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The Future of Branch BankingIs the Universal Banker Here to Stay?
June 23, 2016
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…..Strategic Consulting
…..Real Estate
…..Integrated Design
…..Construction Management
…..Branding
The Five Levels…
Exclusively for Financial Institutions
LEVEL5
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Who’s in the Room?
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Today’s Topics
Change
Multi-Channel vs. Omni-Channel
Websites and Mobile Banking
Self-Service Channels
Change in Branches – Universal Bankers
Recap
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“The times they are a-changing’”– Bob Dylan, 1964
Change
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• Millennials and younger are an “echo boom” that must be considered in planning for the long-term future
• Gen X is squarely in the credit-driven phase of life• The Baby Boomers are a significant segment and approaching
big lifestyle changes
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Consumers are Changing
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LEVEL5
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1. How do we serve the customers who have brought us this far?
2. How do we serve the up-and-coming generations?
3. How do we survive the financial “balancing act” of serving groups with diverse preferences and expectations?
Some Big Questions
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Consumer Channel Preferences
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Omni Channel Distribution
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VIRTUAL CHANNELS
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A Brief History of the Internet
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A Brief History of Internet Banking
Early ‘90s – What’s the Internet? Surviving the S&L crisis
Mid ’90s – The Internet is becoming a thing to consider Do we need a website? It’s an electronic brochure, right? Surely it’s not transactional! Where’s the safety?
Late ‘90s – Internet banking is here It’s a differentiator Internet-only banks
Early 2000s – Internet banking is everywhere It’s ubiquitous – table stakes to compete It must be transactional to be relevant
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Transaction Cost by Channel
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Problem Resolution
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Getting the Website Right
Bigger backgrounds and visual “drama” without clutter and confusion.
Responsive websites adjust to the size of the device.
Transactional? Yes! Goal is online account opening and seamless
transition between platforms.
Cutting edge: Personal budgeting tools integrated with account data, including pending transactions; balances before login.
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Things to Avoid
Messy Layouts – Information overload; Consider a “5 second test” to qualify content.
Missing Analytics – Determine what you want to know about customer behavior and track it.
Mobile Mismatch – More mobile users are visiting your site. It must “scale” to small screens (mobile first design).
Lack of Engagement – Use live chat and social media to create two-way customer interactions.
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Responsive Websites
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Going Mobile
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New Mobile Banking Services
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Mobile Apps
Seek engagement – User involvement translates to loyalty
Increasing engagement = increasing expectations
Seek simplicity – Do more with fewer taps
Improve functionality – User insight provides the clues Account opening View balances before login Block card use P-to-P and P-to-B payments Multiple users on one device
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AUTOMATED CHANNELS
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Self-Service – ATMs
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Self-Service – ITMs
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Interactive Teller Machines
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• Broader range of functions than an ATM• ITMs can be a strategic component of a growth strategy
– Extended hours– New markets with small format branches– “Leave behind” if closing a branch– Infill markets
• Economies of scale require numerous units– 10 – 20 units needed to reach “real” benefit
• Operators hired for interpersonal skills, not cash counting• Not a universal banker – many things can’t be done by ITMs• Don’t install next to a “live” teller
Interactive Teller Machines
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PHYSICAL CHANNELS
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Channel Preferences
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Population per Branch
• Competitive intensity is magnified with fewer people per branch. • Banks much take each customer relationship deeper to achieve
branch profitability. • A more sales-centric environment is needed to support this
requirement.
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Sour
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Teller Transaction Volumes
• In-branch transactions decline due to increases in remote, online, and mobile transactions.
• Combined with fewer people per branch, this emphasizes the need to leverage each customer relationship to the fullest.
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Branches Remain Relevant
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About the Branch, not the Building
• It’s Not a Trend – Decisions about how to reach and serve your audience must take a long-term view supported by a business case.
• It’s About Engagement – In-branch interactions involve “big ticket” items – sales and problem resolution. Be prepared to engage the customers quickly and professionally.
• Focus on Culture –Facilities should facilitate the conduct of the businesses they house. Design from the inside out.
• Develop the Business Case – Develop of a robust business case to support the investment.
• It’s Your Model, not Theirs – Community banks are adding branches, driven by market opportunities and guided by the principles described above.
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Branches remain a relevant service delivery venueMost new relationships are still “walk-ins”
The purpose of the branch will changeLess about transactionsMore about service and education
Personal service will always be appreciatedDefining personal service changes among generations
Context for the Future - Branches
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Milburn Drysdale and Jane Hathaway – the epitome of personal service
Fewer customers per branch and fewer branch visits will amplify the importance of deep relationships
Service is defined by the recipient, not the provider
Service is at a Premium
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About the Building, Driven by Market
• Size is Shrinking – Size (and cost) declines with transaction volumes.
