As technology drives changes in consumer behaviors and expectations, banks must become the indispensable “Everyday Bank”—positioned to fulfill their customers’ financial and non-financial needs.
In this report, Accenture explains how an Everyday Bank can offer a complete customer solution, creating digital connections and driving continuous daily interaction with customers. By becoming the vital center of a digital village of its own design, the Everyday Bank is able to acquire and retain new customers more easily, and count on deeper customer relationships and increased profits.
Learn more at www.accenture.com/everydaybank
As technology drives dramatic changes in consumer behaviors and expectations, it uproots traditional transactions for all players—including banks.
Today, customers expect data instantly, as quickly as they can pull a mobile phone from their pocket and tap in a query. In five short years, at least three of every four customer interactions will be online or mobile. That’s technology on the go.
Banks have a place in our online, ever-available, user-friendly and intuitive world. Yet they must find and claim their space quickly. Already, innovators like Google Wallet, Square in the United States or iZettle in Europe, and Alipay are moving into banking territory—presenting a new, competitive challenge in the industry. By 2020, more than 30 percent of banking revenues could be at risk thanks to new competitors and new trends.
To win in this environment, banks must become the indispensable Everyday Bank—positioned to fulfill all their customers’ daily financial and non-financial life needs.
An Everyday Bank offers a complete customer solution, driving continuous daily interaction. Using digital levers, this bank evolves the entire business model, opening access to new business sources, new customers and new profit pools.
This bank convenes a digital ecosystem, assembling existing provider partners and other key players, creating digital connections and establishing equitable value sharing. The bank reinvents itself as a value aggregator, advice provider and access facilitator.
In short, the Everyday Bank places itself at the vital center of a digital village of its own design, one driven by the bank’s digital engine.
Becoming the Indispensable Everyday Bank
In this video, Accenture’s Juan Pedro Moreno shares how the digital revolution could be an opportunity for banks to reinvent themselves as the Everyday Bank—increasing their operating income up to 30 percent, their customer base up to 10 percent and their interactions up to 250 percent, while delivering a customized and personalized customer experience.
The Everyday ‘Digital’ Bank—Infographic
Banks now have a once in-a-lifetime opportunity to reinvent themselves as The Everyday Bank. Accenture can help banks navigate this complex journey with a unique set of solutions—skills, assets and capabilities—honed through our own transformation to Digital.
|View the Everyday 'Digital' Bank Infographic [PDF, 791KB]|
Following the path of the Everyday Bank will bring banking success in today’s increasingly digital, competitive world. Accenture can help banks navigate the complex journey toward differentiation as an Everyday Bank, thanks to our strong set of skills, assets and capabilities honed through our own transformation to digital.
At Accenture, we are continuously developing our own ecosystem of digital accelerators, strategies and capabilities to help banks reduce complexity and speed time to market. Find out for yourself.
Leverage our expertise in systems integration, mobility, analytics, interactive, delivery centers and “Expertise as a Service.” Let Accenture equip you with the tools you’ll need to build your own digital village.
In this Harvard Business Review article, Accenture’s Wayne Busch and Juan Pedro Moreno discuss the competition facing banks from non-bank new entrants, and the idea that banks must learn to play a greater role, to move further into the commercial lives of their customers.
Companies are venturing into other industries for growth, and non-banks are taking advantage with digital innovations and capturing more and more of the banking value chain.
Banks cannot address these challenges by “being more digital”—closing branches and rolling out better mobile and online banking services. If they want to defend their turf against the Googles and PayPals of the world, they must learn to play a greater role not just at the moment of transaction but before and afterwards as well. Accenture refers to this as being an “everyday bank.”
In the digital world, banks possess inherent competitive advantages. They have large customer bases, and vast amounts of customer and transaction data—along with capabilities to enable payments, security and financing.
By combining their vast transaction data with new digital tools to help customers make decisions on what to buy, and where and when to buy it, banks have the potential to embrace a new role—helping customers save and better manage money in their everyday lives.
|Download the Harvard Business Review article. [PDF, 161KB]|
In this Financial Times article, Accenture’s Juan Pedro Moreno discusses the opportunities and threats of the digital revolution for the banking industry and the aim to become an "Everyday Bank".
Moreno suggests that the digital revolution offers an opportunity for banks to capitalize on the vast amounts of information they have about consumer transactions and spending habits, and to combine this data with personalized information from sources such as social media to provide a truly valuable service to their clients.
In addition to enabling customers to pay for something, banks can position themselves as the Everyday Bank—helping customer reach decisions about what to buy, when and where, and even helping them negotiate the best deals.
The real challenge for banks is not making existing banking products and services digital, it’s understanding how to reinvent themselves within the digital age to form much closer relationships with their customers. According to Moreno, banks do have a significant advantage over the new competition, but to make the most of that advantage, they will need to adjust and change. If they fail to do that, the future will belong to others.
|Download the Financial Times article. [PDF, 57KB]|