin Accenture Research david.w.helin@accenture.com 14
  • 15. For More Information To find out more on how Accenture can help with your digital banking strategy please contact: Wayne Busch Managing Director—North America Banking Industry wayne.m.busch@accenture.com Anthony Rjeily Managing Director—Accenture Distribution & Marketing Services, Financial Services, North America anthony.rjeily@accenture.com Alex Pigliucci Managing Director—Accenture Digital Go-to-Market Lead, Financial Services, North America alex.pigliucci@accenture.com Jodie Wallis Managing Director—Canada Banking jodie.k.wallis@accenture.com Robert Mulhall Managing Director—Accenture Distribution & Marketing Services, Banking, North America robert.d.mulhall@accenture.com www.accenture.com/digitalbankingsurvey2014 15
  • 16. Copyright © 2014 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. 14-2706U/9-7391 About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 289,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high- performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.