Confederation Of Indian Industry Banks Taking A Quantum - Pwc

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9th CII BANKing TECH Summit, 21 April 2015Confederation of Indian IndustryChairman’s message p2 / Foreword p3 / PwC outlook 2015 p4 / Digital in the realm ofbanking p7 / Challenges from digital adoption p16Confederation of Indian IndustryConfederation of Indian IndustryBanks taking a quantumleap through digitalConfederation of Indian IndustryConfederation of Indian Industrywww.pwc.in

Chairman’s messageCII’s BANKing TECH Summit is a flagship annual gathering of the Indian banking technology industry, focussing onconnecting the dots between business, operations, technology and regulatory dimensions of the sector.The ninth edition of the summit recognises the sweeping magnitude of impact that the digital wave has unleashed inthe banking sector, and hence the theme, Banks taking a quantum leap through digital.It has been the constant endeavour of banks to enhance customer experience, improve efficiencies by adopting leanerand cost-effective operations and drive revenue by increasing the depth as well as the spread of customer engagement.The onset of the digital era has opened up a plethora of opportunities as well as challenges to these pursuits. Multipleavenues of interaction such as the internet, mobile, tablets have veered customers away from traditional channelssuch as branches and ATMs. While this presents a huge potential for improving both the reach as well as the qualityof engagement, it also brings up the challenge of delivering a consistent experience to the ‘here and now’ digitalage customer across these platforms. While digital channels capture valuable insights, the opportunity of personalinteraction is lost, apart from the security risks that these channels potentially introduce. Often referred to as the ‘digitalout’, this facet represents choreographing the customer-facing layer of banks.Another dimension of the digital evolution relates to the digitisation of internal processes that will bring in benefits ofreduced cycle time, fewer exceptions and faster throughput resulting in greater efficiencies. This aspect, referred to as‘digital in’, represents orchestrating the operations layer of these institutions.The adoption of digital is challenged by the incumbent technology landscape, manifesting itself in multiple generations,as well as the multitude of business lines and geographic spread of banks. On another plane, deep dive analytics andCRM of high granularity – phenomena that are waiting to happen, hold out a promise of delivering greater value to thebank as well as its customers.While banks grapple with these business, operations and technology imperatives, the ecosystem brings at leasttwo dimensions of challenges (a) innovations in the payment space such as mobile money, e-wallets and paymentaggregators that, collaborating with the exploding e-commerce segment, threaten to take away a sizeable chunkof a bank’s cash flows and revenue streams (b) risk and regulatory framework which includes new dimensions ofrisk introduced by digitisation that need to be addressed so as to ensure secure banking and the evolving regulatoryrequirements to which banks are expected to be compliant.With these developments as a backdrop, CII and PwC have put together this report which showcases the bankingindustry as it is today and the possible roadmap ahead to take a quantum leap with digital as its springboard.We hope this report is helpful and we welcome any thoughts you may have.Warm regards,Arun JainChairman - CII BANKing TECH Summit 2015 andChairman and Managing Director, Intellect andChairman, Polaris Group of Companies2PwC

ForewordThe banking industry is going through exciting times and as customers, we experience this in the way it touches our lives.Technology, digitisation, social media and mobility are changing our personal lives in a big way and this naturally impliesthat services such as banks need to respond to this change and reinvent the way they do business.As the banking fraternity faces multiple disruptions with the entry of small banks, new payment banks and nontraditional players, it will be interesting to see how all of this will play out for the sector.The digital battleground has presented banks with a huge opportunity to attract new customers, lower costs, develop newpropositions and business models, as also explore customer value to its maximum. To create a digital environment is nowa priority for all banks and they need to undergo considerable investment for complete transformation. Leading the banktowards digital transformation implies enhanced user experience through interactive interfaces, advancement in mobiletechnology, improved digital security, collaborating through social media, channel integration and gaining insights intocustomer behaviour through digital analytics. Furthermore, fintech companies are setting new standards in innovation,time to market, and customer experience which traditional banks are forced to measure up to.Client interactions have led us to believe that banks are leveraging digital to re-imagine existing processes, come out withnew products and services, and create a new customer experience. Having said that, our report Banks taking a quantumleap through digital is an endeavour to address the various aspects in which the realm of banking is expanding as well asthe challenges it encounters along the way. We have tried to capture the undercurrent of the industry and coupled it withour understanding of the business.We hope that you will find this report insightful and a good read. Please write in to me with your views.Vivek BelgaviLeader, Technology, Financial ServicesPwC IndiaBanks taking a quantum leap through digital 3

