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Nov. 2015
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A Matter of Trust

Learn how Lloyds Banking Group is building consumer trust and transforming itself to
better support customers’ lives anytime, anywhere.


The Basics Make a Difference

Read Anthony Jabbour’s insights on ways to improve loyalty by focusing on
life events and the basic services that customers really want.


Investing in Your Customers

Read our interview with author and strategist Michael Schrage about the need for
businesses to approach innovation as an investment in the customer.


Mobilizing beyond Servicing

See how the affinity that consumers have with their mobile devices is driving
new models of interactivity that banks can use to create value.

Welcome – Nov. 2015: Performing to Expectations

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Performing to Expectations

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Ellyn Raftery

Chief Marketing Officer, FIS

Welcome to this issue of FIS InMotion, focusing on the theme of “Performing to Expectations.” As underscored by the FIS Consumer Banking PACE Index research released earlier this year, consumer expectations of banking providers continue to rise on a global basis alongside the increasing access that consumers everywhere have to information nearly instantaneously. Bankers must learn to serve a young crop of more demanding customers – often with social networking prowess that far exceeds their financial savviness.

Nonbanks and new entrants to financial services, too, are shaping consumer expectations. Operating with different business models and less stringent requirements, companies that were not part of the competitive consideration set a short time ago are leveraging their flexibility and agility to create competitive advantages that are attracting today’s digital consumers.

We see the slow avalanche that’s going to transform the industry on the horizon. We see continued consolidation. We see the evolution of traditional business models that depended upon attracting customers with meaningful interest rates on deposits and then expanding relationships once in the door. What we do not always see as clearly are the changing relationships between retail customers and their bankers.

This issue of FIS InMotion provides insight on how banking providers can better align their perspectives of value creation with what consumers perceive as valuable – what they expect and what they find personally relevant. It also discusses how bankers can direct innovation toward becoming better integrated into their customers’ daily lives while creating value for their companies.

I want to thank this issue’s contributors for providing their thought leadership and perspectives on how to perform to – and exceed – consumers’ expectations and benefit from the opportunities that lie ahead. I also want to thank our readers for the thoughtful comments we have received on previous issues of FIS InMotion and welcome your feedback on “Performing to Expectations.”

Client Profile – Nov. 2015: Performing to Expectations

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A Matter of Trust

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Mike Jones

Managing Director, Intermediaries and Specialist Brands, Lloyds Banking Group

Mike Jones is the managing director of intermediaries and specialist brands at Lloyds Banking Group and was recently appointed to lead the company’s stockbroking business. Mike is responsible for the distribution of mortgages and savings products through the United Kingdom intermediary sector for the Halifax, BM Solutions and Scottish Widows Bank brands and leadership of the Scottish Widows Bank plc. Lloyds Banking Group is the leading provider of mortgages to consumers in the United Kingdom, where the lion’s share of residential mortgages are executed through intermediaries.

Mike shares his insights on initiatives that Lloyds Banking Group is undertaking to restore trust and keep pace with the evolving expectations of consumers.

FIS recently completed research that indicates strong consumer demand globally for greater fairness and transparency from their banks. What steps has Lloyds taken to improve the customer experience around fairness and transparency?

Jones: The banking industry in the UK has had a challenging relationship with the media and politicians both during and following the recession. It’s created an atmosphere of diminished trust and it’s my belief that you can only reverse that in two ways: one, through practical activities that demonstrate your trustworthiness and two, by showing the human side of your organisation.

We’ve found that what is complex for customers to understand also is complex for our bank to execute.

Reducing complexity has been a significant focus to achieve these goals. We’ve found that what is complex for customers to understand also is complex for our bank to execute. Simplifying our proposition makes it easier for mortgage brokers and our colleagues to compare our mortgage solutions and easier for consumers to understand them. And if it’s simple, we also can deliver solutions more cost-effectively.

At a senior level within the organisation we have also become more disciplined regarding internal governance and in ensuring what we present to customers through our services and communications reflect our goals. The governance process is cross-functional and represents different business units. It’s really important to ensure product messaging fits with your corporate messaging and corporate plan.

What other products and programmes support Lloyds’ focus on rebuilding trust?

Jones: I believe there are three significant product areas where banks have the best opportunities to solidify trusted relationships with customers. First is the current account, which is at the centre of the banking relationship. Number two is the mortgage, which is typically long-standing, and third is advice. The trusted advisor could be your bank and/or an independent financial advisor.

