SlideShare ist ein Scribd-Unternehmen logo
1 von 16
Downloaden Sie, um offline zu lesen
2014 North America Consumer Digital Banking Survey
The Digital Disruption
in Banking
Demons, demands, and dividends
While many North American banks have been able to retain their
customers through traditional channels and digital service offerings,
recent shifts in the industry are threatening this historically stable
customer base. According to a new Accenture survey of nearly
4,000 retail banking customers in the US and Canada, the customer
relationship at traditional banks is susceptible to disruption, despite
the fact that in the US nearly 40 percent of customers—64 percent in
Canada—have been with their current bank for the past decade or more.
Convergent disruption, in the form of new market entrants, is a growing
factor in the banking industry. Yet the survey gives clear evidence that
changes in consumer behavior are an equally relevant driving force.
For established banks, an understanding of these evolving consumer
preferences can lead to significant new opportunities.
Results of the survey indicate that customers want a bank that’s nimble
and proactive, one that can be a part of their daily lives. The idea of
“convenience” in banking is undergoing a shift away from branch
locations and toward digital products and services that mesh with
consumers’ “smart” mobile-empowered lives. Also, banks that cling
to the status quo risk being viewed over time more like utilities that
conduct financial transactions.
Four Key Findings
More than one in four
customers would likely
consider a branchless digital
bank if they were to switch
from their current bank. This
is particularly true among
younger customers, who are less
interested in convenient branch
locations and more interested in
accessing digital services at the
time and place of their choosing
(Figure 1).
Nearly three-quarters of
US customers—two thirds
in Canada—consider their
banking relationship merely
transactional, rather than
driven by advice or a broader
relationship (Figure 2).
Nearly half of customers are
interested in spending analysis
that is forward looking and
available in real time. And
more than one in four customers
indicate they would be willing
to pay a fee for budgetary advice.
More than half of customers
want their bank to proactively
recommend products or
services that can help meet
their financial needs. Among
those interested in these
services, 55 percent say that it
would strongly increase their
loyalty to the bank (Figure 5).
2
27%
51%
71%
48%
would consider a
branchless digital
bank
consider their
banking relationship
to be transactional
rather than
relationship driven
want their bank
to proactively
recommend
products and
services for their
financial needs
are interested in
real-time and
forward-looking
spending analysis
3
16%
39%
29%
18-34
years old
(n=940)
27% North America
55+
years old
(n=1346)
35-55
years old
(n=1560)
Would consider
(Would consider/
Would definitely
consider)
29% 26%
35%
71% 74%
65%
Canada
(n=1169)
US
(n=2677)
Advice/
Relationship
Driven
My relationship is
defined by more
than the necessary
simple transactions
like paying bills, and
checking account
statements; my
bank provides advice
which improves my
financial well-being
Transactional
My relationship is
defined by simple
transactions like
paying bills,
checking account
statements, etc.
North
America
(n=3846)
FIGURE 1. Branchless banking is gaining acceptance
Q: If you were to switch banks, would you consider
a bank with no branch locations?
FIGURE 2. Banking is viewed as transactional
Q: How would you categorize your relationship
with your bank?
Due to this growing vulnerability of
traditional banking practices, an increasing
opportunity exists for new market
entrants to steal market share over time. A
potentially ominous sign for banks is that
nearly half of customers would likely bank
with a company they currently do business
with but that does not currently offer
banking services. The number surpasses
70 percent for those ages 18 to 34 (Figure
3a). This includes financial players such as
PayPal, Inc., and Square, Inc. Trusted brands
outside the financial sector like Apple, Inc.;
Google, Inc.; and Amazon.com, Inc., are
also a factor. Both groups have rates of
potential interest from customers exceeding
25 percent (Figure 3b).
Already, the industry is seeing convergence
from established players outside the
financial sector. Costco Wholesale®, for
example, offers financial services products
including mortgages, investments, and
business banking in the US through a
third-party lender. Similarly, The Home
Depot® offers home improvement financing
up to $40,000, also through a third-party
lender. In the “Banking 2020” point of view,
Accenture estimates that 35 percent of
banking revenues will be at risk by 2020
due to disruption in the financial sector.1
© 2014 Accenture. All rights reserved. © 2014 Accenture. All rights reserved.
4
FIGURE 3. New entrants pose a serious threat
PART A
Q: If these companies offered banking services how likely would you be to bank with them?
Percent of respondents which would be likely to bank with at least one non-financial
services company.
PART B
Q: If these companies offered banking services how likely would you be to bank with them?
Percent of customers which would likely bank with each non-bank with which they do business.
72%
77%
60%
55%
58%
27%
28%
23%
Canada
(n=1157)
US
(n=2648)
North America
(n=3805)
49% North America
35-54 years old
55+ years old
18-34 years old
* Survey focuses on major technology, retail,
mobile provider, and postal companies listed
below in Part B.
47%
15%
T-Mobile (US only)
Costco
PayPal
Square
Shoppers Drug Mart (Canadian only)
CVS (US only)
Bell Mobility (Canadian only)
Walgreens (US only)
Target
UPS
Rogers Wireless (Canadian only)
Verizon Wireless (US only)
eBay
FedEx
United States Postal Service (US only)
Yahoo
Telus Mobility (Canadian only)
Canada Post (Canadian only)
Walmart
Sprint (US only)
AT&T Mobility (US only)
Amazon
Google
Apple
Likely to bank with (Likely/Very likely)
(n=3805)14%
16%
17%
17%
17%
17%
18%
19%
20%
20%
21%
21%
21%
23%
26%
26%
26%
29%
29%
29%
31%
41%
50%
© 2014 Accenture. All rights reserved.
5
To meet these challenges, banks
should advance on three fronts:
1 2 3become truly
omnichannel
by seamlessly
integrating
the customer
experience
across in-
branch, assisted,
and digital
interactions
extend the
ecosystem
by offering a
greater range
of services for
their customers
offer digital
personalized
financial advice
and counseling
to their
customers to
help them better
manage their
financial needs
Responding
to the Threat
6
Regarding the creation of experiences that
are better integrated across channels, the
survey findings show notable room for
improvement. A majority of respondents
who use both branch and digital say the
channels are not well integrated at most
banks. This is particularly evident in age
groups where customers are conducting
more advanced financial transactions, such
as those between age 30 and 34 who are
likely to be purchasing a first home.
Recent Accenture research shows customers
still value the branch, which remains the
primary sales channel; nearly 60 percent of
traditional retail bank products are sold via
the branch.2
Yet branches are becoming less
relevant for younger customers, who are
more comfortable with digital technology
and less concerned with traditional
signifiers of a bank’s worthiness. For
example, while more than 80 percent of
customers consider it important that their
bank has a long track record of financial
performance, this factor is less important
for younger customers.
Instead, these customers want a bank that
is agile and innovative, with the digital
tools to connect with them on a daily basis.
In the “Banking 2020” point of view,
Accenture explains how banks give
themselves a sustainable competitive
advantage by becoming more agile in
executing their operating model, and
continuously innovating in their application
of digital technologies to meet evolving
customer needs.
Becoming Truly
Omnichannel
7
Organizations that become truly omnichannel
have the potential to become an “Everyday
Bank”, as discussed in the Accenture point
of view. Everyday Banks not only fulfill
their customers’ standard financial needs
but also provide additional services such
as help with buying a car, or even more
straightforward offerings such as product
research.3
In becoming an Everyday Bank, the bank
evolves beyond its traditional boundaries
to build a digital ecosystem with existing
provider partners and other key players
in areas such as home goods, health,
travel and leisure, communication, and
transportation. The bank customizes
its offerings in these areas based on
its analysis of a customer’s transaction
data, and it presents these offerings in a
consistent, omnichannel setting, with pre-
sale advice, discounts, post-sale support,
cross-sale opportunities, and more.
The survey findings show that customers
support banks extending their reach.
Specifically, a sizable portion of customers
(40 percent) indicate that they would
be interested in getting help from their
bank with a car purchase—such as making
recommendations on vehicle models that
fit their needs, and offering assistance—or
discounts—in the purchasing process. An
even higher level of interest (55 percent)
exists among younger customers. Similarly,
a sizeable portion of customers (42 percent)
would be interested in real estate services
for the purchase of a home, in addition to
getting a mortgage (Figure 4).
Extending
the Ecosystem
FIGURE 4. Extending the ecosystem
Q: I want to be able to inform my bank that I am interested in
purchasing a car and have them handle the heavy lifting, providing
me recommendations on vehicle models that fit my needs and be
able to get me a discount.
Q: I want to be able to inform my bank that I am interested
in purchasing a home and have them simplify the process by
recommending areas and homes that fit my needs as well as
realtors who work in that area.
55%
45%
24%
40% North America
35-55
years old
(n=1560)
18-34
years old
(n=940)
Would consider
(Would consider/
Would definitely
consider)
Would consider
(Would consider/
Would definitely
consider)
57%
47%
24%
42% North America
35-55
years old
(n=1560)
18-34
years old
(n=940)
55+
years old
(n=1346)
55+
years old
(n=1346)
© 2014 Accenture. All rights reserved.
8
The survey findings also indicate that
digital personalized financial advice is
a key opportunity for banks. Customers
are extremely interested in products
and services from their bank that save
them money (82 percent) and a strong