PwC outlook 2015The last few years have witnesseda transition of banking from apredominantly transactional businessto a customer-centric one. Engaging thecustomer through the most relevantchannels has become key to maximisingcustomer value and creating newer andmore innovative revenue streams forbanks. PwC believes that digital platformswill impact the entire ecosystem ofthe banking industry by redefining thetype of interactions while necessitatingnew innovative internal processesand employee skills to support theseinteractions.Digital platforms provide a uniqueopportunity to interact with customerson a regular basis in a more personalisedmanner. Unlike other traditional channelsof communication and service deliverywhich cater to broader customer segments,digital channels are generally consumedindividually, thus increasing the scope fortailored customer experiences. Digital isalso transforming the internal operationsof banking brought on by increased dataaccess and real-time transmission andautomation capabilities.The role played by digital in each facet ofbanking is evolving rapidly and banks needto be on top of their game to stay ahead ofcompetition. Below are the top five trendsto look out for:Innovative customeracquisition and engagementstrategiesDigital channels provide banks with aunique opportunity to deliver highlycustomised propositions and services totheir potential and existing customersat relatively lower costs. While thesechannels provide access to larger publicsocial platforms, the inherent nature of theplatform makes communications throughthese channels individual and intimate.Users are able to experience services ontheir own terms, controlling the context,mode and length of exposure to theproduct or service. Given the singularmode of interaction and negligible delivery4PwCBy 2020, digital natives are going to form the majority segment of customers changing theindustry ecosystem and forcing organisations to adapt to changing customer needs.20002002200420062008Traditional consumers20102012201420162018Digital convertsUp to 2013The traditional consumersare the majority2013-2019The digital convertsare the majority202020222024Digital natives2020 and beyondThe digital nativesare the majority(Source: PwC’s New Digital Tipping Point)cost, banks can deliver heavily tailoredsolutions rather than having to build broadcustomer segment based propositions.Banks will be able to leverage this facetalong with the goldmine of data thatdigital provides, in order to study andunderstand customers. Analytics anddata-mining on these information assetsare expected to enable banks to design andprovide solutions as per individual needs.Thus, new digital platforms withunderlying analytical support will beextensively used by banks to redefinethe acquisition and engagement strategyfor gaining competitive advantageover the counterparts. The industry isexpected to soon see new methods ofengagement which will get the customerhooked in a much shorter span of timeproviding highly tailored experiences withappropriate information content.Data driven innovationacross all industry facetsDigital brings with it the uniqueopportunity to capture enormous volumesof data in a faster and more efficientmanner. The challenge however is to beable to draw timely insights from this data.Banks need to ensure that their data set-upand technology architecture are optimallydesigned to meet the volume, velocity andvariety of data at their disposal.The focus will be on leveraging big datatechnologies along with in-memoryanalytics to be able to utilise data to drawinsights in real time and act on theseinsights speedily. Businesses will startre-aligning their organisation structure

