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デジタルバンキング:テーマ別調査

Digital Banking - Thematic Research

発行 GlobalData 商品コード 928328
出版日 ページ情報 英文 41 Pages
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デジタルバンキング:テーマ別調査 Digital Banking - Thematic Research
出版日: 2019年05月31日 ページ情報: 英文 41 Pages
概要

既存の銀行の多くが、今や存在しない世界での最適化を目指して、デジタル転換 (DX) を進めています。そこではバリューチェーンが業種ごとにまとまっており、変化の速度は緩慢で、競争は制限されており、多くの企業が規制や支店網により保護されています。そして、今まで銀行がしてきたことをそのまま - ただし、より早く、より安く - 行うことが求められています。しかし、デジタル化の進展でバリューチェーンは解体され、業界構造は崩れ去り、全てが一変しました。いまでは、独立系銀行やIT企業、通信企業などがデジタル技術の利点を存分に享受し、収益率で既存企業を圧迫しています。

このレポートでは、デジタルバンキング市場の発展見通しと課題について分析し、業界の全体的構造や主な影響要因、今後の技術開発・市場成長の可能性と方向性、今後の発展のために対応すべき主な課題 (全9項目)、主要企業のプロファイル・属性や主な事業展開状況、既存銀行が今後のデジタル転換や業績向上のために取り組むべき課題、といった情報を取りまとめてお届けいたします。

目次

  • 企業一覧
  • 市場動向
    • 技術動向
    • マクロ経済の動向
    • 規制動向
    • 消費者動向
  • 業界分析
    • 競争分析
    • 企業合併・買収 (M&A)
    • 年表
  • バリューチェーン
  • デジタルバンキング:9項目のテーマ
    • 銀行中心から顧客中心へ:デジタル戦略の中心に顧客を置く
    • 預金主導からデータ主導へ:安心で安全なデータ共有を実現
    • 過去を見据えた助言から、未来を見据えてコーチングへ:資金管理を容易にする
    • 商品中心からライフジャーニー中心へ:全体的なデジタルエンゲージメントの構築
    • 閉鎖的流通構造から開放的流通構造へ:非専有チャネルの活用
    • 人間から人間へのデジタル化:人間のような支援とサポートの提供
    • B2CからB2Bへ:APIをチャネルとして活用した、商品・サービスの最適化
    • セキュリティを無効化からセキュリティの有効化へ:顧客になるのを簡単にする
    • 効率性から俊敏性へ:変化する顧客ニーズに対応するための進化
  • 企業分析
    • 既存の銀行と信用組合
    • 既存のデジタル銀行 (独立系/大手グループ所属)
    • 新規開業した独立系デジタル銀行
    • 非銀行系/ハイテク企業の子会社
    • 技術ベンダー
  • 用語集
  • 付録:「テーマ別調査」の手法について
目次
Product Code: GDRB-TR-S007

Most incumbent banks digital transformation efforts (whether they are piecemeal or end-to-end) are optimized for a world that no longer exists: the vertically integrated value chain, where change is slow, competition is limited, and incumbents are protected by regulation and channels (branch networks). In this world, doing what banks have always done, only better - faster, cheaper, etc. - drives business results. In the digitally disaggregated value chain, banking opens up, and industry lines blur. Everything that banking is begins to change.

In areas where it is the same - specific disaggregated niches - it's harder, as new tech-entrants squeeze incumbents on margin. Incumbents must find new things to do and do old things better. Their assets - branches, mainframes, risk management - become liabilities (high cost-income ratio, lack of agility, obstacles to innovation, etc.). New banks - whether independent banks, tech firms, telcos, etc. - enjoy an obvious technology advantage.

Banks' advantages are well known: they have all the customers, those customers trust them (at least to keep their money safe), they have lots of money, and they're spending that money on digitization. But digitization cannot be bought. You can buy a digital channel; you can't buy a digital culture. You can source external innovation - through fintech partners - but you can't distribute that to customers through the existing structures and processes of the bank. Bank legacy is ever present.

Incumbent banks face difficult questions around their liabilities, growth prospects, and role in coming years. The core of banking isn't going away. Who else could sustain that level of regulation? Who would want to? The question is whether banks will become little more than dumb pipes, acting as utilities with all the more interesting, valuable customer interaction, happening in over-the-top (OTT) apps.