majority (72 percent) feel that this would
increase their loyalty. Furthermore, tools
and counseling can help customers gain a
holistic, needs-based view of their financial
lives—from day-to-day finances to wealth
management and longer-term financial
security. Providing digital personalized
financial advice can better integrate banks
into the center of customers’ financial lives
as banks become more advice-driven. Some
50 percent of customers believe that banks
should provide tools and services to help
customers create and monitor a budget.
Of this group, most (73 percent) feel that
these tools would significantly increase
their loyalty to the brand.
About half of all customers follow a
budget, and among those that do, three
out of four still use manual processes, like
Excel spreadsheets, to manage it. Others
use third-party financial tools like those
offered by Intuit, Inc., such as Quicken®
or Mint.com®. Only 15 percent use money
management tools from their bank—the
institution that actually handles the
financial transactions and knows the most
about their customers’ current financial
situation.
More broadly, customers strongly indicate
that they want banks to help them simplify
their financial lives. Some 74 percent feel
their bank should provide tools to make
their life easier. Automating the generally
manual process of budgeting will satisfy a
basic desire of customers.
Regardless, if a customer follows a
budget, there are more advanced financial
management tools that bridge the gap
between customer-driven budgeting and
banks providing digital advice. For example,
among survey respondents:
• 46 percent say their bank should proactively
analyze their spending and provide feedback
• 48 percent are interested in real-time
spending analysis with forward-looking,
safe-to-spend analysis
• 51 percent want their bank to recommend
products or services that they might need,
while considering which accounts they
already have
In all three cases, more than three-fourths of
the customers interested in a specific product
say it would strongly increase their loyalty.
There is also a notable age correlation—
while a majority of customers below age
55 express an interest in proactive financial
advice and services from their bank, the
demand is strongest from customers below
age 35 (Figure 5).
Clearly, by bringing digital personalized
financial advice to the heart of the
relationship, banks can boost engagement
and customer loyalty, especially among the
younger generation who will drive bank
revenue tomorrow. In some cases, such tools
also provide a direct opportunity to boost
revenue. More than one in four customers
indicate that they would be willing to pay a
fee for a service in which a bank representative
works directly with them to create and monitor
a budget, not to mention the increased insight
customer analytics can yield for enhanced
cross-sell and revenue optimization.
Digital Personalized Financial
Advice Tools Hold Clear Promise
FIGURE 5. Customers desire proactive advice
Q: I want my bank to proactively recommend products
or services to me which I may find useful taking into
consideration which accounts I already have.
33% 36% 33%
24% 16%
12%
18-34
years old
(n=940)
35-55
years old
(n=1560)
46%
51% North America
53%
58%
5 (Very interested)
4 (Interested)
55+
years old
(n=1346)
© 2014 Accenture. All rights reserved.
9
Digital technology is introducing
a new demand for how banking
services are delivered. In particular,
Millennials—under 30 years of age—
have distinct preferences regarding
financial services and digital
technology.
10
Millennials
and Money
Are highly connected, with
an always-on mentality.
94%
66%
56%
67%
58%
72%
39%
22%
67%
72%
92%
are active users of
online banking
are active users of
mobile banking
are active users of
social media
follow a budget
(compared to 36%
for those over 55)
are interested in having
a video chat with a
bank representative
by accessing a link
on their bank’s
website, mobile or
tablet application
(compared to 23%
for those over 55)
feel the traditional
and digital experience
they receive from their
bank is somewhat or
not at all seamless
(compared to 45%
for those over 55)
are interested in their
bank proactively
recommending
products or services
(compared to 46%
for those over 55)
would be likely to bank
with non-financial
services companies
with which they do
business (compared
to 27% for those
over 55)
would consider using
a branchless digital
bank (compared to
just 16% for those
over 55)
look for financial
advice via social
media (compared to
3% for those over 55)
are interested in their
bank providing tools
and services which
help them create and
monitor a budget
(compared to 31% for
those over 55)
Want to bank on their time.
Are in touch with their
spending.
Have higher expectations of
omnichannel distribution.
Embrace new entrants.
Expect their bank to be
proactive.
Are not as tied to the
branch experience.
Want help with managing
their finances.
Are seeking advice through
emerging channels.
Millennials are defined as 18-29 years old.
11
Tomorrow
Starts
Today
12
In conclusion, this research signals an
opportunity to more effectively deliver
banking products and services in the future.
The disruption happening in banking is
being driven by evolving customer behavior.
Consumers are clearly calling for a new
service proposition—they want banks to
help make their financial lives easier and
to enable them to manage their money
more proactively. Banks that cannot craft
a meaningful response to this growing
need risk losing customers—and revenue—
to other more digitally focused financial
services providers. Over time, they will be
viewed more as a facilitator of transactions.
If you’re seeking to make the digital
transformation journey, you need an ally
who can set the right strategy for your
organization and help implement that
vision to realize financial value. Based on
our research and experience in working
with banking clients, Accenture has
the right combination of capabilities,
knowledge, operational footprint, and
people to bring your digital business to
scale.
By truly focusing on customer needs and
integrating data, analytics and insight
with product development and delivery,
banks are poised to transform not only
the service proposition they offer to their
customers but also the perceptions of their
brand. That, in turn, will help drive overall
loyalty. The adoption of digitally enabled
services presents a unique opportunity for
banks to deepen the relationship with their
customers—going beyond daily banking to
helping them better manage their financial
lives on a daily basis.
Our specific offerings include:
• Omnichannel Distribution and Marketing
Strategy Design and Architecture
• Customer Experience Management Design
and Implementation
• Customer Analytics and Big Data Strategy
and Enablement
• Multichannel CRM Strategy and
Implementation
• Financial Services Proposition
Development and Ecosystem Optimization
At the same time, banks that meet this
need—by using digital to learn more about
what their customers want, and delivering
proactive advice and services through a
consistent, omnichannel approach—have
a clear opportunity to build stronger
customer relationships and improve their
overall performance. In short, the future
of banking is driving relevant, higher-
valued propositions to customers in an
omnichannel way through digital. Banks
that get head of this trend will give
themselves a winning edge.
How Accenture
Can Help
13
Survey Population
and Methodology
Accenture conducted an online
survey of nearly 4,000 North
American retail banking customers
of the leading banks in the US and
Canada. The survey was conducted
between March 10 and March 18,
2014. It has a statistical margin
of error of +/- 1.58 percentage
points at the midpoint of the 95%
confidence interval.
References
1
“Banking 2020: As the Storm Abates,
North American Banks Must Chart a New
Course to Capture Emerging Opportunities”
http://www.accenture.com/us-en/Pages/
insight-capturing-emerging-opportunities-
banking-summary.aspx.
2
“US Retail Banking in the Digital Era:
A Critical Balancing Act”
http://www.accenture.com/us-en/Pages/
insight-retail-banking-survey-2013-us-
retail-banking-digital-era-summary.aspx.
3
“The Everyday Bank: How Digital is
Revolutionizing Banking and the Customer
Ecosystem”
http://www.accenture.com/microsites/
everydaybank/Pages/everyday-banking.aspx.
“The Everyday Bank: A New Vision for the
Digital Age”
http://www.accenture.com/microsites/
everydaybank/Pages/everyday-bank-vision-
for-digital-age.aspx.
For questions about the survey
methodology, please contact:
David Helin
Accenture Research
david.w.helin@accenture.com
14
For More
Information
To find out more on how Accenture
can help with your digital banking
strategy please contact:
Wayne Busch
Managing Director—North America
Banking Industry
wayne.m.busch@accenture.com
Anthony Rjeily
Managing Director—Accenture
Distribution & Marketing Services,
Financial Services, North America
anthony.rjeily@accenture.com
Alex Pigliucci
Managing Director—Accenture
Digital Go-to-Market Lead,
Financial Services, North America
alex.pigliucci@accenture.com
Jodie Wallis
Managing Director—Canada Banking
jodie.k.wallis@accenture.com
Robert Mulhall
Managing Director—Accenture
Distribution & Marketing Services,
Banking, North America
robert.d.mulhall@accenture.com
www.accenture.com/digitalbankingsurvey2014
15
Copyright © 2014 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
14-2706U/9-7391
About Accenture
Accenture is a global management consulting,
technology services and outsourcing company, with
approximately 289,000 people serving clients in more
than 120 countries. Combining unparalleled experience,
comprehensive capabilities across all industries
and business functions, and extensive research on
the world’s most successful companies, Accenture
collaborates with clients to help them become high-
performance businesses and governments. The company
generated net revenues of US$28.6 billion for the
fiscal year ended Aug. 31, 2013. Its home page is
www.accenture.com.
This document is produced by consultants at Accenture
as general guidance. It is not intended to provide
specific advice on your circumstances. If you require
advice or further details on any matters referred to,
please contact your Accenture representative.
This document makes descriptive reference to
trademarks that may be owned by others. The use
of such trademarks herein is not an assertion of
ownership of such trademarks by Accenture and is
not intended to represent or imply the existence of an
association between Accenture and the lawful owners
of such trademarks.

