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  • user 3:35 am on February 28, 2018 Permalink | Reply
    Tags: , banks, , , , , , , ,   

    Pulse survey results suggest banks should ask merchants to the Open Banking dance 

    The American square evolved from 16th-century English folk dances, in which the dancers are prompted or cued through a sequence of dance steps by a caller to the beat of the music. The caller is typically on a stage beside the musicians, giving full attention to directing the dancers.

    Payments stakeholders in Europe are gearing up for , a new type of square dance where they are answering the regulatory compliance calls of the revised Payment Services Directive (PSD2). If they pick the right partners and are skilled enough in the dance, then they’ll stick around long enough to benefit from the new value being created. But if they are not careful, they risk falling over their own feet. need partners in this new dance and some of the most important are retail .

    PSD2 allows consumers to grant merchants access to their bank accounts for direct payments, rather than using a credit or debit card. By using bank-to-bank payments, merchants can clear and capture funds faster and significantly reduce—if not eliminate—the fees they pay for card and processor interchange services. The British Retail Consortium estimates that merchants in the UK alone could save £650 million per year1, thanks to the PSD2-required Interchange Fee regulation. Innovative application programming interfaces (APIs) will play an important role in enabling retailers to deliver faster, more personalised shopping experiences at a lower cost.

    Smart banks will view merchants as attractive dance partners—and will help them optimise Open Banking to reap benefits and grow their business—despite it cannibalising existing bank revenue streams. If banks sit on the sidelines, then the merchants will undoubtedly find other partners.

    For example, banks can offer APIs that give merchants access to the bank’s capabilities. A recent Accenture online of 50 payment executives within the European retail industry indicates that most plan to implement PSD2-related APIs over the next two years. Only nine percent of the retailers who are familiar with PSD2 do not have any immediate plans to do so; 63 percent of them cited slow customer adoption as the main reason. Most of the retailers we polled would consider embedding bank account balance displays, payment initiation, and bank account transaction history APIs into their point-of-sale (POS) systems.

    Considering high levels of consumer confidence in banks handing their data and transactions, banks are in a strong position to take on and dominate the new role of registered account information service providers (AISPs). In that role, banks can aggregate their massive amounts of customer transaction data (that is approved by regulation and authorised by consumers) to isolate and identify spending patterns based on age, region, store location, and so forth. (Think Nedbank Market EdgeTM) Merchants will value and pay for such insight to gain a better understanding of their market and to tailor their offers. Seventy-four percent of retailers familiar with PSD2 say that access to better consumer information is most important to their organisation, followed by API-initiated payments (53%), fraud reduction (53%) and the ability to generate offers at the POS based on insight from bank account data (51%). As AISPs, banks can serve as financial advisors to both merchants and their shoppers to monetise their data.

    Like the AISP role, banks are well positioned to serve as PISPs, initiating direct payments to merchants on behalf of their customers. Seventy-six percent of consumers we surveyed are likely to choose traditional banks as their PISP over third-party PISPs. Merchants are also likely to choose to partner with PISP banks to accelerate the bypassing of card networks for online payments, improve their merchant service fee structure, and gain access to ancillary services. Over the next three years, 65 percent of European merchants plan to use a third party to provide AISP or payment initiation service provider (PISP) services. In operating a PISP service, a bank would have the opportunity to capture an additional slice of transaction revenue while also providing opportunities for customer loyalty schemes and cross-selling. Accenture estimates PISP services could account for up to 16 percent of online retail payments by 2020. It’s an opportunity for banks to help merchants deliver more seamless shopping while also protecting their own relationships with customers, and avoiding being cut out of the value chain by merchants and other non-bank players.

    Whether collaborating in promenade or do-si-do style, banks and merchants can perform a variety of Open Banking dance moves to strategically lead the migration away from card payments. Banks can become “the dance caller,” giving full attention to directing the migration towards new revenue models and market relevance. Those who sit with their arms crossed on the sidelines are unlikely to be part of the long-run future of the industry.

    I invite you to share your thoughts on the near-term dance partnership between banks, merchants and consumers.

    [i] Currencycloud.com, “How Will EU Interchange Caps Affect the Industry?, February 27, 2016. https://www.currencycloud.com/en-us/news/blog/how-will-eu-interchange-caps-affect-the-industry/

    The post Pulse survey results suggest banks should ask merchants to the Open Banking dance appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 3:35 pm on February 26, 2018 Permalink | Reply
    Tags: , , banks, bilateral, , , ,   

    Banking born again: The power of Open Banking bilateral trading 

    The Turritopsis dohrnii, commonly known as the immortal jellyfish, is an extraordinary survivor. Through the rare, natural transformation of cells, an adult can revert to the polyp stage at any time—essentially being reborn as a young jelly.

    Read the report
    Read the report

    The trend is beckoning traditional vertically integrated toward a similar transformation, where they can hit the reset button on their business models to pursue new opportunities, grow their business and guarantee their continued relevance. Driven by regulation, competition—or both—banks are increasingly using APIs to make certain customer data available to third parties. Those third parties can then embed that information into their platforms to improve offerings (theirs and, often, the banks’) and benefit end customers. This reciprocal exchange is causing a rare, natural effect: that can fuel a rebirth in banking.