For current account opening, we’ve launched what we call an eligibility checker, which allows people to check their credit files without leaving a permanent footprint on their credit file. That enables customers to have confidence in their ability to switch their current account and eliminates the potential of being turned down by the bank before they begin what some perceive as a daunting process. As a result, we’ve seen over 490,000 account openings in just two years.

We launched our Helping Britain Prosper Plan, which has a broad range of commitments, including specifically helping more customers get on the housing ladder. We provide mentoring and training for individuals and businesses, which helps position the bank as a trusted advisor. The Plan has target goals for each of the seven initiatives and we publish the results as well as evaluate our performance – achieved, partially achieved or not achieved.

Fig 1. - Helping Britain Prosper Plan

Our executive board has promised the external market that we will lend one in four first-time buyer mortgages in the UK, and we are keeping that promise. We also have a good reputation for rescuing customers where other lenders have let them down by failing to execute the transaction fast enough to fit within the time frame required. It’s a great feeling to be able to really help people in that situation and we are proud of our reputation.

FIS’ research also found that many consumers, especially millennials, want their banks to help them gain greater control over their finances. What programmes and tools is Lloyds using to educate consumers and promote fiscal responsibility?

Jones: Lloyds’ Money for Life programme helps people in the community, such as college students and even ex-prisoners, to understand how money really works. There are people who really need help in the basics – how a current account works, what a cheque does or how a payment card works – and then there are people who have a fair bit of money but don’t know how to use it wisely. We have about 4,000 trained people who go into the community to speak about these topics.

Money Manager is a digital tool centred on the current account. It analyses how you spend your money and assembles the information in an easily accessible format. Over time, people understand where their money is going and where they can save or make better use of it.

This year, Halifax launched the Expresscash account, which is an online banking service aimed at helping young teens from 11 to 15 years old learn to manage their money. The service provides financial education and information about online safety.

FIS also found that many people, especially established consumers, want their banks to provide advice that supports their life aspirations. How do banks reestablish themselves as “trusted advisors”?

Jones: In my area of expertise, mortgages, the vast majority of transactions must be conducted in an advised environment, either direct or through intermediaries. The nonadvised execution of mortgages remains limited and the regulators place restrictions on it. Customers who are confident and simply recontracting the mortgage – common every two to five years in the UK – can go through the process electronically in a straightforward way. Beyond that, the regulators restrict all but the high net worth individual or an employee in the mortgage industry from a nonadvised mortgage execution. Other products are not as tightly regulated.

With time, I expect that technology will enable the underlying transaction, provide information in a format that is more relevant to individuals and automate parts of the transaction. As a result, the advice part of the interview will become far less about collecting data and far more about interpreting the data and helping customers better address their needs according to their individual circumstance.

During the course of the past few years, Lloyds Banking Group has had to consolidate disparate operating platforms to drive efficiency and simplicity. Where do you see it going from here?

Jones: A huge amount of work went into migration activities to address the legacy architectures of the various companies that merged to become Lloyds Banking Group. But we are far from finished. Although we’ve done the heavy lifting on the big numbers, some of the knottier problems with a lot of value attached to them are left to solve.

The digital transformation agenda is about working to provide ever better solutions to customers and to support them in their lives in an accessible way, anytime and anywhere.

The digital transformation agenda is about working to provide ever better solutions to customers and to support them in their lives in an accessible way, anytime and anywhere. What we’ve delivered already this year represents an exciting transformational change in the way that customers can do parts of their mortgage transactions. Even though we sit here as the leading mortgage provider, there is plenty to do. You never get to your destination because before you get there, you have to reset where you’re going. In the digital world, the game changes continuously.

Copyright © 2015 FIS and/or its subsidiaries. All Rights Reserved.

STRATEGIC PERSPECTIVES – Nov. 2015: Performing to Expectations

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The Basics Make a Difference

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Anthony Jabbour

Corporate Executive Vice President,
Integrated Financial Solutions (IFS), FIS

Anthony Jabbour has overall operating responsibility for FIS’ entire North America region, including profitability, strategic growth initiatives, product development, sales and all client-related functions. The organization he oversees is comprised of FIS associates throughout the U.S. and supports more than 17,000 financial institution, retail and government clients with a suite of over 300 products and services.

Based on FIS’ global consumer research, Anthony makes the case that serving a small set of “basic” consumer expectations provides a universal foundation for driving loyalty and relationship formation.


