The document discusses the changing landscape of retail banking as technology advances how customers interact with banks. It notes that while branches are still important for some transactions, most customer interactions now occur online or through mobile devices. The document analyzes customer data to identify different types of customers based on their channel usage, and finds that those who rely more on in-person or phone interactions are more emotionally connected to their bank and less likely to complain or switch. It concludes that banks must find ways to recreate strong emotional bonds with customers who primarily use online and mobile banking to improve customer retention and reduce complaints.
We’ve asked customers and partners, spoken to industry experts and made our own conclusions and predictions to help financial organisations succeed in mobile
in 2015.
Who are the mobile innovators and disruptors of the financial industry? How will banks tackle mobile security threats in 2015? What will Apple Pay mean for the financial institutions? What’s the regulatory impact of new mobile technology such as wearables? How do financial institutions stay on top of mobile technology with an accelerated pace of innovation? How much longer will employees of financial firms be tied to a desktop? You'll find the answers in this presentation.
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
2nd Place Finalist Consulting Case Competition for ANZ x TBWA x UniMelb Kate Gilchrist
Presentation by Finalists of SAMM's (Student Association of Management and Marketing) Consulting Case Competition with ANZ Banking Corporation and TBWA. Our proposal includes 4 key disruption inspired ideas for ANZ's strategic direction.
Semester 2 (August) 2017 at The University of Melbourne.
Balancing Fraud & Customer Experience in a Mobile WorldComrade
Consumers’ reliance on mobile continues to skyrocket in shopping, paying for bills, managing finances and socializing. This poses a great challenge for retailers, financial institutions and technology vendors. Digital account opening is fraught with pitfalls as the identity validation process relies on manual entry of personal information. Similarly account management uses knowledge-based authentication but can add friction to the user experience. How should retailers, banks and merchants integrate fraud protection measures into the user experience with the least amount of friction to the user?
I joined joined Al Pascual from Javelin Strategy & Research in a complimentary webinar to share lessons learned from working with leading companies that have struggled with the issue of fraud and customer experience.
We explored the following:
- Who are leaders in integrating fraud prevention into the user experience?
- Who owns the fraud prevention process in the organization?
- How to overcome legacy design issues that can underwhelm the customer experience and inhibit security measures?
- How to prevent fraud in a low-friction environment, while communicating a security-forward brand experience?
LoginRadius Toronto Identity Meetup November 2019Bimal Parmar
LoginRadius held a Customer Identity Meetup in Toronto. This is the presentation from the event done by Bimal Parmar, Director of Marketing at LoginRadius
We’ve asked customers and partners, spoken to industry experts and made our own conclusions and predictions to help financial organisations succeed in mobile
in 2015.
Who are the mobile innovators and disruptors of the financial industry? How will banks tackle mobile security threats in 2015? What will Apple Pay mean for the financial institutions? What’s the regulatory impact of new mobile technology such as wearables? How do financial institutions stay on top of mobile technology with an accelerated pace of innovation? How much longer will employees of financial firms be tied to a desktop? You'll find the answers in this presentation.
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
2nd Place Finalist Consulting Case Competition for ANZ x TBWA x UniMelb Kate Gilchrist
Presentation by Finalists of SAMM's (Student Association of Management and Marketing) Consulting Case Competition with ANZ Banking Corporation and TBWA. Our proposal includes 4 key disruption inspired ideas for ANZ's strategic direction.
Semester 2 (August) 2017 at The University of Melbourne.
Balancing Fraud & Customer Experience in a Mobile WorldComrade
Consumers’ reliance on mobile continues to skyrocket in shopping, paying for bills, managing finances and socializing. This poses a great challenge for retailers, financial institutions and technology vendors. Digital account opening is fraught with pitfalls as the identity validation process relies on manual entry of personal information. Similarly account management uses knowledge-based authentication but can add friction to the user experience. How should retailers, banks and merchants integrate fraud protection measures into the user experience with the least amount of friction to the user?
I joined joined Al Pascual from Javelin Strategy & Research in a complimentary webinar to share lessons learned from working with leading companies that have struggled with the issue of fraud and customer experience.
We explored the following:
- Who are leaders in integrating fraud prevention into the user experience?
- Who owns the fraud prevention process in the organization?
- How to overcome legacy design issues that can underwhelm the customer experience and inhibit security measures?
- How to prevent fraud in a low-friction environment, while communicating a security-forward brand experience?
