In line with these trends, financial institutions are seeing strong growth in consumer adoption of online and mobile banking products and services. 41% of consumers use mobile banking (including 71% of millennials). Customers’ expectations are also growing. Over 34% of consumers indicated that they would be very or extremely likely to use TouchID and 22% currently use Mobile Check Deposit (Raddon Research Insights, 2016).

As institutions quickly adopt digital channel marketing, they often overlook some key factors. Institutions who are considering spending more time and energy on digital marketing this year, may find the below list helpful.

1.  Marketing emails and websites are not mobile-optimized

Over 50% of emails are read on mobile devices, and this percentage increases each year (see growth chart on Litmus.com). The best practice is to create mobile-friendly or responsive email templates that will resize or show different content when opened on mobile devices. It used to be an after-thought to even review and test the mobile design. With the rise of “mobile-first” mentality, companies are beginning to create for the smaller screen first – both for websites and emails.

Mobile and tablet internet usage now exceeds desktop usage worldwide. In 2015, Google started ranking sites based on “mobile-friendliness”.  And last year, Google started to experiment with making search indexing mobile-first – meaning that their algorithms will pick up content from your mobile site instead of the desktop version. This could be an issue if your mobile site has less content or is strictly built around online banking.

These changes along with the fact that consumers are using the internet as their primary source for financial services product information, make it more important than ever to evaluate the mobile user experience. Take a look at how your current website, mobile app(s) and email creative are viewed and function on mobile.

2. Not using targeting and segmentation

Another common mistake is forgetting to use targeting and segmentation in your digital marketing campaigns. Why would you need to target specific customers with a product offer? Why not send it to everyone since the email channel is inexpensive compared to direct mail? Even when using digital channels to reach your customers, you should segment your customer base, determine the best message to send to each person or household and determine which channels they prefer. You don’t want to waste a “touch” by sending a blast marketing email with the same message to everyone.  Sending a message not tailored to a user is a quick path to being unsubscribed, meaning you might never email that customer again.

Another concern is that many financial institutions have email addresses for fewer than half of their customers. Your institution should have a plan in place to reach these customers through other channels and develop campaigns to get them to opt-in for marketing emails.

3. Not looking at the complete picture: the conversion funnel

If consumers see your online advertising, will they be able to open a new account online? Your website needs to be follow best practices for Search Engine Optimization (SEO) so that consumers searching for your brand can find you and the information they are looking for. You may need to send traffic to landing pages that you test and optimize to get the most conversion. If you don’t have an online application, or if the one you do have has a very low completion rate, then you should have the phone number and local branch address front and center on the landing page along with any additional product or rate information they may need.

If you are advertising home loans online, consumers should be able to reach a landing page or product page that has home loan information and a strong call-to-action. It’s also beneficial to have interactive calculators and rate tables on this page.

4. Tracking and reporting are not in place

When you launch campaigns in multiple digital channels, you run into the same measurement complexities that you have when running TV, radio and billboard advertising. How do you know which channels are most effective and which ones are working together to drive the best results? The first step is to enable web analytics on your site such as Google Analytics or Omniture/Adobe Analytics. Each digital marketing channel will have its own cost and response/conversion metrics that you need to establish upfront to bolster your reporting.

For your email campaigns, you should be able to access reports with opens, clicks, and unsubscribe rates by campaign. But you will also want to look at your email member base over time to see who is opening and who is inactive in this channel. You can hold out control groups (customers whom you pull out from receiving marketing emails for a certain period of time) to measure against or you can take the entire mail list and run a match-back process to see who responded during a 30-day window. How many times have you seen a preview of an email, not opened it, but visited the website or store within the next week because it was top of mind?

5. Lack of social followers

You post to Facebook, Instagram, Twitter and your blog on a regular basis. How many people are seeing these posts? How many followers do you have? You may need to build your follower base before you can depend on getting reach through this channel. More importantly, monitoring and responding in these channels to customer services concerns or consumers asking general questions may be of benefit to both you and your customers

Start by promoting your social properties to customers. During the onboarding process, you can send them a series of welcome emails with links to find/follow you on social media and include content from your blog or snippets from your posts. Include social links and call-to-actions in your email communications. Drive readers from your e-newsletters to your blog. It’s helpful to have a content calendar in place – this can drive your social posts, blog articles and e-newsletter content.

We hope these pointers on how to avoid common mistakes in digital marketing will help you as you set your 2017 marketing initiatives. Raddon Advisory Consulting offers marketing strategy engagements and can help support your digital marketing efforts. If you would like a digital channel assessment or help with your digital marketing strategy, please send an email to comments@raddon.com

Interested in Leaning More? Join our Raddon Strategic Consultants on April 25, 2017, for a no-cost webinar on Uncovering Secrets to Successful Marketing. This webinar will be useful for institutions considering spending more time and energy on digital and direct marketing this year and may need to refine their efforts to achieve stronger results.