With the number of mobile users growing at a CAGR of 91%from 2012 to 2016, India CEOs believe mobile technologiesare the strategic focus for better customer engagement.78%73%Mobile technologiesfor customerengagementData miningand analysis75%Cyber securityInternet of ThingsSocially enabledbusiness processes71%55%Cloud computing53%Battery and powertechnologies44%Robotics3D printingWearablecomputingMultiple regulations, both global as wellas regional, have forced banks to look atincreasing their resilience around datamanagement. Regulators are moving fromstandardised reports based supervision toseeking access to granular underlying datafor assessment of the bank’s risk positions.The expanding ambit of regulatoryinitiatives such as anti-money laundering,automated data flow, Basel norms, ForeignAccount Tax Compliance Act, etc have acommon underlying theme of providingaccurate and reliable data in a timelymanner.Data governance and management willacquire the centrestage of informationstrategy formulation for the facilitation ofboth internal as well as external regulatoryinformation needs with appropriatestandards of data quality. Standardisedregulatory tools in the industry supportedby a strong data governance structure willbecome a norm in the industry.New security frameworks forcombatting fraud and cybersecurity44%22% 33%Convergence of regulationsand emphasis on datamanagementSource:18th Annual Global CEO Survey: The viewfrom Indiain order to facilitate analytics-backeddecision-making so as to capture themarket intelligently and quickly.Disruptive solutions in thepayments spaceWith the proliferation of mobile-basedservices and the reducing median priceof smartphones, the payment industryis on an exponential growth trajectory,further aided by policy, frameworksand guidelines being formalised by theregulator. Innovative and disruptivesolutions have made this volume-intensiveand low-margin industry a lucrativeone. For example, M-Swipe has givenan alternative solution to POS machinesgiven by banks, thus increasing the reachof digital payment to traditionally cashonly transaction-based services (suchas barber shops, kirana stores, etc) in acost-effective manner. With the adventof regulations around payment banks,PPIs, etc players such as telecom firms,payment solution providers, retail chainsand banks alike have all jumped on thepayment bandwagon. Dematerialisationand digitisation of plastic cards will forcebanks to re-invent and innovate. Easeof making payment is the new customerdemand which will see a departure fromtraditional encrypted password-basedpayments to biometric security-basedpayments. Wearable payment solutionswill also see an upsurge which will haveminimal turnaround time for payment.The industry will see an evolution drivenby the need to adapt to advances in mobiletechnology and the demand for seamlesspayment solutions.Information, digital transactions andsmart devices continue to proliferate atan extraordinary rate. This also opens uppotential loopholes that can be exploitedfor various kinds of fraud. While incidentsin some areas can be troubling, others candestroy key elements of your business andin turn the brand.When looking beyond enterpriseboundaries, there is a need to protectwhat matters most and ensure investmentis allocated correctly. Cyber riskmanagement in the business ecosystemis a complex issue, requiring boardand managers to engage sophisticatedtechniques, and for new skills andcapabilities to be embedded in the people.Businesses that seize the digital advantagemust be confident that they are able tomanage cyber security risk. Those thatare able to build trust with customersand other stakeholders for their digitalstrategies will be successful. That is, trustthat data and transactions will be safe, thatidentity and privacy issues have been dealtwith and trust that systems and processeswill be available when needed.Banks taking a quantum leap through digital 5

Therefore, cyber security will need tobe treated as an enterprise-wide risk forwhich banks will need to develop a clearrisk appetite to suit the specific businesscircumstances and associated action plan.Various department employees at all levels(from C-suite to junior management) willrequire education about cyber threats ascybercrime will no longer be just the domainof the IT or network security function. Inshort, successful businesses in the digitalage will need to get to grips with cybersecurity.Disruptive innovations fromnon-conventional financialplayersThe financial services sector is facing theomnipresent risk of disruptive innovation.The groundbreaking redefinition of thepayments space, explosion of technologydriven wealth management or strongemergence of online peer-to-peer lendingsolutions are all breaching the areas whichwere formerly banking strongholds.Non-bank attackers, ranging from largetelecommunications companies to smalland nimble technology players, aredefining the standards for digital banking.Generally, these non-bankers have asmall role in the overall ecosystem of thebanking industry and therefore have farlesser overheads while innovating for newsolutions. Therefore, they have a high paceof innovation and pose a unique question tobanks to innovate at lightning speed whilemeeting regulatory norms.Non-banks focus primarily on the smallvalue-added offering while remaining inisolation of the rest of the ecosystem makingthem innovative and agile at the same time.They are also targetting key areas such aspayments and small-term lending whichaccount for nearly 80% of daily customerinteractions.Therefore, banks will have to look out forthese non-banking players and quicklydefine the new definition of the digital bankfocussing primarily on customer-centricalliances to build trust and hold on to thecustomer base.6PwC