LoginRadius Toronto Identity Meetup November 2019Bimal Parmar
LoginRadius held a Customer Identity Meetup in Toronto. This is the presentation from the event done by Bimal Parmar, Director of Marketing at LoginRadius
The Future of Bank Branches Coordinating Physical with DigitalCapgemini
Digital Technologies will Accelerate Branch Transformation, Not Make Them Extinct
Retail banking is evolving at an accelerated pace. Globally, banks are facing disruptions from multiple directions. Business and economic realities have reduced the total number of US bank branches by 3,000 between 2009 and 2012 - a decrease of 3% over the 3-year period. In Spain alone, banks have closed 5,000 branches or 12% of their overall capacity since the financial crisis began in 2008, lowering the total branch count to approximately 40,000 in 2012.
That is not all. Digital technologies have also brought a significant shift in consumer banking behavior. The percentage of US banking customers who prefer to bank online jumped to 62% in 2011, up from 36% the previous year. Today, four of the top five transactional banking activities in North America – bill pay, viewing balances/transactions, viewing statements and money transfer – are happening online.
This brings us to the key question of this paper: do brick-and-mortar branches have a role to play in the future of retail banking?
Banking & Innovation: How Financial Services Can Embrace the Customer RevolutionComrade
Financial services companies are increasingly seeing opportunities to be at the forefront of innovation. Historically, banks have been slow to translate consumer demands into technologies like paperless statements and mobile check imaging. However, they were quick to implement online banking and, today, customers who bank online are typically more satisfied as well as more cost-effective to maintain. Banks have also responded to the shift in consumer demand for mobile banking on tablets and smartphones. The next challenge facing financial services is how to address the rise of consumer trends evolving mainly outside of the industry. We’re pleased to have partnered with Matchi to publish “Banking & Innovation: How Financial Services Can Embrace the Customer Revolution." This paper focuses on three phenomena that will ultimately impact every bank:
- Crowdsourcing
- Wearable Technology
- The Sharing Economy
We explore the state of each these trends, and how they relate to financial services.
Opportunities for disruption in Financial Services (with a mobile focus)Nadya.Powell
A talk given at the IPA on opportunities for disruption in Financial Services with a focus on mobile. Three strategies to employ, case studies and three golden rules. Thanks to Zoe Decool for research help.
Future of payments - An initial perspective by MasterCardFuture Agenda
An initial perspective on the future of payments by MasterCard. This is the starting point for the global future agenda discussions taking place through 2015 as part of the the futureagenda2.0 programme. www.futureagenda.org
Ascent – Thought leadership from Atos Promises of a converging worldAscent Atos
A magazine into the future of our ever-more connected planet
This new Ascent magazine is the latest edition of the ascent thought leadership program from Atos and sets out how the years ahead will see era-defining change in the global technology landscape, further impacting the way we all connect, live and do business.
This magazine includes articles and views from business leaders, academia and the Atos Scientific Community. Each of the stories in this magazine can tell us something about the world that awaits us all.
Gen Y consumers will earn 46% of the income in the United States by 2025, but they’re often misunderstood or ignored by financial services providers. This is especially true when it comes to online and mobile behavior and attitudes toward traditional banking.
Understanding this problem and designing to overcome it is critical to our work at Comrade, so we’re pleased to have partnered with Javelin Strategy & Research to publish “The Three Costliest Myths about Gen Y". This report applies consumer data to dispel the myths circulating in financial services today about Gen Y consumers. Beyond exposing pervasive misconceptions, it also explains how to optimize digital and physical touchpoints to attract tomorrow’s most profitable bank customers.
Disruption, mobile and financial servicesNadya Powell
A presentation given for the IPA on disruption, mobile and financial services. Three strategies to employ and the best disruptive uses of mobile out there. Thanks to Zoe Decool for research help.
The Financial Advisor business is transitioning to a new paradigm in which advice, customer experience, and personalized content will merge. Advisors will need to build and maintain their personal brand via social media networks whilst balancing regulatory constraints. The industry has started to adapt but much more opportunity exists to create new interaction models and grow one's book of business. Among consumers, there is a growing expectation that firms have a social media presence as part of their engagement model – digital natives have a “social media first” mindset. This presentation highlights recent trends, transformations the industry is going through, and a roadmap to respond to these changes.
The banking and finance industry has been transformed since the inception of mobile banking and payments. From checking your bank balance on your mobile device to being able to host your entire POS on an iPad, mobile commerce is continually evolving. Here are a few of the most recent trends and the future of mobile and commerce.
Why do digital wallet apps startups fail – mistakes to avoidnimbleappgenie
We, at NimbleAppgenie, have Mobile app developers that are dedicated and professional in developing digital wallet apps. We are an extremely professional E-Wallet App Development company that provides digital wallet apps development services to innovative companies worldwide.
In this presentation, we look at this issue, the steps the banking community need to get right to engage with modern consumers and how to develop powerful mobile—based propositions that people actually want to use.