Why the basics matter

In business, it is often said that “the basics matter.” The principle is that businesses are rewarded with loyalty if they consistently provide customers with the basic services that they really want. Most executives in the banking industry would surely agree with this principle. But in today’s hectic business environment, with an unrelenting array of issues that consume executives’ attention, the basics may be overlooked or dismissed as mere “table stakes.”

The evidence, however, in consumer banking is that perceptions of banking provider performance on the basics is the primary factor that separates loyal from disloyal customers. The need for a renewed focus on the basics is one of several key conclusions from the inaugural FIS Consumer Banking PACE Index research on the opinions of 9,000 banked consumers in nine countries.1

FIS’ research found that banking providers must meet customer expectations on five basic service expectations – safety, security, fairness, transparency and reliability – in order to cultivate trust and foster long-term relationships. In technical terms, FIS’ research found that the five expectations are significantly correlated with measures of customer loyalty across all nine countries and all age generations.2

Fig 1. - Measures of customer loyalty

Regardless of consumers’ age or nationality, and regardless of whether a consumer banking provider is focused in a single community or across many countries, this implies a universal foundation for driving loyalty and relationship formation.

The most relevant “differentiators”

While basic customer expectations should be met universally without favoring any specific demographic, the FIS research uncovered an additional group of customer expectations that provide differential appeal to certain age groups. We found the greatest distinction between the millennials (under 35 years old) and their elders (Gen Xers and boomers), which supports the commonly held perception that millennials are a unique group that needs to be targeted differently.

Being connected – having anywhere, anytime access through online and mobile banking – is correlated with millennials’ level of satisfaction with their banking providers. In other words, the convenience of digital banking not only differentiates but affects trust in a positive way. If banks want to attract and retain the future generation of customers who will bring value to their institutions, they must provide user-friendly digital banking and payment apps.

Control – helps me gain control over my finances – also holds differential appeal to millennials. The FIS research found a significant correlation between control and purchase intent. Millennial consumers expressed a greater willingness to purchase their next financial products from their primary banking services providers if they perceive those providers as helping them gain greater control over their finances.

Fig 2. - Millennials

This topic of gaining control over finances represents a clear opportunity, because it is a case of unmistakable alignment between the goals of banking providers and their customers. As bankers, we want millennials to become fiscally responsible and move them beyond being deposit-only customers to expanded relationships.

The principle of focusing on the basics provides useful context for creating plans to attack this opportunity. Many millennials seek information and tools associated with fundamental aspects of gaining greater financial control, such as:

  • Budgeting and spending more wisely
  • Receiving bill due date reminders
  • Saving more money and tracking progress toward goals
  • Responsibly managing credit
  • Paying off debt

Sustained success will combine analytics with digital innovations that provide consumers with complete access to information to help them manage their financial lives and reach their goals.

Today’s digital personal financial management (PFM) solutions represent good starts, but sustained success will combine analytics with digital innovations that provide consumers with complete access to information to help them manage their financial lives and reach their goals. Millennials could use something like a “financial Fitbit®” – a tool that not just helps them shape up financially but also is engaging enough for them to stick with in sufficient numbers to make the bank’s efforts worthwhile.

Progressing up the age spectrum, providing trusted advice to help Gen Xers and boomers manage their money and helping them achieve their aspirations gain relevancy. Gen Xers and boomers expressed a greater willingness to purchase their next financial products from their primary banking services providers if they perceived those providers as meeting their needs in these areas.

Fig 3. - Gen X and Boomers

Focus on life events to deliver differentiation

Providing advice, information and products to help customers gain financial wellness and achieve their life goals is the ultimate objective of all banks. Yet meeting consumers’ expectations in these areas can be a complex and expensive proposition. Once again, the principle of focusing on the basics provides helpful guidelines.

We believe that the logical evolution of banking services is to align the delivery of advisory services and products to consumer financial goals associated with key customer lifecycles and life events. Most consumers have fundamental and relatively predictable lifecycles. Within these are a variety of life events that involve financial decisions that are often complex and always highly personal. FIS’ research indicates that nearly half (47 percent) of consumers experience at least one major life event annually.

Fig 4. - Percent of Consumers Experiencing Life event in the Past Year

Each financial institution will need to determine where they are best positioned to compete and win. The opportunity is to align with customers’ life events and provide the right offerings that are relevant and appropriate to the situation. We want consumers to think of their primary banking provider as their financial facilitator and an integral part of their lives.

