Eye on Slovenia

If you’re in the banking industry, you should keep an eye on Slovenia.

On the face of it, that’s an odd thought—Slovenia is a tiny Central European nation-state with a significantly smaller population than Brooklyn. However, despite the diminutive size and relative obscurity, it perfectly encapsulates the complex issues that dominate the current global economic environment.

A new report from the Organisation for Economic Co-operation and Development (OECD) that builds on an economic survey of the nation’s banking landscape is causing consternation in banking circles worldwide, and it should. The report states that Slovenia is on the brink of a serious banking crisis that could have catastrophic consequences. Here’s a taste: The nation’s public debt is almost half its GDP, just about double what it was barely four years ago. Unless there are drastic changes, the OECD warns, the debt will actually match the GDP by 2025.

What’s particularly scary about the situation is that in this inter-connected economy, if one player gets a cold, then everyone else sneezes. Slovenia is by no means alone in facing a fiscal crunch—for example, Cyprus is dealing with a very messy bailout, with financial contortions that include selling off $525 million worth of gold reserves. In other words, this is possibly a domino effect, and no one is quite sure where the last one stands.

There are historical factors that deserve consideration too. Unlike other former Communist bloc states that joined the European Union, Slovenia stayed mostly public, meaning that its banking sector didn’t go into private ownership. Today, 20/20 hindsight suggests that everything from managerial incompetence to outright political fraud may have contributed to the current blight.

Whatever the reasons, we may be seeing the perfect storm of economic problems: the woes of a long-discredited communist structure combined with the perils of being on the losing end of a competitive, free-market environment.

So if that’s the diagnosis, what’s the cure?

Slovenian Prime Minister Alenka Bratusek maintains that while the situation is critical, and fixing the banking industry is her government’s top priority, the country does not need a bailout. Her view is backed by European Commission president José Manuel Barroso, who dismisses any similarity to Cyprus. So maybe there isn’t a line of dominoes falling.

Still, there’s no question that just averting another bailout in a small nation isn’t exactly a high standard of success. What comes next?

Freshly appointed U.S. Treasury Secretary Jack Lew is currently trekking through Europe discussing these challenges with, among others, Barroso and European Council President Herman Van Rompuy. “Our economy’s strength remains sensitive to events beyond our shores,” he said in what might be described as an understatement.

Lew is aggressively pushing for the creation of a euro zone banking union. This body, which has been in the works for a while, will entail handing over supervision to the European Central Bank, as well as the passage of new bank resolution laws. Reports indicate that the single bank supervision will be implemented sometime in 2014, with a single bank resolution mechanism sometime shortly thereafter. The primary goal would be to allow the 17-nation bloc to handle emerging crises, such as Cyprus, with greater urgency.

In a sense, it’s an ironic twist. The justification behind the creation of the European Union was to draw from strength in numbers and greater flexibility. EU advocates consistently maintained larger members would pull up smaller states, not be dragged down by them. It was also never supposed to lead to constant consolidation.

Besides, the creation of a banking union to deal with emerging crises assumes that crises will continue to emerge—a sobering thought by any measure. But for now, let’s keep our eye on Slovenia and hope it gets through the storm, and that all other dominoes continue to stand upright.

The Best of Times for Worst-Case Scenarios

Can a worst-case scenario keep getting worse? When it comes to the Senate Banking Committee, which has considerable power in regulating the industry, this is how many in the business see it.

The current problem goes back to the creation of the U.S. Consumer Financial Protection Bureau (CFPB), which was founded after the passing of the Dodd–Frank Wall Street Reform and Consumer Protection Act, which in turn was prompted by the financial crisis at the end of the last decade. The very idea of a single governmental body with jurisdiction over banks, credit unions, securities firms, mortgage-servicing operations and debt collectors was bad enough, but what really elevated the issue to worst-case status was the driving force behind the agency: academic and policy advocate Elizabeth Warren.

The issue became so contentious that it led to furious lobbying on both sides of the aisle and even an all-star reunion of ‘Saturday Night Live’ alumni reprising their impressions of U.S. Presidents (with a cameo from Jim Carrey) to prod the current occupant of the White House into backing the bureau. It worked, kind of: the CFPB did come to life but without Ms. Warren.

Worst case averted? Not quite. The ousted champion publicly mulled a run for the Senate herself, causing major heartburn among her critics—a presence in the Senate could give her more power than she would have had as director of the CFPB. When she tossed her hat in the ring, many banking heavyweights threw their support behind her opponent, incumbent Senator Scott Brown. It didn’t work—she won by a big margin, and the industry began to fear the worst.

Actually, as discussed on this blog, the only thing worse than her being in the Senate was her landing a seat on the U.S. Senate Banking Committee, a plum assignment not often given to freshmen senators. Again, that’s exactly what happened. To the surprise of absolutely no one, she has since led the charge against lax enforcement of banking regulations.

So it can’t get any worse, can it? Think again.