UX Design for Mobile Payment ExperiencesSkip Allums
O'Reilly Webcast: Oct 14, 2014
With mobile devices emerging as new tools for transactions and identification, designers face challenging interactions and user expectations from payment scenarios. Consumers expect mobile payment experiences to be frictionless and familiar, while faithfully protecting their financial data. Falling short on any of these aspects will cause users to drop out, or worse, compromise their financial privacy. In this webcast, we'll look at ten emerging UX design best practices for mobile payment interactions.
References:
Apps mentioned:
http://www.paywithisis.com
http://www.squareup.com
https://www.google.com/wallet/
https://www.venmo.com
http://www.thelevelup.com
http://www.capitalone.com/online-banking/mobile/wallet/
https://www.lyft.com/
https://www.groupon.com
https://www.uber.com/
https://www.coinbase.com/
https://www.simple.com/
https://www.paypal.com/
https://www.apple.com/iphone-6/apple-pay/
http://www.starbucks.com/coffeehouse/mobile-apps/mystarbucks
Merchant Category codes
http://www.irs.gov/irb/2004-31_IRB/ar17.html#d0e1647
PCI DSS Compliance
https://www.pcisecuritystandards.org/security_standards/documents.php?document=pci_dss_v2-0#pci_dss_v2-0
The Future of Bank Branches Coordinating Physical with DigitalCapgemini
Digital Technologies will Accelerate Branch Transformation, Not Make Them Extinct
Retail banking is evolving at an accelerated pace. Globally, banks are facing disruptions from multiple directions. Business and economic realities have reduced the total number of US bank branches by 3,000 between 2009 and 2012 - a decrease of 3% over the 3-year period. In Spain alone, banks have closed 5,000 branches or 12% of their overall capacity since the financial crisis began in 2008, lowering the total branch count to approximately 40,000 in 2012.
That is not all. Digital technologies have also brought a significant shift in consumer banking behavior. The percentage of US banking customers who prefer to bank online jumped to 62% in 2011, up from 36% the previous year. Today, four of the top five transactional banking activities in North America – bill pay, viewing balances/transactions, viewing statements and money transfer – are happening online.
This brings us to the key question of this paper: do brick-and-mortar branches have a role to play in the future of retail banking?
Banking & Innovation: How Financial Services Can Embrace the Customer RevolutionComrade
Financial services companies are increasingly seeing opportunities to be at the forefront of innovation. Historically, banks have been slow to translate consumer demands into technologies like paperless statements and mobile check imaging. However, they were quick to implement online banking and, today, customers who bank online are typically more satisfied as well as more cost-effective to maintain. Banks have also responded to the shift in consumer demand for mobile banking on tablets and smartphones. The next challenge facing financial services is how to address the rise of consumer trends evolving mainly outside of the industry. We’re pleased to have partnered with Matchi to publish “Banking & Innovation: How Financial Services Can Embrace the Customer Revolution." This paper focuses on three phenomena that will ultimately impact every bank:
- Crowdsourcing
- Wearable Technology
- The Sharing Economy
We explore the state of each these trends, and how they relate to financial services.
Opportunities for disruption in Financial Services (with a mobile focus)Nadya.Powell
A talk given at the IPA on opportunities for disruption in Financial Services with a focus on mobile. Three strategies to employ, case studies and three golden rules. Thanks to Zoe Decool for research help.
Future of payments - An initial perspective by MasterCardFuture Agenda
An initial perspective on the future of payments by MasterCard. This is the starting point for the global future agenda discussions taking place through 2015 as part of the the futureagenda2.0 programme. www.futureagenda.org
Ascent – Thought leadership from Atos Promises of a converging worldAscent Atos
A magazine into the future of our ever-more connected planet
This new Ascent magazine is the latest edition of the ascent thought leadership program from Atos and sets out how the years ahead will see era-defining change in the global technology landscape, further impacting the way we all connect, live and do business.
This magazine includes articles and views from business leaders, academia and the Atos Scientific Community. Each of the stories in this magazine can tell us something about the world that awaits us all.
Gen Y consumers will earn 46% of the income in the United States by 2025, but they’re often misunderstood or ignored by financial services providers. This is especially true when it comes to online and mobile behavior and attitudes toward traditional banking.
Understanding this problem and designing to overcome it is critical to our work at Comrade, so we’re pleased to have partnered with Javelin Strategy & Research to publish “The Three Costliest Myths about Gen Y". This report applies consumer data to dispel the myths circulating in financial services today about Gen Y consumers. Beyond exposing pervasive misconceptions, it also explains how to optimize digital and physical touchpoints to attract tomorrow’s most profitable bank customers.
Disruption, mobile and financial servicesNadya Powell
A presentation given for the IPA on disruption, mobile and financial services. Three strategies to employ and the best disruptive uses of mobile out there. Thanks to Zoe Decool for research help.