It is essential for banks to incorporate comprehensive digital strategies as they pursue these opportunities. Growing numbers of consumers prefer to obtain their advisory services with the help of digital tools. Banks can utilize analytics and use online, mobile and social platforms to deliver information, alerts, advisory services and planning tools to become more fully integrated into customers’ lives.

When banks pursue a digital path to differentiation, they should not lose sight of opportunities to provide trusted advice and help with achieving aspirations face-to-face.

Critically, the “human touch” is an advantage to be leveraged. When banks pursue a digital path to differentiation, they should not lose sight of opportunities to provide trusted advice and help with achieving aspirations face-to-face. The FIS PACE Index shows that even the most digitally-oriented consumers, including millennials, prefer to discuss important issues with their bankers in person.

The vision

Foremost, banks need to get the “basics” right with their retail customers to win back their trust. But, banks also need to ensure their continued relevancy in an increasingly crowded competitive environment. Service attributes that differentially appeal to banked consumers – i.e., providing connectivity, helping customers gain control of their finances, providing trusted advice and supporting people’s aspirations – can help banks maintain or reclaim their relevancy. Focusing these efforts on consumers’ lifecycles and life events will heighten this relevancy.

  1. The nine countries included Brazil, Canada, France, Germany, India, the Netherlands, Thailand, the United Kingdom and the United States.
  2. FIS’ global consumer research found that banks’ performance in delivering the five basic service expectations was significantly correlated with these three measures of customer loyalty: 1) satisfaction with the primary banking provider; 2) likelihood to recommend their bank (i.e., Net Promoter Score®); and 3) likelihood to purchase their next financial product (purchase intent) from their primary banking provider.

Copyright © 2015 FIS and/or its subsidiaries. All Rights Reserved.

THOUGHT LEADERSHIP – Nov. 2015: Performing to Expectations

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Investing in Your Customers

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Michael Schrage

Research Fellow
MIT Sloan School’s Center for Digital Business

Michael Schrage argues that designing new products or services and asking customers to invest their time and effort in your innovation simply doesn’t go far enough anymore. Serious innovators ask their customers to “become” something different; they invest in their customers’ capabilities, competencies and creativity. Making customers better, he says, makes better customers.

Michael has written six books and published dozens of articles in leading business journals. He is a columnist for Harvard Business Review, Fortune, CIO Magazine and MIT’s Technology Review.

You propose that businesses must transform their innovation mindsets and approach innovation as an investment in the customer. What do you mean by that?

Schrage: With the advent of technological advances and new platforms, it is now easier – and cheaper – for businesses to ask strategic questions of their customers and get answers. We can now collaboratively communicate with customers, and, jointly, we can envision their best end-states and outcomes. We can empower customers and prospects alike to identify, critique and contribute value to our innovation programs. That better marries marketing, strategy and innovation.

Transformation comes from innovatively investing in who you want your customers to become.

When I look at what historically works as a strategic innovation investment mindset, a single question dominates: “Who do our customers want to become?” I call this question the “innovation ask.”

This turns traditional notions of innovation value inside out. Innovation is not just an investment in product or customer experience; innovation is an investment in your customer’s future.

What are the business benefits of the innovation ask?

Schrage: The better we know and understand who customers want to become – their expectations, values and aspirations – the better we can develop the innovations to transform them. It’s about shifting the focus from extracting value from customers to investing in their capabilities and competencies to raise their skill levels and teach them new skills to help them become better and more valuable customers. That’s the key.

When I look at the innovations that have had the biggest impact, they didn’t just transform a product or a service or category, they transformed customers. That’s huge. Successful innovators reinvent their customers as well as their businesses. Their innovations make customers better and make better customers.

Fig. 1 - Examples of the Innovation Ask

How can the innovation ask translate in the banking industry?

Schrage: Some customers want their banks to do more than simply process their payments. In retail banking, you have customers who want to become more confident and gain greater control of their finances. In commercial banking, you have customers who want to become better at managing cash flow and the economics of their businesses.

We need to have more of a customer-in rather than a product- and service-out design and user experience sensibility.

How can you transform customers by raising their skill levels and teaching them new skills so they become better at running their businesses or their household finances? How does improving the financial management perceptions and processes make them better clients for you? Do you want to further transform the best of these customers into evangelists and references for the bank? These transformations require you to invest in customers differently. Your customers, not just your own people, are the assets here.