Weitere ähnliche Inhalte

Was ist angesagt?

How Can Retailers Walk the Tight rope Between Personalization and Privacy?
How Can Retailers Walk the Tight rope Between Personalization and Privacy?How Can Retailers Walk the Tight rope Between Personalization and Privacy?
How Can Retailers Walk the Tight rope Between Personalization and Privacy?Capgemini
 
Digital Disconnect in Customer Engagement
Digital Disconnect in Customer EngagementDigital Disconnect in Customer Engagement
Digital Disconnect in Customer Engagementaccenture
 
What Does Good Risk Culture Actually Look Like?
What Does Good Risk Culture Actually Look Like?What Does Good Risk Culture Actually Look Like?
What Does Good Risk Culture Actually Look Like?accenture
 
Accenture Purpose Driven Banking
Accenture Purpose Driven BankingAccenture Purpose Driven Banking
Accenture Purpose Driven Bankingaccenture
 
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
 
What digital does for banking and financial services
What digital does for banking and financial servicesWhat digital does for banking and financial services
What digital does for banking and financial servicesTata Consultancy Services
 
Capturing the insurance customer of tomorrow
Capturing the insurance customer of tomorrowCapturing the insurance customer of tomorrow
Capturing the insurance customer of tomorrowAccenture Insurance
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findingsPwC
 
Persona™
Persona™Persona™
Persona™Course5i
 
2019 Accenture Global Financial Services Consumer Study: Summary
2019 Accenture Global Financial Services Consumer Study: Summary2019 Accenture Global Financial Services Consumer Study: Summary
2019 Accenture Global Financial Services Consumer Study: Summaryaccenture
 
Experian dv2020 - the new rules of customer engagement - emea research report
Experian   dv2020 - the new rules of customer engagement - emea research reportExperian   dv2020 - the new rules of customer engagement - emea research report
Experian dv2020 - the new rules of customer engagement - emea research reportAltan Atabarut, MSc.
 
Maximize your Information Capital_Rado Kotorv_Summit italia 2013
Maximize your Information Capital_Rado Kotorv_Summit italia 2013Maximize your Information Capital_Rado Kotorv_Summit italia 2013
Maximize your Information Capital_Rado Kotorv_Summit italia 2013Pragma Management Systems S.r.l.
 
Can Financial Institutions be the next Digital Masters? Capgemini says YES
Can Financial Institutions be the next Digital Masters? Capgemini says YESCan Financial Institutions be the next Digital Masters? Capgemini says YES
Can Financial Institutions be the next Digital Masters? Capgemini says YESCapgemini
 
2019 Accenture Global Financial Services Consumer Study: Persona Infographic
2019 Accenture Global Financial Services Consumer Study: Persona Infographic2019 Accenture Global Financial Services Consumer Study: Persona Infographic
2019 Accenture Global Financial Services Consumer Study: Persona Infographicaccenture
 
Third-Party Risk Management at Accenture
Third-Party Risk Management at AccentureThird-Party Risk Management at Accenture
Third-Party Risk Management at Accentureaccenture
 
Job One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government WorkforceJob One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government Workforceaccenture
 
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...accenture
 
2017 IDG Customer Engagement
2017 IDG Customer Engagement2017 IDG Customer Engagement
2017 IDG Customer EngagementIDG
 

Was ist angesagt? (20)

How Can Retailers Walk the Tight rope Between Personalization and Privacy?
How Can Retailers Walk the Tight rope Between Personalization and Privacy?How Can Retailers Walk the Tight rope Between Personalization and Privacy?
How Can Retailers Walk the Tight rope Between Personalization and Privacy?
 