The Financial Advisor business is transitioning to a new paradigm in which advice, customer experience, and personalized content will merge. Advisors will need to build and maintain their personal brand via social media networks whilst balancing regulatory constraints. The industry has started to adapt but much more opportunity exists to create new interaction models and grow one's book of business. Among consumers, there is a growing expectation that firms have a social media presence as part of their engagement model – digital natives have a “social media first” mindset. This presentation highlights recent trends, transformations the industry is going through, and a roadmap to respond to these changes.
The banking and finance industry has been transformed since the inception of mobile banking and payments. From checking your bank balance on your mobile device to being able to host your entire POS on an iPad, mobile commerce is continually evolving. Here are a few of the most recent trends and the future of mobile and commerce.
Why do digital wallet apps startups fail – mistakes to avoidnimbleappgenie
We, at NimbleAppgenie, have Mobile app developers that are dedicated and professional in developing digital wallet apps. We are an extremely professional E-Wallet App Development company that provides digital wallet apps development services to innovative companies worldwide.
In this presentation, we look at this issue, the steps the banking community need to get right to engage with modern consumers and how to develop powerful mobile—based propositions that people actually want to use.
UX Design for Mobile Payment ExperiencesSkip Allums
O'Reilly Webcast: Oct 14, 2014
With mobile devices emerging as new tools for transactions and identification, designers face challenging interactions and user expectations from payment scenarios. Consumers expect mobile payment experiences to be frictionless and familiar, while faithfully protecting their financial data. Falling short on any of these aspects will cause users to drop out, or worse, compromise their financial privacy. In this webcast, we'll look at ten emerging UX design best practices for mobile payment interactions.
References:
Apps mentioned:
http://www.paywithisis.com
http://www.squareup.com
https://www.google.com/wallet/
https://www.venmo.com
http://www.thelevelup.com
http://www.capitalone.com/online-banking/mobile/wallet/
https://www.lyft.com/
https://www.groupon.com
https://www.uber.com/
https://www.coinbase.com/
https://www.simple.com/
https://www.paypal.com/
https://www.apple.com/iphone-6/apple-pay/
http://www.starbucks.com/coffeehouse/mobile-apps/mystarbucks
Merchant Category codes
http://www.irs.gov/irb/2004-31_IRB/ar17.html#d0e1647
PCI DSS Compliance
https://www.pcisecuritystandards.org/security_standards/documents.php?document=pci_dss_v2-0#pci_dss_v2-0
The growth of ‘DIY investors’: RDR changes pushing a move to self directionPhilip Brooks
It will soon be two years since the Retail Distribution Review (RDR) came into force and represented a major shake up for the retail investment market. Incorporating the latest Harris Interactive poll data, we assess the impact on the use of professional advice and the implications for the future.
Consumer perceptions of the UK financial services revealed, 1:5 bitter & hostilePhilip Brooks
Welcome to the first edition of the Harris Interactive financial services newsletter, Viewpoint.
This first edition explores:
- Current perceptions of the financial services industry
- The slump in confidence experienced by consumers
- Ways to restore faith in the industry
Sign up to future editions below:
http://www.harrisinteractive.com/europe/industries_financial_trends.asp
Building customer loyalty in retail banking1SeymourSloan
Retail Banking is facing challnges on many fronts. Leading banks must defend their positions through improved loyalty. this means investing wislyin technology and propositions designed to please customers.
Building customer loyalty in retail bankingSeymourSloan
Building loyalty within your customer base is essential as a platform for growth and in the face of the challenges from disruptors banks have no choice.
Technology-driven change has become a constant for merchants,
financial institutions, and processors. That reality has created a shifting
landscape of new capabilities, new competitors, new rules, and new
customer expectations. It can all be complicated and confusing, but an
assessment of that landscape indicates several clear trends affecting
the industry. For more info: www.nafcu.org/vantiv
Next Generation Mobile Banking and Return on Investmentmistervandam
Fiserv white paper on how the advancement of mobile banking - particularly next generation features and functionality - are driving return on investment for financial institutions
Software is having an impact on everyone’s lives and we’re fascinated by its effect on user behavior. Building on our existing financial sector expertise, Beyond wanted to fully understand how people’s behavior is changing in one of the world’s oldest industries and what this change means for the future design of products and services in banking.
Taking friction out of banking white paper - UKNils Mork-Ulnes
In our white paper, ‘Taking the friction out of banking’ we research the threat from disruptive FinTech start-ups and look into designing for banking innovation with a focus on improving the digital experience for increasingly digitally-focused consumers.
