WINNING IN THE DIGITAL ECONOMY
Learn how banks can change their business models in revolutionary ways to maintain future growth value and win in the digital economy.
DOWNLOAD THE REPORT [PDF]TAKE A WALK ON THE DIGITAL SIDE IN THIS INTERACTIVE VIDEO
Four banking archetypes with four unique stories to tell. See which feels right for your business.
Play the video and select each path:
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Digital Relationship Manager
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Digital Category Killer
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Open Platform Provider
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Utility Provider
TIME TO GO SHOPPING FOR
A NEW BUSINESS MODEL
FOUR BANKING ARCHETYPES THAT
CAN SUCCEED IN A DIGITAL WORLD
DIGITAL
RELATIONSHIP
MANAGER
RELATIONSHIP
MANAGER
It may look like a classic, but look again. This is the first choice for most retail and commercial banks.
UPSIDE
Customer relationships deepen in a seamless flow of information and transactions across integrated physical and digital channels.
Customer relationships deepen in a seamless flow of information and transactions across integrated physical and digital channels.
DOWNSIDE
There is only so much space. For most banks this model is aspirational and cost-prohibitive.
There is only so much space. For most banks this model is aspirational and cost-prohibitive.
DIGITAL
CATEGORY
KILLER
CATEGORY
KILLER
Customers know just who to call when these highly specialized tech products and services are needed.
UPSIDE
The swagger of best-in-class brand value means competitors are quickly eliminated.
The swagger of best-in-class brand value means competitors are quickly eliminated.
DOWNSIDE
Success rides on competitors’ inability to perform this service as well, and the focused path may offer few opportunities to expand.
Success rides on competitors’ inability to perform this service as well, and the focused path may offer few opportunities to expand.
OPEN
PLATFORM
PLAYER
PLATFORM
PLAYER
Banking industry partners look to this trend setter to interact with customers and share value.
UPSIDE
Offering an array of capabilities, like open APIs and brokerage services, this business model builds trust and attracts new market entrants.
Offering an array of capabilities, like open APIs and brokerage services, this business model builds trust and attracts new market entrants.
DOWNSIDE
It can be challenging to remain distinctive and avoid being absorbed by the broader network of social and transaction platforms.
It can be challenging to remain distinctive and avoid being absorbed by the broader network of social and transaction platforms.
UTILITY
PROVIDER
PROVIDER
This behind-the-scenes bank may provide end-to-end solutions, or simply be the regulated entity to help others book deposits and loans.
UPSIDE
As fee-based businesses suffer deflation due to tech innovation, being in the pure balance sheet business could be very attractive.
As fee-based businesses suffer deflation due to tech innovation, being in the pure balance sheet business could be very attractive.
DOWNSIDE
Being the functional plumber of the banking industry may seem unglamorous, and giving-up on customers may seem daunting.
Being the functional plumber of the banking industry may seem unglamorous, and giving-up on customers may seem daunting.
CONNECT WITH US
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Alan McIntyre
Senior Managing Director, Global Banking, Accenture
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Piercarlo Gera
Senior Managing Director, Global Financial Services Distribution and Marketing, Accenture
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Mauro Macchi
Senior Managing Director, Global Banking Strategy, Accenture
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