Digital in the realm of bankingGrowing one’s customer base continuesto be one of the top priorities of anybanking institution. Traditional internalcustomer acquisition strategies tend tohave relatively lower conversion ratesand purchasing customer databases is anexpensive option. Digital avenues providealternatives to tackle both these issues.Taking advantage of richer, cheaperdata accessOne of the most relevant outcomes of thedigital boom has been the availabilityof data at relatively lower costs. Socialplatforms are fertile ground for developingcustomer insights, understanding thelatest trends of likes and dislikes, as wellas testing hypotheses and building brandequity. In an age where our lives continueto be more and more public, banks areinvading this space to get access to dataand use it in innovative ways.The objective is to not only acquire themeans of contacting potential customers,but to go a step further and accuratelymeasure the likelihood of lead conversion,thus saving companies considerableinvestment that would otherwise go infruitless pursuit. By combining access torich, varied data with powerful analyticstools and techniques, banks can now gobeyond the traditional demographic andfinancial data sources to utilise socialdata while profiling customers better tounderstand their individual requirements.Search engine optimisation is anotherapproach that continues to be a formidablecustomer acquisition strategy. Accordingto the Shop.Org and Forrester State ofRetailing Online 2014 study, 85% ofretailers put search engine marketingas the most effective online customeracquisition tool. The study mentions thatretailers spend a considerable budget onpaid search programmes as compared toother tactics.TechnologyRetail & ConsumerPower & UtilitiesIndustrial ProductsHospitality & LeisureHealthcareFinancial ServicesEntertainment, Media,& CommunicationsEnergy & MiningBusiness & ProfessionalServicesCustomer acquisition andonboardingDigital technologies feature in the top five strategic technologies for organisations withspeed of execution as the key driver for gaining maximum benefits.AutomotiveGiven the level of customer-centricity inthe banking industry and the digital wavefurther increasing customer power, it iscritical to explore the continuing impact ofdigital on banking vis-a-vis the customerbanking journey. This will not, however,be limited to customer interaction points,but will also include all internal bankprocesses and operations where digital hashad an impact.Data mining and analysisPrivate cloudCybersecurityMobile apps for customerSocial media for externalDigital delivery of products andservicesPublic cloud applicationsRoboticsBattery and power technologiesPublic cloud infrastructureSensorsQ. Which of these technologies will be of the highest strategic importance to your organisation over the nextthree to five years?Bases: 375, 1,119Source: PwC’s 6th Annual Digital IQ Survey , 2014Top online retailing strategiesTop online retailing strategiesSearchengine marketing85%Organic traffic41%Affiliate programmes40%Remarketing/retargetingof shoppers in online ads29%%of respondentsPercentageof respondentsSource: Shop.Org and Forrester State of Retailing Online 2014 studyBanks taking a quantum leap through digital 7

