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1、accentureGlobalBankingConsumerStudyReignitehumanconnectionstodiscoverhiddenvalueIntroductionPowerfulforcescreateanurgentneedtoactItishardtoimagineatimebeforetelevision.Althoughmanynowconsumecontentthroughsmartphonesandtablets,theTVsethasfordecadesbeentheprimarydevicethroughwhichmanyobtainednewsandwa
2、tchedtheirfavoriteprograms.But it wasn,t always this way.ln 1950, just 9%of US households had a TV set.Five years later,a staggering 65%did.And five years after that,adoption reached 87%.Uptakerocketedbecauseaseriesofimportantdevelopmentsoccurredatthesametime:advancesintransmissionandvisualdisplayte
3、chnology;thecreationoftechnicalstandardsthatmeantdifferentnetworkscouldbeviewedonasingledevice;andarapidlyincreasingappetitefornewsandentertainmentpresentedvisuallyThiscreatedanimmenseopportunityfornetworks,devicemanufacturersandadvertisers.Byseizingthemomentandactingdecisively,manycreatedlarge,succ
4、essfulbusinesses.Today,bankingexecutivescanlearnalotfromthisperiod.Asintheearlydaysoftelevision,avarietyoffactorsarecombiningtocreatetheneedforanew,outside-inviewoftheindustry.Opportunitiesaboundforbanksthatcanexploretheartofthepossibleandreinventtheirenterprisetoincreasetheirrelevancetocustomersand
5、setanewperformancefrontierforallaspectsoftheorganization.Emergingtechnologiesaremakingitpossibleforbankstostrengthentheirdigitalcorebyleveragingthepowerofcloud,dataandAlthroughaninteroperablesetofsystemsacrosstheenterprise.Astrongdigitalcoreallowscompaniestodevelopnewcapabilitiesatspeed,trynewthings
6、,andfailfastwhenneeded.Technology1onceviewedasthedisruptor,isnowanenabler,helpingbankstoenhanceemployeeproductivity,transformcoststructures,engagewithcustomersinnovelways,anddevelopcompletelynewpropositions.Thistechnologicalrevolutionisjustthefirstoffourmajordevelopmentsthatareshapingbankingtodayand
7、creatinganimperativeforbankstoreinventtheirbusinessandoperatingmodels.4ShiftingcustomerpreferencesAdvancedtechnologyisnowavailabletoall2RapidlyrisinginterestratesrevealfrailtiesThechangingfaceofcompetitionAdvancedtechnologyisnowavailabletoallBanksinvested$124billiongloballyinnewITin2021,a24%increase
8、comparedto20191.Thelatestbreakthroughscreatefreshopportunities.JustthinkofthemetaverseandgenerativeAl,thetechnologybehindChatGPTandsimilarchatbots.Thesecutting-edgetechnologiesholdenormouspotentialforbanking,particularlyinrevolutionizingthecustomerexperience.GenerativeAl,forexample,couldenhancedigit
9、alinteractionsbymakingimpersonalcustomercareconversationsmuchmorehuman-likeandeffective.Critically,theaccessibilityandaffordabilityoftechnologiessuchasAlandmachinelearning(ML)havebeenimprovedbytheavailabilityofAPIs,whichallowbusinessesofallsizestoutilizepre-trainedmodels.GlobalBankingConsumerStudyRa
10、pidlyrisinginterestratesrevealfrailtiesItisacommonperception:asnightfollowsday,bankingprofitsincreaseasinterestratesrise.So,aftera450bpssurgeinUSFederalReserveratesanda350bpshikeinEuropeanCentralBankratessinceFebruary2022,manythoughtbankswereinluck.Butarethey?Mostbanksthathadreleasedtheir2022results
11、atthetimeofwritingthisreportshowedadouble-digitincreaseinnetinterestincome(NII).Yetasrecenteventsshowed,arapidriseinratescanexposefundamentalweaknessesamongsomebanks.Indeed,higherinterestratescanhavenegativeimplications,whicharealreadymaterializinginsomemarkets.Forexample,theycansloweconomicgrowth,l
12、owerdemandfornewcredit,causesomebankstoincreaseprovisioningforloanIossesjeducethevalueoftheirsecuritiesportfolio,andresultindepositoutflowsthatputthebanksliquidityatrisk.Inaddition,fundingcostsmightincreaseasbankstrytoavoiddepositoutflowsorwhencentralbanksstarttocutinterestratesandbanksneedfundingto