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As financial institutions race to improve operational efficiencies, robotic process automation (RPA) has emerged in recent years as a way to help financial institutions reach a new level of operational excellence.

RPA disrupts the existing business model by modifying existing systems to automate manual tasks, transactions, and business processes that are typically done manually. Another way of looking at RPA is that it’s a virtual employee.

RPA can help a financial institution realize its full potential and maximize its resources for peak operating performance. A Center Of Excellence develops the blueprint for the RPA strategy with deliverables, KPIs, and contingency plans for needed adjustments along the way.

In this report, we outline the ten tips for establishing an effective Center Of Excellence (COE).

Perform Testing And Initial Assessment

The initial phase will center around researching RPA benefits and the costs as it applies to your business. A cost/benefit analysis and the results one could expect in improvements in operational efficiencies should be performed. ROI reporting should include costs of implementation such as training, hiring consultants, technology upgrades, and ongoing monitoring. ROI should also clearly lay out process improvements, such as fewer errors from manual entries and any savings as a result of RPA implementation.

Seek External Assistance

Given the rapid technological advances in recent years, it’s unlikely your financial institution currently has all the necessary pieces for establishing an effective RPA strategy. Although IT will play a critical role, expect to bring in outside subject matter experts (SMEs) to provide a thorough assessment of how the technology could be implemented, the savings realized, and the costs you’re likely to incur.

Establish An RPA COE Advisory Council

Developing a COE RPA team or board can help financial executives see the forest from the trees. The team will include IT professionals and department SMEs as well as those who can view the process from a holistic level to determine how the RPA strategy impacts every division involved. It’s critical that improvement to one specific division is not at the expense of another. On a holistic level, the RPA process should be mutually beneficial, albeit perhaps not equally beneficial. The board is charged with monitoring the implementation and quantifying the results from each division on an enterprise-wide level.

Create A Blueprint Of The RPA Capacity Plan

With the cost/benefit analysis and the quantifiable results from the initial testing now available, actionable steps can be outlined for the integration strategy of RPA. However, any financial gains, operational improvements, and the associated costs of the RPA strategy for each division and the COE should be outlined as well.

For example, the blueprint should layout the divisions involved in the rollout, and how the process will unfold. What technological investments are needed, additional staff, outside consultants, and employee training are all just a few of the deliverables that should be spelled out in the blueprint. Employees should have clarity surrounding their role in the overall RPA strategy and the expected benefits. Since it’s often believed that technology replaces human beings, it’ll be critical to empower your employees by including them in the process and seeking their feedback.

Create Scalable Technology

Involve IT early on and coordinate their efforts with the outside consultants and SMEs to establish the robotic automation configuration needed to complete the project. Ensure your institution has the resources available to scale the automation process properly. Establish proper IT support and identify any connectivity issues at the onset.

Coordination between the COE leadership, the SMEs, and IT is crucial in preventing technology concerns later on. Also, defining roles and responsibilities will improve governance once the RPA strategy is expanded to the entire organization.

Pilot RPA With One Division Or Line Of Business

Communicate the RPA strategy with the LOB execs and their staff. The message should include an outline of the plan, the benefits to their operational processes, and their role in the implementation. Bring in consultants and SMEs to facilitate the process and overall execution of the RPA strategy for the test division. Provide detailed tracking and reporting of the successes and obstacles faced in execution of the strategy. From there, establish best practices and lessons learned before rolling out the automation plan enterprise-wide.

Scaling The RPA Strategy

Following the completion of the pilot program, the COE should have useful data and report on the efficacy of the program and any challenges that are likely to occur. Scaling the automation strategy while simultaneously monitoring its progress will be crucial to its success.

Governance

COE governance will include implementing the best practices from the pilot program and ongoing reporting of the results, challenges, and any necessary strategy adjustments. This will also involve prioritizing the rollout of automation, identifying and solving change-management issues that might arise during the process.

Progress reports via a management dashboard will demonstrate how each division is performing relative to the KPIs established at the onset. The dashboard might also include how each division is performing relative to others, the vendors involved, the challenges faced, and deliverables.

Integration framework will be needed containing a set of standards that connect legacy systems and RPA throughout the institution to measure the process from end-to-end. From there the COE can identify lessons learned, highlight areas of business improvement and process adjustments to be integrated seamlessly into all the divisions within the organization.

