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CUNA Mutual Group Proprietary Reproduction, Adaptation or Distribution Prohibited © CUNA Mutual Group
The Battle for the American Consumer Select Credit Union Council
Presented by:
Steve Heusuk
Sr. Manager, Competitive & Market Intelligence
September 26, 2014
2
Agenda
• Who are the players battling to provide financial products and services to American consumers?
• Why is customer centricity the common battle cry? • How can we achieve cooperative member centricity?
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I. The Battleground
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Financial Institutions
Retailers
Platform Players
New Entrants
Alternative Payments
Telecoms
Card Companies
Non-Bank Competitors
The Battleground
Savings Lending
Investments Insurance
Financial Services
Payments
Source: CUNA Mutual analysis
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Key Competitors - 2014
New Entrants Telecoms
Retailers
Alternative Payments Source: CUNA Mutual analysis
Platform Players
Financial Institutions
Card Companies
Non-Bank Competitors
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Case Study: Financial Institutions
• Banking • Get account balances • View account history • Transfer funds • Pay bills • Remote deposit
• Insurance • View policy details • Review coverages and
discounts • Get an auto ID card • Pay your premium • View past statements
• Investing • View real-time stock quotes • View market activity • Place a trade
• Advice and planning • Articles • Videos
Source: American Banker and USAA
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Case Study: Platform Players
Site: https://www.apple.com/iphone-6/apple-pay/
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Case Study: Platform Players
Source: Google Ventures
Examples of financial services investments:
Building an open Bitcoin exchange
Online provider of loans to small businesses
Provides equity-based crowdfunding for
private consumer companies
Online alternative to payday loans
Mobile payments app with 1M users
Mobile payments solution for both merchants
& consumers
Online P2P lender with >$4B in originations
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Case Study: New Entrants
Source: Lending Club
0100M200M300M400M500M600M700M800M900M
1000M
Q22011
Q32011
Q42011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
Q12014
Q22014
Lending Club facilitated $1.0 billion in new loans in Q2 2014
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Proliferation of Peer-to-Peer and Online Lenders
Source: http://www.orchardplatform.com/blog/
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Case Study: Telecoms
• Marketed as a checking account substitute – Issuer is Bancorp Bank – Servicer is Blackhawk Network
• Combines a smartphone app (iOS or Android) with a branded prepaid Visa card
• No maintenance fees, minimum balances or activation fees
• Also, no fees for: – Bill payments – Remote check deposits – Withdrawals at one of T-Mobile’s 42,000 in-network
ATMs – Reloads at T-Mobile stores (non-T-Mobile customers
would pay additional fees) – Funds transfers to other T-Mobile Mobile Money users
Source T-Mobile
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One View of the Future of Retail Financial Services
“We are moving away from a banking relationship defined by
the goal of being a customer's primary financial institution to
one where we focus on becoming their primary financial
application.”
- Brad Leimer, Head of Digital Banking, Mechanics Bank
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Case Study: Financial Institutions
Crédit Agricole’s New App Store
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II. Customer Centricity
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Customer Centricity Bandwagon
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Customer Centricity Defined
“A way of banking based on trust and fairness
that uses knowledge of customers to meet
their needs and achieve sustainable, valuable,
long-term relationships.”
- Boston Consulting Group
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Why The Need For Customer Centricity?
Increased competitive pressure
Shifting product needs & channel preferences
Need for financial advice, tools and guidance
Declining loyalty / wallet share challenges
Source: CUNA Mutual analysis
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Consumers Want Financial Advice, Tools and Guidance
71% do not think their relationship with their bank is
advice or relationship driven, rather it is focused
on simple transactions
51% want their bank to proactively
recommend products / services which they
may find useful, taking into
consideration the accounts they already have
48% are interested in real-time, forward-looking analysis of
their spending
Per Accenture’s 2014 Digital Banking Survey of North American Consumers:
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Declining Loyalty For Banks
0%
10%
20%
30%
40%
50%
60%
Yes No, but I amplanning to
change
No
Have you ever changed your main banking provider?
2011 2012
0%
10%
20%
30%
40%
50%
60%
One Two Three Four orMore
How many banks do you bank with?
2011 2012
Source: “The Customer Takes Control - Global Consumer Banking Survey 2012”, Ernst & Young, 2012. http://www.ey.com/Publication/vwLUAssets/Global_Consumer_Banking_Survey_2012_The_customer_takes_control/$FILE/Global_Consumer_Banking_Survey_2012.pdf
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For CUs, Loyalty Does Not Translate Into Wallet Share
$-
$3,000
$6,000
$9,000
$12,000
$15,000
Highly Loyal Members Less Loyal Members
CU Members’ Average $ in Outstanding Loans With CUs vs. Banks
Loans Outstanding with Credit UnionsLoans Outstanding with Banks
Source: “Loyalty Drives Profitability”, Credit Union Magazine, Aug. 2013
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Total Loans Outstanding / Member by Asset Band
Source: NCUA 5300 Call Report data and CUNA Mutual analysis
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Banks Responding With Customer Centric Positioning
Customer-centric, not product-centric
We start with what the customer needs—not with what we want to sell them. We also want to
offer our products to customers in ways that are most convenient to them.