Senate Banking Committee Chairman Tim Johnson (D-S.D.) recently announced his retirement. No, Sen. Warren does not have the seniority to get the job, but guess who might: Sen. Sherrod Brown (D-Ohio). This has given inside-the-Beltway types a lot to worry about. If it really does happen, banking lobbyists might have some busy days ahead.

For the record, this is far from a done deal.  First of all, nothing is going to change until after the next election, which is not till November 2014, nearly two years from now.  If there’s a change in direction and Republicans take over the Senate, as sometimes happens in off-year elections, then all this will be moot anyway.

Moreover, even if the Democrats retain control, Sen. Brown is actually fourth in line for the chairmanship. But as has been noted, the current ranking member, Sen. Jack Reed (D-R.I.),  might have his eye on the top spot at the Senate Armed Services Committee, another position that will be vacant next fall. The next in line, Sen. Charles Schumer (D-N.Y.), gets much of his campaign support from Wall Street, and the one after him, Sen. Bob Menendez (D-N.J.), has many financial services professionals in his constituency. In other words, it’s not impossible.

So are we at worst-case levels?

There’s no question that  Sen. Brown has been a harsh critic of what he perceives as industry excesses—he has publicly railed against the ‘too big to fail’ trend, which he sees partly as the result of thirty-seven banks merging thirty-three times. In particular, as he points out, “In 1995, the six biggest US banks had assets equal to 18% of GDP. Today, they are about 63% of GDP.” It also probably doesn’t help that he won big in the most recent elections after many in the industry supported his opponent.

But perhaps that’s the problem.

The reality is that there isn’t a constant, inexorable march toward greater regulation and harsher penalties—governmental pressures ebb and flow with the times, and even  administrations thought to be unfriendly have led to boom times for banks nationwide (anyone remember the ’90s?). Going all-in against specific candidates and office-holders, even if it helps avert short-term problems, hurts the industry in the long term.

Rather than bracing against an endless series of worst-case scenarios, working furiously against critics and throwing money at losing campaigns, it might be more beneficial to step back, take a breath and reach across the aisle. We have a sharply divided government because the nation itself is sharply divided, and in some ways this is exactly how it’s supposed to work.

Constantly picking sides (especially the losing side) doesn’t help anyone.  Regardless of who runs the CFPB, the Senate, or the Banking Committee, it’s categorically not a worst-case scenario. We need to work with whoever is there, and if that means we have to alter some basic operating practices, then that’s what we’ll do. We’ve done it before, many times, and will again.

In fact, embracing change rather than fighting it might just make us stronger. And wouldn’t that be for the best?

What We’re Reading: Digital Wallet, Social Media and Data

Below are interesting stories the Banking.com staff has been reading over the past week. What have you been reading? Let us know in the comments section below or Tweet @bankingdotcom.

  • Digital Wallet Race Is Far From Over

American Banker

Payments players with digital wallet aspirations — including Visa, MasterCard, Google, PayPal, Apple and Isis — are all vying for customers’ virtual pocket books in a race to truly electronic transactions. Yet none have had much luck, so far. There have been delays in launches (e.g. Isis’s delays on launching in its two pilot cities); changes in the way at least one major, digital wallet innovator processes its transactions (think: Google Wallet); and, most importantly, a lack of features appealing enough to spur widespread adoption. “Mobile wallets have been around for a while, and even for us, in the industry, we are only just starting to adopt these technologies,” says Philip Philliou, a payments consultant. “I don’t think anyone is far ahead in terms of disruption. We are still early on.”

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  • 3 Things Banks Must Do to Survive the Mobile Payments Jungle

American Banker

The mobile wallet market appears to be wide open to new entrants, with banks having a slight edge. While more than 20 percent of U.S. online consumers prefer to use their checking account for digital wallet services, 17 percent prefer PayPal, according to Gartner. That gap could quickly close in the next few years. To survive in the mobile payments landscape, banks need to do three things: Integrate mobile into existing offerings. Rebuild loyalty. Banks need to leverage emerging customer analytics techniques, coupled with geo-location services through mobile devices in order to make relevant offers at the right time. Redefine success. It’s no longer sufficient for banks to measure success by counting the number of mobile payments and online users.

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  • All Those New Channels Affecting Accuracy of Data

Credit Union Journal

Credit unions face many challenges as channels diversify and members demand digital options. According to a recent Experian QAS survey, financial institutions are operating through an average of four different channels, the most popular being the organization’s website. While these new channels are exciting endeavors, many credit unions are experiencing problems with collecting accurate contact data. According to that same data, 91% of financial institutions suspect their customer/member and prospect data might be inaccurate in some way. On average, respondents think that as much as 18% of their data might be inaccurate. Even worse, another 27% of respondents are unsure how much of their data is inaccurate.