Robust Communication Strategy

Implementing and managing change can be difficult. And with any change on a corporate level, employees are likely to feel stress from the process. Open communication channels in an ongoing effort to keep everyone on the same page. Think of this as a sales pitch. You’re selling the RPA strategy to the board and shareholders to convince them of the savings from operational improvements, FTEs, etc. But also, you must sell it to your employees, so they too see the benefits to their division, reduce fear and empower them to be part of the revolutionary change happening within. Employees need to know that they’re an integral part of the implementation but also in helping identify improvements to the RPA strategy, once in place.

For example, sharing success stories about how two divisions worked together on an RPA solution to solve a problem with specific examples, and quantifiable results.

Be Adaptable

As technological advances come about in the future, your COE should be fluid, stay up to date on new trends, and stand ready to integrate any new technologies. The RPA strategy should reflect any new automation advances as well as be able to overcome any future obstacles.

Takeaways

There are a myriad of factors that go into creating a successful Center Of Excellence. With proper planning and partnering with outside SMEs, financial executives can develop customized solutions for their LOB’s. Measuring the various outcomes and performances allows you to allocate resources where needed to build an RPA strategy that benefits the entire organization.

Breana Patel Founder & CEO Bonova Advisory

Breana is a thought leader with expertise in driving large scale transformations with disruptive technology, Regulatory Reform Advisory, and Enterprise Risk Management.

About Bonova Advisory

Bonova Advisory is a boutique management consulting firm providing thought leadership to financial services and government agencies for navigating today’s complex regulatory, risk and operational environment.

We offer the expertise and experience of exclusively senior-level consultants – the same advisory firms turn to for particularly complex initiatives – combined with the advantages of boutique personal service.

Bonova Advisory Inc.
support@bonova.net |www.bonova.net | 222 Broadway FL 19, New York, NY

The integration of BioCatch technology into the CrossCore™ platform provides a very powerful level of protection against fraud, getting past information that criminals may have stolen to detect fraud in real-time. For example, this could be focusing on the way a user behaves as he or she fills out an online credit card application. This is all done without compromising the user experience and slowing down the application process.

""New account fraud, which is looked at as the gateway for hackers, ends up costing businesses and consumers a lot of money and headaches -- and it's only getting worse,"" Eyal Goldwerger, Chief Executive Officer of BioCatch. ""We're excited to be working with Experian to help prevent new account fraud, providing a completely new layer of security using behavioral biometrics by focusing on 'how' a user enters information into an application, not 'what' information is being entered, in a seamless way that does not add any friction to the application process.""

New account fraud, or deception that happens during the creation or alleged creation of new accounts, is a massive issue growing at a rapid rate. According to industry analysts at Javelin, there were more than 1.5 million new account fraud victims in 2015 that accounted for $2.8 billion in losses. The number increased by 40 percent in 2016.

To prevent new account fraud, BioCatch maps criminal behavior throughout the initiation process. The company's proprietary technology is able to distinguish between a real user and an impostor by recognizing normal user behavior and fraudster behavior, which includes Application Fluency, when actions show a fluency with the site and the process used to open a new account; Navigational Fluency, when advanced computer skills are used that are rarely seen among real users, like function keys and keyboard shortcuts, and Data Familiarity, when fraudsters submit victim's data without intimate knowledge of the information, creating noticeable anomalies in data entry patterns.

""Companies need to constantly evolve to keep up with the fast pace of fraud,"" said Kathleen Peters, Global Vice President, Product Management, Fraud and Identity at Experian. ""CrossCore™ gives companies more choices to use the capabilities they need when they need them – their own, ours and even 3^rd party solutions. Our partnership with BioCatch is another example where clients can stay ahead of the latest fraud threats by easily accessing behavioral biometrics as part of their fraud prevention strategy.""

BioCatch currently works with a major Latin American e-commerce retailer to help prevent new account fraud. By detecting fraudulent activity, either on the login page or at the checkout flow, BioCatch is able to save them more than $200K per month in fraud, with $1.8M saved in the last Black Friday weekend alone.

To date, BioCatch has secured over 18 patents including an additional 29 filed, and works with a number of major banks for which they monitor 2B+ transactions a month.

Curve will deploy the investment to expand internationally, including to the US, and to deepen its European reach. Curve will also use the fresh funding to drive ongoing product innovation, notably of Curve Credit in early 2021. The fundraise will allow Curve to execute an ambitious strategy to become the leading  financial superapp, bringing all your finances into one place.

The funding round was led by IDC Ventures, Fuel Venture Capital and Vulcan Capital (the investment arm of the estate of Microsoft co-founder and philanthropist Paul G. Allen), with participation from OneMain Financial (NYSE: OMF), the US personal finance company, and Novum Capital. IDC Ventures has funded some of the world’s brightest tech scale-ups from across the globe, such as Tradeshift, RecargaPay, Boatsetter and CookUnity. Counting IDC Ventures, Curve also attracted many of its investors for a second time.