Bank like you live
We’ve never thought of ourselves simply as a bank.
We’re really more like knowledgeable neighbors, the kind you invite over for a cup of coffee, seek advice from and chat with over the fence. And
we’re here to help you bank like you live.
When was the last time your bank made you feel valued?
At Webster, we’re more than your bank. We’re your partner. We work with you to understand
your needs, listen to your concerns, and help meet your
goals.
Source: Company websites
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Peppers & Rogers’ Journey to Customer Centricity
Insight • Customer Data
Strategy
• Customer Segmentation
• Customer Behavior Prediction
• Customer Lifetime Value Analysis
• Retention Analysis and Prevention Strategies
• Campaign Analytics
• Segment Investment Planning
Strategy
• Corporate Strategy and Business Unit Strategy
• Customer Centricity Roadmap
• Portfolio Management Strategy
• Contact Center Strategy
• Business Planning and Feasibility Studies (Business Case Development)
Business Design
• Customer Experience Management
• Sales / Service Model
• Channel Management
• Distribution Network Management
• Sales Force Management
• Campaign Management and Marketing Programs
• Loyalty Programs
Capabilities Development
• Organizational Structuring
• Customer-centric Processes
• Business Requirements Gathering
• Performance Management
• Customer Centricity Metrics
• Cultural Change Management
• Business Change Management
Deployment
• Program Management Office
• Deployment Management
• Organizational Transformation and Alignment
• Training and Empowerment
Custom
er Focus Pro
duct
Foc
us
Source: “Retail Banking: A Transformational Model for Growth Using a Customer-Centric Approach”, Peppers & Rogers Group. 2011. http://www.peppersandrogersgroup.com/DocumentDownload.aspx?Doc_ID=33296
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III. Seven Steps to Cooperative Member Centricity
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Seven Steps To Cooperative Member Centricity
1. Implement a data strategy
2. Understand members’ differentiated needs & behaviors
3. Anticipate and meet member needs
4. Adhere to a sustainable financial model
5. Deliver service excellence
6. Enliven member democratic control
7. Don’t forget about product & price
Source: CUNA Mutual analysis
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Step 1: Implement A Data Strategy
1. What data elements should be collected?
2. How long should it be retained?
3. Where and how should the data be stored?
4. How will the data be analyzed and used?
5. What policies / guidelines are needed to govern data use?
Source: CUNA Mutual analysis
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Big Data: Volume, Variety and Velocity
Source: “The Digital Universe in 2020: Big Data, Bigger Digital Shadows, and Biggest Growth in the Far East”, IDC, 12/2012
Velocity: Flow of data continues to accelerate
Variety: More sources /
types of data than ever
Volume: Amount of data
growing exponentially
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Examples Of Applied Data
Source: “Customer Analytics Is Key To Growth In Banking”, Bank Marketing Strategy blog, June 6, 2013; IBM; Celent
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Step 2: Understand Members’ Differentiated Needs & Behaviors
Segments can be defined by:
• Attitudes
• Behaviors
• Demographics
“Segmentation is the firm’s response to a fundamental
market feature – heterogeneity.” - Jerry (Yoram) Wind, Wharton School of Business
Segmentation process: 1. Define segments 2. Determine which segments
resonate with your value proposition
3. Target those segments
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Example Of Attitudinal Segmentation
Segment X Segment Y Average Household Income
$105K $101K
Age (% 45+ years old)
56% 46%
Attitude About Finances I am in control of my finances (% agreeing)
98% 62%
Generally, I live from paycheck to paycheck (% agreeing)
14% 67%
% Having a Checking Account Through a: Bank 83% 72%
Credit Union 27% 33% % Obtaining Their Auto Loan Through a: Bank 19% 26% Credit Union 13% 14%
Average Savings / Investable Assets $236K $98K
Source: Ipsos; CUNA Mutual analysis Note: Above results are for illustrative purposes only. Findings are dated (2009). Significant difference are bolded.
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Successful Segmentation
A successful segmentation should answer these questions:
• What is our share of wallet across segments today?
• Which consumer segments are most profitable?
• How should we prioritize the various growth opportunities within and across segments?
• What messages, product offerings and service levels will command the attention of our target?
