Why are banks interested in your data?

 Why are banks interested in customer data? The answer is one word--Steve Jobs.

On 29 June 2007 the iPhone was launched. Fast forward 15 years  and the reverberations of iPhone are still being felt. The pandemic has only accelerated these changes.

Steve said:

 "A lot of times people don't know what they want until you show it to them"

What did Steve do that was so revolutionary?

He showed that a customer centric unified value proposition can be created by bridging gaps along the value chain, providing the customer with new experiences and whetting their appetite for more.

This results in an emotional connect for the customer. Apple had a $100 billion profit quarter. I rest my case.

The takeaway for banks is that a customer centric value proposition has to be created. This needs the capacity to collect a large amount of data. The data when translated to actionable business insight helps predict customer journey thereby creating the emotional connect. 

This is the reason why inspite of lack of a clear ROI , banks have been pouring billions in collecting and understanding  customer data. 

Now they have to solve for a seamless value chain-- a problem fraught with hubris, legacy systems, lack of a data mindset. New customer experiences and whetting the appetite will follow once these hurdles are overcome.

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Where is the action in retail payments?

 In the beginning there was gold  followed by cash. Then came the check. And then came technology where we are now.

The best analogy to understand  the action in retail payments is that of a kitchen table where the transaction occurs. The table has 4 legs and the table top. 

The four legs together with the table top  in our kitchen table example are the basic requirements of creating a transaction.

Customer:

The  first leg is a card holder who wants to purchase goods or services for which the payment card is used. Many flavors of cards exist- credit card, debit card, prepaid card and virtual cards. With the rise of smart phones a new breed of payment vehicles called digital wallets has emerged. Here you load funds from your bank account. Open Banking allows you to choose from the smart phone which bank you want to use to load funds.

The action is in offering the customer  multiple choices in making payments--cards, wallets, QR codes, Buy now pay later(BNPL), Request to pay(RTP), EMT or email money transfer, account to account to split a restaurant bill to name a few. 

Merchant:

This second leg is the entity that sells you the goods or services. This can take place in a physical store or online in a website or app. The payment is accepted in a Point of sale terminal or  in a secure area of their website called Payment Gateway where you enter the card details. In facilitating a payment, they accept any of the payment vehicles  the customer chooses to pay. Once received, they send the transaction over to the third leg called processor.

The action is in enabling Merchants accept the various payment vehicles. This is driven by the need to offer convenience and personalization to the customer which ultimately drives revenue.

Processor:

The third leg goes by various names --acquirer, payment processor, PSP, merchant aggregator. Sometimes a bank can offer the processing. With the rise in transaction types the action for the processors is making sure the transaction goes through and also to route the transaction at the least cost  for themselves and the Merchant. 

Issuer:

The fourth and final leg of our kitchen table analogy  is a bank or fintech who has issued the card or payment vehicle to the customer. These entities are responsible for funding the transaction by taking money from the customer bank account  and sending it on to the Merchant's bank account. 

The action here is that the Issuer has to provide these new payment vehicles to the customer . The success lies in how well they market the vehicle leading to more acceptance in the market.

Networks:

Finally the table top or the network that connects all the parties . They are the trusted brands we know so well like Visa, Mastercard, Amex. New payment networks based on current technologies are disrupting the legacy Networks business models. This is where the action lies.

 These new  networks are domestic networks in nature ,usually driven by the government and are provided to increase the availability of new payment vehicles . The goal of these governments is to enable transition from cash and financial inclusion. Absent legacy costs, these networks offer speed , convenience and lower costs to all the legs of the kitchen table top in the payment ecosystem. Examples of these networks are Interac in Canada, UPI in India, M-pesa in Kenya, SEPA in EU.

The legacy networks are not resting . They are also building these new networks in addition to their legacy infrastructure.

Some of the technology building blocks that enable this action in the retail payments area include ISO20022 payment messaging, tokenization, digital identity. They all take advantage of rich data now available about customer behavior to reduce operational risk elements like failing transactions in straight through processing, fraud mitigation, cloud infrastructure to cut costs and digital trends to attract new customers.

All in all a great time to be in this space.

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Embedded Finance and Payments

 We have seen a lot of exciting developments in the consumer space introducing payments as a way to enhance revenue and customer interaction. Starting with major tech players like Apple and Google offering wallets for paying merchants, Square added debit cards to its Cash App P2P platform, Uber used the Visa  rails to provide instant payments to its drivers to Shopify adding Stripe's payment processing capability for its merchants.

These initiatives have led to revenue gains for all parties but more importantly taken away customers which would have belonged to banks. JP Morgan's CEO was moved to announce that some of these fintechs are a threat to their business. Couple with the valuations these tech companies are getting in the tens of billion in many cases , you can understand the impact embedded finance is having on the traditional banking industry.

How are these results possible? Its possible by embedding the payment APIs into the company's business process such that the consumer can take advantage of the rich UXs the fintech offers and it gives benefits in terms of data about the customer behavior. 

With ISO20022 payment message standard gain traction, the benefit of embedding payment flows and interactions with the data generated will be an opportunity for serving the B2B sector as well with products such as virtual card for vendor payments.