    On the outbound side, banks become exporters of not only customer data, but also bank-owned algorithms and business processes. It also positions banks as advisors to help create new products and services that help third parties and consumers capitalise on bank exports. By enticing and training developers to use their API-delivered component services, for example, banks can offer existing customers new services like single sign-on, the ability to pay with credit card reward points, and open accounts right from third-party sites. Consider how Mint.com is extracting and consolidating customer account information to help consumers organise and manage their personal finances. Mastercard is unbundling its services, like consumer credit check or identity management, and offering them to fintechs and other banks. Through such exports of information and services, banks can amplify their reach, distribution and customer loyalty.

    On the inbound side, banks can easily and meaningfully plug-and-play product and service features from third-party partners into their own customer-facing offerings. By doing so, they can embed themselves in more transactions—from banking products they don’t already offer, to home, auto, consumer goods purchases, travel and other non-banking services. Through its partnership with OnDeck, for example, JPMorgan Chase offers small businesses loans that lie outside its traditional risk appetite. Even new challenger banks like Starling in the UK are adopting a marketplace strategy, where they offer third-party products on their app, in addition to their own current accounts. The extreme version of inbound open banking would be to only offer third-party products, making money from orchestrating a full platform-based business to improve customer service, build customer loyalty, generate new fees and lower operating costs—without the ‘bank’ having its own balance sheet.

    More and more bank executives are seeing Open Banking as an opportunity rather than a threat. But seizing that opportunity requires mastering both the art of interdependence and bilateral trade. It requires investing to regenerate the bank and open up to third parties, creating value from both export and import flows, and differentiating the brand within and beyond financial services.

    I invite you to read our report, The Brave New World of Open Banking, to learn more.

    The post Banking born again: The power of Open Banking bilateral trading appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 12:18 pm on February 25, 2018 Permalink | Reply
    Tags: banks, , , , , ,   

    Wells Fargo Has No Plans to Ban Cryptocurrency Purchases on Its Cards 

    EXCLUSIVE – will not be joining some of the other big in banning its customers from purchasing with their credit/debit , Bank Innovation has learned. Wells Fargo, senior VP of senior vice president, design and delivery leader in the Innovation Group at Wells Fargo told Bank Innovation in a recent interview …Read More
    Bank Innovation

     
  • user 12:18 pm on February 24, 2018 Permalink | Reply
    Tags: banks, , , , , , , , , ,   

    With Less Than 100 Days to Comply, U.S. Companies Need to Get Comfortable with GDPR Fast 

    EXCLUSIVE— While businesses and in the United Kingdom are moving (slowly) towards compliance with the General Data Protection Regulation, many U.S. are still figuring out if the regulation applies to them. Unfortunately, these companies have precious little time to waste, according to the Beyond Borders conference that took place in NYC yesterday: …Read More
    Bank Innovation

     
  • user 12:18 pm on February 23, 2018 Permalink | Reply
    Tags: , Avedisian, , banks, , , , , , Margaux, Queen’   

    ‘Bitcoin Queen’ Margaux Avedisian Joins Bank Innovation 2018 

    EXCLUSIVE- If 2016 was the year of in financial services, the boom in values in 2017 brought the &; attention back to the world of tokens and coins. , executive vice president of Transform PR, has been on top of the world for years now &; centuries in cryptocurrency terms. Known …Read More
    Bank Innovation

     
  • user 12:18 pm on February 22, 2018 Permalink | Reply
    Tags: banks, , , , , , , ,   

    Fintech for Kids: Greenlight Raises $16 Million in Series A Funding 

    EXCLUSIVE – Financial , a startup for , has raised $ 16 in a A round today, Bank Innovation has learned. Greenlight Technology is a combination of P2P and PFM features on a mobile app, and is unusual in that it focuses on children. It is no wonder that like [&;]
    Bank Innovation

     
  • user 3:35 am on February 22, 2018 Permalink | Reply
    Tags: , banks, , , ,   

    The rise of the challenger bank 

    In my first blog for Accenture, I discussed some of the large-scale changes facing the banking industry in Europe. One of the biggest of these is the rapidly evolving nature of the competitive threat that European face. Overseas banks are receding in importance, as non-European banks have tended to refocus on their core markets and redefine their core businesses. Traditional banking competitors remain a factor, but the biggest emerging threat for European banks is from so-called “ banks.”

    In a survey co-sponsored by Accenture and Temenos, more respondents (22%) cited challenger banks—loosely defined as banks based on digital delivery channels with a focus on improving the customer experience—as the top competitive threat, outpacing vendors (20%), existing large incumbents (20%) and start-ups (16%). What’s more, the perceived threat from challenger banks has been growing, with 11% of respondents citing challenger banks as the top threat in 2015 and 16% in 2016.

