Banker To Banker
While last week we focused on bank mobile app usage, in this article we take a look at how mobile and online usage compares to see what insights we can glean for bank marketing and customer experience management. Because your phone is always close-at-hand, mobile banking usage tends to be more stable and regular throughout the week and day. Mobile app banking usage tends to peak around lunch and stay steady until the late evening.
In past articles, we have talked at length about using agile methodology for application development, for technical product innovation, and for your risk processes. We are fans of forsaking the traditional “waterfall” approach for new products whenever possible and getting to marketing in a pilot program as quickly as possible so you can learn and iterate to success.
If you think the average American is on their phone throughout the day you are largely right. However, they may not be on your bank’s app. While the usage of the average app on your smartphone peaks at 8 pm at night, largely driven by social media, the average banking app peaks around lunchtime. In an attempt to better understand the banking customer, both retail and commercial, we charted the average banking app’s usage to uncover some actionable insights.
Much has been written about the merits of community banks developing banking expertise around specific verticals. We recently worked with a bank that won the banking mandate for a family-run funeral home. At first we were surprised that the term loan was 93% LTV. But when we looked at the entire underwriting package and the borrower’s financials (showing 3.2X DSCR) we recognized the importance of understanding industry specifics and how the funeral industry might be a perfect fit for many community banks.
The Merits of Specializing
Last week’s Money 20/20 conference in Las Vegas proved that it remains one of the best conferences for banks that are serious about innovation, particularly as it revolves around payments. The conference is big, the hallways are endless, everybody and their granddaughter is a speaker, the expo hall is ginormous, and the whole conference is almost unwieldy. However, despite these flaws, Money 20/20 is still a gathering that shapes our financial future. While the Libra folks were noticeably quiet and the regulators seemed less involved, there was still lots of action.
On October 30, 2019, the FOMC decided to lower the target range for the Fed Funds rate to 1.5% to 1.75%. The decision was not unanimous, and two members voted not to lower the target range. In the FOMC statement and at the post-meeting news conference, the committee’s communication was clear in that the future path of Fed Fund rate will be data-dependent, and the indication is that the “mid-cycle adjustment” is done. The key takeaway is that rates may move up or rates may move down in the future depending on economic developments. The question for many bankers and borrowers is how to v
Strategic planning means a lot of things to a lot of different people. One problem that exists in banking is that the act of strategic planning is undefined and so management teams feel that if they can just get to an offsite, sit around a table, work on some budget plans and have an investment banker speak, then they have done their strategic planning. While all of that may help, true strategic planning comes down to essentially meeting two tests.
There is a correlation between the speed of commercial loan closing and bank profitability, and there are many reasons why banks that close loans faster can generate more profits. While banks should be focusing on closing loans faster, there are other techniques that banks can deploy to enhance customer experience while keeping loan closing speeds unchanged. Banks can leverage operational transparency to improve both perceived and objective service performance.
For the majority of bankers, maintaining or increasing net interest margin (NIM) is the single most significant focus today. The shape of the yield curve and lower rates have caused NIM compression across the board and have hurt bank equity performance. While we are not big fans of managing bank performance using NIM as it doesn’t take into account risk and cost, it is one of the most common performance metrics used in banking.
Few bankers doubt the power of great storytelling. Instead of advertising, many banks have evolved into showcasing a customer, employee, or creative narrative that walks the reader to some point of conflict and then tells of a resolution. A story gets the reader or listener emotionally connected to the bank in ways that traditional, single message advertising can’t. Over the past three years, banks have learned that it is not just about telling a story but how to construct marketing around the story that makes a difference.