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The business of banking and payments

 What does a bank do? From the perspective of a consumer of business here are the core functions:

-Offers consumers banking services around their day to day needs of payroll, paying bills, cash requirements, mortgages, deposits and managing wealth.

-Offers businesses a way to receive money from customers and pay their suppliers, loans to fund their business, handle domestic and international  payments 

Between themselves, they offer loan syndication, securitization, investments , stocks and bonds.

A common theme is the use of information technology to support their transactions and service their constituents with information about their money.

Since thousands of years this has been the function of banks. A trusted repository of your money and a facilitators of transactions for business benefit from financing wars to paying for your coffee. 

What has changed in the last two decades? The rise of internet as a set of technologies to enable banking. The unintended consequence is that Internet has enabled banks to take advantage of scale and hide bad behavior such as creating complex derivate trades without responsibility  for the underlying asset. 

But what about payments? The Internet has been of net benefit to the payments segment by enabling tracking of the legal beneficiaries and cost transparency for the end user of banking services. Trends like modernization of payment rails, APIs, Open Banking, ISO20022 messaging are facilitating deep integration across the payments value chain. This is a clean , fee based business with few places to hide for bad actors.

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Barriers to Open Banking

 As the banking industry is wrestles with  the twin challenges of  new customer acquisition and operational costs they are aligning some of their spend on digital transformation to Open Banking driven by the requirement of giving TPP or third party providers access to customer payments data.

This has created some additional barriers around competition and innovation. Lets consider these in more detail:

Competition:

-All jurisdictions with PSD2 have rules around which accounts should be accessible by TPPs. Many banks have even published APIs of their own, however there lack of standardization of these APIs. If banks build "premium" APIs the TPPs will be charged for this access.

-In market driven jurisdictions like USA and Canada they are talking of consumer rights but legislation is absent . In this case bank have partnered with TPPs like Plaid under a screen scraping contract to display account information . But these carry contractual risks as the recent litigation by TD bank has shown.

Innovation:

-A bank may hope to provide access to data residing in legacy mainframe systems, but will face manual work arounds when encountering the new authentication and authorization requirements for services offered by third parties.

-When a TPP wants access to data in absence of detailed rules around ownership of customer data banks may comply by providing the bare bones payment information. In such cases the 360 degree view of the customer is unavailable for TPPs to offer personalized service.

The solution is to think of Open Banking as market infrastructure and enable each other. The regulators also need to play an enabling role to ensure fair rules and partnership. This will take time to evolve.

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Why should banks care about ISO20022?

 Consider some of this data:

-Total transition costs for migration to ISO 20022 payment message standard cost the SEPA $9 billion as per a 2017 study.

-Payments Canada expects a migration from checks will save the Canadian economy $4.5 billion.

This is good for the economy and society as a whole but I am a bank running for profit so why should I care? I have a system that works fine, the inefficiencies and delays in my current system is to my benefit as I can enjoy the float and charge more plus its been working fine for decades.

Well too bad, bank. Customers and regulators are insisting on this change and if you don't change you risk rising operational costs. falling behind the curve leading to loss of customers and regulatory burdens.

Lets peel this onion, shall we?

Rising operational costs: Drop in STP rates means less and less of your transactions will be completed without manual intervention. As it is, only about 60-80 % of your transactions go through STP and this is already  impacting the cost vectors of your payment business. ISO20022 rich data messaging allows you to do better reconciliation leading to improved STP rates.

Regulatory burdens: Sanctions screening, AML, KYC, purpose of making the transaction, legal entity, ultimate beneficiary  all these are checks you are doing today. With tools like LEI in ISO20022 this information travels with the message reducing your regulatory obligations.

Loss of customer: If I am a customer expecting a wire transfer and its going to take a week to get the money in my bank account and cost me $40 for this  , I will certainly look for options to get the funds faster and for lesser cost. No brainer here.

So the cost of not moving to ISO20022 is not the factor .Rather, it is the when and what deadlines I am facing that drive this decision. See this chart and note that many market players in North America are yet to go live but be assured all regulators are working in this directions.

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What is a Data Fabric?

 We are all aware that banks today are dealing with multiple data sources. Each of these data sources or end points  have to be brought into a central warehouse to run analytics on.  All this data movement requires integration capabilities and further the need to manage for security , the information about the data or metadata.

Data fabric is a middle layer that sits on top these end points and the connections architecture . You can think of this as a logical or virtual layer. You then build services to connect to the data fabric.  It has the contextual capability which describes the lineage of the data and the business logic.

This infrastructure allows the consumer of this data a convenient data set for analysis regardless if the user is from a bank or the customer. This data set is always current and fast  because we are not copying the stored data and its rich because it comes from any number of data sources.

The benefit is for the bank that you don't have to make copies of the data , the fabric abstracts the data into a dataset  for analysis and for the end customer they can interact with their own data . Due to zero replication, it is easier to administer and manage the data thus providing them control over the data they shared with the bank.

The overall benefit for the bank is this type of infrastructure allows them to think of new ways to create products and provide insights to their customers. 

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