13、issuenewloans.Historyandrecentdevelopmentshaveshownthattheconsequencesofanyofthesefactorscouldaffectbanksveryquickly.Thosethatlookonlyatthepositiveeffectsofinterestrateincreasesmayfailtorespondswiftlywhencircumstancesshift.OOThechangingfaceofcompetitionAmajorfactorisatplaythatwasnotpresentduringprev
14、iousperiodsofrisinginterestrates:stiffcompetitionfromdigital-onlybanksandbusinessesthattraditionallyoperatedoutsideoffinancialservices.ExamplesincludeAppleandSingapore-basedsuper-appproviderGrab,whichhavemadesignificantstridesintobankinginrecentyears.Accentureresearchindicatesthattheshareofrevenueof
15、traditionalbankingproductssuchasautoIendingtConsumerfinanceandmortgagesthataresoldthroughnon-bankingchannelswillincreasebythreetofivepercentagepointsby20252.Thisisasignificantdeparturefromthepast10-15years,whenbanksprimarilycompetedwithotherbanksthroughlong-establishedchannelsAsaresult,non-tradition
16、alfinancialservicesbusinesseswillincreasetheirshareoforiginationandrecurringfeesaswellasinterestincomeastheychipawayatbanksrevenueandputpressureontheirmargins.Somenewmarketentrantsmightevenlaunchtheirownfinancialservicesproducts,completelycircumventingtraditionalbanks.Whetherbankspartnerordirectlyco
17、mpetewithnewentrants,thepresenceofthesedisruptiveplayersrisksreducingthenumberoftouchpointsbetweenbankandcustomer.Thisinturncoulddiminishbanksrelevanceandtheirroleinconsumerslives.ShiftingcustomerpreferencesThepandemichasalteredconsumerexpectationsandbehaviorssogreatlythatthephrases,pre-Covidandpost
18、-Covid,arewidespread.AnAccentureConsumerPulsesurveyshowsthatsixintencustomershavefundamentallychangedtheirvaluesandlifepurposeinthepast12months3.Whatismore,two-thirdssaycompaniesarenotrespondingfastenoughtotheirchangingneeds.Theconsumersurveyconductedforthisreport,theresultsofwhicharedetailedinthene
19、xtchapter,alsoshowsthatpreferencesandattitudestowardsbanksareinflux.Withcustomers,liveschangingsorapidly,itisnolongerenoughforbankstoprovidegreatandconvenientcustomerexperiences.Theyalsoneedtheagilitytobeandremainrelevanttotheircustomers,understandingtheforcesthataffecttheirindividuallivesandacquiri
20、ngtheabilitytoplayameaningfulroleinhelpingeachcustomertorespondeffectively.Eachofthesefourdevelopmentsrepresentsbothathreatandanopportunity.Tocapitalizeonthem,bankswillneedadifferentmindsetanddifferentcapabilities.Theywillanalyzethechangingmarketplacefromtheperspectiveoftheconsumer,andwilljettisonth
21、eirtraditionalsilosandbenchmarksinfavorofanew,moreholisticperformancefrontier.Theirdigitalcorewillgivethemtheagilitytoadaptquicklytochangingdemands,andtheirreskilled,tech-supportedworkforcewillengagewithcustomersinmoremeaningfulways.Inshort,tobecomeorremainamarketleader,everybankwillneedtoembarkonaj
22、ourneyofperpetualrenewal.GlobalBankingConsumerStudySettinganewperformancefrontierforbanksThere,sanewimperativebeingdrivenbyahandfuloforganizationsthatarequietlyandsystematicallychangingthegame.Theirgoaktoreinvent,overtime,everypartoftheirorganization,withadeliberatestrategythatisdigitalatitscore.Acc
23、enturesTotalEnterpriseReinventionresearch4technologyandnewwaysofworkingtoreachanewlevelofperformance,andoutperformingtheirpeers.Companiesthatusetechnology-includingcloud,dataandAl-alongwithnewwaysofworkingcanbuildgreaterresilienceandnewpathsforgrowth.Combiningthepoweroftechnologyandhumangotomarket,o
24、perate,partnerandcreatevaluetounlockanewperformancefrontier.Itgoeswithoutsayingthatthisisaradicaldeparturefromtraditionalstrategiesandwaysofworking.Itislessaboutwhatbanksshoulddo,andmoreaboutthekindoforganizationtheyshouldstrivetobecome-onethatcandifferentiatebetweenthetraditionalstrengthsthatwillco
