Actionable Insights From APT's Retail Practice
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Credit Card Fees: The Banker Response

August 19th, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on Credit Card Fees: The Banker Response)

“While the $6.6 billion lawsuit between the credit card industry and a trade association of merchants has been settled, the battle is far from over. A recent Wall Street Journal article highlights a part of the settlement with far-ranging future consequences: the right for retailers to charge more for customers who use a credit card. Banks need to immediately start preparing for the possible outcomes of this legislation, including retailers’ reactions at the register.”

Click here to check out APT VP Will Weidman’s recent byline in Banking Strategies.

Investing in the Branch of the Future

July 19th, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on Investing in the Branch of the Future)

There is intense debate right now about the future of the branch. Some say it will become increasingly obsolete as customers move towards online, mobile and other non-branch channels. Others point out that the majority of new accounts are still opened at the branch and customers look for who has the most convenient locations when selecting a bank. TD Bank is in this particular camp and recently announced an aggressive expansion of its branch footprint.

Time will tell how extensive branch footprints will be in the future but branches will continue to exist. The focus of attention, then, should be on understanding how to make branches more efficient, how to maximize revenue in the current environment and how to most effectively interact with customers as technology and channel preferences change. Click here to read more of APT VP Will Weidman’s Banking Strategies byline.

Who Wants More Fees?

June 8th, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on Who Wants More Fees?)

It turns out the answer may not be “no one.”

Banks are still struggling to replace fee revenue, and customers have reacted negatively to new fees on existing products.  Just look at what happened when Bank of America tried adding a $5 debit card fee. 

The only major product that has increased fees has been checking accounts, and most banks now charge $7-$10 per month or more.  However, many customers are exempt from these fees because they have a direct deposit set up or they maintain a certain minimum balance.  Banks continue to raise requirements for free checking.  According to the Huffington Post, SunTrust recently raised the minimum required balance from $500 to $1,500. But a large percentage of customers still qualify for free checking, and checking account fees alone will not be enough to plug the revenue gap.

So if banks cannot add fees to existing products and cannot raise enough revenue from checking account fees, then what will they do?  (more…)

Try a New Model for Branch Remodeling, APT Featured in American Banker

April 4th, 2012 | Posted by Jatin Atre in Financial Services | Uncategorized - (Comments Off on Try a New Model for Branch Remodeling, APT Featured in American Banker)

A byline written by APT VP Will Weidman was recently featured in American Banker. Will explains that many banks are not currently employing three easy strategies to realize significant returns on remodel investmentClick here to read more.

BofA Takes it Slow and Tests New Fees

March 9th, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on BofA Takes it Slow and Tests New Fees)

Last week, the Wall Street Journal shared that Bank of America is considering changes to its checking account fees.  The fees being considered are steep and range from $9 to $25 a month, though customers could avoid fees through actions like maintaining a minimum balance or adding a mortgage.

In this latest step, Bank of America announced that it will pilot these programs in Arizona, Georgia, and Massachusetts.   In recent years, many banks have quickly rolled out new programs that ended up not working and hurting performance.  For example, Bank of America tried introducing $5 monthly debit card fees but experienced significant backlash and had to roll the fees back. 

We are glad to see BofA testing before a broad rollout this time around.  This approach will significantly reduce losses from programs that do not work.  However, there is more opportunity to understand how to market these types of initiatives. (more…)

Overdraft Limits: Learn from Credit Cards

March 2nd, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on Overdraft Limits: Learn from Credit Cards)

Banking Strategies featured an article recently describing how banks need to move away from fixed overdraft limits and develop a more nuanced approach.  Many are still using the same overdraft limit for all customers.  As a result, the limit is too high for some customers making them more likely to default while the limit is too low to properly serve other customers.

Smart credit card providers have become adept at finding the right limit for each type of customer.   They test different limits with thousands of prospective customers and compare against random control offers.  By measuring the impact of different limits and segmenting the result by criteria like credit scores, they can determine the right limit for each type of customer to maximize revenue and minimize default.

Finding the right overdraft limit is a tougher problem.  Banks do not have the luxury of sending offers to tens of thousands of random prospects, and there is risk of losing customers by not getting the limit right.  Banks also have a wealth of information about each customer, and it is challenging to know what is important in setting overdraft limits.  Is prior balance fluctuation the most important indicator or do factors like tenure or demographics matter more?

To find the optimal dynamic overdraft strategy, banks need to find a way to try different approaches with a limited number of customers.  It will be important to both measure the impact of each strategy and to also identify which factors matter most in setting the overdraft limit for a customer.  With overdraft revenue squeezed by regulation, banks need to be innovative and rigorous in their approach to maximize revenue and minimize default.