Source: “Consumer Segmentation”, The Boston Consulting Group, 7/22/2008
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Step 3: Anticipate And Meet Member Needs
Source: “Wells Fargo Beta Tests Cash-Flow Projection Tool for Consumers”, American Banker, 2/20/2012
• Predicts how customers’ financial situation will look 30 days out
• Leverages available customer data, e.g., scheduled bill payments and direct deposits
• Can augment with customer’s own data
Wells Fargo’s Cash Flow Monitor
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Predictive Modeling: Wells Fargo’s Predictive ATMs
• 500 deployed across the country in February with all 12,000 Wells Fargo ATMs to be converted by the end of May
• Touchscreen ATMs with 5 customizable buttons based on the customer’s ATM usage and preferences
Source: “Wells Fargo ATMs Can Predict What People Want”, thefinancialbrand.com, 2/20/2012
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Step 4: Adhere To A Sustainable Financial Model
Objective: Ensure your financial model supports sustainable growth for the long term Key: • Your cost structure and revenue model must support your
value proposition • Emphasize lifetime value of the member
– Treacy & Wiersema: Companies that excel at Customer Intimacy focus on customers that have deep relationship potential
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ROE Represents The Sustainable Growth Rate
X
ROA Leverage ROE
Net Income Assets
Assets Capital
Net Income Capital
=
ROE = Sustainable Growth The fastest a CU can grow assets without affecting its capital ratio.
~ Inverse of Net Worth Ratio Profit Margin * Asset Turnover
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Key Theme: Struggle to Achieve Scale
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013<$20M $20M-$100M $100M-$500M$500M-$1B $1B-$5B >$5B
Source: NCUA 5300 Call Report Data and CUNA Mutual analysis
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Deep Customer Relationships
“Deeper, long-lasting customer relationships can
mean greater revenue, higher customer lifetime
value, lower relative customer acquisition costs
through lower churn, and greater share of wallet.”
- “How Customer Intimacy Is Evolving To Collective Intimacy, Thanks To Big Data”, Forbes.com, Joe Weinman, 6/4/2013
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Step 5: Deliver Service Excellence
Baseline: Ensure you have the channels in place your members prefer Objective: Provide consistent, excellent service across all products and channels Measurement: Monitor member satisfaction in a way that is quantifiable and actionable
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Building Sustainable Trust
“The consistency of the customer experience is key, because
consistency enables trust, and trust is a fundamental
enabling condition for the development of productive and
authentic relationships”
- Rita Clifton et al., Brands and Branding
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Prioritization Is Key – Prof. Frances Frei Im
porta
nce
to th
e cu
stom
er
Impo
rtanc
e to
the
cust
omer
High
Low High
High
Low High
Performance Relative to Competition
Performance Relative to Competition
1 2 3 4 5 1 2 3 4 5
1
2
3
4
5
1
2
3
4
5
Excellence Mediocrity
“If you try to be good at everything, you will run out of money long before you will succeed. Not a recipe for success.”
What have you decided to not be good at? Source: “Credit Union Financial Sustainability: A Colloquium at Harvard University”,
Filene Research Institute/Prof. Frances Frei, 2011 http://filene.org/assets/pdf-reports/231_Harvard_Sustainability.pdf
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Step 6: Enliven Democratic Member Control
Democratic Member Control “Co-operatives are democratic organisations controlled by
their members, who actively participate in setting their
policies and making decisions. In primary co-operatives
members have equal voting rights (one member, one vote)
and co-operatives at other levels are also organised in a
democratic manner.”
- International Co-operative Alliance
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Cooperative Principles: How Differentiating to Consumers?
Cooperative Principles Bank Analogues
Voluntary and Open Membership • American Express • USAA
Members’ Economic Participation • Discover Card 5% Cashback Bonus • Dollar Bank’s Rewards Checking
Autonomy and Independence • Community banks across the U.S., e.g., Bangor Savings Bank – Maine’s largest independent bank
Education, Training and Information • U.S. Bank – “Financial Genius” program • Bank of America – Financial education website
Cooperation among Cooperatives • Bank Innovators Council • The Clearing House
Concern for Community • U.S. Bank Foundation • B of A’s Susan G. Komen® Credit Card
Democratic Member Control • NONE for stock banks
Source: CUNA Mutual analysis
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Low Member Participation Has Long Been An Issue
Source: The Credit Union Bridge, Jan. 1956
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Key Questions
• Is democratic member control a true differentiator? – If “Yes”, how can we build upon this competitive advantage?
– If “No”, what, if anything, could be done to make it a meaningful differentiator?
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Step 7: Don’t Forget About Product & Price
Source: The Discipline of Market Leaders, Michael Treacy & Fred Wiersma, 1995
Cooperative Member Centricity
Middle ground of mediocrity: Trying to lead
on all fronts
Product Innovation Leadership
Operational Efficiency
Leadership
Customer Centricity
1) Requires Full Product Set Relevant to Customer Segments
2) Requires Competitive Pricing Based on Competitive Cost Structure
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Customer Intimacy Comes Full Circle
“Customer intimacy begins with putting the
customer at the heart of the organization.”
Heena Jethwa, Senior Product Marketing Manager, IBM
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Important Disclaimer
CUNA Mutual’s analysis is based upon certain publicly available information and data, including NCUA 5300 Reports, and is subject to risks, uncertainties and other factors which could cause actual results or performance to differ from the future results or performance expressed or implied in this analysis. We disclaim any representation or warranty, express or implied, as to the accuracy or completeness of our analysis, as well as any obligation to update our analysis. Each recipient should conduct its own independent analysis of relevant information and data, and should base any business decisions upon such independent analysis.