Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate...
Transcript of Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate...
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Deutsche Bank Markets Research
Industry
Retail Bank Strategy
Date 8 September 2013 Global Financial Services
F.I.T.T. for investors
The Future of Banking
Acceleration of change leads a big increase in bank IT spend
With the press full of reports on innovation in money matters - think progress by Square, volumes in mobile payments at M-PESA, doubled revenue at Monetise, new bank launches like Metro, big data, digital wallets, mobile banking, crowdfunding, P2P lending - we think most investors see mostly downside risk from change. We look at each topic and conclude that a big increase in bank IT spend is coming which isn't captured in market expectations. But we also think this spend will deliver an ability to process higher volumes at lower unit costs, reduce branch costs and generate new revenue streams. We do not expect material bank disintermediation by tech.
Jason Napier, CFA
Research Analyst (+44) 20 754-74433 [email protected]
David Lock
Research Analyst (+44) 20 [email protected]
________________________________________________________________________________________________________________
Deutsche Bank AG/London
Deutsche Bank does and seeks to do business with companies covered in its research reports. Thus, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. DISCLOSURES AND ANALYST CERTIFICATIONS ARE LOCATED IN APPENDIX 1. MICA(P) 054/04/2013.
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Deutsche Bank Markets Research
Global Financial Services
Industry
Retail Bank Strategy
Date 8 September 2013
FITT Research
The Future of Banking
Acceleration of change leads a big increase in bank IT spend
________________________________________________________________________________________________________________
Deutsche Bank AG/London
Deutsche Bank does and seeks to do business with companies covered in its research reports. Thus, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. DISCLOSURES AND ANALYST CERTIFICATIONS ARE LOCATED IN APPENDIX 1. MICA(P) 054/04/2013.
Jason Napier, CFA
Research Analyst (+44) 20 754-74433 [email protected]
David Lock
Research Analyst (+44) 20 [email protected]
With the press full of reports on innovation in money matters - think progress by Square, volumes in mobile payments at M-PESA, doubled revenue at Monetise, new bank launches like Metro, big data, digital wallets, mobile banking, crowdfunding, P2P lending - we think most investors see mostly downside risk from change. We look at each topic and conclude that a big increase in bank IT spend is coming which isn't captured in market expectations. But we also think this spend will deliver an ability to process higher volumes at lower unit costs, reduce branch costs and generate new revenue streams. We do not expect material bank disintermediation by tech.
Industry rate of change IS rising There’s no doubt that retail banking is seeing the start of material change. Mobile banking, for example, has average customers interacting over 20x a month, serving themselves more and creating upside from digital sales, efficiency gains, bank expansion into products like those offered by Groupon generating new revenue, supporting loyalty and (maybe) reducing churn.
Re-tooling and IT investment will happen, nudged by regulatory pressure Most big banks need significant IT renewal. Old mainframe systems are the norm, patched for M&A, geographic & product expansion, and regulation, which introduces complexity and inefficiencies while volumes continue to rise. Unless expensed under restructuring charges this initially drives costs as much as 10% higher. Regulatory pressure will increase exponentially here given resolution planning and operational risk assessments, we think.
A fundamental branch rethink to happen Digital banking has branch footfall down ~15% YoY. Combined with automation of cash dealings we expect new branches to be 25% smaller with 20% less staff, fewer tellers and more advisors. They’ll be cheaper to fit out, easier to move, faster to break-even, and make for better provision of advice. Outside of overbanked markets (e.g. Italy, Spain), we expect branch design not numbers will be the bigger change. With 50% of retail costs in branches and operations we think expenses here could fall ~5%.
Customers and IT firms win… Out of this the customer does best, enjoying better ways to bank and spend. New banks, courtesy of low startup costs will generate profile, some churn, and motivation for incumbents to improve. As a thesis we think IT and data firms – at 15x - 30x EPS – do better out of bank IT change than the banks.
…and banks get to keep being banks unless a killer app emerges However, we can’t envisage the emergence of a killer non-bank app that banks are unable to replicate which disintermediates the banking value chain materially. We expect bank IT renewal to increase costs initially but deliver platforms able process higher volumes at falling unit costs, meaning falling cost/income ratios as revenues grow (esp. when rates rise) and reduce customer incentives to churn, driven by better products and better delivery.
We value banks using a combination of P/TNAV and P/E, benchmarked against peers. Key upside risks relate to economic growth and interest rates; downside risks relate to growth and regulation in particular.
