Mobile Banking Can Improve Customer Acquisition by Sixty Percent

One of the more startling takeaways from the Mobile Banking and Emerging Applications Summit this week was when Bob Hedges from Mercatus mentioned that mobile financial services could improve customer acquisition rates by as much as 60% in key customer segments (age under 50) for early moving banks. In fact, according the research findings which were presented at blinding speed at the conference, a bank's mobile presence was more important than online banking, ATM presence or even the convenience of local branches in a customer's decision to select a bank.

Combined with the statistic that more than 30% of U.S. consumers are either using or considering using mobile financial services in the next year, and it is understandable why the best quote from Hedges at the conference was that, "Making a business case for mobile banking is like making a business case for oxygen"!

Other findings shared by Hedges at the conference included that mobile financial services users have higher incomes than traditional customers, use more services and have up to 12% lower attrition (which has been supported by other findings provided by banks recently at other conferences).

Finally, Hedges emphasized to the more than 300 bankers in attendance that the rate at which consumers are adopting mobile banking is must faster than originally anticipated, with an expectation that the number of mobile banking consumers could surpass those who use online banking by 2015.

Given the positive impact that introducing the mobile channel could have on acquisition efforts, servicing costs, utilization of services and attrition, there is no doubt that mobile banking will be emphasized by banks over the next 18 months. Obviously, the spoils will go to those fast moving banks that can introduce mobile banking to their customers and prospects the quickest and who can continue to promote and enhance their offerings to a increasingly technology driven target audience.

Bank 2.0 is a Bank Marketer Must Read

There are not many books (or anything else for that matter) that I find compelling enough to pre-order. Sure, there may have been a Cleveland Indians or Cavaliers championship jersey I jumped the gun on, but I have never stood in line for an Apple product or pre-ordered a movie to be the first on my block to own it.

I made an exception a few weeks back with the book Bank 2.0 - How Customer Behavior and Technology Will Change the Future of Financial Services by Brett King not only because I was intrigued by the title, but because I have been following Brett's Banking4Tomorrow blog for a couple months and I find his take on the changes in our industry both enlightening and spot on. King is also an international speaker and is an industry advisor on Huffington Post (Business News).

This evening, Brett King’s book Bank 2.0 begins US distribution with a NYC launch (I actually ordered one from overseas a couple weeks ago and several more for some of my colleagues and clients from a U.S. distributor). While I am definitely not done with the close to 400 page book, it is a great business read for anyone involved in marketing, channels, distribution, innovation or the product area in a financial institution.

The book begins by discussing the significant changes that have occurred and will occur in customer behavior as a result of the advent of the Internet and smart phone and the expectations associated with these channel shifts. King discusses the impact of the shift in control from the bank to the customer and the choices that have resulted and will result in the future. These changes are illustrated in his book's video presentation.

While there is a bit of an international bias in the book due to Brett's background, his observations are all valid and well documented with statistics even though the banks and consumers in the states may be a bit behind their counterparts overseas. He illustrates the three stages of consumer behavioral disruption as shown below.

Part 2 of the book is all about the channels that customers use and the ways banks will need to reconfigure these channels in the future to win. Individual chapters focus on the branches, call centers, online banking/web, mobile and even ATMs. What I found both surprising and different about this section compared to many business books is that King is not shy about providing both opinions on how to address the changes that are occurring (with facts to support his recommendations) as well as a vast number of real life examples of both the good and bad in the industry. There is definitely a continuous ROI focus on all of his thoughts based on his vast experience in the industry. 

In the third section of the book, there is a look into the future of banking. Brett digs much deeper into the customer experience and channel impact of the changes that have already taken place and what bankers can expect in the future. As can be expected, there are discussions around social networking, new technologies, the future of payments and what the banks role may be in the P2P world as well as a good analysis of the impact on bank sales, marketing and advertising.

Throughout the book, King challenges banks with regard to their response to the massive customer changes in the past decade. In fact, he has even developed an inforgraphic around the lack of true innovation banks have done and whether the innovation has been done in the areas that matter.

This book is both thought provoking and fact-based, and is definitely a must-read for any banker (or industry supplier) who wants to stay current with the massive changes in our industry and wants a glimpse as to what is right around the corner.

New Smart Card Geared to Convenience and Safety Conscious Consumers

As banks continue to innovate around the use and rewards structure of both debit and credit cards, the penetration of smart cards in the United States has lagged other countries. That may soon change, however, after Pittsburgh-based Dynamics, Inc. won the first prize ($1,000,000) 'DemoGod' award at this week's Demo tech start-up conference in Silicon Valley.

