Finovate Europe 2012: Innovation In Digital Financial Services

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Benjamin Ensor

A number of people asked me to repeat my blog post from last year with my impressions from Finovate, so I thought I would.

For those of you who aren’t familiar with Finovate, it’s a fast-paced format with seven-minute live demos and pitches from 35 financial technology vendors. It’s produced by Online Financial Innovations, the people behind the excellent NetBanker blog.

I was lucky enough to go along to the show in London today. Unlike last year, when four or five themes dominated the day, this year’s exhibitors were more diverse. Among them were:

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Will 2012 Be The Year Financial eBusiness Teams Fully Embrace Video?

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Benjamin Ensor

I love video as a communication media. The combination of sound and moving pictures so much more engaging and more memorable than text.

We wrote in our research last year about how we're starting to see video being used more and more by eBusiness teams as an efficient and effective way to educate customers about products, encourage sales and deliver customer service.

With the Academy Awards coming up, we thought it would be both fun and helpful to highlight some of the best examples we've seen of online video in retail financial services in the past year.  With the help of the rest of team, I've drawn up a list of our favourites in five categories:

Product marketing video
DNB's S for Savings Plan video (Norway).
PayPal’s future of shopping video.

Service marketing video
Commonwealth Bank of Australia's Welcome to NetBank video.
E*Trade's Take Control In 3 Easy Steps video (US).
Mint.com's 90-second overview (US).
Lloyds TSB's money manager video (UK).

Educational (‘how to’) video

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The Co-Operative Bank Comes First In Forrester's 2011 European Bank Customer Advocacy Rankings

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Benjamin Ensor

For the second year in succession, the UK's Co-operative Bank has come top in our European Bank Customer Advocacy Rankings, just ahead of Poland's ING Bank Śląski, with Germany's Sparda-Banken in third place.

Customer advocacy is the perception among customers that a firm does what’s right for them, not just what’s best for its own bottom line. Customer advocacy matters because in every country we survey in our Consumer Technographics® research, we’ve found that customers who view their main bank as a customer advocate have more accounts at their main bank, are more likely to consider their bank for their next financial purchase, and are more likely to recommend it to others.

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Why Bank Transfer Day Only Netted 214,000 Accounts?

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Brad  Strothkamp

An article in today’s New York Times entitled “The Exaggerated Impact of Bank Transfer Day” states that 214,000 customer opened accounts with credit unions as a result of the much ballyhooed Bank Transfer Day event. With as much media blitz around the event as there was as well as the rash of articles around Bank of America’s debit card fee situation, you’d think millions would have moved their accounts. We’ll that did not happen and here is why:

  • Consumers choose banks based on location as well as fees. Fees are just one factor in a consumer’s decision to “bank” with a given provider. As much or more a factor is bank access – more specifically convenience of branches and ATMs. In general, credit unions have fewer branches and ATMs than banks and do a poor job marketing benefits like fee-free ATMs and co-op branches.
  • Banks (and especially big banks) have the products and services consumers want. Credit unions are getting better but in general their account services are inferior to banks. Case in point digital services. Banks like Chase go way beyond the basics of digital services to include services robust transfer capabilities, advanced mobile offerings, and multi-touch point self service. Credit Unions provide the basics but seldom advanced digital services consumers are interested in these days.
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Mobile Banking: Just Another Channel Or Fundamental Strategic Shift?

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Benjamin Ensor

In the past week I’ve have the privilege of talking to (or listening to) executives responsible for mobile banking at some of Europe’s biggest banks, including Bankinter, Barclays Bank, La Caixa, Lloyds TSB, Nordea and RBS, at Forrester’s Marketing & Strategy Forum and at a conference on Next Generation Mobile Banking hosted by The Banker. I’ve also spoken privately to many other executives over the past few months, including at Forrester’s eBusiness Council meeting this week.

Without naming names, I’m struck by the sharply different perspectives these executives have. Simplistically, their view of mobile banking falls into two camps:

                Mobile is just another channel. These executives see mobile banking as a way of letting customers do old things, like checking their account balance, in new ways.

                Mobile will revolutionize retail banking. These executives believe that mobility could turn the retail banking industry upside down, by enabling customers to do entirely new things like scanning bills to make payments, responding to location-based offers, and receiving rewards at the point of sale.

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Welcome To Our Newest eBusiness And Channel Strategy Analyst

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Brad  Strothkamp

We are very excited to announce the hiring of our newest analyst in the eBusiness and Channel Strategy team – Tiffani Montez.