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  • Introducing The Social Media Power 100 Rankings For Banks And Credit Unions

The Financial Brand

The Power 100 is an interactive list of retail banks and credit unions who have achieved the most social media traction. Components of the Power 100 score include Facebook ‘Likes,’ Facebook engagement rate, Twitter followers, tweets sent, YouTube views and YouTube subscribers. The top 15 institutions in the banking and credit union category are as follows: Chase, Capital One, ICICI Bank, E*TRADE Bank, Bank of American, Axis Bank, GT Bank, Wells Fargo, Citi, Commonwealth, FNB, Navy FCU, Bank of Nova Scotia, NAB and TD Canada.

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  • DDoS: The Worst Case Scenario

Javelin Strategy & Research Blog

Since September of last year, Izz ad-Din al-Qassam has engaged in cyberwarfare against U.S. financial institutions, and it is a war with which they have had a great deal of apparent success if we believe that their goal was to inconvenience U.S. bank customers by rendering online banking portals inaccessible for a number of hours at a time. More than information sharing on best practices is needed – financial institutions should pool resources to ensure the availability of excess network capacity, and network operators must be involved in the effort to identify infected servers and to subsequently stop the malicious traffic its source.  And while intelligence support is a good start, the Federal government must identify those responsible and cripple their ability to continue this campaign.

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  • Facebook tries to get more in your face

Los Angeles Times

It’s hard not to detect a whiff of desperation in Facebook’s new please-don’t-go interface, which is determined to keep people within the social network as long as it can. Facebook Home is intended to dominate Android smartphones, making Facebook your first and last port of call as you traverse the wireless wonderland. It will keep Facebook features front and center, rather than require users to use an app.

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  • Credit Union Takes an Early Lead with E-Signatures

SYS CON Media Blog

Aaron Pugh recently published a story on credit unions using e-signatures on CreditUnions.com. He writes that only eight and a half percent of credit unions larger than $20 million in assets currently offer e-signatures to their customers even though the market for e-signatures as a whole has shot up 48 percent from 2011 to 2012 according to Gartner Research. Among the early adopters in the industry is the Teachers Credit Union in Ontario, Canada. The member-owned financial organization serves employees of education and their families throughout the province. The 15,000 members conduct business through multiple branch locations, ATMs, online and via mobile banking.

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What We’re Reading: Banking Outages, Mobile Chat and Social Media

Below are interesting stories the Banking.com staff has been reading over the past week. What have you been reading? Let us know in the comments section below or Tweet @bankingdotcom.

 

  • Intuit Finally Lets Banks White-Label Mint

American Banker

Intuit Inc. announced Wednesday it is incorporating features from Mint, its well-known consumer-facing PFM software, into its digital banking line. The initial Mint product line for banks will combine Intuit mobile banking apps and online banking software with aspects of Mint PFM featured front and center. “We want to blur the lines between PFM tools and digital banking,” says Greg Wright, vice president, product management at Intuit Financial Services, the company’s unit that sells to banks. “This is a sign of where Intuit needs to go and wants to go. …It’s all part of this essential movement to resurrect and redefine PFM,” says Mark Schwanhausser, director multichannel financial services at Javelin Strategy & Research.

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  • JPMorgan Chase Rides Out Online Banking Outage

American Banker

JPMorgan Chase’s (JPM) website has stumbled again roughly three weeks after a cyberattack. The nation’s biggest bank by assets took to Twitter on Monday afternoon to tell customers the website was “experiencing intermittent issues” and to recommend customers use its mobile service while the company worked “to get things up to full speed.” As of late Monday, the site had been affected for three hours.

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  • SEC Lets Companies Provide Disclosures Over Social Media

American Banker

Companies may now handle disclosures over social media, the Securities and Exchange Commission ruled. Banks and other public companies can use outlets like Facebook and Twitter to make crucial announcements as long as they notify investors beforehand which social media platforms they’re going to use, the SEC said Tuesday. They must follow the same disclosure regulations that apply to company websites, the agency said.

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  • Banking by Appointment…finally!

Celent Banking Blog

Banks have historically relied on a 100% walk-in model for in-branch sales and service. With branch traffic declining at most banks by more than 5% CAGR, sales leads aren’t just walking through the doors like they used to. And that traffic won’t return unless banks take proactive steps to generate those leads. Banking by appointment is one great way to do so.

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  • Mobile Chat – Passing Fad or Key Capability?

Celent Banking Blog

Earlier this week, RBS launched a mobile chat feature, available to its business mobile banking users.  RBS isn’t the only one jumping onto the mobile chat bandwagon – San Diego County Credit Union announced a similar offering. The concept is pretty straightforward, and is similar to the online chat tools that some banks have incorporated into their web sites and/or online banking. It’s a familiar experience to most mobile users and therefore could catch on.

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  • Don’t Miss The Boat; It’s Time To Get Moving On Mobile

Credit Union Journal

If your credit union is still taking a wait-and-see approach to mobile banking, you are in danger of missing the boat if you don’t act quickly. “The boat is getting pretty dang close to leaving the dock,” said Brian Abele, SVP of product management at Q2ebanking. “It’s really critical for credit unions to make sure they start jumping into this. Not only are we seeing that mobile is becoming more of a standard across the board for every institution, but we’re starting to get to the next level of functionality and services-like mobile deposit capture-and once they’re rolled out to members they’re adapted very quickly and are some of the most engaging services for members.”

