the future of banking - ccg catalyst consulting …...the future of banking transformation to a new...
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© 2015 CCG Catalyst Consulting Group
The Future of BankingTransformation to a new norm
CONFIDENTIALITY STATEMENTThis document and its contents are confidential and the exclusiveproperty of CCG Catalyst, LLC d.b.a. CCG Catalyst ConsultingGroup. Any reproduction or dissemination, in any form (written,verbal, electronic or otherwise), without prior written consent ofCCG Catalyst is strictly prohibited.
© 2015 CCG Catalyst Consulting Group
In the not so distant future
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Disruptions like never before
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Outdated models get replacedOut with the old In with the new
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ConsolidationMargin Less diverse revenue streamWaning market share in consumer, real estate, commercial + industrial lending marketsLegacy systems
Cost of customer acquisition –customer’s switching costs
Customers demand for more self service – they want it now!
Crowdsourcing
Threat of new entrants like Google, Apple and PayPal, traditional retailers like Wal-Mart, and new firms like Moven and Venmo.
Competition outside of traditional banking are new forms of exchange like peer-to-peer payments and crypto-currencies, such as Bitcoin.
Competitor rivalry within the bank
industry
Disruptive forces in banking
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TRANSFORMING
THE PAYMENT PROCESSING ECOSYSTEMAcquirers/Processors Issuers
Gateways ISOs/MSPs
Card Networks
CONSUMER TECHNOLOGY
Remittances
P2P Payments
Carrier Billing
Mobile Wallets
Phone-Only
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Future View
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Branch transaction activity declined 45% since 1992.
Check use declined 68% since 2003.
Top 50 U.S. banks have reduced branch networks.
…but branch density hasn’t changed significantly.
With a 40% decline in US bank branches since 1991 and projected continuing decline of 25% by 2018.
Source FDIC
Summing it up
Internet of EverythingMove to connected the thing learns the needs, negotiates and recalibrates at will.
Move to free markets
Move to integrated
Move to optimize
Move to programmable
Move to two-way
Started out web enablement of household equipment
Banking apps moving towards a similar path
Source: Nest
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We are at the beginning of a major transformation to the financial services industry.
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Transitional factors
Internal ExternalStrategic Development
Planning
Segmentation
Capital
Consolidation [M&A]
Changing demographics
Creation of aggressive 3rd competition
Technology innovation
Economic shift
CHANGE
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Moving towards transformation
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Changing perspectivesBUSINESSESWant help to increase revenue
See global markets
Self-Serve
See technology as a way to get closer to more customers and faster service
Transactions to be in real time
CONSUMERS WANTLife experience
Integration and automation
Self-Serve
To make better, more informed decisions
Transactions to be in real time
Scheduling and tasks
What do they need?
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Convenience
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Insights
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-
500
1,000
1,500
2,000
2,500
3,000
2014E 2015E 2016E 2017E 2018E 2019E
Mill
ions
Of D
evic
es S
hipp
ed
Source: BI Intelligence, 2014
Estimated Device ShipmentsBy Sector
EnterpriseGovernmentHome
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Transaction Level: accurate, convenient, flexible, rewarding
Integrated Level: Enhances experience by linking together payment and related products and experiences.
Life experience Level: Everything ties together and provides guidance to individual that incorporates everything.
Historical
Coming now and growing
A few years out, but coming quickly.
Banking moving from transactional to experience
Deep
er C
onne
ctio
n
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9 Ways this will impact banking6. More customer centric
bank organization. 7. More customer centric
internal committees. 8. Bank brands will change9. More of a relationship
sales approach
1. Strategic planning 2. Banks will move to become
engaged with what happens before and after a transaction
3. Cooperative Partnerships4. More modular add-on
technology. 5. More bank “programming.”
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What’s a Bank to do?
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Follow the leader?
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Listen to your vendors?
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Are you uncertain of how to proceed?
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Who are you?
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What is your business?
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Is it current?
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Are you a leader?
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Differentiation, what is it?
Image source: Wikimedia Commons, the free media repository Image source: Digital Trends
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Differentiation, what is it?
Image source: Wikimedia Commons, the free media repository Image source: Digital Trends
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What is a Customer Centric business model?
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Banks with strategies that are working
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0.50
1.00
1.50
2.00
2.50
3.00
2006 2007 2008 2009 2010 2011 2012 2013 2014
ROA Before and AfterThree Strategies that worked
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Bank with strategy that workedStrategy: Specialize in high net worth
individuals.
Structure: Three separate but integrated Trust, Wealth Mgmt, and a Private Bank. Specialty in Family wealth and education
Financial: Fewer but higher paid staff and lower occupancy. Low losses, low margin, only
slightly above average non interest income, and high liquidity.
Online presence: Website more of a content site. Weekly economic and market forecasts. Weekly family wealth education seminars. No
Facebook.
Other comments: Philanthropy as a competence to train others with wealth.
Bank 1Size: $509 Million
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Bank with strategy that workedStrategy: Industrial bank, captive home improvement
loans under a retail energy company
Structure: Only do home improvement loans, funneled through contractors, funded by primarily
brokered CD’s.
Financial: Very high interest income and high credit losses, netting way above average margin 8.19% with 1% of Assets credit loss and no fee income. Risky lack
of liquidity. Efficiency in delivery.
Online presence: Facebook reads like newsletter to home improvement contractors. Advertising to a
large extent happens through indirect.
Other Comments: A number of negative comments on Facebook from consumers. Risk in indirect
lending.
Bank 2Size: $1.07 Billion
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Bank with strategy that workedStrategy: Dominate a small area with traditional
banking. Mortgage Center, Heritage Club
Structure: Three branches, one in larger city. Market share leader in two smaller ones,
growing in large.
Financial: Mostly from margin with above average loan rates and below average deposit rates. Below avg salary, above avg number of
people.
Online presence: No Facebook. No content. No press releases. No mobile banking. Online
banking requires in person or US Mail.
Other Comments: The old school, heads down, own the local market still lives.
Bank 3 Size: $284 Million
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Bank with strategy that workedStrategy: Commercial Lender, Specialty in
Construction – expanded C&I and CRE
Structure: Five branches, large metropolitan market area. Market leader in their markets,
adding a branch, overall growing
Financial: Great margin due to the specialization above average loan rates and higher average
deposit rates due to growth requirement.
Online presence: Focused to their market and niche. Referrals from other banks
Other Comments: Progressive bank, long history (over 150 years) well capitalized, cherry picked
loan portfolio.
Bank 4 Size: $1.7 Billion
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Transformation is happening, let’s plan for it.
Banks are transforming from financial services firms to a part of a grand effort of the newly enabled customer to find a more optimal relationship with their money that improves their life experience.
It’s happening already. With changes coming at a breakneck pace.
There’s no one “answer” but many things can be done to prepare.
First step? Match the new economy and become more customer centric.
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CCG Catalyst is a banking consulting firm and the trusted strategic advisor to banking organizations throughout the Americas. We understand the needs of our clients. We solve problems that are brought about by the disruptions and changes in the financial industry, technology, and the economy. We strategically think about our clients’ business, partner with them, to make them successful; but more so we form a relationship, gobeyond the trends, imagine the future, and stimulate thoughts.
CCG Catalyst is headquartered in Phoenix, AZ, with consulting office across the US.
CCG Catalyst Consulting GroupTwo Renaissance, 40 North Central Avenue, Suite 1400, Phoenix, AZ 85004
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www.ccg-catalyst.com | 1-800-439-8710
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