Category Archives: Banking

Banks Marketing Mobile Services to Commercial Banking Clients

Bank of America recently announced that it now has more than 10 million active mobile banking users.  Other leading banks, such as Chase and Wells Fargo, are also reporting very strong growth in mobile banking usage.  We expect the strong growth in mobile banking usage to continue, given the increased penetration of smartphones and tablets, the growing sophistication and power of these devices, as well as people’s increased comfort with using mobile channels for everyday financial management needs.

Much of the focus in mobile banking to date has been on the consumer market, but some of the leading U.S. banks are now directing their attention to the commercial banking market.  In recent weeks:

  • Financial technology vendor Jack Henry launched a commercial banking app for the Apple iPad.
  • Citibank incorporated elements of its TradeAdvisor online banking tool (which enables companies to conduct cross-border trade transactions) into its CitiDirect BE Mobile banking suite.
  • Wells Fargo integrated its TradeXchange service into the bank’s CEO Mobile app.
  • Bank of America Merrill Lynch developed an iPad app for its Paymode-X online payment and invoicing system.
  • JPMorgan Treasury Services introduced remote check deposit.

The examples above show that, not surprisingly, the largest banks have led the charge into new mobile commercial banking apps.  Small regional and community banks now need to follow suit, in order to meet commercial clients’ needs and remain competitive.

The objectives behind the development and marketing of mobile banking functionality in the commercial space are very similar to that in the consumer banking environment:

  • Lowering customer service costs
  • Enhancing the customer experience
  • Differentiating services from competitors, or reducing a competitive disadvantage
  • Reducing churn through the provision of “sticky” services
  • Providing additional customer touchpoints for cross-sell and upsell

Differentiation through commercial mobile banking (and in other service areas) can be fleeting, as other banks will aim to imitate certain value-added service and close the competitive gap. To maintain a competitive advance in the provision of mobile banking services, banks need to:

  • Continually research customer desire for and usage of new mobile apps
  • Effectively market these apps to new and existing customers
  • Communicate the value of these apps to bank personnel who deal directly with commercial clients
  • Integrate the emerging mobile banking channel with other customer sales and service channels to provide a seamless and consistent user experience.

Banks Adapting Branch Networks to New Realities

For decades, bank branches have been focused on everyday banking transactions. However, with electronic self-service channels now handling a dominant share of these transactions, branches have come under intense scrutiny, with many industry commentators predicting the decline and even extinction of the branch channel.  This view has been strengthened by the fact that banks are focusing significant attention on cutting costs in an era where revenue growth remains elusive.  And branches represent a significant cost for banks.

Banks are belately beginning to react to this new environment by developing new branch strategies that recognize its changing role.  Banks are now putting less emphasis on the branch as a channel for day-to-day financial transactions.  Instead, branch investments are being directed to capture the potential of the branch as a key channel for sales, customer relationship development (through the provision of complex and/or sensitive financial advice), and branding (even customers who bank online tend to want the physical reassurance of the branch).  In addition, banks are increasingly aware of the research value of branches, both in terms of directly surveying branch visitors as well as testing new product or service innovations in selected branches before full roll-outs.

Some examples of new bank branch strategies:

  • In a presentation this week at the Morgan Stanley Financials Conference, PNC outlined a vision of its branch network that involves a more dynamic definition of branches, which includes multiple physical formats, as well as greater integration with both remote sales people and electronic channels.
  • Huntington recently reported branch plans driven by both the desire for cost savings (closing traditional branches and opening in-store branches) as well as to leverage the latest technology (such as branch image capture and processing) to drive efficiency.
  • U.S. Bank has three branch models, which enables the bank to tailor branch investments to market composition and opportunity.
  • Wells Fargo continues to have a strong commitment to the branch channel, as it claims that the vast majority of financial products are bought in a branch. It follows a specific model for branch productivity that is based on both in network density and retail execution, and which is seen in the following chart from its recent Investor Day:
  • At its 2012 Investor Day, Chase discussed a number of branch innovations designed to reduce costs and improve the customer experience. These include self-service tellers, paperless tellers, instant-issue cards and access to remote sales specialists through video. It is testing other innovations like next-generation ATMs, paperless sales, and mobile demonstration zones. Chase is also continuing to deploy additional sales personnel in branches; at the end of 1Q12, Chase had more than 6,000 sales specialists (y/y increase of 21%).

As electronic channels continue to change how consumers and businesses interact with their banks, many banks are reassessing the level and type of investments in their branch networks.  Though most are still committed to the branch model—noting its importance in sales and understanding that many customers still want to have the reassurance of a physical presence—the role of the branch is evolving and this has important implications for issues like branch sizing, design, staffing, technology deployment, and merchandising, as well as integration with other channels.

Stellar Commercial Lending Growth for U.S. Banks

An analysis of leading U.S. banks’ first quarter 2012 financial results reveals strong growth across the board in average commercial loan balances. This growth is largely due to the economic recovery following the Great Recession. Of the 14 banks studied, 11 recorded double-digit year-on-year increases in their portfolios.

This growth momentum has been maintained in recent quarters, with all banks reporting growth in average commercial loans between 4Q11 and 1Q12, and five having quarterly growth rates of more than 5%. As with the y/y growth, quarterly growth rates were strongest for PNC (+11%, boosted by the acquisition of RBC Bank) and Key (+7%).

Bank are further boosted by the fact that most reported commercial loan charge-off rates declines over the past year. However, increased competition for commercial loans has led to most banks reporting declines in loan yields over the past year.  PNC’s yield on its commercial, financial industrial loans fell 53 basis points (bps) between 1Q11 and 1Q12.  Other banks with substantial declines in commercial loan yields during this period include SunTrust (-47 bps), U.S. Bank (-42 bps), KeyBank (-55 bps) and BB&T (-31 bps).

Banks expect that commercial loans will continue to grow over the next few quarter (barring an unexpected economic crisis) and are pursuing a number of approaches to grow their commercial franchises.

  • Targeting high-potential segments: A number of banks are focusing on particular industry segments. PNC’s overall commercial growth was driven by strong performance in lending to health care and financial services firms. Comerica’s energy portfolio grew by 62%, and its tech and life sciences portfolio increased by 38%. Banks are also targeting different business-size segments, such as middle markets (Chase grew its middle market loan portfolio 19% y/y).
  • Building commercial deposits and cross-selling commercial clients:  Capital One grew commercial deposits 15% y/y. And when banks bring in these new commercial deposit relationships, they then need to develop effective cross-sell programs. Huntington reported a 33% annualized increase in commercial deposits in 1Q12. It also claimed that 33% of commercial clients had 4+ products in 1Q12, up from 25% in 1Q11.
  • Encouraging commercial clients to increase line utilization. Line utilization declined significantly following the financial crisis, as businesses retrenched. Many banks reported that utilization rates remained relatively low in the most recent quarter, but some banks are seeing some improvement. Regions reported a 45 basis point increase in utilization.