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  • Credit Unions Ride Social Media

Credit Union Times

No longer is it a case of should a credit union be active on social media outlets such as Facebook and Twitter. Now, it has shifted to just how active and on exactly which channels. One of the reasons is that social media has become integrated into the lives tens of millions in America and ignoring the channels may not make strategic sense, some experts have advised. “Facebook has become instrumental in how we reach out to our members,” said Lynne O’Leary, vice president of marketing at the $4.7 billion Teachers Federal Credit Union in Hauppauge, N.Y.

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  • The Fed: Mobile Banking Usage Soars

Credit Union Times

The numbers have it and, according to a new report from the Federal Reserve, mobile banking usage is soaring as it keeps close pace with mobile phone adoption. According to the Fed: “As of November 2012, 28% of all mobile phone users and 48% of smartphone users had used mobile banking in the past 12 months. This is a significant increase from 21% in December 2011 for mobile phone users and 42% for smartphone users.

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  • Inside Citi’s Mobile Strategy

Digiday

A study by Compete found that 57 percent of U.S. smartphone users rely on mobile banking. And a recent Juniper Research report predicts that there will be 1 billion mobile banking users by 2017, which is equivalent to more than 15 percent of global mobile subscribers. Tracey Weber, head of Internet and mobile at Citi, says that mobile is a must have, but it does present its own set of unique challenges. For one, not all consumers are comfortable having their financial information on their mobile phone.

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Access to Capital: Reimagining The Lifeline of Small Businesses

As I’ve written before, current data suggests that we are in the midst of a slow, but steady economic recovery. Yet one of the most critical areas where we are not seeing enough recovery is small businesses’ ability to access capital.

Intuit Small Business Index

Image: The latest Intuit Employment and Revenue Index shows small businesses added 10,000 new jobs in March. Unfortunately, small businesses are lagging behind the rest of the economy. While overall employment has risen 4.5 percent in three years, small business employment has risen only 1.4 percent over the same period.

Small businesses want to grow and they want to hire people to help them grow. To do this, they need access to the financial resources that will allow them to hire new employees and help drive economic growth both in their communities and in our nation as a whole.

Unfortunately, too many small businesses today are facing increasing difficulty when it comes to accessing the capital they need:

  • 43% of small business owners said that in their need for funding they have been unable to find resources – loans, credit cards or individual investors.
  • 29% of small business owners reported that their loans and lines of credit have been substantially reduced over the last four years. And 1 in 10 had their lines of credit and or loan called in early by the funding source.
  • Overall, 53% of businesses have been unable to grow their business or expand operations, including hiring, due to lack of capital and 32% have reduced their employee roles.

This needs to change. Small businesses play a vital role in creating jobs and growing the economy. It is incumbent on industry, government and financial institutions to find new and innovative ways to ensure that small businesses can access the capital they need.

At Intuit, we are piloting a new service called QuickBooks Financing, which will help small businesses obtain capital faster and at lower rates from lenders. The service also helps lenders make more informed risk decisions, increasing the potential for small businesses to obtain a loan quickly.

We know there is much more than can be done by us and others. I urge lenders to be innovative – look at other ways to verify a small business’s assets rather than what is just on its books. As the backbone of the economy, small businesses should not be excluded from receiving a loan, simply because there are not financial assets on the books. Get creative!

I am also interested in what you think about this important issue. In particular, I would love to hear your ideas on what is the one thing that banks, government, and industry could do differently in order to help small businesses today.

Let me know what you think in the comments and I promise I will bring the best of these ideas with me as Intuit engages with all of the key stakeholders on this important issue.

*This blog originally appeared on LinkedIn. You can follow Brad Smith on LinkedIn here.

The New Normal

One reason the technology industry is so unique is that it has—or more accurately, successful companies have—developed the art of self-cannibalization. It’s a neat trick, and everyone can learn from it.

As technology consumers, we’ve come to expect that every product will invariably get ‘better-faster-smaller-cheaper.’ For their part, most technology vendors know that if they don’t deliver advances at a lower cost, someone else will. As a result, companies build around a business model that routinely cuts into their own profit margins. It’s counter-intuitive yet vital.

It’s not necessarily a discipline that travels well across industries, although there are exceptions (anyone remember how much flat-screen TVs used to cost?). But elsewhere, the price tag for everything from cars to houses continues to rise. With technology, it almost always goes the other way.

The banking industry seems to be in the process of learning these lessons. At a number of industry events recently, leading lights from the world of financial services have gone public with the need to change some fundamental operating assumptions. At its heart is the vexing question the technology industry has long confronted: Can customers benefit only at the expense of the vendor?

This is the new normal, and everyone needs to change accordingly.

To be clear, the banking industry does face major challenges. While overall economic belt-tightening surely takes its toll, governmental pressure hasn’t helped either. For example, regulations that place curbs on debit card and overdraft fees have hit the industry hard; banks could collectively lose revenue in the $12 billion range.