Digital Disconnect in Customer Engagement
Digital Disconnect in Customer EngagementDigital Disconnect in Customer Engagement
Digital Disconnect in Customer Engagement
 
What Does Good Risk Culture Actually Look Like?
What Does Good Risk Culture Actually Look Like?What Does Good Risk Culture Actually Look Like?
What Does Good Risk Culture Actually Look Like?
 
Accenture Purpose Driven Banking
Accenture Purpose Driven BankingAccenture Purpose Driven Banking
Accenture Purpose Driven Banking
 
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018
 
What digital does for banking and financial services
What digital does for banking and financial servicesWhat digital does for banking and financial services
What digital does for banking and financial services
 
Capturing the insurance customer of tomorrow
Capturing the insurance customer of tomorrowCapturing the insurance customer of tomorrow
Capturing the insurance customer of tomorrow
 
2015 Insurance Industry Outlook
2015 Insurance Industry Outlook2015 Insurance Industry Outlook
2015 Insurance Industry Outlook
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings
 
Persona™
Persona™Persona™
Persona™
 
2019 Accenture Global Financial Services Consumer Study: Summary
2019 Accenture Global Financial Services Consumer Study: Summary2019 Accenture Global Financial Services Consumer Study: Summary
2019 Accenture Global Financial Services Consumer Study: Summary
 
Experian dv2020 - the new rules of customer engagement - emea research report
Experian   dv2020 - the new rules of customer engagement - emea research reportExperian   dv2020 - the new rules of customer engagement - emea research report
Experian dv2020 - the new rules of customer engagement - emea research report
 
Maximize your Information Capital_Rado Kotorv_Summit italia 2013
Maximize your Information Capital_Rado Kotorv_Summit italia 2013Maximize your Information Capital_Rado Kotorv_Summit italia 2013
Maximize your Information Capital_Rado Kotorv_Summit italia 2013
 
The New Digital Divide
The New Digital DivideThe New Digital Divide
The New Digital Divide
 
Can Financial Institutions be the next Digital Masters? Capgemini says YES
Can Financial Institutions be the next Digital Masters? Capgemini says YESCan Financial Institutions be the next Digital Masters? Capgemini says YES
Can Financial Institutions be the next Digital Masters? Capgemini says YES
 
2019 Accenture Global Financial Services Consumer Study: Persona Infographic
2019 Accenture Global Financial Services Consumer Study: Persona Infographic2019 Accenture Global Financial Services Consumer Study: Persona Infographic
2019 Accenture Global Financial Services Consumer Study: Persona Infographic
 
Third-Party Risk Management at Accenture
Third-Party Risk Management at AccentureThird-Party Risk Management at Accenture
Third-Party Risk Management at Accenture
 
Job One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government WorkforceJob One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government Workforce
 
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...
Capturing the $100 Billion Opportunity for Life Sciences: Are You a Digital T...
 
2017 IDG Customer Engagement
2017 IDG Customer Engagement2017 IDG Customer Engagement
2017 IDG Customer Engagement
 

Andere mochten auch

Resume of James P Lovell 2016
Resume of James P Lovell 2016Resume of James P Lovell 2016
Resume of James P Lovell 2016James Lovell
 
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...John Kieti
 
Benjamin Franklin
Benjamin FranklinBenjamin Franklin
Benjamin Franklinkev11bang
 
Sote Hub Photo Report for January 2016
Sote Hub Photo Report for January 2016Sote Hub Photo Report for January 2016
Sote Hub Photo Report for January 2016Sote ICT
 
Exposición Seven Days Centro 14 APP Mis Recetas
Exposición Seven Days Centro 14 APP Mis RecetasExposición Seven Days Centro 14 APP Mis Recetas
Exposición Seven Days Centro 14 APP Mis RecetasPablo Niñoles Aznar
 
Digital library and MLE integration - where are we now and where do we want t...
Digital library and MLE integration - where are we now and where do we want t...Digital library and MLE integration - where are we now and where do we want t...
Digital library and MLE integration - where are we now and where do we want t...Andy Powell
 
2015-16 Solarkiosk Holiday Season Newsletter
2015-16 Solarkiosk Holiday Season Newsletter2015-16 Solarkiosk Holiday Season Newsletter
2015-16 Solarkiosk Holiday Season NewsletterJan Willem Van Es
 
Accelerating African Entrepreneurship
Accelerating African EntrepreneurshipAccelerating African Entrepreneurship
Accelerating African EntrepreneurshipBen White
 
Berol® SurfBoost AD15 - a sustainable solution for cleaning
Berol® SurfBoost AD15 - a sustainable solution for cleaningBerol® SurfBoost AD15 - a sustainable solution for cleaning
Berol® SurfBoost AD15 - a sustainable solution for cleaningSorel Muresan
 
Evolving Service for the Digital Workplace
Evolving Service for the Digital WorkplaceEvolving Service for the Digital Workplace
Evolving Service for the Digital WorkplaceJon Stevens-Hall
 
Building a Smarter Workplace
Building a Smarter WorkplaceBuilding a Smarter Workplace
Building a Smarter WorkplaceChris Pepin
 
Smm как у aviasales.ru
Smm как у aviasales.ruSmm как у aviasales.ru
Smm как у aviasales.ruAlexander Nosov
 
6 dangers of dry needling
6 dangers of dry needling6 dangers of dry needling
6 dangers of dry needlingSubhanjan Das
 
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)LiGhT ArOhL
 
Проектная группа в SMM
Проектная группа в SMMПроектная группа в SMM
Проектная группа в SMMRon Markosyan
 
College Student Educators: What Grad School Didn't Teach You About Your Digit...
College Student Educators: What Grad School Didn't Teach You About Your Digit...College Student Educators: What Grad School Didn't Teach You About Your Digit...
College Student Educators: What Grad School Didn't Teach You About Your Digit...Paul Brown
 

Andere mochten auch (20)

Resume of James P Lovell 2016
Resume of James P Lovell 2016Resume of James P Lovell 2016
Resume of James P Lovell 2016
 
The Making of a Revolution
The Making of a RevolutionThe Making of a Revolution
The Making of a Revolution
 
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...
Taxonomy of IT Enterprises in Kenya and their undeveloped growth intervention...
 
Benjamin Franklin
Benjamin FranklinBenjamin Franklin
Benjamin Franklin
 
3ie
3ie3ie
3ie
 
Sote Hub Photo Report for January 2016
Sote Hub Photo Report for January 2016Sote Hub Photo Report for January 2016
Sote Hub Photo Report for January 2016
 
Exposición Seven Days Centro 14 APP Mis Recetas
Exposición Seven Days Centro 14 APP Mis RecetasExposición Seven Days Centro 14 APP Mis Recetas
Exposición Seven Days Centro 14 APP Mis Recetas
 
Digital library and MLE integration - where are we now and where do we want t...
Digital library and MLE integration - where are we now and where do we want t...Digital library and MLE integration - where are we now and where do we want t...
Digital library and MLE integration - where are we now and where do we want t...
 