Tiffani joins Forrester from Wells Fargo where she spent 20 years managing various aspects of digital strategy, implementation, operations and cross-channel integration across lending, investments and customer service.  Tiffani joins a quickly expanding team which includes Peter Wannemacher, Bill Doyle, Ellen Carney and myself in North America dedicated to eBusiness and channel strategy for retail banking, lending, investments and insurance.

Tiffani’s will focus on digital financial service technologies including areas like mobile banking, personal financial management, online banking, person-to-person payments, automated account opening, etc. Tiffani will explore the vendor landscapes for these and other areas to help clients understand about how to make strategic vendor choices, implement new technologies, and create a operational team to manage the solutions once installed.

Additionally, Tiffani will expand on Forrester expertise in the lending area as well as cross-channel integration to drive sales and service strategies.

Tiffani can be found on twitter at @tiffanimontez

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The Next Generation Of Digital Financial Services

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Benjamin Ensor

[With apologies to all those of you who had already read this, I'm re-publishing this as the Forrester gremlins ate my previous post.]

For the past few years, many eBusiness and channel strategy executives in financial services have had a nagging sense that today's websites would be rendered obsolete as new technologies emerged or younger consumers developed radically different behaviour patterns. We think that time if fast coming upon us. 

For the past six months we've been working on our vision of the Next Generation of Digital Financial Services, led by my colleague Alexander Hesse and inspired by the work of leading eBusiness teams worldwide. Although our vision is not an exact description of how all digital financial services will evolve, given the wide variety of markets that eBusiness executives operate in and the different strategies of their firms, we think the next generation of digital financial services will be characterized by five things:

  • Simplicity. Making it easy for customers to achieve their goals.
  • Ubiquity. Interacting with customers wherever they want.
  • Personalization. Making the entire experience relevant to individual needs.
  • Empowerment. Enabling customers to take action by themselves.
  • Reassurance. Providing human help whenever it adds value.
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The Co-operative Bank Tops Forrester's 2010 European Bank Customer Advocacy Rankings

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Benjamin Ensor

A few months ago I blogged about how the UK’s Co-operative Bank had come top in our UK Bank Content & Functionality Benchmark. The bank has now done it again by coming top in our 2010 European Bank Customer Advocacy Rankings.

Customer advocacy is the perception among customers that the bank does what’s right for them, not just what’s right for its own bottom line. In every country we survey in our Consumer Technographics® research, we’ve found that customers who view their main bank as a customer advocate have more accounts at their main bank, are more likely to consider their bank for their next financial purchase, and are more likely to recommend it to others.

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National Australia Bank Tops Our Australian Bank Content & Functionality Benchmark

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Benjamin Ensor

A few months ago I wrote here about our benchmark of the sales content and functionality of UK banks' sales sites. My colleague Vanessa Niemeyer has just published a benchmark of the big four Australian banks' sales sites. Crushingly for an Englishman, the Australians beat us. The four Australian banks achieved an average score of 56 (out of 100), compared with an average of 48 for the British banks.*

National Australia Bank (NAB) came top, just ahead of Westpac in second place, with Commonwealth Bank of Australia not far behind. The Australian banks demonstrate a series of good practices in their application processes, such as cross-selling during the application and automated confirmations. We highlight many of the good practices that the eBusiness teams at the Australian banks have developed in the report which is available for Forrester clients here.

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What Was Old Is New Again: Cross-Selling Is Back In Vogue

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Brad  Strothkamp

Bank of America CEO Brian Moynihan stated in a speech today he plans to step up cross selling as a part of his efforts to revamp the company. The strategy of cross selling is nothing new, but few financial providers have been successful in pulling it off. Why is cross-selling such a challenge? The reasons are two-fold:

From a customer perspective:

  • Nobody Can Be Good At Everything. It is the going in assumption that no single financial provider can have the best product in all situations. Consumers don’t naturally assume that their brokerage provider would also be the best provider for their mortgage.
  • To Each His (or Her) Own. Each product purchase is a discreet transaction. The product being purchased drives what is important. A customer may choose their checking account provider based on the availability of ATM and branches, but when that same customer is shopping for a credit card, they may desire the flexibility to aggregate debit and credit rewards which their existing provider may or may not offer.
  • “What If…”. There is some hesitancy on the customer's part to have all their "eggs in one basket." The current financial crisis has likely only added to the angst of holding too many assets with a single firm. While this concern will subside to a degree over the next few years, it has been and will continue to be in the back of consumer’s minds.
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