Building partnerships: E-commercewebsites and aggregatorsTying up with other online marketspaces is another strategy for customeracquisition. With phenomenal boombeing observed in the e-commerce spacein India, banks can use these channels asa means to reach out to new customers,including those in smaller cities. Apartfrom exploring regular advertisingstrategies on these websites, jointproduct offerings could be an innovativeopportunity.The e-commerce boom has also increasedthe customer’s comfort with onlinepurchases. And this is slowly expandingto the financial products space as isevident with financial product aggregatorswitnessing business growth. Bankbazaar.com, which is an aggregator for loansand credit cards among other financialproducts, saw disbursals double acrossall product categories. In 2013-14, thecompany disbursed 3,000 crore INR acrossall products on its platform.2 Banks cantherefore consider such aggregator sites asprospective distribution channels.Leveraging smartphone capabilities toimprove app functionalityWith a flurry of affordable smartphonesbeing launched in the Indian mobilemarket through aggressive pricingstrategies, device penetration is expectedto experience sizable growth. Accordingto an eMarketer report, by 2016, India willhave more than 200 million smartphoneusers, overtaking the US as the world’ssecond largest smartphone market.2Couple this with the latest mobileinternet trends (the number of mobileinternet users in India is expected toreach 213 million by June 2015 with 160million being urban users3), mobile andsmartphones will continue to be a primechannel for reaching customers. With suchtelling trends, designing content tailoredfor smartphones, and leveraging theincreased functionality of smartphones,including GPS, camera and access to fastinternet, will continue to be a key driverfor the growth of the industry. Developinginnovative apps and mobile experienceswill be a major hook in engaging potentialcustomers.Snapdeal-HDFC co-branded credit card1Snapdeal and HDFC have entered into a three-year partnership to launch a cobranded credit card. The card will target buyers in smaller towns and cities. Thejoint offering provides both companies with a host of opportunities. For Snapdeal,the tie-up will drive more purchases as customers will now have a paymentmechanism to use, apart from potential sales increases with specific offers fromusing the card on Snapdeal. Further, the targetting of smaller towns will bebeneficial to Snapdeal that sees a significant portion of its 3 billion USD annualgross merchandise sales generated from Tier III and Tier IV towns and cities. Themove will also open up customer acquisitions in smaller towns for HDFC, apartfrom gains from increased card usage and transaction volumes.“Striking key partnerships with e-commerce customer touch-points such asFlipkart and Bookmyshow for providing direct benefits to customers is a keydriver for digital success.”- A respondent from a major PSU bank for the Banking Tech Summit Survey 2015Leveraging smartphone capabilitiesNumber of smartphone users (in 84.2198.5The USChina2014 2015201622.7%243.8279.2204.1167.9123.3India2017 2018CAGRSource: eMarketer, December 2014Nearly 51% of the Indian CEOs believe that they will enter into strategic partnerships togain access to new technologies and customer base while strengthening their innovationcapabilities.What are your reasons for collaborating in Joint Ventures, strategic alliances or informal collaborations?Access to strengthen ourinnovation capabilitiesAcces to new geographicmarkets40.0%42.0%Acces to new customers47.0%Access to new emergingtechnologies47.0%36.0% 38.0% 40.0% 42.0% 44.0% 46.0% 48.0%Source:18th Annual Global CEO Survey: The view from India1. Gooptu, Biswarup. (2015, March 09). Snapdeal and HDFC Bank tie up to launch co-branded credit card. The Economic Times. Retrieved from http://retail.economictimes.indiatimes.com2. eMarketer. (2014). 2 Billion Consumers Worldwide to Get Smart(phones) by 2016. Retrieved from http://www.emarketer.com3. IAMAI. (2015). Mobile Internet Users To Reach 213 Mn by June’15 [Press Release]. Retrieved from http://www.iamai.in.8PwC

Expanding the scope of banking appfunctionality to provide options for not justexisting customers but potential customerscould be a major step towards using theplatform as a customer acquisition tool.For example, tying in the smartphone’sGPS functionality to provide customerswith top retail offers and discounts intheir vicinity can be a pull to downloadand use the app. Bundling this withfurther discounts when using the bank’sproducts can then induce the user toapply for the bank’s products. If the appcan be used to set up a meeting with abank sales representative (messaging orcalling through the app or geo-taggingthe customer’s location) or even allowthe potential customer to apply for theproduct directly through the app, theconversion from potential to existingcustomer is far more likely. Such hooks topromote customer interest that require lowinitial customer effort will provide a goodopportunity to increase lead conversion.Low participation hook to promoteusageA major hurdle in the lead conversionprocess is the application itself. KYCnorms are rightfully stringent so as toprotect against fraud risk. In the process,applying for even the most vanilla bankingproducts calls for considerable customerinvolvement and effort which can act as adeterrent. While we subsequently explorehow digital has significantly simplified theapplication hurdle, having an option toengage potential customers and providea preview of the benefits of one’s bankingservices without requiring the customer toinvest considerable time and informationto experience such previews, will be theoptimum strategy.“Using innovative portal design toredirect customers online for most oftheir queries and responses has ledto significant savings in FTEs at callcentres, in addition to increasing digitalengagement with customers.”- A respondent from a major foreign bankfor the Banking Tech Summit Survey2015“Smartphones will be ubiquitous somobility is going to be the key. Smartlyleveraging mobile devices keepingin mind ease of access and customercomfort will be a major differentiator.”- A respondent from a large foreign bankfor the Banking Tech Summit Survey2015Chase’s My New Home app as amortgage lead generator4Chase has developed a ‘My New Home’app that allows users to search, rateand compare homes, save and sharefavourites, estimate payments as wellas connect with a mortgage banker.The app positions itself as a useful toolto explore housing options, but alsoprovides additional services such asmortgage calculators and mortgagehelp. It links the customer’s housingneeds to a service that the bank canprovide.The app therefore targets potentialcustomers who may be interested inmortgages, thus acting as a good leadgenerator.MyUniverseAditya Birla’s MyUniverse5 is an innovator in the personal finance space, providinga completely digital customer experience. The registration process is simple andnot time-intensive. The platform itself provides a financial aggregation tool,assimilating various financial relationships of an individual under one virtual roof.The initial attraction is therefore being able to see all of one’s accounts in a singleplace, track expenses and manage one’s personal finances.However, what MyUniverse has additionally been able to achieve is the explorationof a range of line and product extensions so as to gradually expand customerparticipation towards its revenue streams. The platform not only categorisesexpenditure and provides insights on spend analytics, it also lets you carry out a setof financial transactions from the platform itself. Based on your existing portfolio,it analyses your holdings, provides advice on instruments to invest in and directsyou to Aditya Birla’s investment platforms to seamlessly purchase mutual fundsand stocks. By providing customers with a superior analytical experience withoutthem having to make much effort, it successfully builds customer relationshipsand steers them towards its more profitable services. The digital delivery of suchan experience is integral to this process since it develops customer comfort,encouraging them to not only consume the initial vanilla services but to alsoeventually graduate to premium offerings.4. Retrieved from www.chase.com/mortgage/mynewhome-app5. Retrieved from www.myuniverse.co.in/home.aspxBanks taking a quantum leap through digital 9