Perspective- Multi Channel Banking: A Five Point Strategy Infosys Finacle
The last two decades have witnessed a paradigm shift in the way people bank. While the shift from branches to ATM based cash withdrawals and from there on to internet banking was slow, it has been a different story in the case of mobile banking. The growth in adoption of mobile banking over the last three years has been tremendous. Many banks have rolled out internet banking, mobile banking, call centers, ATM based transactions and video banking. But, have banks moved from multiple channels to true multi-channel banking with seamless cross channel experiences?
Here we explore a five point strategy that would empower banks and financial institutions to define a robust multi-channel offering.
How digital payment solutions are transforming payments experienceNikunj Gundaniya
In the digital economy, we've come a long way, and multi-channel distribution is now a must-have for any company. Customers are now progressing beyond buying stuff and making payments to engaging in seamless customer-driven interactions via mobile devices, which is the next level of interactions.
Banking Disruption in Financial Services: Threats and OpportunitiesDogTelligent
There are three forces shaping the future of banking. Technology innovation is the first. For most traditional financial institutions -- banks and credit unions -- technology innovation is a weakness; instead, they rely on third-party firms ranging from established core providers to startups to provide them with a mix of products that they repackage and resell to their customers. Demographics is the second force. Millennials now account for 25% of the US population with 80 million and growing. The third force is the emergence of new business models on the one hand driven by Millennial demand and communication preferences, and on the other, enabled by new technologies as they are invented.
The report examines data from multiple sources and suggests potential defenses for institutions to fend off competitive threats from technology, retail, and telecom firms that are gaining traction in the payments and banking arenas.
Digital vs. Paper Statements- How Banks Can Best Serve CustomersGriffin McGahey
In an increasingly digital world, banks must find effective ways to communicate with customers. As the financial industry has shifted toward digital banking, online statements, and mobile apps have become the norm. However, many customers still appreciate the convenience and clarity of paper statements.
Private Banking: Redefining the Game Through MobilityCognizant
Today's sophisticated mobile devices have made it possible for bank customers to perform most banking transactions remotely - without having to visit their bank's branch offices. However, the nature of the private banking business and the profile of the clientele make this challenging. An all-inclusive, cross-platform app for private banking can provide more visibility into customers' and banks' needs and potentially become the primary channel for private banking, rather than merely an add-on.
Transform research: The age of omnichannel banking 2015TransformUK
The death and destruction of traditional bank branches caused by digital and changing customer dynamics is widely foretold.
But even digital natives are dual citizens of the physical world. Branch location is still customers’ strongest reason for switching current account and retail customers still want branches for important elements of sales and service.
Retail is increasingly moving towards Omnichannel; enabling customers to do business on whatever mix of channels they choose. How channels are integrated is becoming as important as what channels are available.
This has big implications for banks. Too often today, it is almost as if the digital and bank branch experience is designed and built by different companies. In the future, digital will underpin how banks deliver great customer experiences across channels.
In this report we explore what drives the shift towards Omnichannel, how banks are performing today and a vision for Omnichannel banking in the future.
The ‘Omnichannel’ Nirvana and the future of banking
1. viewpoint
Keeping you connected to today’s financial services market
ISSUE 9 - February 2014
Most banks use business and information systems
that are dinosaurs. Like many companies, these
banks risk eventual extinction if they do not keep
The ‘Omnichannel’ Nirvana
and the Future of Retail Banking
It’s a bright sunny day. I step off my hoverboard and walk
into WHSmiths. I pick up the latest copy of Glamour
Magazine, scan the barcode and pay by touching my phone
on the automatic reader before grabbing a pre-ordered
coff ee paid for with my mobile App. As I sit and read about
the latest Bikini diet, I receive a £50 payment text from my
friend for the dinner I had with her last night.
Is this a scene from the latest science-fi ction movie? Perhaps
the hoverboard and the appearance of the sunshine - but the
rest? No.
In this fast-paced time of ‘now is too late’, how we interact
with each other and retailers in relation to our money is
rapidly changing with technology advancements continually
increasing expectations of speed and simplicity.
As bank branches continue to decline and technology
enables transactions take place in other ways at times and
places to suit consumers, what is happening to our
relationship with our bank? How do customers really want
to service their accounts? And do we really need a current
account at all?
These are all things current banks, and potential new entrants
need to consider if they want to keep our custom.
pace with competitors who take better
advantage of emerging opportunities
aff orded by information technology.
(Gates, 1996)
Changes So Far
In the early 20th century, banking was a reputable career.
The face-to-face engagement with the public, the
reassurance that the hard cash in your hands would be safe
when handed over to a vault for safe keeping and the signed
and stamped banking pass book was evidence that it still
existed.
The bankers were boss, dictating when they wanted to open
and close – including their own custom Bank Holidays, and
customers were...grateful.
There has been much advancement since, with credit and
debit cards and the internet revolution all shaping the way
we bank today. The changes so far have been mutually
benefi cial in cost savings to banks and increased convenience
to customers.