25、ntinuetoempowerthemandthosethatwillholdthembackjonethatmovesawayfromindustrybenchmarks,whichusuallyreinforcetraditionalparadigms,preferringtothinkafreshabouthowbesttomeetcustomersneeds.Andonethatembracestheartofthepossibleasitexploresnewwaystodrivegrowthandoptimizeoperationsandexperiences.Theresearc
26、h5showsthatorganizationsthatreinventthemselvesinthiswayoutperformtheirindustrypeersintermsofeperience,metricsby31%.Inanindustrysuchasbanking,wherecompetitiveinnovationisnever-endingandswitchingiseasierthanever,acriticalpartofenterprisereinventionisre-imaginingcustomerrelationships.Incrementalprogres
27、sisunlikelytobeenough.lnstead,leadingbankswillmoveawayfromfocusingoncustomerjourneystounderstandingcustomerintent;frombasicpersonalizationtohavingmeaningfulpersonalConversationsjandfromsiloedtoholisticpropositions.ThismeansconnectingfunctionsanddataacrosstheOrganizationjcreatingnewwaysofoperating,an
28、dofengagingwithcustomers;askingnewquestionsandfindingnewanswersthatdrivedecision-makingandthedevelopmentofnewproductsandgrowthopportunities.ThesechangeswillallowbankstobecomemorethanCustomer-CentriC-Wecallitlifecentricity6.ltentailsgainingaprofoundunderstandingofcustomers,beingultra-relevant,playing
29、amoremeaningfulroleincustomerslives,andhelpingthemachievetheirlifeaspirationsbyofferingproductsandservicesthroughtheirpreferredchannelsataconvenienttimeandplace,andinwaysthatsimplifytheirdailyinteractions.Thetimetoactisnow.Justasbroadcastingnetworks,devicemanufacturersandadvertisersseizedonthemassad
30、optionoftelevisioninthe1950s,bankstodayhaveanopportunitytoredefinewhatbankingmeansforcustomersinthe2020s.Thistransformationisalreadyunderway,acceleratedbytheIintechsandbigtechsandgivenmomentumbythemoreinnovativeincumbents.Everybanktodayhasthechoiceeithertohelpshapethefutureofitsindustry,ortofindsome
31、wayofthrivinginaworlddesignedbyitscompetitors.GlobalBankingC0mjmerJdyChapter1Understandingtheever-changingcustomerThefirststepinbecominglife-centricistounderstandcustomers,intentandlifeaspirations,aswellaswhattheywantfromtheirbank,theirperceptionsofexistingprovidersandtheirappetitefornewservices.Acc
32、enture,ssurveyof49,000bankingconsumersaroundtheworld-thefourtheditionofouralternate-yearlyfinancialservicesconsumerstudy-aimstohelpprovidetheseinsights.Frustration is realThe ever-growing number of financial relationships is causing frustration among customers.ShallowsatisfactionNPSsarepositive,buts
33、entimentdropswhencustomersareprobedmoredeeply.FragmentationintensifiesTheshareofwalletofnon-bankingfinancialserviceprovidersisincreasing;DigitalchannelsareimpersonalMostconsumersusedigitalforshort,functionalpurposesonly.1.onglivethebranchBranchesareStillseenasasymbolofstabilityandareusedforhigh-valu
34、eandcomplexactivities.Customersatisfaction:positivebutshallowMorethanfourintenconsumersgivetheirmainbankascoreofatleastnineoutoftenwhenaskedabouttheirlikelihoodofrecommendingittoafriendorcolleague.ThistranslatestoanNPSof+24.Althoughpositive,Whenprobedaboutspecificaspectsoftheirbanksservicesandofferi
35、ngs,consumersentimentdropsSignificantIyTorexample,just34%scoretheirbanksmobileappatleastnineoutoftenandonly30%givetheirbankscustomerservicethesamescore.Similarly,only23%ratetheirbankhighlyforitsrangeofproductsandservicesandforthecompetencyofitstailoredfinancialadvice.Consumersagedover65gavetheirbank
36、anNPSscoreof+18,significantlyIowerthanthe+29scoreofthoseaged25-34.+18NPS score+29NPSscoreConsumersaged65Consumersaged25-34Fragmentationintensifies1.owlevelsofsatisfactioncontributedtoconsumerssubscribingtofinancialservicesproductsfromnewproviders.Consumershaveanaverageof6.3financialproducts(seeFigur
