デジタルチャレンジャーバンクの洞察：誇大主張の先

この10年で、デジタルオンリーバンクという概念は、孤立した新興銀行から世界の主要地域に存在する世界的な現象へと変化しました。過去2年間だけでも、多くのデジタルチャレンジャーバンクが顧客数を急増させ、COVID-19の出現がこの傾向を加速させた事例も存在します。

デジタルチャレンジャーは、大きく分けて2つの方法で成長しようとしてきました。1つは、経済規模を利用して顧客数を急拡大する方法であり、もう1つは、顧客の預金や貸出の可能性を最大化するだけでなく、銀行商品のフルスイート化にも注力することです。どちらの戦略も必ずしも他方よりも優れているわけではなく、短期的、中期的、長期的に見て、両者に影響を与えます。

チャレンジャーバンクの中で、収益性の高い銀行を見つけることは稀です。何年もの運営期間を経ても、大多数の銀行は今すぐには持続可能な収益を上げられず、それを実現するための商品群が不足している銀行もあります。最も成功しているチャレンジャーバンクでさえ、今後5年以内に収益性が問題となる可能性があります。

当レポートは、世界のデジタルチャレンジャーバンク市場について調査しており、市場の戦略、長点・欠点に関する洞察、脅威、成功要因や機会、競合情勢、主要企業のプロファイルなどの情報を提供しています。

目次

目次

第1章 エグゼクティブサマリー

• 概要
• 主な調査結果
• 主な成功要因
• 競合の概要

第2章 世界のデジタルチャレンジャーバンク市場

• 英国市場
• Monzo
• Tandem
• Starling Bank
• EEA市場
• Revolut
• N26
• オーストラリア市場
• アップ
• 86400
• Xinja
• 南北アメリカ市場
• Chime
• Nubank
• アジア
• KakaoBank

第3章 付録

• 略語
• 調査手法
• 二次資料
• 参考文献

List of Figures

List of Figures

• Figure 1: UK attitudes towards digital-only banks remain positive but skeptical
• Figure 2: Monzo uses every opportunity to showcase how it is both different and better for customers than its competition
• Figure 3: European attitudes towards digital-only banks compare similarly to consumers globally, with attitudes steadily becoming more positive
• Figure 4: Revolut offers a significant number of subscription benefits at competitive prices, but includes many of the best features as part of its free product
• Figure 5: Although attitudes towards digital-only banks have improved, Australians remain skeptical of both challengers and incumbents
• Figure 6: The Tree of Up engages users not just with the current offering but with the promise of more to come
• Figure 7: North and South Americans display similar opinions regarding digital-only banks compared to consumers globally
• Figure 8: Asian consumers think highly of digital-only banks, with most respondents considering them better than incumbents on multiple levels
• Figure 9: Kakao used the best aspects of its brands when launching its bank

In the last decade, the concept of the digital-only bank has gone from isolated upstart players to a global phenomenon present in all major regions around the world. In the last two years alone, many digital challenger banks have witnessed rapid growth in customer numbers, and the advent of COVID-19 has accelerated this trend in some instances. However, while they are much more prevalent globally, digital challenger banks have broken out more easily in some areas than in others. Where a challenger has identified and solved genuine needs incumbents could or would not address, they have often succeeded in disrupting the banking market. Other markets such as the UK and Europe have proved easy for startup banks and third-party tech providers to enter but difficult to sustain. This has culminated in creating a mature market of hundreds of small players, producing increasingly specialist banks to solve particular needs that will struggle to achieve success over the longer term.

Across the world, banking is changing. New digital-only providers are springing up to offer a range of old and new services. With the threat this poses to many incumbents, as well as the opportunity to potential partners and shrewd market players, we have chosen to review a selection of global players. This review looks at 11 of the most interesting digital challengers, including the likes of Monzo, Chime, and KakaoBank. It covers a wide range of categories including strategy, products, goals, funding, strengths, weaknesses, and overall prognosis. Also included is a summary of relevant national and regional markets. This covers recent market history, regulatory changes, conduciveness for challengers to operate, as well as insights from our 2020 Banking and Payments Survey examining changing consumer attitudes to digital-only banks.

Scope

• Digital challengers have broadly tried to grow in two ways. The first is via rapidly growing customer numbers to take advantage of economies of scale, while the other concentrates on creating a full suite of banking products as well as maximizing the deposit and lending potential of customers. Neither strategy is necessarily better than the other, with short-, medium-, and long-term consequences for both.
• It is rare to find a challenger bank that is outright profitable. After years of operations, the majority are not generating enough revenue to be sustainable right now, with some lacking the product suite to allow that to happen. Profitability will become an issue for even the most successful challengers within the next five years.
• The marketplace model has mostly been used as a tool with which to attract and retain customers. It is therefore unknown how valuable a banking marketplace is as the underlying value is hidden.

Reasons to Buy

• Gain insight into the strategies digital challenger banks are trying in each market, with their associated strengths and weaknesses.
• Learn about threats to incumbents and newer digital challengers, as well as potential opportunities for acquisitions and partnerships.
• Compare the performance and strategic direction of your firm against competitors.

Table of Contents

Table of Contents

1. Executive Summary

• 1.1. Overview
• 1.2. Key findings
• 1.3. Critical success factors
• 1.4. Competitor overview

2. The Global Digital Challenger Bank Market

• 2.1. The UK market
• 2.2. Monzo
• 2.3. Tandem
• 2.4. Starling Bank
• 2.5. The EEA market
• 2.6. Revolut
• 2.7. N26
• 2.8. The Australian market
• 2.9. Up
• 2.10. 86 400
• 2.11. Xinja
• 2.12. The Americas market
• 2.13. Chime
• 2.14. Nubank
• 2.15. Asia
• 2.16. KakaoBank

3. Appendix

• 3.1. Abbreviations and acronyms
• 3.2. Methodology
• 3.3. Secondary sources
• 3.4. Further reading