Rather than launch expensive, top-down initiatives, these types of opportunities cry out for intelligent experimentation to see which kinds of customers respond best to various forms of service or follow-up. Create a community, a counterpart of crowdsourcing, where customers share best practices and discuss how they would improve products or services. If you get suggestions that fit your investment model, then you can build on these recommendations and expand or better focus your offerings. I’d much rather have these types of experiments playing out on digital media platforms. Why? Because experiments with bits are faster and cheaper and more scalable than experiments with atoms and molecules. Digital is more flexible than physical. All banks are becoming more digital.

What one customer wants to become may be different from what another customer wants. How does segmentation come into play?

Schrage: Yes, customers will want different things and have different goals. Who do your best customers want to become? Who do your typical customers want to become? What about potential customers?

We live in a digital era. We can know more.

If you believe, as I do, in the Pareto Principle – that 20 percent of your customers generate 80 percent of your revenues or profits or 80 percent of your insights – it means that you probably want to serve that 20 percent a little differently than your typical customer. You have to manage the obvious to succeed. But that analytic capability is now a commodity and simply gets you into the game. I’m looking for analytics that give us the opportunity to transform our customers. We live in a digital era where the cost of gathering, storing and processing all manner of data has been transformed. What should your “customer transformation road map” look like?

I think there’s an opportunity to engage in innovation introspection. We need to use this data and computationally rich environments to get a better Pareto sense of how value is really created with and for our customers. You better have your innovation, strategic planning and brand people in the room having that conversation.

What type of new data and analytics provide these types of insights?

Schrage: Social media, obviously. Organizations must take the opportunity to create the analytics to identity and analyze the influencer community, those whom other organizations and individuals follow. What 20 percent of customers are the best references and what 20 percent generate the most useable insights for possible innovation opportunities? You should understand the common patterns in these groups.

What steps should a business take to shift to this new way of thinking about innovation?

Schrage: There are several, but better coordination and different organizing principles are key priorities. What do large, incumbent firms typically do to manage risk and complexity? They departmentalize and divisionalize. They end up with strategic planning departments, innovation departments and marketing and brand functions. The challenge that emerges is coordinating those silos. If you’re taking the notion of being customer-centric seriously, it is important to have organizing principles that allow you to better align your strategic plans, how you want to innovate and what your brand is, to best support your customer. In other words, you organize yourself to give a great answer to the question, “Who do we want our customers to become?”

Fig. 2 - Customers and relevant Segments

This is a much better conversation to have in the year 2015 than in the year 2005, because digital media, digital technologies and digital platforms reduce the costs and complexity of facilitating this coordination.

The core thing is having the courage to have a vision for the customer as much as you have a vision for your organization and optimizing products. Henry Ford did not build a car. He created a driver. What I’m trying to offer here is a framework that improves economies and efficiencies of scale and scope. The platform for doing this is digital media, digital analytics and digital technologies.

Copyright © 2015 FIS and/or its subsidiaries. All Rights Reserved.

SOLUTION PROFILE – Nov. 2015: Performing to Expectations

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Mobilizing beyond Servicing

Susan Hawkins Photo

Susan E. Hawkins

Executive Vice President and General Manager,
Digital Finance and Payments, FIS

As financial institutions continue their quest for new sources of growth, it is increasingly essential for them to move mobile beyond being just a servicing channel to becoming a sales and engagement channel. The path to achieving this goal involves understanding the buying decision criteria of today’s customers and adapting to a new paradigm of emerging mobile interactivity. Susan Hawkins outlines a framework for responding to these challenges and building the business case for digital strategy investments to attract and retain today’s digital oriented customers.


Saving the segments at risk

Banking providers must act quickly to move mobile beyond being just a servicing channel to becoming a sales and engagement channel. Otherwise, they will lose the innovators and early adopter consumers to financial service providers that are addressing a new paradigm of emerging mobile interactivity. Recent FIS Consumer Banking PACE Index research identified three banked consumer segments that are most at risk of attrition and further disintermediation. See the Figure below and this infographic to learn more about these customer segments.

Fig. 1 - Its time to mobilize

It’s a familiar story. Comprised primarily of millennial and Gen X consumers, these segments represent 35 percent of the banked population and are emblematic of the challenge facing banking providers in engaging innovative consumers.

  • While they are the most engaged in mobile banking and mobile payments/money movement, they are the least loyal to their primary banking providers.
  • On average, they are more educated, earn more (or have greater earnings potential), and are more highly engaged in managing their finances.
  • Their usage of alternative financial services is more than twice the average.