2015-16 Solarkiosk Holiday Season Newsletter
2015-16 Solarkiosk Holiday Season Newsletter2015-16 Solarkiosk Holiday Season Newsletter
2015-16 Solarkiosk Holiday Season Newsletter
 
Emergent Learning Model
Emergent Learning ModelEmergent Learning Model
Emergent Learning Model
 
Accelerating African Entrepreneurship
Accelerating African EntrepreneurshipAccelerating African Entrepreneurship
Accelerating African Entrepreneurship
 
Berol® SurfBoost AD15 - a sustainable solution for cleaning
Berol® SurfBoost AD15 - a sustainable solution for cleaningBerol® SurfBoost AD15 - a sustainable solution for cleaning
Berol® SurfBoost AD15 - a sustainable solution for cleaning
 
Evolving Service for the Digital Workplace
Evolving Service for the Digital WorkplaceEvolving Service for the Digital Workplace
Evolving Service for the Digital Workplace
 
Building a Smarter Workplace
Building a Smarter WorkplaceBuilding a Smarter Workplace
Building a Smarter Workplace
 
Smm как у aviasales.ru
Smm как у aviasales.ruSmm как у aviasales.ru
Smm как у aviasales.ru
 
6 dangers of dry needling
6 dangers of dry needling6 dangers of dry needling
6 dangers of dry needling
 
aeblake_portfolio
aeblake_portfolioaeblake_portfolio
aeblake_portfolio
 
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)
K to 12 Araling Panlipunan Grade 2 (3rd Quarter Summative Test)
 
Проектная группа в SMM
Проектная группа в SMMПроектная группа в SMM
Проектная группа в SMM
 
College Student Educators: What Grad School Didn't Teach You About Your Digit...
College Student Educators: What Grad School Didn't Teach You About Your Digit...College Student Educators: What Grad School Didn't Teach You About Your Digit...
College Student Educators: What Grad School Didn't Teach You About Your Digit...
 

Ähnlich wie Accenture North American Digital Banking Consumer Survey 2014

Digital Disruption in Banking Accenture 2014 North America Consumer Survey:
Digital Disruption in Banking Accenture 2014 North America Consumer Survey: Digital Disruption in Banking Accenture 2014 North America Consumer Survey:
Digital Disruption in Banking Accenture 2014 North America Consumer Survey: Investors Group and LegacyTracker
 
Taking friction out of banking white paper - US
Taking friction out of banking white paper - USTaking friction out of banking white paper - US
Taking friction out of banking white paper - USNils Mork-Ulnes
 
Beyond whitepaper-US
Beyond whitepaper-USBeyond whitepaper-US
Beyond whitepaper-USBeyond
 
Digest customer loyalty_in_retail_banking_2014
Digest customer loyalty_in_retail_banking_2014Digest customer loyalty_in_retail_banking_2014
Digest customer loyalty_in_retail_banking_2014Bankir_Ru
 
Bain digest. Customer behavior and loyalty in retail banking 2015
Bain digest. Customer behavior and loyalty in retail banking 2015Bain digest. Customer behavior and loyalty in retail banking 2015
Bain digest. Customer behavior and loyalty in retail banking 2015Carlos Valbuena Garcia
 
Hello You: Transforming the Customer Conversation in FS
Hello You: Transforming the Customer Conversation in FSHello You: Transforming the Customer Conversation in FS
Hello You: Transforming the Customer Conversation in FSAccenture Insurance
 
Understanding financial consumersretail banking, digital banking, omni-channe...
Understanding financial consumersretail banking, digital banking, omni-channe...Understanding financial consumersretail banking, digital banking, omni-channe...
Understanding financial consumersretail banking, digital banking, omni-channe...CGI
 
Banking industry-outlook-survey
Banking industry-outlook-surveyBanking industry-outlook-survey
Banking industry-outlook-surveyBankir_Ru
 
Beyond whitepaper-UK
Beyond whitepaper-UKBeyond whitepaper-UK
Beyond whitepaper-UKBeyond
 
Taking friction out of banking white paper - UK
Taking friction out of banking white paper - UKTaking friction out of banking white paper - UK
Taking friction out of banking white paper - UKNils Mork-Ulnes
 
Ngdata 2014-consumer-banking-survey-brief
Ngdata 2014-consumer-banking-survey-briefNgdata 2014-consumer-banking-survey-brief
Ngdata 2014-consumer-banking-survey-briefancatenita
 
Banking on Change EVP 2016 Fintech Report
Banking on Change EVP 2016 Fintech ReportBanking on Change EVP 2016 Fintech Report
Banking on Change EVP 2016 Fintech ReportJak Kennedy
 
Delivering Excellent Customer Service
Delivering Excellent Customer ServiceDelivering Excellent Customer Service
Delivering Excellent Customer ServiceSamsung Business USA
 
Canadian Retail Banking Survey 2013
Canadian Retail Banking Survey 2013Canadian Retail Banking Survey 2013
Canadian Retail Banking Survey 2013- Mark - Fullbright
 
Dialing Up Digital: Retaining a New Generation of Customers
Dialing Up Digital: Retaining a New Generation of CustomersDialing Up Digital: Retaining a New Generation of Customers
Dialing Up Digital: Retaining a New Generation of CustomersCognizant
 
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...Mitek
 
The Digital Mandate for Health Plans
The Digital Mandate for Health PlansThe Digital Mandate for Health Plans
The Digital Mandate for Health PlansCognizant
 
U.S. Retail Banking: Prescriptions for Channel Integration and Beyond
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondU.S. Retail Banking: Prescriptions for Channel Integration and Beyond
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondCognizant
 
U.S. Consumer Banks and the Potential of Location-Based Offers
U.S. Consumer Banks and the Potential of Location-Based OffersU.S. Consumer Banks and the Potential of Location-Based Offers
U.S. Consumer Banks and the Potential of Location-Based OffersCognizant
 

Ähnlich wie Accenture North American Digital Banking Consumer Survey 2014 (20)

Digital Disruption in Banking Accenture 2014 North America Consumer Survey:
Digital Disruption in Banking Accenture 2014 North America Consumer Survey: Digital Disruption in Banking Accenture 2014 North America Consumer Survey:
Digital Disruption in Banking Accenture 2014 North America Consumer Survey:
 
Taking friction out of banking white paper - US
Taking friction out of banking white paper - USTaking friction out of banking white paper - US
Taking friction out of banking white paper - US
 
Beyond whitepaper-US
Beyond whitepaper-USBeyond whitepaper-US
Beyond whitepaper-US
 
Digest customer loyalty_in_retail_banking_2014
Digest customer loyalty_in_retail_banking_2014Digest customer loyalty_in_retail_banking_2014
Digest customer loyalty_in_retail_banking_2014
 
Bain digest. Customer behavior and loyalty in retail banking 2015
Bain digest. Customer behavior and loyalty in retail banking 2015Bain digest. Customer behavior and loyalty in retail banking 2015
Bain digest. Customer behavior and loyalty in retail banking 2015
 
Hello You: Transforming the Customer Conversation in FS
Hello You: Transforming the Customer Conversation in FSHello You: Transforming the Customer Conversation in FS
Hello You: Transforming the Customer Conversation in FS
 
Understanding financial consumersretail banking, digital banking, omni-channe...
Understanding financial consumersretail banking, digital banking, omni-channe...Understanding financial consumersretail banking, digital banking, omni-channe...
Understanding financial consumersretail banking, digital banking, omni-channe...
 
