Digital Payments are growing, and financial institutions have high expectations for adoption. But with usage rates stalled, is this the right time for community and regional banks to invest, or should other options be considered first?
We just finished an analysis of Mobile Wallets and P2P payments. Here’s a few key points, but read the full article for more detail.
There is wide belief among financial services executives that mobile wallets and P2P payments will shortly become basic table stakes, similar to mobile banking. According to the 2016 Debit Issuer Study, commissioned by PULSE, almost three quarters of financial institutions expect at least 15% of debit transactions will migrate to mobile in the next 5 years, and nearly half believe the migration will be in excess of 25%. They have invested accordingly: issuer adoption of mobile payments has surged and 65% of debit cards are now eligible to be loaded into mobile wallets, up from 30% in 2014.
Financial Institutions are similarly enthusiastic about the growth in P2P payments. According to Pulse, 76% of financial institutions either offer, or are in the process of implementing P2P payments, up from 51% in 2015.
But despite the enthusiasm, payments using smartphone mobile wallets at the checkout counter are stalled at small numbers and minimal growth after an early surge driven by introduction of new iPhones and Apple Pay. According to Pulse’s study, only 3.9% of debit cards are enrolled in a mobile wallet, and they account for a minuscule 0.19% of debit payments. P2P usage is likewise very small. Our estimates, based on analysis of data from Chase and the Federal Reserve are that P2P represents about 7% of total payments and 3% of value.
What’s hindering adoption? It’s not lack of awareness. But with adoption still low, why are financial institutions so optimistic?
Is the marketplace changing? Maybe. The long anticipated implementation of chip cards and merchant installation of chip enabled terminals might spur adoption. As for P2P payments, the future is harder to discern.
Invest cautiously and pick your spots. While looking to the future, don’t forget basic blocking and tackling – and the payoff from what we know to work today.
See the full analysis and our 4 recommendations (with some fancy graphics) in our TheFinancialBrand article.
The pros and cons of the Universal Associate model has been one of the hotly debated topics in the industry. But institutions that have made it work have experienced increased sales, lower staffing costs, and greater staff retention.
Ric Carey, who has had extensive experience in implementing and managing the Universal Banker model has put together a detailed toolkit that covers:
- Best practices in converting existing branches and staff
- Identifying the best employee prospects for this type of position
- Incorporating operations and loan training, how to incorporate culture and service quality
- Recruiting and interviewing concepts to hire the best employees
- Branch design and technology ideas that support this staffing model
- Structuring the Universal Branch Employee job position, promotions and pay
- Multiple implementation strategies
Bank-at-Work has proven to be an effective channel for bank’s to acquire new clients, deepen existing relationships and generate incremental revenue. But fully leveraging the channel requires that banks maintain a cohesive structure around their workplace program.
The Webinar will review the key components of Bank-at-Work structure and provide best practice tips for successful program implementation.
Key takeaways for Webinar participants:
- Understand the dynamics behind best-in-class workplace programs and amount of new business they generate.
- The impact of inadequate program structure; error’s that will impede your workplace initiative.
Dates and times not convenient? Sign up for the events and view the archived version later or share with other members of your group who are unable to attend. Or, contact us to arrange alternative dates.
Jon Voorhees, former head of Distribution Strategy and Execution for Bank of America, has joined Peak Performance Consulting Group as a Consultant and Advisor.
During his 17-year career at Bank of America, Jon was responsible for optimization and transformation of the bank’s physical distribution channels including branches and ATMs. He acted as a key architect of the Bank’s strategy, which achieved significant financial savings while retaining nearly all customers despite closing/divesting over 1000 banking centers and 3000 remote ATM sites.
Furthermore, his team delivered the bank’s first Outstanding rating on the OCC CRA Services test by creating an innovative approach to modeling CRA impacts on customer usage patterns.
In 2011, he led a year-long project to introduce advanced distribution planning methodologies to a major Chinese bank, leading to development of a new integrated distribution planning system.