B of A Takes On Groupon

February 8th, 2012 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on B of A Takes On Groupon)

The Washington Post recently wrote an article featuring a partnership between Bank of America and tech firm Cardlytics that brings forward a game changing idea. The new program will use past debit and credit card transaction data to offer B of A customers targeted discounts at relevant retailers.  We have highlighted in the past that B of A needed to improve its approach to debit cards; this is a great innovation and a big step in the right direction.

Most retailers have a loyalty program or something similar to strengthen and grow the relationship with existing customers.  Many offer cut-rate promotions made available to the general public, with the “deal of the day” being a recent extreme example.  With these promotions, retailers offer huge discounts to anyone who signs up, yet a large portion of redeemers are consumers that will take advantage of the offer and never shop again.

By leveraging past purchasing information, B of A is providing something much more compelling.  For example, an offer could be targeted just to consumers currently shopping with a competitor.   By targeting those with a willingness to spend in the category, this is more powerful for merchants and will presumably make the offers more relevant for consumers.

There are several important factors to make this a success.  (more…)

ATM Network Expansion

December 20th, 2011 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on ATM Network Expansion)

JP Morgan Chase recently announced it will add 800 new ATMs in California and four other Western states. Many other banks have also been making investments to expand the ATM network. Investing in ATM expansion is a good idea in our current economic environment if done right and has two main potential benefits.

First, it could reduce the need for customers to transact in the branch. The branch is by far the most expensive channel of service, so this could help banks reduce costs. But to actually realize these cost savings, banks need to understand the impact to the branch on metrics like the total number of teller transactions and transactions by time of day. This could allow banks to reduce teller staffing or cut back on hours while still meeting customer needs. Without understanding the impact on the existing network, banks will simply be adding in more cost.

Second, having a more convenient network could bring in new customers or help retain existing customers. Major ATM network expansion should be accompanied by marketing campaigns to make current and potential customers aware of the bank’s investment. Ideally, banks would experiment with different marketing approaches (e.g. radio, local marketing, or social media) to find what is most effective.

Banks should also measure the impact on new account generation and retention for branches near the new ATMs and identify whether there are particular cases where the new ATMs are most effective to inform future investments. Do they have more of an impact when placed close to the branch or further away? Do demographics or competitive factors influence the effectiveness of the ATMs?

Investing in ATMs can be a smart idea as banks try to find the right service model and make the most of less expensive channels. However, just adding ATMs is not enough by itself and can simply be one more additional cost. To make ATM expansion successful, banks need to market the new ATMs, locate them in the right places, and identify opportunities for offsetting cost reductions in the branch.

Are Banks the Villains and Wal-Mart the Hero?

November 21st, 2011 | Posted by retailblogadmin in Financial Services | Uncategorized - (Comments Off on Are Banks the Villains and Wal-Mart the Hero?)

The New York Times published an article last week about Wal-Mart gaining traction for its banking services because of customer dissatisfaction with bank fees. If you missed it, it’s available here.

A banker reading the article must have thrown up her hands in disbelief. Wal-Mart, the company everyone usually loves to irrationally bash, is lauded for offering a debit card for a $3 monthly maintenance fee, while Bank of America is teetering on a Congressional inquiry for its $5 monthly fee! Moreover, customers love the $3 fee per check cashed that Wal-Mart charges. We can only imagine what would have happened if B of A announced that same fee.

How could banks see such a maelstrom for the same fees that Wal-Mart and other entities would charge? More importantly, what should banks do about it? (more…)

Avoid Being the Netflix of Banking

November 7th, 2011 | Posted by Will Weidman in Financial Services | Uncategorized - (Comments Off on Avoid Being the Netflix of Banking)

This past week, after significant backlash and immediate customer response, Bank of America announced that it will cancel its plans to charge monthly debit card fees. Several other banks with similar plans quickly followed suit.

There was no way to predict the magnitude of this outcome.  Banks have been increasing checking account fees, and while there has been some negative reaction, the response was not even close to what was seen with debit card fees.  The new fees also seem logical and defensible.  Banks have always provided this service for free but can no longer do so now that debit card transactions are unprofitable with lower interchange fees.

But the response was larger than most expected, and it will be very difficult to win back customers after they have left.  To see an extreme example of the cost of making just one bad decision, take a look at Netflix.  In a short amount of time, the decision to split the DVD and streaming business resulted in three million customers (over 10% of subscribers) leaving.

It is essential to de-risk the decision making process by trying new ideas in a very limited subset of the network.  JP Morgan Chase and Wells Fargo both tested new debit card fees in just a few markets before making any sweeping changes.  They decided not to roll out the new fees and have emerged largely unscathed.

Banks will continue looking for ways to plug revenue holes.  Some new tactics will work, while others will have drastic consequences.  These decisions are too important to be unsure of their precise impact before putting the business at risk.