needs. Allowing customers to conductmobile banking on their own termsbuilds stickiness and drives loyalty,leading to higher retention.3. Optimize the Customer Experience:Financial institutions can dothis by delivering valuable, personalizedcontent via real-time alerts andempowering customers to instantlyand seamlessly resolve issues directlyon the mobile channel.Banks can notify customers that theirbalance is low, their checking account isoverdrawn, or a bill payment is due, forexample. And they can provide the abilityto respond and instantly take action.These alerts create mobile “conversations”that can provide value to customersand therefore accelerate adoption.Javelin recently noted that financialinstitutions “able to provide time-sensitive,actionable alerts that affect accountstatus will experience higher adoptionof the mobile channel and give customersthe control they desire.”In 2007, the mobile-banking “tripleplay” was introduced, defined asmessaging, mobile Web, and clientapplications on a single, unified platform.This is now universally recognizedas a standard requirementfor any mobile-banking solution. Thechallenge for banks that offer the tripleplay, however, is that many solutionstypically require customers to clumsilyjump between the three modes.For instance, if a customer receivesan alert via short-message service(SMS) notifying her of an overdrawnaccount, she would need to text a longcommand string via SMS, or switch toa mobile Web or client application, totransfer funds. These interactions canbe awkward and inefficient and theyhamper customer adoption.By contrast, the future of mobilebanking is the concept of triple-playconvergence: combining the threemodes of mobile banking into oneinterface and delivering a much morestreamlined and integrated customerexperience. With such convergence,a customer can receive an actionable,overdrawn-account alert and instantlytransfer funds by responding directlyto the alert, all without leaving the richinterface of a hybrid client application(a minimal downloadable containerapplication that uses mobile-Web contentand push-notification services).While the underlying technologyfor triple-play convergence isextremely complex, it is completelytransparent to the customer, who isexposed only to the simplicity andefficiency of the interaction.Empowering customers to quicklyand easily resolve issues and conducttransactions will optimize the customerexperience and maximize adoptionand usage.4. Extend Mobile Across the Organization:The mobile-banking solutionshould be extensible to multiplelines of business at the financial institution,enabling the organization toleverage the mobile channel acrossdifferent products and departments.This will expose the power of mobileservices to an even broader audienceand increase adoption.The solution should include a universalmobile-communication platform,which is capable of wide, horizontalscalability across many differentdevices, protocols, carriers, and applications,while integrating with the backendsystem at the financial institution.By not trying to reinvent the wheel, afinancial institution can dramaticallylower its total cost of ownership andreap a faster return on investment.5. Continuously Measure AndImprove Adoption: An often-overlookedrequirement for maximizing mobilebankingadoption and usage is the abilityto easily and comprehensively managethe implementation, track the results,and adjust accordingly. The solutionshould provide user-management andreporting tools that will empower financialinstitutions to ensure a continuouslypositive customer experience andmaintain a high level of customer satisfaction.This in turn will lead to higheradoption and usage.6. Use Adoption Best Practices:Financial institutions should have amethodology in place that distinctlyidentifies the adoption levels necessaryto achieve ROI targets and aclearly defined action plan to meetthose goals. Best practices include:Ñ Goal Setting: Develop the implementationplan and determine the successcriteria, including the adoptionlevels that are required to successfullymeet ROI targets.Ñ Project Team Building: Identifythe key stakeholders for the project team,define their roles and responsibilities,and establish the sequence of actionsrequired to attain adoption goals.Ñ Marketing Content: Develop relevantmarketing materials (Web pages,demos, FAQs, etc.) as quickly as possible.Providing these materials early inthe process shortens the implementationtime and improves the adoption rate.