Over time, our expectations of service providers have been
lifted to where we expect an element of self-control,
effi ciency and choice – moving from being a nice change
of pace to becoming a driver of choice and selection. We
became empowered. We were in control.
But, perhaps if a bank isn’t giving customers the tools to
manage their accounts in a way they want, things may be
diff erent. If you wanted to PingIt, and you weren’t with
Barclays, or your Lloyds branch is your preferred channel, but
they become TSB, or if you wanted to buy your Christmas
shopping but the RBS system was down – would this be
enough to tip the balance? How DO we as customers want to
interact with our bank?
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 1
2. Current Channel Usage
The branch remains the channel most used by customers at
some point of their lives (96%) with ATMs (95%) and
Internet banking (83%) closely behind. However, those using
a branch are mostly visiting only a few times a year or less,
Channels and frequency of use
whereas around three quarters use an ATM at least once a
month or are logging on to internet banking in the same
duration.
Today, more people access the internet via a mobile device
than a PC. Tablets alone will pass PC sales in the next few
years. We live in a world where being connected is not only
ISSUE 9 - February 2014
viewpoint
a basic right but an expectation. The Internet, mobile apps,
social media and other such advancements are not special
anymore – they are just part of everyday life. Your bank
balance is purely numbers on a screen, payments are
automated, plastic is cash, and credit is king.
Despite customer behaviour around cash signifi cantly
changing, the branch generally still lags as a dominant
‘transactional’ banking place favoured for larger purchases
such as mortgages or loans or for its human interaction for
enquiries or complaints. With transactional behaviour
rapidly shifting to online or mobile, this puts existing branch
networks under pressure.
Channels used
Frequency of use % used at
Daily 2-3 days Weekly Monthly 2-3 months Less frequently Never least monthly
2 10 27 23 34 4
2 10 40 26 8 9 4
12 19 28 16 2 6 17
13 5 7 32 51
3 5 7 5 2 5 74
Branch
(to withdraw/deposit speak with someone or
to telephone directly)
Ever used: 96%
ATM
Ever used: 95%
Internet banking
Ever used: 83%
Telephone Banking
Ever used: 50%
Mobile Phone - App
Ever used: 27%
34
78
74
10
20
Preferred Channels for Transactions
Online Branch Telephone Mobile App ATM Social media Secure email Post
64 10 2 7 15 12
60 31 3 312
31 40 23 1131
29 62 5 112
24 45 20 1 6 5
19 74 312
11 63 11 24
Check balance/statement
Make a payment
General enquiry
Take out a loan
Make a complaint
Take out a mortgage
Withdraw a large amount of money
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 2
3. We’re already seeing changing approaches to using the space
for maximum interaction and off erings out of the banking
‘norm’. Metro bank has recognised that customers need
to bank in their own time, and boasts 7 day opening early
and late. For those in Slough, they can also bank at a drive
through.
Virgin Money has launched three ‘Money Lounges’ to make
banking more than just about money, with places designed
to be somewhere to relax or for informal meetings including
complementary refreshments, WiFi and use of iPads.
Allied Irish Bank has launched ‘The LAB’, a one off interactive
branch with the aim to provide a learning and research
environment showcasing the digital banking experience. As
well as the ability to conduct the usual ATM related services,
customers can also use the usual other channels under the
one roof with telephone banking, internet banking terminals,
Facebook and Twitter as well as secure video conferencing
to customer advisers, and access to devices with mobile and
tablet Apps and new products or services such as contactless
payments.
This is quite a cunning idea to help and teach those not as
familiar or comfortable with technology to try out such as
internet banking or mobile and tablet banking apps with
advisers on hand to guide customers through the process
and how to get the most out of their bank. A customer that
feels supported and comfortable with their bank and the
facilities they off er are more likely to feel bonded.
But how do channels impact on the bonds with customers?
ISSUE 9 - February 2014
viewpoint
Customer Relationships and the
Links to Channels
Using Harris Interactive’s proprietary customer
relationship model incorporating Rational, Emotional and
Intentional attachments to a brand, we know that
customers who are more connected have a stronger
affi nity to their bank, and are more likely to recommend
(NPS) and less likely to switch.
Using both channel preference and behavioural data for
diff erent types of banking transactions we identifi ed fi ve
diff erent types of customers: those who use online
relatively more than other channels, those who use Apps
relatively more, and those who relatively use more
traditional banking channels – Online & Telephone,
Online & Branch and those largely favouring the Branch for
their transactions.
As highlighted in our web broadcast in October 2013 we
can see that the human interaction of a branch or
telephone banking is where strong connections are made.
This bond also means money for banks as these
customers will be spreading positive word, are less costly
from complaints, and are much more likely to consider
other products on off er from their bank brand.