But the problems are even more systemic. The new normal is worlds removed from the past—customers now routinely expect more from less, and they have more options than ever before. Even a question as basic as branch banking is now the source of constant headaches. On the retail side, this model has been the cornerstone of virtually all market-facing initiatives. But as customers do more online, this model has been thrown into turmoil. Today, every institution must conduct extensive cost-benefit analyses on which branches to close and which, if any, to open. Of course, this affects everything from staffing to capital expenditures on real estate, which in turn affects the bottom line.

In the same vein, the plethora of mobile apps available from every financial institution means that everyday processes have been completely transformed. For example, it’s estimated that, rather than walking up to a teller’s window or even stopping by the ATM, customers now deposit checks via their mobile devices 10,000 times a day. And if that’s the case now, imagine what the numbers will be in five years. For the record, as related by William S. Demchak, President of the PNC Financial Services Group, this change in user practices customer saves $3.88 per transaction. That’s money the bank gets to keep.

So new technologies and changing user habits benefit the customer and benefit the bank—everyone’s happy, right? Sure, but this is why additional and alternative revenue models are so important. Key question: if customers no longer have to go to the bank or even an ATM to deposit a check, would they be willing to pay a very small fee for the convenience?

In other words, does technology enable only savings or additional revenue?

This is why the lessons to be learned from the technology industry are so important. It has weaned the market to want new products—the latest smartphones, software upgrades, cool accessories—regardless of the validity of the model they already have. There are plenty of Apple iPhone 4s to be had for very little money, but everyone wants the iPhone 5. And that’s just one reason why Apple recently had the highest market cap of any U.S. company in history (though it’s fluctuated since).

Not every company can be the paragon of innovation that Apple is, of course, and financial services is a very different industry. But as we’ve covered on this blog before, the former has benefited greatly from disruption and innovation, leading to an endless supply of emerging market leaders, while banking seems to have the same players and same business models year after year.

Banking’s new normal brings not just disruption but opportunity. There are new markets, new capabilities, new technologies and new customers. All of that should surely add up to some new revenue.

The New Paper Chase

It’s always interesting to examine trends taking shape at the intersection of financial services and technology, as this blog does so often. But there’s one issue that’s frequently gets overlooked and yet is still the giant elephant in the room: paper.

Yes, paper. We’re a couple of decades into the era of e-commerce, and for many of us even bills arriving via snail-mail seem like a rarity. We have a staggering array of online tools that enables us to do virtually everything financial, from anywhere at any time. What’s paper got to do with it?

The short answer is: a lot. This is particularly true of checks, as used by millions of consumers and even small and mid-sized businesses. But in many other areas too, it’s an area in which change has been surprisingly slow. On the flip side, doing away with paper will bring enormous benefits, from speedier transactions and greater savings to environmental preservation.

It’s been almost a decade since the Check 21 Act passed in late 2003, allowing financial institutions to create digital versions of original checks. Today, banks deal with each other almost entirely through electronic transfers—once the actual check has been submitted, it disappears from the process.

But tell that to the entities writing the checks in the first place. To be sure, the numbers are dropping, however slowly—there’s close to 2 billion fewer written each successive year. But at this rate, it will take until 2026 for paper checks to be eliminated altogether.

That’s the conclusion in a study published last year by the Federal Reserve Bank of Philadelphia. According to the same report, the benefits are undeniable: getting rid of paper saves the banking industry $1.2 billion a year, while consumers and businesses keep $2 billion in benefits through faster payment processing.

Of course, few trends in technology stay at the same rate—there are frequent spikes and pullbacks, and unexpected accelerations that blow away all estimates. No one expected tablet adoption to grow at such a staggering pace, but it has. It took almost 10 years for smartphones to reach 40 million users (which admittedly meant replacing older models), while that number was crossed only two years after the emergence of the Apple iPad.

Just this week, Juniper Research estimated that tablet buying will lead to 200 million users of “transactional tablet banking services” by 2017. By that time, one in four tablet users will be paying their bills via those devices. There are other signs too—let’s not forget that Amazon used to accept checks, but discontinued the practice in 2008.

There’s now a broad variety of services designed in part to wean users off the habit of writing checks. For example, most banks now offer the ability to capture a check image via smartphone and make an instant deposit. And any number of other providers, from thriving vendors like Square to newer entrants like Zipmark—which styles itself as the digital checkbook—make it easy to avail of the new capabilities.

The changes will have tremendous ramifications: Intuit, which now has close to 30 million customers for its payments services and processes $38 billion a year in payments, estimates that it could increase its payments business by $4 billion by getting QuickBooks software customers, mostly small businesses, to use the payments service.

At this point, the use of paper seems almost a throwback to an earlier time, but the numbers clearly belie the perception. Getting rid of it from the world of finance would likely do a world of good. And given the justified concerns over rainforests and a rapidly declining ecosystem, it would actually do the world good too.