It's not necessary to be a bank to disrupt banking. Indeed, it may well be the best approach - highly specialized, free from legacy, and able to bypass bank regulation. However, a bank license does confer a level of trust, the ability to hold deposits, lend money, and earn net interest margin (NIM), and the revenue pool associated with those activities exceeded $5 trillion in 2018. That business is not going away anytime soon. This report assesses the potential for full service digital banking providers to protect and grow that revenue.

Scope

  • The vast majority of bank customers are unwilling to use a digital-only bank as their main current/checking account. However, those customers that described themselves as very willing are typically banks' "better" customers (higher income, likely to hold more products, heavy digital users, etc.).
  • New digital banks structure fees so they win when customers win (e.g. a small product commission when finding a customer the best mortgage for their needs or the best rate on a credit card). Incumbent banks often earn most when customers benefit least creating enormous structural disincentives to customer centricity.
  • New digital banks simplify products. Consumers don't trust products they don't understand. Complex products are not only harder to sell, requiring more training and more tinkering with the incentive plan, they drive more branch visits, which means a bank's greatest expense - the branch - spends much of its time dealing a problem the bank itself created through bad design.
  • New digital banks Interpret regulation from the customer perspective. Risk-averse compliance departments often have interpretations of regulation that are more restrictive than the actual regulation. This type of legacy thinking, unchallenged, constrains what banks can deliver to their customers as much as legacy technology.
  • New digital banks create communities for feedback. Banks don't know what customers what. They have to ask them. That's why GoBank, Fidor, Moven, Monzo prioritize a tribal sense of community for product development. Tandem launched with 11,000 'co-founders' (co-founder = 'beta testers'). Revolut in the UK launched a Revolut Beta App, available to 1000, beta testers.
  • New digital banks bring customers to life. Customer personas, journey maps and design thinking bring customers' core needs to life. This combination of techniques allows firms to go beyond the "what" and "how" to reveal the underlying "why". Customers don't want a mortgage (bank product), or to apply online (bank process), they want to buy a home. Understanding core needs is critical to digital reinvention as it forces banks to think about the true value they might provide. This is not always straight-forward. For example, Amazon's true value wasn't in selling books online, but in providing unrivalled convenience and selection, which led them to expand beyond books.
  • New digital banks have a single view of the customer. This is the multi-year tech transformation that takes time, of course, but appointing customer outcome owners to synthesize processes across products and channels, where otherwise there is not enough tech alignment, can help. So too can rotating executives across siloed functions and business units.

Reasons to buy

  • Understand consumer adoption globally of different digital banking touchpoints
  • Identify technology, regulatory and consumer trends driving digital transformation at incumbent banks and progress with those initiatives at leading banks
  • Receive detailed insights regarding new entrants, their business models and their key sources of competitive advantage
  • Learn how incumbent banks can move beyond core products to build deeper engagement with customers and identify new revenue opportunities

Table of Contents

  • PLAYERS
  • TRENDS
  • Technology trends
  • Macroeconomic trends
  • Regulatory trends
  • Consumer trends
  • INDUSTRY ANALYSIS
  • Competitive analysis
  • Mergers and acquisitions
  • Timeline
  • VALUE CHAIN
  • NINE DIGITAL BANKING THEMES
  • Bank centric to customer centric: putting the customer at the heart of digital strategy
  • Deposit-driven to data-driven: enabling safe and secure data sharing
  • Backward-looking advice to forward-looking coaching: making money management easy
  • Product-focused to life-journey focused: building overall digital engagement
  • From closed to open distribution: leveraging non-proprietary channels
  • Human to humanized digital: delivering human-like help and support
  • B2C to B2B: optimizing digital products and services for API as a channel
  • Disabling security to enabling security: making it easy to become a customer
  • From efficiency to agility: evolving to support changing customer needs
  • COMPANIES SECTION
  • Incumbent banks and credit unions
  • Incumbent-built or owned digital banks
  • New independent digital banks
  • Subsidiaries of non-bank and tech companies
  • Technology vendors
  • GLOSSARY
  • APPENDIX: OUR THEMATIC RESEARCH METHODOLOGY