Conversely, those using online relatively more than
others are much less emotionally connected with their
bank, and are more disconnected or indiff erent which
indicates that currently banks are struggling to re-create
the same levels of customers endorsement online – which
is dangerous territory and carries a high risk of switching
and complaints.
Usage of Channels and Customer Relationships
100
90
80
70
60
50
40
30
20
10
0
Online App Online
& Phone
Online
& Branch
Branch
Disconnected
Indifferent
Emotionally Connected
Rationally Connected
Emotionally & Rationally Connected
Fully Connected
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 3
4. Complaints
Complained 50%
Fully resolved
15%
Disconnected
Fully Connected
Complained 14%
Fully resolved
Emotionally
& Rationally
Connected
Rationally
Connected
Emotionally
Connected
Indifferent
Complained 40%
Fully resolved
52%
Complained 28%
Fully resolved
78%
90%
Complained 16%
Fully resolved
Complained 23%
Fully resolved
70%
92%
Our research highlights that around 13.3m customers have
ever made a complaint to their bank, with just under half
feeling these weren’t fully resolved. This amounts to a cost of
up to £100m depending on the scale/complexity of the
complaint, a charge which is largely attributable to
disconnected or indiff erent customers.
Likelihood to consider other products with bank
Life insurance
Car/motor insurance
Home insurance
Credit cards
Mortgages
Loans
Savings / Cash
Investments, stock,
shares
Fully
connected
Emotional
& Rational
connected
Rational
connected
Emotional
connected
Indifferent Disconnected
The branch is important in high-end decisions, such as
mortgages and loans, but these transactions are few and far
between in a customer’s life relative to other interactions.
The challenge today is for banks to move from a retail model
that focuses on transaction processing to one that more
eff ectively meets the needs and wants of customers in order
to increase bonds and retain or onboard customers, thereby
increasing their potential value. Nearly three quarters (74%)
state that they would like to see a return to ‘old fashioned
banking’ with a more personal service with 43% wanting a
closer relationship with their bank.
ISSUE 9 - February 2014
viewpoint
‘Mobile’ has been the word of advancement for quite some
time, but is this channel pulling its weight? It’s perfect for
checking your dough on the go, but again, it’s functional.
Without this basic functionality customers would be
unhappy, but can it be used to become indispensable to the
customer, helping to fulfi l more emotional needs?
Sarah Hicks, MD of Digital Banking at Santander explains:
“Relationships can be built through guiding money
management not just transactions, and by building an
omnichannel off ering - incorporating SMS, online, mobile and
the more traditional methods into one seamless approach....
People are emotionally attached to their devices and can do
diff erent things on diff erent devices... The key is how to engage
on diff erent devices – and data is pivotal in [off ering] suitability
of products and seamlessness of service... It’s no good me
starting my application form online and then going into the
branch next day and saying you have to start again...designing
those sorts of journeys with the right back end processes...[for
continuity of data]...are big challenges for the banks...”
Many customers do see banking channels purely as
transactional. What banks need to do is encourage
customers to expand into other services such as using
information on how they manage their money to help
customers plan and budget, and to be seen as supporting
them in doing so.
Unlike generic online Personal Financial Management (PFM)
tools, banks know their customers’ transactions and
products, and are best placed to ‘advise’ based on the data
they hold – especially in the wake of the RDR making advice
out of the reach of many. PFM is a good example of building
relationships and helping customers, and many banks are
now off ering such services.
But what information are customers willing/wanting to
receive? I, like many of us, see unsolicited messages as an
irritation, even more so when they’re irrelevant to me.
Research from FICO suggests customers ARE open to
communications that a provider initiates so long as they are
relevant, with over a two-fi fths (41%) agreeing, which
indicates that banks could take advantage of the personal
data they own to target relevant and timely messages, as
long as these do not deliver a hard sell.
Provide customers with clear product information which
doesn’t need an expensive adviser’s explanation, and off er
easy to apply processes as well as transparency - especially
regarding such as credit, and engage with customers in the
absence of proper advice. Banks have the data – use it to
put up the right messages when customers log in or phone
at diff erent stages of the life journey. Banks need to use data
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 4
5. Customer concerns
Primary
Concerns
Secondary
Concerns
Remaining
Concerns
Technology advances
All this may build banking relationships, but with the
changing scope of the fi nancial services arena, will this be
enough to make customers more engaged with their banks
and fi nances and keep customers loyal to banks?
Other than the threat of changing customer behaviours,
there is a larger and increasing threat - the increasing number
of alternatives to traditional fi nancial services.
Not only are there new entrants to retail banking itself (Metro
Bank, Virgin Money, The Post Offi ce), there are new players
that are taking ownership of the customer experience that
lurk at the fringes of ‘banking’ such as PayPal, Google Wallet
and such as Peer-to-Peer lenders like Zopa etc.