Banking industry-outlook-survey
Banking industry-outlook-surveyBanking industry-outlook-survey
Banking industry-outlook-survey
 
Beyond whitepaper-UK
Beyond whitepaper-UKBeyond whitepaper-UK
Beyond whitepaper-UK
 
Taking friction out of banking white paper - UK
Taking friction out of banking white paper - UKTaking friction out of banking white paper - UK
Taking friction out of banking white paper - UK
 
Ngdata 2014-consumer-banking-survey-brief
Ngdata 2014-consumer-banking-survey-briefNgdata 2014-consumer-banking-survey-brief
Ngdata 2014-consumer-banking-survey-brief
 
Banking on Change EVP 2016 Fintech Report
Banking on Change EVP 2016 Fintech ReportBanking on Change EVP 2016 Fintech Report
Banking on Change EVP 2016 Fintech Report
 
Delivering Excellent Customer Service
Delivering Excellent Customer ServiceDelivering Excellent Customer Service
Delivering Excellent Customer Service
 
Canadian Retail Banking Survey 2013
Canadian Retail Banking Survey 2013Canadian Retail Banking Survey 2013
Canadian Retail Banking Survey 2013
 
Dialing Up Digital: Retaining a New Generation of Customers
Dialing Up Digital: Retaining a New Generation of CustomersDialing Up Digital: Retaining a New Generation of Customers
Dialing Up Digital: Retaining a New Generation of Customers
 
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...
Trends 2013: Five Trends Shaping The Next Generation Of North American Digita...
 
The Digital Mandate for Health Plans
The Digital Mandate for Health PlansThe Digital Mandate for Health Plans
The Digital Mandate for Health Plans
 
U.S. Retail Banking: Prescriptions for Channel Integration and Beyond
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondU.S. Retail Banking: Prescriptions for Channel Integration and Beyond
U.S. Retail Banking: Prescriptions for Channel Integration and Beyond
 
Onboarding
OnboardingOnboarding
Onboarding
 
U.S. Consumer Banks and the Potential of Location-Based Offers
U.S. Consumer Banks and the Potential of Location-Based OffersU.S. Consumer Banks and the Potential of Location-Based Offers
U.S. Consumer Banks and the Potential of Location-Based Offers
 

Mehr von accenture

The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024accenture
 
The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023accenture
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education accenture
 
The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023accenture
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education accenture
 
Engineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibileEngineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
 
Digital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial SystemDigital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial Systemaccenture
 
More deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journeyMore deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journeyaccenture
 
The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023accenture
 
Reinventing Enterprise Operations
Reinventing Enterprise OperationsReinventing Enterprise Operations
Reinventing Enterprise Operationsaccenture
 
Semiconductor Gender Parity Study
Semiconductor Gender Parity StudySemiconductor Gender Parity Study
Semiconductor Gender Parity Studyaccenture
 
The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023accenture
 
Nonprofit reinvention in a time of unprecedented change
 Nonprofit reinvention in a time of unprecedented change Nonprofit reinvention in a time of unprecedented change
Nonprofit reinvention in a time of unprecedented changeaccenture
 
Free to be 100% me
Free to be 100% meFree to be 100% me
Free to be 100% meaccenture
 
The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023accenture
 
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoMundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoaccenture
 
Pathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications IndustryPathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications Industryaccenture
 
The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023accenture
 
Reimagining the Agenda | Accenture
Reimagining the Agenda | AccentureReimagining the Agenda | Accenture
Reimagining the Agenda | Accentureaccenture
 
Climate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | AccentureClimate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | Accentureaccenture
 

Mehr von accenture (20)

The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024
 
The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
 
The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
 
Engineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibileEngineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibile
 
Digital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial SystemDigital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial System
 
More deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journeyMore deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journey
 
The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023
 
Reinventing Enterprise Operations
Reinventing Enterprise OperationsReinventing Enterprise Operations
Reinventing Enterprise Operations
 
Semiconductor Gender Parity Study
Semiconductor Gender Parity StudySemiconductor Gender Parity Study
Semiconductor Gender Parity Study
 
The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023
 
Nonprofit reinvention in a time of unprecedented change
 Nonprofit reinvention in a time of unprecedented change Nonprofit reinvention in a time of unprecedented change
Nonprofit reinvention in a time of unprecedented change
 
Free to be 100% me
Free to be 100% meFree to be 100% me
Free to be 100% me
 
The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023
 
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoMundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
 
Pathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications IndustryPathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications Industry
 
The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023
 
Reimagining the Agenda | Accenture
Reimagining the Agenda | AccentureReimagining the Agenda | Accenture
Reimagining the Agenda | Accenture
 
Climate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | AccentureClimate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | Accenture
 

Kürzlich hochgeladen

PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 

Kürzlich hochgeladen (20)

PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 

Accenture North American Digital Banking Consumer Survey 2014

  • 1. 2014 North America Consumer Digital Banking Survey The Digital Disruption in Banking Demons, demands, and dividends
  • 2. While many North American banks have been able to retain their customers through traditional channels and digital service offerings, recent shifts in the industry are threatening this historically stable customer base. According to a new Accenture survey of nearly 4,000 retail banking customers in the US and Canada, the customer relationship at traditional banks is susceptible to disruption, despite the fact that in the US nearly 40 percent of customers—64 percent in Canada—have been with their current bank for the past decade or more. Convergent disruption, in the form of new market entrants, is a growing factor in the banking industry. Yet the survey gives clear evidence that changes in consumer behavior are an equally relevant driving force. For established banks, an understanding of these evolving consumer preferences can lead to significant new opportunities. Results of the survey indicate that customers want a bank that’s nimble and proactive, one that can be a part of their daily lives. The idea of “convenience” in banking is undergoing a shift away from branch locations and toward digital products and services that mesh with consumers’ “smart” mobile-empowered lives. Also, banks that cling to the status quo risk being viewed over time more like utilities that conduct financial transactions. Four Key Findings More than one in four customers would likely consider a branchless digital bank if they were to switch from their current bank. This is particularly true among younger customers, who are less interested in convenient branch locations and more interested in accessing digital services at the time and place of their choosing (Figure 1). Nearly three-quarters of US customers—two thirds in Canada—consider their banking relationship merely transactional, rather than driven by advice or a broader relationship (Figure 2). Nearly half of customers are interested in spending analysis that is forward looking and available in real time. And more than one in four customers indicate they would be willing to pay a fee for budgetary advice. More than half of customers want their bank to proactively recommend products or services that can help meet their financial needs. Among those interested in these services, 55 percent say that it would strongly increase their loyalty to the bank (Figure 5). 2
  • 3. 27% 51% 71% 48% would consider a branchless digital bank consider their banking relationship to be transactional rather than relationship driven want their bank to proactively recommend products and services for their financial needs are interested in real-time and forward-looking spending analysis 3
  • 4. 16% 39% 29% 18-34 years old (n=940) 27% North America 55+ years old (n=1346) 35-55 years old (n=1560) Would consider (Would consider/ Would definitely consider) 29% 26% 35% 71% 74% 65% Canada (n=1169) US (n=2677) Advice/ Relationship Driven My relationship is defined by more than the necessary simple transactions like paying bills, and checking account statements; my bank provides advice which improves my financial well-being Transactional My relationship is defined by simple transactions like paying bills, checking account statements, etc. North America (n=3846) FIGURE 1. Branchless banking is gaining acceptance Q: If you were to switch banks, would you consider a bank with no branch locations? FIGURE 2. Banking is viewed as transactional Q: How would you categorize your relationship with your bank? Due to this growing vulnerability of traditional banking practices, an increasing opportunity exists for new market entrants to steal market share over time. A potentially ominous sign for banks is that nearly half of customers would likely bank with a company they currently do business with but that does not currently offer banking services. The number surpasses 70 percent for those ages 18 to 34 (Figure 3a). This includes financial players such as PayPal, Inc., and Square, Inc. Trusted brands outside the financial sector like Apple, Inc.; Google, Inc.; and Amazon.com, Inc., are also a factor. Both groups have rates of potential interest from customers exceeding 25 percent (Figure 3b). Already, the industry is seeing convergence from established players outside the financial sector. Costco Wholesale®, for example, offers financial services products including mortgages, investments, and business banking in the US through a third-party lender. Similarly, The Home Depot® offers home improvement financing up to $40,000, also through a third-party lender. In the “Banking 2020” point of view, Accenture estimates that 35 percent of banking revenues will be at risk by 2020 due to disruption in the financial sector.1 © 2014 Accenture. All rights reserved. © 2014 Accenture. All rights reserved. 4
  • 5. FIGURE 3. New entrants pose a serious threat PART A Q: If these companies offered banking services how likely would you be to bank with them? Percent of respondents which would be likely to bank with at least one non-financial services company. PART B Q: If these companies offered banking services how likely would you be to bank with them? Percent of customers which would likely bank with each non-bank with which they do business. 72% 77% 60% 55% 58% 27% 28% 23% Canada (n=1157) US (n=2648) North America (n=3805) 49% North America 35-54 years old 55+ years old 18-34 years old * Survey focuses on major technology, retail, mobile provider, and postal companies listed below in Part B. 47% 15% T-Mobile (US only) Costco PayPal Square Shoppers Drug Mart (Canadian only) CVS (US only) Bell Mobility (Canadian only) Walgreens (US only) Target UPS Rogers Wireless (Canadian only) Verizon Wireless (US only) eBay FedEx United States Postal Service (US only) Yahoo Telus Mobility (Canadian only) Canada Post (Canadian only) Walmart Sprint (US only) AT&T Mobility (US only) Amazon Google Apple Likely to bank with (Likely/Very likely) (n=3805)14% 16% 17% 17% 17% 17% 18% 19% 20% 20% 21% 21% 21% 23% 26% 26% 26% 29% 29% 29% 31% 41% 50% © 2014 Accenture. All rights reserved. 5
  • 6. To meet these challenges, banks should advance on three fronts: 1 2 3become truly omnichannel by seamlessly integrating the customer experience across in- branch, assisted, and digital interactions extend the ecosystem by offering a greater range of services for their customers offer digital personalized financial advice and counseling to their customers to help them better manage their financial needs Responding to the Threat 6
  • 7. Regarding the creation of experiences that are better integrated across channels, the survey findings show notable room for improvement. A majority of respondents who use both branch and digital say the channels are not well integrated at most banks. This is particularly evident in age groups where customers are conducting more advanced financial transactions, such as those between age 30 and 34 who are likely to be purchasing a first home. Recent Accenture research shows customers still value the branch, which remains the primary sales channel; nearly 60 percent of traditional retail bank products are sold via the branch.2 Yet branches are becoming less relevant for younger customers, who are more comfortable with digital technology and less concerned with traditional signifiers of a bank’s worthiness. For example, while more than 80 percent of customers consider it important that their bank has a long track record of financial performance, this factor is less important for younger customers. Instead, these customers want a bank that is agile and innovative, with the digital tools to connect with them on a daily basis. In the “Banking 2020” point of view, Accenture explains how banks give themselves a sustainable competitive advantage by becoming more agile in executing their operating model, and continuously innovating in their application of digital technologies to meet evolving customer needs. Becoming Truly Omnichannel 7
  • 8. Organizations that become truly omnichannel have the potential to become an “Everyday Bank”, as discussed in the Accenture point of view. Everyday Banks not only fulfill their customers’ standard financial needs but also provide additional services such as help with buying a car, or even more straightforward offerings such as product research.3 In becoming an Everyday Bank, the bank evolves beyond its traditional boundaries to build a digital ecosystem with existing provider partners and other key players in areas such as home goods, health, travel and leisure, communication, and transportation. The bank customizes its offerings in these areas based on its analysis of a customer’s transaction data, and it presents these offerings in a consistent, omnichannel setting, with pre- sale advice, discounts, post-sale support, cross-sale opportunities, and more. The survey findings show that customers support banks extending their reach. Specifically, a sizable portion of customers (40 percent) indicate that they would be interested in getting help from their bank with a car purchase—such as making recommendations on vehicle models that fit their needs, and offering assistance—or discounts—in the purchasing process. An even higher level of interest (55 percent) exists among younger customers. Similarly, a sizeable portion of customers (42 percent) would be interested in real estate services for the purchase of a home, in addition to getting a mortgage (Figure 4). Extending the Ecosystem FIGURE 4. Extending the ecosystem Q: I want to be able to inform my bank that I am interested in purchasing a car and have them handle the heavy lifting, providing me recommendations on vehicle models that fit my needs and be able to get me a discount. Q: I want to be able to inform my bank that I am interested in purchasing a home and have them simplify the process by recommending areas and homes that fit my needs as well as realtors who work in that area. 55% 45% 24% 40% North America 35-55 years old (n=1560) 18-34 years old (n=940) Would consider (Would consider/ Would definitely consider) Would consider (Would consider/ Would definitely consider) 57% 47% 24% 42% North America 35-55 years old (n=1560) 18-34 years old (n=940) 55+ years old (n=1346) 55+ years old (n=1346) © 2014 Accenture. All rights reserved. 8