What We’re Reading: Mobile Deposit, Payments and Mobile

Below are interesting stories the Banking.com staff has been reading over the past week. What have you been reading? Let us know in the comments section below or Tweet @bankingdotcom.

 

  • First Niagara Website Redesign Drives 30% Increase in Traffic

American Banker

Since the First Niagara’s website re-launch, traffic has gone up 30% and the time customers spend on the site has gone from 10-15 seconds to two minutes and thirty seconds. “They’re actively shopping and looking for information on the site,” Thomas Bontempo, senior vice president and digital marketing director says. “We’ve improved online account opening and are now getting 500 funded new accounts online a month. That’s still not where we need to be for a bank our size, but we’ve taken the right steps and it’s the right direction.” Customer satisfaction rose from 64% to 72% after the redesign, according to a survey the bank conducted.

Read more

  • Brand expansion through branchless banking

ATM Marketplace

While transactions at financial institution branches across the U.S. are dropping by approximately 5 percent per year, PC and Internet use are on the rise. The trend toward nationwide and even global connectivity is providing a unique opportunity for FIs to reach new markets and drive services from declining bank branches directly into the homes and hands of customers. Conventional banking channels are reaching inherent limits while increased access to Internet and mobile are making banking from home far more attractive for consumers. A 2010 survey by the American Banking Association found that 36 percent of bank customers preferred to do their banking online.

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  • Best Practices for New Product Roll-Outs

BAI.org

Building out or improving remote delivery channels, such as online banking, mobile banking and electronic bill pay, with new products and systems represents one of the greatest opportunities a bank can face – and one of the greatest challenges, as well. Relying too heavily on vendor expertise has meant a missed opportunity for many institutions. While vendors have a lot of insight into best practices, they typically do not offer or bring that experience to their clients unless specifically asked. Leveraging internal resources and expertise, as opposed to simply implementing new software, will help banks bridge the gaps in a vendor’s statement of work (SOW) and successfully launch these important strategic products.

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  • The New Ecosystem for Mobile: Technology Alliances for M-Payments and M-Banking

Bank Systems & Technology

Banks and financial institutions are most effective when they can utilize technology and outsourcing services to give customers full accessibility to their accounts – but reduce their direct interaction with customers. To this end, we are seeing banking technology vendors continuously generate innovative ideas and solutions. During the past decades, we’ve witnessed the evolution of Checks and their Clearing Systems, Automated Teller Machines (ATM), Point of Sale (POS) devices, Interactive Voice Response (IVR) Systems and the list continues. The evolution of mobile technology has allowed banks to embed mobile in their front-end solutions offering flexibility, ease of use, and accessibility to their banked customers and account holders. Through Mobile Banking (m-Banking) services; users can review their balance, transfer money between accounts, and perform some sort of utility payments along with many other services that enables interaction between the account owner and the bank’s back office systems.

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  • China, South Korea lead world mobile commerce

Inside Retail Asia

Mobile commerce is playing an increasingly significant role across Asia-Pacific according to a new report.  The study found that 55 per cent of internet users in China made a purchase via a mobile phone in the fourth quarter 2012, making China the country with the world’s highest mobile shopping penetration rate. For an idea of just how dominant the mobile purchase channel is in Asia, consider the case of North America. There, just 19 per cent of US internet users and 13 per cent of internet users in Canada made a mobile purchase in the fourth quarter. In other words, China’s mobile purchase penetration rate is nearly triple that of the US. eMarketer estimates that 270.9 million internet users in China will make an online purchase this year – counting purchases made through mobile devices. By 2016, eMarketer projects that number to rise to 423.4 million, and mobile will clearly play a significant role in that transition.

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  • Evolution to Revolution: Real-Time Payments Initiatives Unfold

Javelin Strategy & Research Blog

The Australian Payments Clearing Association (APCA) was the latest multi-stakeholder group to approve a real-time payments initiative in support of evolving consumer and business needs for accelerated transacting. As noted in Javelin’s recently released report, Real-Time Payments 2013: Struggling Toward Revolutionary Change, many of the payments mechanisms in use today — as well as the networks that support them — were developed before the era of “always on” connectivity, before Internet commerce, and prior to the ubiquity of mobile devices. These new market components, however, are driving a global paradigm shift that is beginning to snowball.

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  • Mobile banking will break the 1 billion user mark in 4 years

Mobile Commerce News

By the year 2017, studies are showing that the use of these services will have skyrocketed. The latest mobile banking study data from Juniper Research has indicated that an increasing acceptance of this type of smartphone and tablet based service has caused users to bring the number of users up to nearly 200 million. It is expected that the growing use of tablets will play an important role of the industry’s adoption. In fact, while mobile banking over tablets represents 9 percent of the total number of customers at the moment, it is expected to represent 19 percent by the close of 2017, said the Juniper Research data. Consumers are taking on increasingly mobile lifestyles, which is allowing them to turn to this type of service more and more.