The core issue is that customer behaviour is changing in line
with technology but largely banks are staying the same in
relation to their processes for applications and channel
off erings. Why, for example, can I sign up to PayPal or Google
Wallet completely electronically but my bank still requires a
signature? This gap was a window left wide open for better
ISSUE 9 - February 2014
viewpoint
positioned fast moving non-banking competitors.
There are many such non-bank organisations providing what
are eff ectively basic bank accounts already. Once we have a
stored value account and it’s connected to our mobile – this
is a far better banking service than a basic current account,
and businesses don’t need a banking licence to power a value
store.
The scrabble to implement mobile wallet accounts was taken
up by a wide range of companies from mobile operators,
handset manufacturers, mobile OS creators, app developers
and banks.
Mobile phones then started incorporating contactless
technology using NFC (Near Field Communication) in 2011
to enable transactions. It was anticipated that linking your
mobile, a device you feel emotionally bonded to, to your
money would rapidly take seed, however it was recently
announced that O2 is withdrawing its off ering in March this
year after reviewing when they feel this technology will go
mainstream, which indicates that banking in the UK may be
running before we can walk.
It’s true that current accounts in themselves do not keep the
bank’s P&L afl oat, but the relationship and links to other
products customers own, and the transactional data they
to be aware of customers’ issues and guide them, such as
giving the tools to help customers with cash fl ow, by setting
goals etc. The new value is not being a ‘bank’, but rather
understanding customers and the role banking products and
services play in their lives.
Infl ation/rising
prices 52%
(May13 - 48%)
Paying
household
bills 42%
(May13 - 39%)
Interest rate
on savings
32%
(May13 - 31%)
Value of pension
29%
(May13 - 29%)
Value of
savings/
investments
28%
(May13 - 29%)
Job security
23%
(May13 - 24%)
Meeting
repayments
19%
(May13 - 12%)
House prices
going down
12%
(May13 - 18%)
Security of
deposits
14%
(May13 - 19%)
Cost of credit
14%
(May13 - 16%)
Availability of
credit 8%
(May13 - 12%)
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 5
6. hold on these people do. Losing this information to
non-banking organisations will limit opportunities to benefi t
from this knowledge by off ering other services which
customers may value.
There is one more threat to banking and the channels that
we know today – virtual currencies. Bitcoin for example was
introduced in 2009. Today, Bitcoins can be exchanged for
products and services, or other currencies, with growth
amongst merchants being driven by lower transaction fees
than credit cards. Indeed, earlier this month, the fi rst Bitcoin
storage service to insure against loss and theft of the digital
currency launched in London. Could this be the fi rst virtual
bank?
But how far will this go, and what do we, the banking public,
really want? Whilst red-brick banks have the advantage of
knowing their customers, they need to move with the times
in terms of delivering a joined up omnichannel off ering and
building the nirvana of a customer relationship. But could
this be all too little too late? We all need the utility of
banking, but increasingly we don’t need a bank to provide
that utility. As Bill Gates said in 1994, “Banking is necessary;
banks are not.”
ISSUE 9 - February 2014
viewpoint
Timeline of Money:
Before 9000 BC – Bartering
9000-6000 – Cattle
1200 – Cowrie Shells
1000 – Base metal coins
700 – Precious metal coins
321 – Cheques (primitive)
118 – Leather money
806 – Paper money
1717 – First pre-printed cheque
1816 – the Gold Standard Money era
1920s – Charge cards
1950 – Credit cards
1966 – Debit cards
1994 – Mass online shopping
1997 – Mobile payments
2002 – PayPal
2009 – Bitcoin introduced
2011 – NFC on mobile phones
Source:
http://infographicsmania.com/money-evolution-
timeline/
confi rmed elsewhere and added to.
This edition was researched
and written by:
Lynn Tweedale,
Senior Research Manager,
Harris Interactive UK.
Sources:
1. http://www.telegraph.co.uk/fi nance/newsbysector/
mediatechnologyandtelecoms/electronics/10305093/
Tablets-forecast-to-overtake-PC-sales-at-end-of-year.html
2. http://www.harrisinteractive.com/uk/Insights/Viewpoint-
WebcastSeries.aspx
3. UK Harris Poll: Finance and the Economy, 29th Oct – 4th
Nov 2013
4. http://www.laff erty.com/Cards-Insights/News/UK_mobile
_phone_network_abandons_mobile_wallet_6221
BC
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The results disclosed in this report may not be used for advertising,
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of Harris Interactive. Products, logos and brand names are trademarks
or registered trademarks of their respective owners.
For more information on our fi nancial services research practice visit: www.harrisinteractive.co.uk - PAGE 6