    Challenger banks have many of the advantages of traditional banks, including the right to undertake activities that require a banking license and the consumer trust that derives from being a regulated institution. But, they tend to be more focused on the customer journey, and by operating without cumbersome legacy IT systems or the “brick and mortar” infrastructure that drives up incumbent banks’ costs, challenger banks can compete effectively while offering a customer experience based on digital innovation.

    Some banks are responding by offering their own challenger brands—such  as Leumi with Pepper and BNP Paribas with Hello. These entities are, in effect, parallel universes for legacy banks. If they are successful in establishing a digital framework with a lower cost structure and an attractive customer proposition, they may be able to move their own customer base to the new entity over time or generate new clients through that channel. In the meantime, however, the legacy banks are running parallel institutions, dividing their time and attention, and adding cost and complexity.

    Challenger banks have also found that the banking industry is not as easy for new entrants as they might have thought. The Financial Times has reported that capital demands for challenger banks are higher than anticipated and that the competitive marketplace is pushing UK challenger banks to offer riskier loans at low rates. As some of these challenger banks come from outside the industry—from areas such as telecommunications and retail—those constraints might prove a difficult hurdle to overcome.

    The environment remains incredibly dynamic: Some banks buy challengers banks outright; others partner with them to offer new services; and still others team up with fintech providers to create new offerings. The introduction of Open Banking is another factor that will reshuffle the cards, providing new opportunities for start-ups and for alliances between innovators and established players. In my next blog, I will look in more detail at how established European banks are approaching digital transformation in this changing landscape.

    The post The rise of the challenger bank appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 3:35 pm on February 17, 2018 Permalink | Reply
    Tags: , banks, , , ,   

    The rise of the challenger bank 

    In my first blog for Accenture, I discussed some of the large-scale changes facing the banking industry in Europe. One of the biggest of these is the rapidly evolving nature of the competitive threat that European face. Overseas banks are receding in importance, as non-European banks have tended to refocus on their core markets and redefine their core businesses. Traditional banking competitors remain a factor, but the biggest emerging threat for European banks is from so-called “ banks.”

    In a survey co-sponsored by Accenture and Temenos, more respondents (22%) cited challenger banks—loosely defined as banks based on digital delivery channels with a focus on improving the customer experience—as the top competitive threat, outpacing vendors (20%), existing large incumbents (20%) and start-ups (16%). What’s more, the perceived threat from challenger banks has been growing, with 11% of respondents citing challenger banks as the top threat in 2015 and 16% in 2016.

    Challenger banks have many of the advantages of traditional banks, including the right to undertake activities that require a banking license and the consumer trust that derives from being a regulated institution. But, they tend to be more focused on the customer journey, and by operating without cumbersome legacy IT systems or the “brick and mortar” infrastructure that drives up incumbent banks’ costs, challenger banks can compete effectively while offering a customer experience based on digital innovation.

    Some banks are responding by offering their own challenger brands—such  as Leumi with Pepper and BNP Paribas with Hello. These entities are, in effect, parallel universes for legacy banks. If they are successful in establishing a digital framework with a lower cost structure and an attractive customer proposition, they may be able to move their own customer base to the new entity over time or generate new clients through that channel. In the meantime, however, the legacy banks are running parallel institutions, dividing their time and attention, and adding cost and complexity.

    Challenger banks have also found that the banking industry is not as easy for new entrants as they might have thought. The Financial Times has reported that capital demands for challenger banks are higher than anticipated and that the competitive marketplace is pushing UK challenger banks to offer riskier loans at low rates. As some of these challenger banks come from outside the industry—from areas such as telecommunications and retail—those constraints might prove a difficult hurdle to overcome.

    The environment remains incredibly dynamic: Some banks buy challengers banks outright; others partner with them to offer new services; and still others team up with fintech providers to create new offerings. The introduction of Open Banking is another factor that will reshuffle the cards, providing new opportunities for start-ups and for alliances between innovators and established players. In my next blog, I will look in more detail at how established European banks are approaching digital transformation in this changing landscape.

    The post The rise of the challenger bank appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • user 12:18 pm on February 16, 2018 Permalink | Reply
    Tags: , banks, , , , , , , ,   

    Will ‘Predictive Banking’ Fix Financial Literacy? Wells Fargo Hopes So [VIDEO] 

    EXCLUSIVE—As the matures, many and fintechs are turning to artificial intelligence, machine learning, and analytics to provide new tools and features, in a bid to increase the of their customers. , for example, launched a new predictive feature into its mobile app this week, which will allow mobile [&;]
    Bank Innovation

     
  • user 12:18 pm on February 14, 2018 Permalink | Reply
    Tags: banks, , , , , , , , , ,   

    Top U.S. Banks Are Investing Most in Personal Finance Fintechs 

    For all buzz around and , surprisingly, the top U.S. have not been as much in these areas as much as one might have thought. The top areas of interest for the major U.S. banks when it comes to investment is , according to a report by CB Insights. [&;]
    Bank Innovation

     
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