• Technology is Increasing – Technology changes at a rapid pace. • “Technology bars” becoming passé. • Cash dispensers and recyclers serve several purposes. • Digital signage will remain and grow in prominence.• Two-way video connects with subject matter experts.• ITMs or VTMs real value depends on scale.
• Universal Bankers – Engage customers by handling almost any issue.
• Community Connection – Branches are designed with their communities and audience in mind. Community imagery reinforces the connection.
• Flexible Space – The ability to change as needs change, creates better security, and makes a better impression on customers and employees.
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Importance of Convenience
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Residence Employment
Retail
Location
60% of consumers prefer the convenience of banking close to home
40% of consumers handle financial needs at work
Shopping is a routine destination which provides convenient services for consumers
Convenience
Service
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Projects
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4,900 Square Foot Prototype
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Projects
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2,800 Square Foot Modification
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Projects
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2,500 Square Foot Modification
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Projects
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1,775 Square Foot Modification
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Projects
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Branch of the Future
Cornerstone Branch – Large format facility, universal bankers, subject matter experts, other amenities
Community Branch – Sales-focused, universal bankers, technology, automation and ability to schedule subject-matter experts
Micro Branch – Transaction focused, few employees, heavy technology, automation and branding
Self-Service Branch – Fully automated, heavily branded and no employees
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Projects
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Cornerstone Branch
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Projects
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Cornerstone Branch
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Projects
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Cornerstone Branch
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Projects
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Cornerstone Branch
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Projects
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Community Branch
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Projects
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Community Branch
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Projects
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Community Branch
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Community Branch
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Community Branch
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Community Branch
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Micro Branch
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Micro Branch
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Each market has a goal.
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Market Potential Index
The Trade Area shows a robust appetitefor all financial products and services.
Products in high demand reveal a diversemarket and affluent.
Bank will need to provide its fullcomplement of products and services tomeet market expectations within thecommunity.
The MPI (market potential index) measures the relativelikelihood of the adults in the specified Market Area toexhibit certain consumer behaviors or purchasingpatterns compared to the U.S. average (index of 100).
Products in high demand
Products that exceed the national average
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ESRI (Economic & Social Research Institute) Community Tapestry lifestyle data segments U.S. residential areas into 65 consumer segments based on demographic variables suchas age, income, home value, occupation, household type, education, and other consumer behavior characteristics. This data provides a detailed description of America’sneighborhoods.
Around 40 percent of the residents within this Market Area fall into the defined tapestry lifestyle segments listed. Theseparticular segments usually show strong attributes towards using financial products and services.
Tapestry Profile
Represents 15.5%of the market
Represents 13.4%of the market
Represents 12.1%of the market
Median Age
Median Income
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Market Fundamentals
MarketRating
GreenSolid market fundamentals
Existing Available "Net New"
Total Potential
Deposits 820,029$ 52,706,690$ 53,526,719$ Loans 1,127,904$ 85,397,882$ 86,525,786$
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• Know the market• Quantify opportunity• Count costs• Evaluate outcomes
Don’t Forget the Business Case
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Technology in Today’s Branch
Cash Automation - Dispensers/Recyclers Digital signage Deposit-taking ATMs Interactive Teller Assisted Self-Service Video conferencing Tablets
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Universal Banker
Reduced transactions require rethinking in-branch roles By consolidating functions, flexibility, productivity and
efficiency can be improved Universal bankers handle 95% of customer requests
Greet customers Transactions (teller pod) Simple services (teller pod or work station) New accounts (work station or office) Loan applications
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TellerTeacher
Greeter
Lender
New Accounts
ListenerCoach
Adviser
Universal Banker
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Dialog DeliveryDialog Delivery
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MonitorKeyboard
Coin Dispenser
Cash Dispenser
Drawers (Slotted for work)
Form Pockets (not shown)
Trash Receptacle
Privacy Screen
Electronic Signature Pad
Dialog Teller Station
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What have we learned?
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Omni-channel delivery addresses consumer demands
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Service and convenience are defined by the customer
Channel proliferation, not migration, describes consumer response to technology
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Branches provide:• Sales• Service• Identity• Convenience• Density
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• Delivery systems balance efficiency and service on the customer’s terms
• Universal bankers establish and deepen customer relationships
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The right mix of delivery channels is unique to each institution
How are your branches performing? What opportunities do you have?
Existing markets New markets
What do your customers want? Expect?
“A goal without a plan is a wish.”Plan your course and take action!
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…..Strategic Consulting
…..Real Estate
…..Integrated Design
…..Construction Management
…..Branding
The Five Levels…
Exclusively for Financial Institutions
LEVEL5
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