  • 9. The survey findings also indicate that digital personalized financial advice is a key opportunity for banks. Customers are extremely interested in products and services from their bank that save them money (82 percent) and a strong majority (72 percent) feel that this would increase their loyalty. Furthermore, tools and counseling can help customers gain a holistic, needs-based view of their financial lives—from day-to-day finances to wealth management and longer-term financial security. Providing digital personalized financial advice can better integrate banks into the center of customers’ financial lives as banks become more advice-driven. Some 50 percent of customers believe that banks should provide tools and services to help customers create and monitor a budget. Of this group, most (73 percent) feel that these tools would significantly increase their loyalty to the brand. About half of all customers follow a budget, and among those that do, three out of four still use manual processes, like Excel spreadsheets, to manage it. Others use third-party financial tools like those offered by Intuit, Inc., such as Quicken® or Mint.com®. Only 15 percent use money management tools from their bank—the institution that actually handles the financial transactions and knows the most about their customers’ current financial situation. More broadly, customers strongly indicate that they want banks to help them simplify their financial lives. Some 74 percent feel their bank should provide tools to make their life easier. Automating the generally manual process of budgeting will satisfy a basic desire of customers. Regardless, if a customer follows a budget, there are more advanced financial management tools that bridge the gap between customer-driven budgeting and banks providing digital advice. For example, among survey respondents: • 46 percent say their bank should proactively analyze their spending and provide feedback • 48 percent are interested in real-time spending analysis with forward-looking, safe-to-spend analysis • 51 percent want their bank to recommend products or services that they might need, while considering which accounts they already have In all three cases, more than three-fourths of the customers interested in a specific product say it would strongly increase their loyalty. There is also a notable age correlation— while a majority of customers below age 55 express an interest in proactive financial advice and services from their bank, the demand is strongest from customers below age 35 (Figure 5). Clearly, by bringing digital personalized financial advice to the heart of the relationship, banks can boost engagement and customer loyalty, especially among the younger generation who will drive bank revenue tomorrow. In some cases, such tools also provide a direct opportunity to boost revenue. More than one in four customers indicate that they would be willing to pay a fee for a service in which a bank representative works directly with them to create and monitor a budget, not to mention the increased insight customer analytics can yield for enhanced cross-sell and revenue optimization. Digital Personalized Financial Advice Tools Hold Clear Promise FIGURE 5. Customers desire proactive advice Q: I want my bank to proactively recommend products or services to me which I may find useful taking into consideration which accounts I already have. 33% 36% 33% 24% 16% 12% 18-34 years old (n=940) 35-55 years old (n=1560) 46% 51% North America 53% 58% 5 (Very interested) 4 (Interested) 55+ years old (n=1346) © 2014 Accenture. All rights reserved. 9
  • 10. Digital technology is introducing a new demand for how banking services are delivered. In particular, Millennials—under 30 years of age— have distinct preferences regarding financial services and digital technology. 10
  • 11. Millennials and Money Are highly connected, with an always-on mentality. 94% 66% 56% 67% 58% 72% 39% 22% 67% 72% 92% are active users of online banking are active users of mobile banking are active users of social media follow a budget (compared to 36% for those over 55) are interested in having a video chat with a bank representative by accessing a link on their bank’s website, mobile or tablet application (compared to 23% for those over 55) feel the traditional and digital experience they receive from their bank is somewhat or not at all seamless (compared to 45% for those over 55) are interested in their bank proactively recommending products or services (compared to 46% for those over 55) would be likely to bank with non-financial services companies with which they do business (compared to 27% for those over 55) would consider using a branchless digital bank (compared to just 16% for those over 55) look for financial advice via social media (compared to 3% for those over 55) are interested in their bank providing tools and services which help them create and monitor a budget (compared to 31% for those over 55) Want to bank on their time. Are in touch with their spending. Have higher expectations of omnichannel distribution. Embrace new entrants. Expect their bank to be proactive. Are not as tied to the branch experience. Want help with managing their finances. Are seeking advice through emerging channels. Millennials are defined as 18-29 years old. 11
  • 13. In conclusion, this research signals an opportunity to more effectively deliver banking products and services in the future. The disruption happening in banking is being driven by evolving customer behavior. Consumers are clearly calling for a new service proposition—they want banks to help make their financial lives easier and to enable them to manage their money more proactively. Banks that cannot craft a meaningful response to this growing need risk losing customers—and revenue— to other more digitally focused financial services providers. Over time, they will be viewed more as a facilitator of transactions. If you’re seeking to make the digital transformation journey, you need an ally who can set the right strategy for your organization and help implement that vision to realize financial value. Based on our research and experience in working with banking clients, Accenture has the right combination of capabilities, knowledge, operational footprint, and people to bring your digital business to scale. By truly focusing on customer needs and integrating data, analytics and insight with product development and delivery, banks are poised to transform not only the service proposition they offer to their customers but also the perceptions of their brand. That, in turn, will help drive overall loyalty. The adoption of digitally enabled services presents a unique opportunity for banks to deepen the relationship with their customers—going beyond daily banking to helping them better manage their financial lives on a daily basis. Our specific offerings include: • Omnichannel Distribution and Marketing Strategy Design and Architecture • Customer Experience Management Design and Implementation • Customer Analytics and Big Data Strategy and Enablement • Multichannel CRM Strategy and Implementation • Financial Services Proposition Development and Ecosystem Optimization At the same time, banks that meet this need—by using digital to learn more about what their customers want, and delivering proactive advice and services through a consistent, omnichannel approach—have a clear opportunity to build stronger customer relationships and improve their overall performance. In short, the future of banking is driving relevant, higher- valued propositions to customers in an omnichannel way through digital. Banks that get head of this trend will give themselves a winning edge. How Accenture Can Help 13
  • 14. Survey Population and Methodology Accenture conducted an online survey of nearly 4,000 North American retail banking customers of the leading banks in the US and Canada. The survey was conducted between March 10 and March 18, 2014. It has a statistical margin of error of +/- 1.58 percentage points at the midpoint of the 95% confidence interval. References 1 “Banking 2020: As the Storm Abates, North American Banks Must Chart a New Course to Capture Emerging Opportunities” http://www.accenture.com/us-en/Pages/ insight-capturing-emerging-opportunities- banking-summary.aspx. 2 “US Retail Banking in the Digital Era: A Critical Balancing Act” http://www.accenture.com/us-en/Pages/ insight-retail-banking-survey-2013-us- retail-banking-digital-era-summary.aspx. 3 “The Everyday Bank: How Digital is Revolutionizing Banking and the Customer Ecosystem” http://www.accenture.com/microsites/ everydaybank/Pages/everyday-banking.aspx. “The Everyday Bank: A New Vision for the Digital Age” http://www.accenture.com/microsites/ everydaybank/Pages/everyday-bank-vision- for-digital-age.aspx. For questions about the survey methodology, please contact: David Helin Accenture Research david.w.helin@accenture.com 14
  • 15. For More Information To find out more on how Accenture can help with your digital banking strategy please contact: Wayne Busch Managing Director—North America Banking Industry wayne.m.busch@accenture.com Anthony Rjeily Managing Director—Accenture Distribution & Marketing Services, Financial Services, North America anthony.rjeily@accenture.com Alex Pigliucci Managing Director—Accenture Digital Go-to-Market Lead, Financial Services, North America alex.pigliucci@accenture.com Jodie Wallis Managing Director—Canada Banking jodie.k.wallis@accenture.com Robert Mulhall Managing Director—Accenture Distribution & Marketing Services, Banking, North America robert.d.mulhall@accenture.com www.accenture.com/digitalbankingsurvey2014 15
  • 16. Copyright © 2014 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. 14-2706U/9-7391 About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 289,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high- performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.