Leveraging a programmable magnetic stripe that can be changed at any time (but still able to be read at today's magnetic stripe POS readers) the MultiAccount card can carry different card accounts on one piece of razor thin plastic.

This could be a debit card and credit card, personal and business card, etc. Push a button on the card, and an integrated light source highlights the account being accessed. A card with a light source alone provides a WOW factor for the user.

For those users interested in an expanded level of security, another card (called Hidden) presented at the Demo conference by 31 year old Dynamics Chief Executive Jeff Mullen only shows an abbreviated account number on the card. To get a complete account number to appear, the user needs to type their PIN on a set of five buttons on the surface of the card. When the correct PIN is entered, the electronic stripe is then populated with the appropriate magnetic information so that it can be used in today's readers. In other words, the card is of no use to a thief unless they have the integrated PIN.

Both cards are thinner than traditional cards in the marketplace today, yet still have a small built in microprocessor with integrated memory which is powered by a battery with a three year life. Oh yeah, and the cards are both scratch resistant and waterproof, which Mullen displayed as part of his 5 minute presentation demonstrating the card at the Demo conference.

This new card technology is definitely coming at an opportune time, as bank marketers are looking for new ways improve engagement by stimulating the use of card products and the participation in rewards programs. With the Durbin Amendment set to impact interchange income for debit card transactions next year, bank marketers need to find ways to get top of wallet placement in the consumer's mind and through usage. The benefit of combining multiple card accounts on a single piece of plastic alone could have major financial benefits for banks. This type of product could also impact retention of relationships, further impacting the customer lifetime value.

As the planning process is well under way at many banks, an introduction of this type of product (which has been in a stealth test mode for an extended period in the marketplace by Dynamics) could provide the foundation for a new payments strategy. With behavioral segmentation already built into the product's benefit continuum, this could be the answer to many concerns of card product managers and bank marketers alike in 2011.

Update (October 5, 2010): It was announced yesterday that Citibank will be the first bank in the country to leverage the Dynamics, Inc. card programmable magnetic stripe, embedded battery and chip as well as integrated buttons on a payment vehicle in a well publicized pilot. The Citi 2G Credit Card will allow consumers to make a choice whether to pay for a purchase using a traditional credit account or to utilize points for the purchase.

“People don’t typically think of credit cards as an innovative product, but we are excited to be the first issuer to pilot these advanced technologies and additional choice at checkout through the ‘next generation’ of credit cards,” said Terry O’Neil, executive VP of Citi’s North America credit card division. “With Citi’s latest feature, customers now get a credit card that better fits their lifestyle and needs, putting more options right in their hands.”

At a cost of about three times the cost of traditional plastic cards, it will be interesting to see if other banks get on the bandwagon and develop innovative and segmented products based on this technology.

Are Bankers Ready For The Bank 3.0 Reality?

In an exclusive interview about his newest book, Bank 3.0, Brett King discusses how change occurring in the banking industry is inevitable, speeding up and disruptive. 

From the mobile wallet wars to the impact of social media, tablets and the 'de-banked' and digital consumer, Bank 3.0 shows why banking is no longer a place you go to, but something you do.

A great deal has happened since Brett King wrote Bank 2.0 in 2010. Two years ago, banks were under siege as the foundation of the banking system was close to collapse and the image of the industry as a safe and secure environment was being challenged. The impact of social media was just beginning to be understood by the financial services industry and mobile technology as we know it today was in its infancy. Heck, King even referenced his (now long gone) Blackberry in the first chapter of Bank 2.0.

With Bank 3.0, King discusses how consumers are less likely to view their retail banking provider in terms of capital adequacy, branch network, products and rates. Instead, customers are more likely to determine their banking partners by how easily they can access their accounts when they need to, and how much they trust their provider to execute business on their behalf. For those who read Bank 2.0, King's new book retains some of the foundation and case studies, but updates several areas based on what has occurred (and will be occurring) relative to digital delivery, payments, social media, and the power of 'big data'.

On the eve of the introduction of Bank 3.0 in the U.K. (introduction in the U.S. is scheduled for early November), I interviewed Brett King about his new book and about how he views the banking industry today.

What has occurred in the marketplace that warranted the publishing of Bank 3.0 just 2 years after your successful book, Bank 2.0?