Ñ Training: Set up training programs,product documentation, anddemonstration materials to ensure thatall pertinent staff personnel are properlytrained and can confidently providecustomers with correct information.Ñ Ongoing Reviews: Financialinstitutions should meet regularlywith their solution provider to reviewtheir progress on achieving theirdesired adoption levels and meetingtheir ROI targets.Inasmuch as the magnitude of ROIis directly correlated to adoption andusage, banks and credit unions shouldchoose a solution that follows the sixkey drivers for optimizing adoption.Targeting 100% coverage, personalizingmobile banking, optimizingthe customer experience, extendingthe mobile solution across the organization,continuously measuring andimproving adoption, and using bestpractices will ultimately result in ahigh return on investment. DTDave Galloway is vice presidentof customer advocacy at Novato,Calif.-based ClairMail. Reach him atDave.Galloway@clairmail.com.34 digitalDecember 2009
COMPONENTSDecember 2009 digitaltransactionsSelect-A-BranchBranches outPeter LucasWhile many ATM networks are struggling to grow volume, Select-A-Branch has been working feverishly to buck that trend by signingsome sizable deals.It’s been a busy year for Select-A-Branch ATM Network LLC. Theprivately held network distinguishesitself with multibranded machines thatnonetheless give the user the experienceof using his or her own bank’sATM. Select-A-Branch has been signinga host of deals to expand its installedbase, and more are on the way.In July, the King of Prussia, Pa.-based surcharge-free network signedan agreement with Milwaukee-basedMetavante Corp.’s NYCE electronicfunds transfer network under whichthe 500 banks and credit unions inNYCE’s SUM surcharge-free ATMnetwork would join Select-A-Branch.Initially, SUM members will haveaccess to an undisclosed portion ofSelect-A-Branch’s ATMs in the Northeast,but Select-A-Branch expects tosteadily expand SUM members’ accessto the network. (Processor FidelityNational Information Services Inc.bought Metavante in October.)In November 2008, Select-A-Branch signed an exclusive distributionagreement-in-principle pact withthe Access To Money network, givingit potential access to about 3,000 ATMsin convenience stores and other retaillocations throughout the country. Andearlier Select-A-Branch completedinstallation of 10 machines in MassachusettsBay Transportation Authoritysubway stations in the Boston area.Other deals in the works include apilot with a major convenience-storechain and ongoing talks with a Top 10bank to become a member, accordingto Daniel Stechow, chief operating officerfor Select-A-Branch. SUM memberswill be participating in the pilot.“We’ve got about a half dozengame-changing opportunities toexpand our network that we are pursuing,”says Stechow.Attractive FeesSelect-A-Branch has about 520 participatingfinancial institutions and 225ATMs in its network, up from about17 members and 200 ATMs in October2008. Its membership includessome sizable banks, including PNCFinancial Services Group Inc. and TDBank Financial Group, but is mostlycommunity banks and credit unions.Many of the credit unions don’t havea single ATM. While Select-A-Branchdeclines to reveal transaction volume,it does say volume is growingthroughout all of its locations.Select-A-Branch’s expansion comesat a time when surcharge-free ATM networksare enjoying substantial growth.Networks such as Minneapolis-basedU.S. Bancorp’s MoneyPass, Co-OpFinancial Services, and CardtronicsInc.’s Allpoint are luring new membersthat want to offer ATM services andkeep the business of customers tryingto avoid surcharges (“No-SurchargeNetworks: Back to the ‘80s,” September,2008). Most ATM owners imposea surcharge fee when non-customersuse their machines.The growth of no-surcharge networkscontrasts with years of lowgrowth or even per-machine transactiondeclines in the broader industryas ATMs battle market saturation andcompetition from retailers that acceptPIN-debit cards and give cash back atthe point of sale for no fee.“A lot of consumers don’t like payingsurcharges, but they don’t necessarilybank with financial institutionsthat have a large proprietary ATM network,”says Kate Monahan, an analystfor Boston-based Aite Group LLC.“Surcharge-free networks appeal tothese types of consumers, and whatdifferentiates Select-A-Branch fromother surcharge-free networks is itsbusiness model.”That business model is based onfees charged to participating banksand credit unions, and the customerexperience Select-A-Branch deliverson its own machines. Unlike competingsurcharge-free networks thatcharge an annual or monthly membershipfee, participating financial insti-digital35