37、e1overleaf),butonlyhalfofthesearefromtheirmainbank(thebankthroughwhichmostdailytransactionsaremade).82%ofconsumersaged18-24acquiredafinancialservicesproductfromanewproviderinthepast12months,comparedwith34%ofthoseagedover65.34%Consumersaged65Figure1.Totalnumberoffinancialservicesproductspercustomer.A
38、nalysisbasedonresponsestoquestionsWhichofthefollowingfinancialservicesandproductsdoyoucurrentlyhave?andWhomdidyouacquirethesefrom?Europe5.91.atinAmericaWithmainbank5.7WithotherprovidersNote:Financialservicesproductsandservicesincludecurrentaccounts,savingsacuntstermdeposits,creditcards,personalloans
39、,mortgages,home/propertyinsurance,lifeinsurance,autoinsurance,investments,retirementproductsandcrypto.Otherprovidersincludeotherbanks,otherfinancialservicesproviderssuchasnon-banklendersorinsurers,andnon-financialservicesproviders.SourceiAccentureResearchanalysisonAccentureGlobalBankingConsumerStudy
40、GlobalBankingConsumerStudyThistrendisaccelerating:sixinten(59%)consumersacquiredafinancialservicesproductfromanewproviderinthepast12months.Youngerconsumersstartedrelationshipswithnewprovidersmorethantwiceasfrequentlyasthoseagedover65,butalargeminorityofoldercustomersalsodidso.Creditcards,currentacco
41、untsandsavingsaccountswerepredominantlyresponsibleforluringconsumerstonewproviders.Theemergenceofdigital-onlybanks?alsocontributedtofragmentation.Morethanhalf(52%)ofconsumershaveaproductorservicewithadigital-onlybank,withuptakebeingmuchhigherinAsiaandLatinAmericathaninEurope.Thesurveyalsofoundthat22
42、%ofconsumerswithadigital-onlybank(equatingto11%ofallconsumersSurveyedJreceivetheirsalaryorbenefitsintotheirdigital-onlybank.Mostusetheirdigital-onlybankforspecificpurposes,suchaspaymentsorforeigncurrencyexchangetFragmentationleadstofrustrationnumberoffinancialservicesproviders:32%oftenlosetrackofthe
43、irfinancialproductsandservices.Youngerconsumersaretwiceaslikelyasoldergenerationstofeelthisway.managetheirfinancialrelationships.Morethanhalf(55%)woulduseanapporservicethatoffersasingleaggregatedviewofalltheirfinancialproductsandservicesacrossdifferentserviceproviders.Furthermore,AccenturesPaymentsS
44、urveyfoundthat60%ofconsumerswantasingleappwhichtrackspaymentsfromallpaymentproviders8.46%ofconsumersaged18-24oftenlosetrackoftheirfinancialproductsandservices,comparedwith18%ofthoseagedover65.Consumersaged18-24Consumers65DigitalchannelsareimpersonalOursurveyshowsthatmostconsumersusetheirbanksdigital
45、channelsforquickfunctionaltasksonly.Forexample,nearly63%saidthemajorityoftheirmobilebankingloginsaresimplytochecktheiraccountbalance.ThedataalsoIllustrateshowdigitalizationhasreducedpersonalinteractionbetweenbankandcustomer:44%ofconsumersaged18-44haddifficultygettinghumansupportwhentheyneededit.Thes
46、efindingssuggestthatdigitalchannelsarefunctionallycorrectbutemotionallydevoid.Theydonothelpforgeapersonalconnectionbetweenbankandcustomerthatgoesbeyondatransactionalrelationship-only25%saidtheirbankperformsextremelywellwhenitcomestobeingawareofimportantchangestotheirfinancialandpersonalsituations.Th
47、ismakesitdifficultforbankstogivemeaningfuladviceandtosellcomplexbankingproducts.Asaresult,theyneedtofindwaystoreignitethesepersonalconversationswithcustomerstosuccessfullybuildrelationships,increaseloyaltyandgrowtrust.Eventually,thiswillmakeiteasiertoup-sellandcross-sell.Nearly63%saidthemajorityofth
48、eirmobilebankingloginsaresimplytochecktheiraccountbalance.1.onglivethebranchBetween2011and2021,USbanksshuttered17%oftheirdomesticbranches9,whilethoseinEuropeclosed35%0.Theshifttowarddigitalbankinghasacceleratedinrecentyearsinresponsetopandemic-inducedchangesinconsumerpreferences,whichhelpeddrivetheaforementioned24%increaseinbanks,investmentinITbetween2019and20211.Asaresult,ourresearchsuggeststhatno