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  • Mitek: 12 Million Americans Have Deposited Checks Via Mobile

Mobile Marketing Watch

The rate of adoption observed in mobile banking is surprising even the most bullish of industry advocates. According to the latest data available, Americans have now deposited more than $40 billion into their accounts by simply snapping a photo of a check. All told, some 12 million mobile users have now made a mobile deposit, a number that is poised to expand further in the wake of new partnerships and opportunities that make mobile banking options more readily accessible. Mobile Commerce Daily reported Tuesday, for example, that 708 banks and credit unions have signed agreements with Mitek – makers of the leading mobile document capture software – to provide mobile deposit options to customers.

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  • The knives come out: Mastercard will charge PayPal and Google for their mobile wallets (updated)

The Verge

Visa’s CEO Charlie Scharf said that “it is totally appropriate” to charge companies like PayPal and Google a fee when their digital wallets get used. Both PayPal and Google offer something called a “staged wallet,” which means that those companies act as a kind of intermediary between you and your credit card. That theoretically helps make your wallet easier to use — since it can contain multiple cards — but Visa and Mastercard really hate this approach because it means they can’t collect as much data about your purchasing habits. Scharf’s statement comes on the heels of an already-announced Mastercard program called the “staged digital wallet operator annual network access fee,” which is a long way of saying that it wil begin charging companies like PayPal when they use a Mastercard plugged into a PayPal digital wallet.

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What We’re Reading: Cyberattacks, Mobile Bill Pay and Social Media

Below are interesting stories the Banking.com staff has been reading over the past week. What have you been reading? Let us know in the comments section below or Tweet @bankingdotcom.

 

  • More Banks Hit by Cyberattacks than Initially Thought

American Banker

Last week’s cyberattacks against U.S. banks were more widespread than reported, industry experts say. Though JPMorgan Chase and BB&T are the only big banks to confirm a denial of service attack on Tuesday, roughly a half dozen institutions endured digital assaults at around the same time, according to Radware, a security firm that has investigated cyber intrusions on behalf of financial firms. Tuesday’s attacks “were the largest attacks we’ve seen to date in scale,” Carl Herberger, a vice president of security solutions at Radware, told American Banker. “The one that was advertised to the world was Chase, but I can tell you that almost on an hourly basis banks were being attacked, which is a very substantial campaign.”

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  • Funny Ads, Social Media Can Help Small Banks Stand Out

American Banker

Small banks would attract more young customers if they embraced social media and got more creative in their advertising, according to bankers who have turned to more daring marketing. About 87% of people between 18 and 29 use social networking sites and 61% bank online, according to materials from a session called “Developing & Marketing Products Aimed at the Younger Generation.” The research from the Pew Internet & American Life Project found that Among those ages 30 to 49, 68% use social networking sites and 68% bank online. In contrast, only 30% of community banks use social media such as Facebook or Twitter, while 60% provide customer account alerts by email, according to a 2012 ICBA technology survey.

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  • Should Banks Charge Fees for Mobile RDC?

Celent Banking Blog

Last week, the Chicago Tribune broke a story that PNC was considering charging fees for its mobile remote deposit capture (RDC). Hundreds of US financial institutions now offer mRDC and that number will likely double in the next year. RDC is quickly becoming a staple mobile banking capability and all but two financial institutions offer it free of charge. The revenue opportunity is uninteresting. Most mRDC users deposit just a few checks per year.

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  • 1 in 4 Tablet Users to Pay Bills via Their Devices by 2017, Juniper Report Finds

Fierce Mobile IT

The new Juniper report, Mobile Banking: Handset & Tablet Market Strategies 2013-2017, found that as consumer tablet adoption continues to rise, there will be significant migration of purchasing and transaction activity from laptops and desktops to tablet devices. Indeed, the development of the ‘couch commerce’ trend within the payments industry will be increasingly replicated within the banking industry.

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  • Bitcoins and Amazon: Bringing E-Commerce to a Country Near You

Javelin Strategy & Research Blog

It is a testament to the tenacity of bitcoins that the virtual currency has managed to survive the roller coaster it has been riding for the past two years. As Javelin has documented in multiple blogs, the currency has been linked to drug trafficking, been the target of a Trojan virus, had the value of the coins plummet after being hacked by a Hong Kong-based hacker group, had nearly $250,000 worth of bitcoins stolen from the virtual currency exchange Bitfloor, faced direct criticism from the Attorney General and DEA, and was the subject of the FBI’s Intelligence Assessment report. Any one of these catastrophes alone would normally mean the decimation of a fledgling currency, but bitcoins have managed to not only survive, but to increase functionality in the wake of disaster. Consumers today can now use their bitcoins to make online transactions and have the purchases shipped throughout the globe, using Amazon’s shipping service.

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  • Should you switch to an online-only bank? The growing appeal of Web-based checking and savings accounts

MarketWatch

With financial institutions making a push into online-only checking and savings accounts, some industry insiders say this could be a defining year for Internet banking. But does it make sense for customers to adopt a purely web-based model? Overall, online-only banks saw their deposits rise to $364 billion in 2012, up 32% from 2010 and more than 400% from 2004, according to Novantas, a research firm. More players large and small have been wooing those migrants: New Jersey-based financial firm CIT, for example, recently announced that it has landed 50,000 customers and $5 billion in deposits in less than 18 months since the launch of its internet-only CIT Bank.