David Kerstein, President of Peak Performance Consulting Group, stated “Jon has more experience than almost anyone else in the industry in actually implementing major distribution reconfiguration. He understands how to deliver the mix of channels that customers want today, and not only capture financial efficiencies but actually grow customers. Jon’s tremendous experience complements the deep strength our organization has in distribution strategy for both physical and digital channels, revenue growth strategies and branch staffing strategies.”
“All financial institutions, whether community banks or larger regional and national banks, are grappling with the best way to deliver the mix of distribution and services customers demand,” stated Voorhees. “I have been tremendously impressed with the work Peak Performance Consulting Group has done for its clients, ranging from community banks to regional and national institution and I am pleased to be part of their team.”
Financial institutions can improve the customer experience by making themselves easier to do business with, being guided by the Voice of the Customer and by systematizing data collection and usage.
This article was originally published in BAI Banking Strategies on April 4, 2016. Mark Hendrix is an Advisor at Peak Performance Consulting Group.
BY MARK HENDRIX
In today’s digital economy, banking, like other industries, faces “disruptive” expectations from customers. Both individuals and businesses expect access to and delivery of services virtually on demand. Winning companies are responding by creating innovative approaches to the customer experience. They have learned that re-calibrating their processes, bringing them into alignment with customer expectations, has resulted in new sources of revenue and productivity.
How can bankers accomplish this? By offering value in three areas:
To be successful, Bank-at-Work programs must deliver effectively on three elements: partnership, value proposition and sales execution.
This article was originally published in BAI Banking Strategies on March 11, 2016
It goes without saying that retail banking has many moving parts and Bank-at-Work programs are no exception. From target strategy to sales protocols and from results tracking to offer fulfillment, successful program implementation requires that banks maintain a comprehensive structure around their Bank-at-Work initiatives.
But within that program structure, three things stand out because without them you’ll just be spinning your wheels. They are: partnerships, value proposition and sales execution. The formula goes like this: partnerships get you in front of company decision makers; value proposition gets you in front of employees; and sales execution gets you incremental revenue. Sounds pretty simple, but the reality is very few programs actually focus on these key essentials, which is the root cause of why many retail Bank-at-Work initiatives run aground and get shelved.
Banks need to eliminate complexity by simplifying processes and customer interactions, with the payoff being lower expense, higher customer loyalty and reduced risk. This article was originally published in BAI Banking Strategies on January 5, 2016
Consumers are increasingly self-reliant and see time as a resource that is just as valuable as money. Moving forward, delivering a timely customer experience will be an important factor in winning in the market.
Banks, however, have a hard time delivering on this customer demand for timeliness due to their innate complexity, with business models that reflect the uneven integration of multiple lines of business such as retail, business banking and investment banking. Over time, these organizational processes have often been “spaghetti wired” from legacy systems that are not fully integrated. Recent regulation further complicated matters, adding additional infrastructure that increased operational layers and cost.
Bankers are increasingly aware that this unplanned complexity has gotten out of hand and harms the ability to deliver for customers. In our recent survey of financial services executives, 68% of respondents indicated they have initiatives in place to simplify their business models. How should an organization tackle this task?
Start with a change campaign. With so much at stake, you can start anywhere – beginning, middle or the end – but take the first step. Start by mapping process steps and identifying activities that are duplicative, or do not contribute to efficiency.
Once a root cause has been identified, develop the management routines to determine the legacy drivers in Information Technology (IT), operations, service, channel and organizational structure. Several remedies that can yield immediate productivity are:
- Eliminate hand offs;
- Remove paper processes;
- Standardize data capture and governance;
- Implement voice of customer research on how customers shop, buy and use your products and services.
Embedding these changes is not a function of technology but rather of change management and organizational leadership. Enterprise Resource Planning can provide reports and metrics to identify opportunities. But improvements are a function of leadership attention to the experience drivers that create real value.