What’s going on? How can banking providers break the pattern of not fully meeting the expectations of these customers who are critical to future value creation? The first step is to adopt a broader, customer-centric view of value creation.

Different views of value creation

Banking providers and consumers both create value around mobile usage, but they perceive value creation through very different lenses. Typically, banks focus on using mobile to reduce expenses and stay competitive while adhering to rules and regulations. The revenue models are often reliant on customer retention, cross-sell and up-sell. While there are good and healthy reasons for examining value creation through these methods, banking providers risk missing how consumers are really buying today. The result is often a “mobile lite” offering – enough to satisfy consumers’ basic servicing needs but not sufficient to build bonds with innovator and early adopter consumers.

Consumers buy financial services based on trust in the institution, desire for financial wellness, convenience to their lives, value that services create for them personally and, often, emotional engagement.

What banks often miss in planning their digital strategy is integrating the criteria consumers use to buy financial services into their planning process. Consumers buy financial services based on trust in the institution, desire for financial wellness, convenience to their lives, value that services create for them personally and, often, emotional engagement. “Mobile lite” may to live up to their expectations of their primary banking provider but will not compel them to engage beyond fulfilling basic transaction and service needs.

Interactivity is the answer

There is a new paradigm of emerging mobile interactivity, which is a fundamental shift in how banks position their digital presence. Historically, digital strategies have focused on facilitating customer service interactions often bounded by what one can achieve given a particular screen size. The new paradigm shifts focus to leverage the affinity that consumers have with their mobile devices to build a pipeline for engagement and deepen relationships that foster stronger customer acquisition and loyalty while increasing wallet share.

Fig. 2 - Digital Future

This affinity – even affection – that consumers have for their mobile devices facilitates new models of interactivity, based on harnessing technologies inherent in mobile devices. For example, we’ve seen huge adoption and growth in remote deposit capture and cardless cash access at the ATM, both of which utilize the phone’s camera. Think about what else we can do with this camera, such as taking a picture of a license to enable account opening or of selfies for identification. Other technologies such as GPS lend themselves to just-in-time rewards that incentivize consumers to take action with their financial institution, e.g., prompts for loans when shopping for big-ticket items – in tandem with the merchants they support. GPS also can provide additional security through a fraud filter, which helps to address current consumers’ security concerns and to build trust.

Fig. 3 - Models of Mobile Interactivity

Mobile technology is facilitating the development of new expectations and use cases. Some of these use cases will overlap with tablets and traditional computers, but some will be completely unique to mobile devices. The key is to apply these mobile use cases to reinforce the value proposition of trust with the consumer, which is one of the key differentiators for banking providers.

Responding to the challenge

My basic counsel to banking providers is that they need to invest more in digital. They need to:

  • Move digital channels from being service channels to being sales and engagement channels, which requires unifying digital services across channels.
  • Couple technology with values that resonate with consumers, e.g. trust, financial wellness, transparency and fairness.
  • Lean in on mobile standalone technology (e.g., camera, GPS, biometric capabilities, etc.) because those technologies enable new business models and interactivity with consumers.
  • Understand that consumer expectations around interactivity in mobile are soaring with the entrance of tech innovators such as PayPal and Google and business model innovators like Uber and Kabbage.

I often categorize initiatives into three buckets of value creation:

  • Acquisition and onboarding of new customers
  • Engagement that leads to increase in loyalty and wallet share of existing and future customers
  • Enhancement of the overall retail distribution strategy

If a proposed initiative falls outside the realm of fitting into one of these buckets, then bankers should question their decision to proceed. Fundamentally, the initiative must be able to move the needle in terms of value creation in order to get signoff from decision makers.

My closing piece of advice is to remember that it’s critical to approach digital strategy efficiently so as not to end up in an expensive cul-de-sac. Choose a partner that will address both the integrated digital need and the emerging mobile interactivity paradigm effectively.

Copyright © 2015 FIS and/or its subsidiaries. All Rights Reserved.

Market Insights – Nov. 2015: Performing to Expectations

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FIS InMotion Archives

View IssueNov. 2013: Performing to Expectations – Banking Everywhere

View IssueFeb. 2014: Volume 2, Issue 1 – Engaging the Digital Consumer

View IssueJune 2014: Volume 2, Issue 2 – Shaping Customer Journeys

View IssueNov 2014: Volume 2, Issue 3 – Transformation Courage