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  • Report: Tablet boost to mobile banking

Mobile World Live

A quarter of tablet PC users will use their device to pay bills by 2017. That is one of the headline findings of a new report by Juniper Research. Because of a sharp rise in tablet adoption, Juniper calculates that users of transactional tablet banking services will number almost 200 million in 2017. The research firm says this will account for around 19 per cent of total mobile banking customers in 2017, up from 9 per cent this year.

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  • Next in Mobile Banking: Photo Bill Payments

New York Times

U.S. Bank this week introduced a mobile “photo bill pay” service, which allows its online and mobile banking customers to snap a photo of a paper bill with their phone and have the information automatically loaded into their account; Then, they can pay the bill electronically. First Financial Bank in Abilene, Tex., began offering the service earlier this year, too. U.S. Bank is offering the service as part of its mobile banking app, which is available on Android phones as well as the iPhone and iPad. Niti Badarinath, the head of mobile banking at U.S. Bank, said that only about 20 to 30 percent of active online banking customers at the biggest banks use e-bills. And those who do prefer e-bills still have to deal with merchants that don’t offer them — and it’s not just mom and pop stores, but sometimes larger companies, too.
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  • Social media regulatory guidance for U.S. banks: a road map for the finance industry

Reuters

In January 2013, the Federal Financial Institutions Examination Council (FFIEC) addressed the risk of the use of social media without specific guidance by federally supervised banks, and certain nonbank entities (collectively, banks), called the Social Media: Consumer Risk Management Guidance (PDF). It completes the set of guidance available and confirms that all major regulators are adopting a similar risk-based approach to adaptation of traditional rules for social media.  It makes two points: 1. The same traditional standards apply that have applied to pre-electronic forms of communication; 2. The financial firm must apply a risk-based approach in building a compliance program to manage the new, largely operational risks created by social media.

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Keeping Tabs on the Lobby: Tracking Key Sales, Service and Productivity with Intelligence-Gathering Solutions

Most financial institutions (FIs) gather and analyze product and service metrics and other business intelligence (BI) in some form. However, branch and senior management often overlook an area overflowing with invaluable information—the lobby. Fortunately, technology now makes it simple for FIs to determine the value of service and sales efforts in the branch lobby—and facilitate more sales and better service, as well.

In the Queue
Historically, banks have relied upon sign-in sheets to manage lobby customer service efforts. Once a personal banker, loan officer or customer service representative calls a customer into his or her office, there is often no easy way for the agent to note activities and discussions and upload them to a central BI platform for meaningful analysis.

A far better solution—but one that surprisingly few banks use—is to track and manage customer experiences via a computerized solution from the moment they sign in or are greeted. Here’s how it works:

1. The customer signs into a terminal or iPad and provides his or her name, purpose for visit and any special information that might help the customer service agent assist them. Upon sign-in, the system notes the arrival time. (Optionally, a greeter can sign the customer in and input this information into the system.)
2. The system begins tracking wait time and alerts representatives and managers if it becomes excessive.
3. A service agent notes in the system that he/she will assist the customer, entering the name, reason for their visit and other details for use during the interaction, and then greets the account holder, by name, for the consultation.
4. During the consultation, the agent seamlessly updates the system with items discussed—not only services addressed but also products and cross-sell products suggested (with outcome, e.g. purchased or requires follow-up).
5. When the consultation is complete (or the customer transitions or is escalated to another staffer or different department, if appropriate), the agent closes out the session, which stops the time tracker.

Business intelligence solutions that track agent-customer interaction from sign-in let management know:

  • How long customers are waiting to be helped (and whether agents are responding to reminders about excessive wait times).
  • Average time spent in consultations during sales and service accomplishments.
  • Most prevalent topics during consultations (which can pinpoint hidden service issues and highlight future sales opportunities).
  • Percentage of service interactions, products sold, cases escalated and other important metrics during the average consultation.

Without a dedicated, user-friendly software solution, most managers and agents will not accurately record the details needed for such a powerful sales, service and performance analysis. When reports are utilized that analyze this and other data in real-time, the branch and senior management teams can gain vital insight into the health of their lobby service and sales efforts, segmented by specific time periods, high- and low-performing staff members, and other key metrics.

Analytics can generally be customized to enable reporting on any number of available metrics. To learn more about lobby tracking technologies and their benefits, we invite you to download the Retail Branch Lobby Study white paper from FMSI.com.

About W. Michael Scott:
W. Michael Scott is President and CEO of Financial Management Solutions, Inc. (FMSI). FMSI provides easy-to-use, yet sophisticated, business intelligence and performance management systems that allow financial institutions to manage and staff efficiently to meet service and sales needs. For more information, visit www.fmsi.com.