Brett King: The marketplace has changed significantly around how consumers are engaging with their financial institutions. Compared to two years ago, traditional banks are challenged more than ever from a distribution perspective because of the movement to mobile and digital channels, and because they are not well positioned with their current bricks and mortar networks for a positive customer experience. 

The philosophy of banks, with their secure firewalls, operational structure and compliance mindset, is counter to how any other industry engages with customers in the digital space. Since Bank 2.0, the competitive environment has also changed a great deal, with partnerships being developed, alternative players and new bank start-ups being introduced, underbanked segments emerging, and social media merging with bank service engagement. People are beginning to take a functional and utility view of banking, which is why I say in the subtitle of the new book, 'banking is no longer a place you go to, but something you do'.

In Bank 3.0, you discuss that despite these marketplace and behavioral changes, traditional banks in the U.S. have made only minor changes to their distribution models. Where do you see bank branch distribution going in the near and mid-term?


Brett King: We have already seen a number of new players enter the market, especially in the payments space such as Isis, Square, PayPal, Google Wallet, etc. In addition, prepaid cards have become much more popular and represent the fastest growing deposit product in the U.S. This is significant since most bankers do not consider the product to be 'real banking'. From the consumer's perspective, however, prepaid cards are real banking. This is the mistake traditional bookstores and movie distributors made when new distribution alternatives emerged. They didn't take the challenge seriously. Bankers need to realize that prepaid cards are changing the way people are viewing bank relationships on the grassroots level. 

Finally, as transactions continue to migrate to online and mobile channels, we will see more and more banks reconfigure their traditional branches to reflect the new digital reality, with many banks also starting to close unproductive (and economically deficient) branches. These trends will only escalate going forward due to the costs of delivery and the reduced revenue potential.

No new U.S. bank charters have been issued in the recent past. What challenges are faced by start-ups like Movenbank related to regulations and other outdated barriers to entry?

Brett King: The challenges we've had have not been from regulators, but from the risk and compliance areas of the financial organizations we are trying to partner with. In fact, we've met with the Fed, the Treasury and the CFPB and they have all been overwhelmingly supportive of what we are doing. They understand the changes occurring in the marketplace, and have liked the financial literacy built into our product, our engagement model and the value we bring to the overall banking experience.

Alternatively, the banks themselves are having difficulty innovating . . . moving from the way they have done things in the past, using paper applications, signature cards, etc. to using web signatures and online authentication (which is much safer).

Do you see the cost of mobile innovation discussed in Bank 3.0 being an additional 'market disrupter' impacting the ability for smaller institutions to succeed and ultimately survive?

Brett King: The problem is that there are so many start-ups in the financial services and payments space that are impacting the way people view financial services that significant technology projects need to be undertaken by traditional banks just to keep pace. Investing in a technology layer, combined with the new costs of compliance, will be a challenge for smaller institutions. That doesn't eliminate the potential for smaller organizations to collaborate or to build partnerships to respond to market realities, but I don't see this happening.

With the rapid acceptance of tablets, how do you see tablets changing the way people do banking and the services banks may provide leveraging this technology?

Brett King: As we have seen in the retail space already, mobile will change the context of banking including where and how a consumer conducts business. For instance, the process of buying a home and securing a mortgage becomes much different when the shopping for the mortgage is done online significantly before a customer enters a branch (if they do so at all). A tablet can also provide a rich user experience due to the real estate of this device compared to a smartphone and the tactile capabilities compared to online interaction.

Turning this around, if a customer can get this experience on a tablet, why can't that level of experience be replicated at the ATM, as part of online banking and even in the branch? In the end, I think the growth in tablets will force banks to build enhanced customer experiences across all channels.

You have a section in your book dedicated to the impact of social media in financial services. How do you see social media changing banking in the future?

Brett King: Currently social media is impacting banking in a couple ways, including servicing and social dialogue. Customers are increasingly expecting to be able to reach their bank regarding service issues using Facebook or Twitter and get a response immediately. Many banks are falling short in this area, not providing adequate support for 24/7 social channel access.

In addition, consumers are using social media to follow and engage in dialogue about brands (both positively and negatively). If a brand performs well, this can lead to advocacy which in turn can lead to referrals and new business. This positive dialogue becomes critical in restoring trust in an individual bank's brand.

At the end of each chapter in your book, you provide key lessons and recommendations for banks willing to embrace change and take advantage of market opportunities. What is the biggest risk facing traditional banks as they move forward?