Optimising acquisition processesthrough digitalCustomer engagement andservicingObtaining optimum results from digitalinnovations will require simplifiedapplication processes to maximise thelead to conversion ratio. With the onsetof Adhaar, biometric technologies arefuelling innovation in this space. Byleveraging such technologies, bankscan now develop ‘doc-less’ applicationprocesses. By scanning one’s fingerprintand hitting the Adhaar database, one’s KYCis automatically generated, eliminating theneed for photo-identification or having tocarry duplicates. This, combined with acamera, fulfils all KYC requirements.Keeping your customer connected toyour brandThere are similar industry approaches inthe asset production space where, apartfrom KYC, income documentation is alsonecessary. Using alternative proxies toestimate income (surrogates) is alreadya tried and tested method for banks.However, analytics is expanding the scopeof such estimation and banks are nowgoing beyond the usual proxies. The samecredit information companies (CICs) thatprovide banks with customer financialtransaction and payment information,also link to Adhaar and PAN databases.Therefore, the same fingerprint that isused to generate KYC can now also be usedto retrieve and verify one’s bureau records.This not only provides banks with enoughinformation to underwrite applicationsinstantly and decide on whether to extendsuch asset services to a customer, butalso aids them in estimating income andpayment behavior from CIC data, thusallowing for accurate pricing of the riskbeing undertaken; all of which can beachieved remotely in real-time.Such biometric and camera functionalitiesare now available as built-in features inmobile phones, thus enabling the frontend sales staff to be adequately equippedfor providing a hassle free applicationexperience. Various examples, suchas ICICI’s Tab Banking, illustrate theleveraging of digital technologies tostreamline processes and overcome theapplication drop-off hurdle. Providingsuch technologies to the front-endstaff achieves multiple objectives byestablishing a digital experience forthe customer and providing adequatecustomer delight situations, as well asreducing the time the sales staff spendsin logging-in applications, thus openingup more time for customer interactions.The same mobile devices can also beloaded with sales aids and presentationsfor improving conversion likelihood.This is in addition to other internalemployee engagement tools that can trackproductivity as well as time utilisation.Continually engaging with one’scustomer for being the preferred financialtransaction platform, the top brand torefer others to, or even simply to be thefirst credit card the customer reaches forin her wallet, is imperative to promoteservice consumption and utilisation.According to a recent Gallup study6,fully engage

Banks taking a quantum leap through digital www.pwc.in 9th CII BANKing TECH Summit, 21 April 2015 Chairman's message p2 / Foreword p3 / PwC outlook 2015 p4 / Digital in the realm of banking p7 / Challenges from digital adoption p16 Confederation of Indian Industry Confederation of Indian Industry Confederation of Indian Industry

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