The fundraise brings the total investment in Curve to almost $175M and makes the business one of only a select group of European fintechs to have raised sizable funds in a climate of widespread economic disruption, driven by Covid-19 restrictions.

Shachar Bialick, Founder and CEO of Curve, said: “We are ecstatic that our investors share Curve’s vision to empower as many people as possible to take control of their money and move banking to the cloud. This fundraise stands out as an endorsement of Curve’s unique product strategy, the excitement surrounding the debut of Curve Credit, and the upcoming launch of Curve in the US.  I want to thank our partners and shareholders, and the entire team at Curve for their tireless work to thrive throughout 2020.”

Bobby Aitkenhead, Managing Partner of IDC Ventures, said: “Curve’s pioneering approach to finance is more necessary than ever as we accelerate globally to a digital-first world. We are proud to support Curve as they bring their much-needed seamless banking experience to the United States in 2021. Ever since we first invested in Curve in 2019, Shachar Bialick and his team have inspired us with their energy and vision of an all-in-one banking platform. IDC Ventures looks forward to scaling this journey to greater heights in 2021, reaching more people, with more products in more regions.”

Jeff Ransdell, Founding Partner, Managing Director, Fuel Venture Capital, said: “Curve allows customers to stay with their preferred banks while taking advantage of the latest financial technologies, connecting institutions with innovation and building a true ecosystem play. Their collaborative model has been immensely successful in Europe and we are confident that it will prove equally so in the US, where physical cards are still dominant.”

Rick Roberts, from Vulcan Capital, said: “Curve’s model is redefining the future of banking by bringing diverse financial products and solutions together into one digital wallet, for the benefit of banks and customers alike. Their friction-free offering is coming at the ideal time for American consumers, who are looking for safer payment options and greater financial control in the wake of the pandemic.  We are excited to be part of the next phase in Curve’s ambitious journey.”

Curve’s Series C fundraise comes at the end of an impressive 2020 performance, in which Curve reached 2m customers, launched a range of new products and partnerships, and hired a world-class team.

In the last 12 months: Curve extended its offering to include tech titans Apple Pay, Samsung Pay and Google Pay for its customers in its 31 European markets.

• In December: Curve announced it was joining forces with Plaid to bring open banking to the UK, allowing users to connect and see their bank accounts in one place.
• Curve introduced its novel Anti-Embarrassment Mode, a feature ensuring that customers never experience a decline.
• In October: Curve announced the establishment of a subsidiary in Vilnius, Lithuania, and secured an EMI Licence to enable it to serve its European customers following Brexit on 31st December 2020.
• In August: Curve launched an innovative partnership with Samsung and brought the Samsung Pay Card to the market, helping Samsung customers connect their bank cards into Samsung Pay.
• In July: Scott Weller joined as CFO from PayPal. Scott built and led PayPal’s pricing strategy in its Europe, Middle East and Africa markets.
• In June: Curve successfully brought issuance in-house, and migrated to a new acquirer, Checkout.com, in the space of 59.5 hours.
• In April: Curve expanded its ‘Go Back in Time’ feature from 14 to 90 days, to give customers greater flexibility to manage their finances in the face of Covid.

Curve also expanded its proposition to include Loyalty Cards, taking another step towards making your wallet obsolete.

In February: Curve opened its first US office, in Brooklyn, New York, as a base for its Stateside operations. Curve’s US expansion is led by VP, head of North America, Amanda Orson, previously managing partner of media group W2PY and an adviser to Gauss Ventures.

About Curve

Curve is an over-the-top banking platform, which allows customers to consolidate multiple cards into one smart card and an even smarter app. The unique Curve card allows customers to supercharge their legacy banks to the 21st century without leaving their bank. Curve is live in 31 markets across the UK and European Economic Area (EEA).

Curve offers a host of benefits to its customers, who get instant notifications and categorisation across their spend; the capacity to earn instant 1% cashback at the likes of Amazon, Uber, Netflix and Tesco; the ability to fit their cards into Google Pay, Apple Pay and Samsung Pay, even if their banks don’t support this, and the patented Time Travel enables customers to swap spend to a different card in the app for up to 90 days after the purchase was made.

Curve supports Mastercard® and Visa networks. The Curve Card and e-money, related to cards issued in the UK, is issued by Curve OS Limited, authorised in the UK by the Financial Conduct Authority to issue electronic money (firm reference number 900926). The Curve Card and e-money, related to cards issued in the EEA, is issued by Curve Europe UAB, authorised in Lithuania by the Bank of Lithuania (electronic money institution license No. 73 issued on 22 of October, 2020).

For more information go to www.curve.com, like our Facebook page and follow us on Twitter @imaginecurve and Instagram @imaginecurve.

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