Brett King: The biggest risk facing traditional banks is the distribution and cultural bias towards physical branches. The difficulty in unwinding this investment is extremely difficult due the vast scale of branch networks. How do you turn such a ship in such a short time when you are so used to doing things in a certain manner? Leasing and rental contracts present a hurdle, but changing the branch-based culture at most banks may be a bigger challenge.

Your book contains dozens of case studies and references to financial institutions around the world that are innovating and developing new ways to engage with customers. Where is the greatest banking innovation occurring today?

Brett King: The countries that I believe are the best at this would include Australia, many of the Latin American countries like Brazil, some of the countries in the EU including some of the Danish banks and Swedish banks. In my opinion, the U.S. is definitely at a disadvantage due to their over investing in branch networks. The non-banks and new start-ups provide the best examples of innovation in the states."

Commonwealth Bank of Australia - Kaching Facebook Banking

Bank 3.0 is about the transition from banking dependent on a physical structure to banking that can be done at a time and place most convenient to the customer. It is about a new form of engagement and experience that harnesses the power of the internet without sacrificing the 'human touch'. It is about leveraging the potential of big data for better 1:1 interactions and more powerful marketing. 

Brett King's newest book emphasizes that consumer behavior is changing faster than ever before and that banks need to decide if they will embrace the change or be a victim of the change. Innovation and experimentation are no longer an option. They are the only way to do business.

Bank 3.0 was released today in the U.K. and is scheduled to be released in the U.S. in early November. In addition, Brett King mentioned that he will be offering free copies of his new book to Twitter followers over the next couple weeks on a first tweet, first served basis. Brett's Twitter handle is @BrettKing.

CMO Needs Stronger Alignment With CIO

Now more than ever, the Chief Marketing Officer needs to be a multi-tasker, with enhanced technological and customer analysis skills added to their traditional marketing, branding and advertising credentials. Reposted below is a recent Chief Marketing Technologist post from Scott Brinker that recaps a report from the Economist Intelligence Unit on this transformation of the role of the CMO.

The report, entitled Outside Looking In: The CMO Struggles to Get in Sync with the C-Suite is a global survey of 389 executives sponsored by SAS illustrating that marketing is in a period of great change, becoming more strategic, and that many organizations are not yet in agreement on what that means for the CMO's role and priorities.

One thing that I found particularly fascinating, however, were the results to the question: what skills are most important for CMOs to have? Respondents were asked to pick their top three:

What leaps out to me here is the emergence of data and technology as skills that are considered important for the CMO to possess:

• 27% report data-driven analytical capability in their Top 3
• 21% report technical expertise in their Top 3

I'm certainly an advocate for the marketing department as a whole acquiring these skills, and I strongly believe there should be a technology leader who works in the marketing department on behalf of the CMO. But for 1/5 of executives to now believe technical expertise is one of the Top 3 most important skills for a CMO to have is a huge testament to the growing realization that modern marketing is a technology-driven discipline.

To put this in perspective, only 13% of the respondents picked advertising/agency experience. This is effectively saying that technical expertise is nearly twice as important as agency experience for CMOs in the eyes of business executives. That suggests not just a shift in marketing capabilities, but a tectonic shift in marketing culture.

And the trend appears to be headed further in this direction. In a separate question, 40% reported that technical expertise is increasing in importance as a CMO requirement. 60% reported that data-driven analytical capability is increasing in importance.

To appreciate why technical expertise is becoming so important, consider the results to another question in the report: in what areas should marketing focus investments in order to contribute most to your business in 3 years?

Out of the 12 areas of investment reported, 2/3 of them revolve around technology: customer analytics, CRM, social media, mobile application development, reputation management, marketing automation, collaboration tools, and web optimization tools. These are a lot of different technologies to be selected and managed.

The conclusion of the report is short but poignant, summing up this transformation and why technology is so integral to it. So I'll quote it here in its entirety (emphasis added is my own):

The role of marketing was once easily defined: create effective mass-market advertising to increase brand awareness and loyalty. It was vague enough to allow marketing leaders to justify investments in "the brand" despite a lack of quantifiable results.

This approach no longer works in today's data-driven, personalized, customer-centric environment. The mass market has been parsed into discrete customer segments that require increasingly targeted messaging. Customers expect to be served through multiple channels, with a consistent experience across each.

The transition is proving difficult for many CMOs and their marketing teams. Many organizations remain in operational silos, which limit their ability to share data and insights and create a consistent multi-channel customer experience. And cultural perceptions of marketing's role, as our survey clearly shows, continue to inhibit its strategic ambitions.

