A managing partner at KPCB reminded me that when Google first started, it had no plan on how to generate revenue. It was great technology, and investors figured that the bright young founders would “figure it out”. My how they have, with 2Q09 revenues topping $5.5B. Harvard Business Review put out a very thought provoking article in April 2009.
This brought about a little déjà vu relating to channel strategy for banks. The focus of the HBR article seems to be intermediaries and the value that platforms/MSPs provide. Another aspect to consider in Google’s success is how to use information to add value, and how to develop leaders capable of realizing it. For FSIs today the top issues in delivering new value propositions are: where is the short term revenue, what can be created that leverages current assets, what provides “true” customer value, how do I stop non-banks from creating value in my ecosystem and who internally can execute?
Since I’m not writing a comprehensive book on the subject.. lets follow the Google vein. Banks have tremendous customer information that goes un-used, including: location, buying habits, credit worthiness, brand preferences and even family/life “events”. Of course most FSIs don’t use this information because of challenges faced in regulatory compliance such as Reg E, FCRA, 2009 CCA. …etc.Anyone within a bank today knows the challenges of working across the organization to develop something truly new and innovative. Each new team that is brought in brings about an n2 problem in coordination. Developing a new customer value proposition that uses customer data is a mine field that is difficult to navigate.. but it could also be a gold mine.
Here is a thought provoking example which I discussed with the innovation team in my previous life. I’ve also discussed this same example w/ JPMC, BAC, Visa and a number of other FSIs.
Summary: Bank mines customer transactional information (card) and sends targeted advertisements to customers
- Get free phone or payment chip
- Preferred rates on card/or accounts
- Targeted discounts/coupons at selected merchants
- Accelerated rewards
- Agree to Disclosure allowing use of your transactional information
- Agree to Disclosure for bank to send marketing advertisements to your mobile phone number
- Minimum card used
- Maximum of x ADs per month
- Generate new revenue Stream from targeted advertising
- Increase revenue (transactions/interchange)
- Technology. Mine data, manage advertisements, coupons and rebates
- Develop merchant relationships (advertisements), or develop relationships w/ 3rd parties
- New business line
- Develop product incentives
- Finally a bank brings in customers.. as opposed to taking interchange
Example “Network” Pilot Overview – A high level directional overview
- Customer registers credit card for mobile ADs. Allows SMS AD x times per month
- Clairmail acts as agency, coordinating merchants, promos and marketing spend
- Merchants pre-pay for campaign
- Develop target promo and bid criteria: customer location, demographic, event transaction, …
- Claimail server Sits at “Network”, listens to transaction traffic
- Card transaction events are triggered based upon card registration status
- Event gets sent to campaign engine. SMS AD triggered based upon criteria
- Customer gets SMS notification
- Example. Shop at EXAMPLESTORE in next 5 hours and get 10% back
- Clairmail server monitors transactions at “Network”.
- If Card transaction is for registered card it is sorted
- Campaign engine finds that it Ad was sent to it, determines if transaction at EXAMPLESTORE meets threshold
- If it is met, Campaign engine kicks transaction to MerchantAdvert service which bills merchant for AD and debits account for 10% credit plus fee.
- Engine issues 10% credit to customer’s card account
- Engine debits merchant account
- Notification message sent to customer that their card account has been credited for purchase and 10% discount.
Good news for merchants is that they pay only for purchases. Great CPA here. Bad news for banks is that someone is already creating a model to benefit from your transactions with your customer.
Banks must identify and incent leaders capable of working across their internal organizations to develop new models which deliver value to the customer. The challenge of delivering value in new ways cannot be delegated to the technology or internet teams.. it requires business leadership from seasoned executives well established in the organization. When GE looked to establish a new business line.. it didn’t hire an outsider with no tie to the existing business. The same approach should be taken by leading FSIs.
The innovation team may be able to create the idea.. but you need to pull a star out of your stable to go run with it. The other option would be for Banks to start acting like VCs and give a few years for smart people to “figure it out”. However this is loose approach would be challenging for a bank, particularly for innovation surrounding existing customers and an existing business. Only leaders that are respected across business units can pull off coordination between them, particulalry when complex regulatory issues must be addressed.