To address this challenge, CMOs and senior leadership teams need to increase their commitment to investing in the skills, tools, and processes required to become more customer centric and insight-driven. Only then will marketing be in sync with the rest of the business and in a better position to serve as the catalyst of business growth.

Well said.

Additional Insight:

Outside Looking In: The CMO Struggles to Get in Sync with the C-Suite - Economic Intelligence Unit Report (2012)

Scott Brinker is the president & CTO of ion interactive, a company that delivers post-click marketing software and services. He is a marketing technologist with many years experience at the intersection of marketing, IT, software product development, and online networks. Scott is also the publisher of the Chief Marketing Technologist blog.

Optimistic Forecast for FinTech Providers

A new report, being released today by the William Mills Agency, reveals that spending by financial institutions is recovering as the economy and industry rebounds. The tenth annual ‘Bankers as Buyers’ study shares indepth insights and research from more than thirty individuals and organizations regarding what technology, services and solutions banks and credit unions are expected to invest in 2013. 

This report is a compilation of viewpoints from many of the most influential research and fintech support institutions in the country and is available as a free download here.

In this year's report, IDC Financial Insights projected that technology spending is expected to increase to $57 billion, with much of the spending expected to occur in the ‘second tier’ of financial institutions ($1 billion - $10 billion) as opposed to the largest banks.

"As technology continues to be central to customer interactions and an improved customer experience, we are constantly reminded that technology in not a banking department, but is everywhere . . . including in the hands of consumers”, states Scott Mills, president of the Williams Mills Agency. “Demographic and behavioral changes, combined with changing technology preferences and the need for improved trust and brand loyalty will force banks and credit unions to evaluate the role of technology in the delivery of services", adds Mills.

Additional findings of this year’s ‘Bankers as Buyers’ report include:

• A total of 14,210 financial institutions make up today’s depository landscape, which is down 3.7 percent from 2011 according to the FDIC and CUNA.
• While much of the focus on payments technology is on mobile, organizations are also looking at improvements in online payments, ACH, P2P and prepaid cards to attract customers.
• Mobile banking gained a stronger foothold in 2012, as FIs strived to meet increasing consumer demand for anytime, anywhere financial services.
• Consumer mobile banking is now used by 33% of mobile consumers according to Javelin Strategy and Research.
• According to the 2012 KPMG Community Banking Outlook Survey, 47 percent of responding institutions identified regulatory and legislative pressures as the most significant barrier to growth over the upcoming year.
• Raymond James predicts North American IT spending will continue to grow at a relatively modest three-year compound annual growth rate of 3.1 percent.
• Branch/teller capture will have a 98 percent expected adoption rate in 2013 and 2014 according to Celent.
• Cloud computing has had a rapid acceptance, with many banks inquiring about alternative cloud strategies, according to Dan Holt, president of CSI.
• Being able to leverage ‘big data’ will be increasingly important to profitably serving both retail and small business customers according to Jim Swift, CEO of Cortera.
• Mobile Remote Deposit Capture (RDC) is being considered by 80 percent of financial institutions according to Celent.

Spending Outlook

As mentioned above, IDC Financial Insights expects North American financial institution technology spending to increase to $57 billion, with the largest financial organizations seeing slower growth rates than their smaller counterparts. This trend is expected to continue in 2014 and 2015 as shown below.

This post is recapping some of the spending highlights from the 'Bankers as Buyers' report, including those in the areas of mobile banking, compliance and security and payments. Additional areas of spending covered in the 'Bankers as Buyers' study in significant detail include:

• Analytics/Big Data
• Small Business
• Branch Technology
• Cloud Computing
• Community Banking
• Loyalty Programs
• Personal Financial Management (PFM)

Mobile Spending

This year's report emphasizes that, with the penetration and use of smartphones and tablets continuing to increase, mobile banking technology is expected to impact all aspects of technology spending in financial services in the coming years. “Mobile payments are a major driver behind mobile banking and a potential customer retention and revenue tool for financial institutions”, states Richard Crone, founder of Crone Consulting, LLC.

Ron Shevlin, senior analyst from Aite Group agrees saying, “Aite Group anticipates that mobile banking users will triple between 2012 and 2016 in the U.S.” He continues, “Tablets will become financial management devices, and smartphones will become financial transaction devices. FIs need to invest accordingly.”

Many others in the ‘Bankers as Buyers’ study point to tablet growth as being the foundation for the next phase of mobile investment by banks and credit unions. With growth of this device category far surpassing that of smartphones, financial institutions are currently behind the eight ball, lagging in both offerings and functionality. In fact, some mid-tier banks still do not offer a customized tablet application for tablets, deferring to a reconstructed mobile or web application.

According to David Peterson, executive vice president for Q2 in Austin, TX and a report contributor, “The key for financial institution executives is to understand and leverage the tablet, smartphone and other devices that customers use, and present them with the right capabilities for the right device.”

Additional areas of technology investment for mobile in 2013 will be focused on remote deposit capture capabilities (beyond check capture), improved mobile alert functionality and voice recognition.

Perhaps reflected in the increased technology investment by mid-tier financial institutions, many community banks have lagged their larger counterparts and credit unions in mobile banking offerings. With mobile banking becoming the primary way many consumers interact with their bank on a transactional basis, hesitation to respond to consumer behavioral trends could have a significant impact on customer acquisition growth in the future.

Compliance and Security

Compliance and security costs continue to put a strain on financial institutions of all sizes according to the study. Beyond the extensive investment in human resources required to keep abreast of requirements, data management tools are being used to comply with new regulations and to monitor all areas of the organization for potential security breaches.

Some institutions are adjusting to the new regulatory reality, however, with some costs seemingly being reduced over time. According to report contributor Jimmy Sawyers from Sawyers & Jacobs, LLC, “Some institutions are getting innovative (around the cost of compliance). They are starting to do more with less and adapting to the new playing field.”

Unfortunately, the same can’t be said for security costs, which are increasing and a very high priority for all institutions given the growing threat from a highly creative fraud community. All is not bad news on the security front, however, since the report indicates a direct correlation between superior security and loyalty according to Javelin Research. In other words, the investment in security may have a consumer payback.

Payments Technology

While the majority of the focus around payments technology is on mobile, financial institutions are also looking to improve online payments, ACH, P2P and are spending funds to develop prepaid offerings according to this year’s report.

“The challenge banks have is in trying to better understand how people will transact in the future”, said David Wilkes, CEO of Fuze Networks and one of the report’s contributors. “The reality is that there is really no such thing as an ‘unbanked’ consumer.” While some may interact with their financial provider in a non-traditional manner, there is some form of payments system supporting virtually every consumer.

While many theories of how the payments marketplace will finally settle exist, the competition (and the need to keep up with new entrants and innovation from traditional players) will require significant investment to support the payments process.

“Payments will continue to evolve.” says John Balose from ORCC. “Fifteen years ago, few people were using online payments. Mobile solutions have changed everything. It’s a very fractured market.” According to the report, there are nearly 50 digital wallet providers currently, with more expecting to emerge.

It is clear from the report that financial organizations may want to opt for playing a game of ‘payments roulette’, placing smaller bets on a variety of potential outcomes, hoping to hit the jackpot when the competitive dust settles. One thing is clear, however. Financial institutions should not sit on the sideline and wait for a winner. By then it may be too late.

Additional Insights

Beyond the insights collected for the development of this year’s ‘Bankers as Buyers’ report, Williams Mills provides four feature articles from some of the best minds in the FI space. The titles of these must-read articles and are included in the free download:

‘U.S. Banks and Core Replacement’ - Jeanne Capachin

‘Technology in Wealth Management: Opportunity or Threat?’ – JP Nicols

‘Mobile Payments Offer a Variety of Payment Opportunities’ – Richard Crone and Heidi Liebenguth

‘Top Ten Trends Impacting Bank Technology for 2013’ – Jimmy Sawyers

FREE Downloadable Report

Bankers as Buyers 2013: William Mills Agency (January, 2013) 

Contributors to Report

Aite Group, American Banker, BankInfoSecurity, Banno, Jeanne Capchin, CARDFREE, Clelent, Clientific, Comscore, Cortera, CSI, Credit Union National Association, Crone Consulting, Finovate Group, Federal Deposit Insurance Corporation, Federal Reserve Bank of Cleveland, First Annapolis Consultion, Fuze Networks, IDC Financial Insights, Jack Henry Banking, Javelin Strategy and Research, KPMG, Mercator Advisory Group, MoneyDesktop, Morgan Stanley, Online Banking Report, ORCC, ProfitStars, Q2 Banking, Raymond James, Sawyers & Jacobs, Symitar, Wells Fargo and Zions Bank.