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8 September 2013
Financial Services
Retail Bank Strategy
Page 2 Deutsche Bank AG/London
Table Of Contents
Executive Summary ........................................................................ 4 This isn’t low-cost-airline-meets-flag-carrier situation ....................................................... 4
The Future of Retail Banking ........................................................ 11 Vanilla banking returns are good, should improve as costs are cut, more significantly when rates eventually rise ................................................................................................ 11 Every so often it's a good idea to look much further ahead ............................................ 13
The Rotten Core ............................................................................ 15 Key points ......................................................................................................................... 15 Banks mostly move and keep track of where the money is ............................................ 16 Rotten Core – Not all rotten, but generally pretty old ...................................................... 17 Significant implementation risk, little near term gain ...................................................... 18 A twist on the IT transition approach: The parallel bank ................................................. 21 Conventional competition from the Bank in a Box .......................................................... 22 We expect a significant increase in IT renewal activity ................................................... 25
Rise of the machines: Mobile & Tablet Banking .......................... 33 Technology is changing the way we manage our finances ............................................. 33 What the Heads of Digital at banks are thinking ............................................................. 37
Mobile Payments: Already in a phone near you ........................... 43 Overview ........................................................................................................................... 43 M-PESA - Mobile payments (not banking) at its most successful ................................... 43 What M-PESA says about the future of retail banking .................................................... 46 Moving to a less cash & cheque dominated world.......................................................... 48
Growth in digital wallets ............................................................... 52 Overview ........................................................................................................................... 52 Card model is moving towards a digital wallet, transaction focus.................................. 52 The key question: Is there a killer wallet out there? ........................................................ 55
Where to for branches? ................................................................ 60 Overview ........................................................................................................................... 60 Branches are the “face” of the bank, 50-60% of costs… ................................................ 61 Falling branch numbers are a structural trend ................................................................. 62 Branches to stay, but in tighter format as advice centres ............................................... 64 More outsourcing: The ATM case study .......................................................................... 66 There will be adjustment pains ........................................................................................ 67
Big Data: Unleash its commercial value ....................................... 71 How big is Big Data? ........................................................................................................ 71 Who knows more about your habits than your bank? .................................................... 71 Investors and customers haven’t been given much reason to suppose banks can harness the data they possess ......................................................................................... 72 Non-bank service companies show the way ................................................................... 73 Banks must use their data to grow revenues, defend customer wallet share and drive higher customer loyalty .................................................................................................... 73 Democratisation of your Big Data could increase churn rates and lower margins in the longer term ....................................................................................................................... 76
Crowd- & Peer-to-Peer: Cutting out the middlemen .................... 77 Key points ......................................................................................................................... 77 There’s a time and place for everything ........................................................................... 78 Focussing on bank-substituting lending .......................................................................... 79 How peer-to-peer and crowdfunding works .................................................................... 81
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 3
Table Of Contents (Cont'd)
Payments: plastic up, cash flat, cheques out ............................... 84 Key points ......................................................................................................................... 84 Payments: central to all banking and finance .................................................................. 84 What is a payment system? ............................................................................................. 85 How payments profiles have changed: non-cash is growing fast, transaction volumes rising ................................................................................................................................. 86 Rise of the card: A bankable trend ................................................................................... 88 The traditional card payment model ................................................................................ 91 How fees flow around the card model ............................................................................. 92 Large value payment systems – would always be run by banks .................................... 97 Regulation – Evolving ..................................................................................................... 100
Cool Innovations ......................................................................... 102 No sustained advantage in product, but we liked these ............................................... 102
Glossary ...................................................................................... 104
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Our thanks are due to the management of banks, technology and financial services companies, and consultants and regulators we met while researching this piece. This has proven been one of the most interesting research processes of our time covering banks and, though this report is necessarily only a first step of covering an evolving story, we look forward to tracking the identified trends in future.
We hope that this piece provides bank investors with better insights into trends in technology and technology investors with better knowledge of trends in banking.
Any residual errors are naturally our own.
Finance Director, Aldermore • Chief Information Officer, Aldermore • Chief Operating Officer, Allied Irish Banks • Chief Executive Officer, Australia, The Australia and New Zealand Banking Group • Chief Operating Officer, Special Resolution Unit, Bank of England • Head of Digital Channels, Bank of Ireland • CEO, Barclaycard • CFO, Barclaycard • CEO, Barclaycard Global Business Solutions • Head of Investor Relations, BNP Paribas • Partner, Boston Consulting Group • Digital Banking Lead, Deloitte • Head of Unit, Risk Analysis, European Banking Authority • Director of Investor Relations & Communications, Experian • Managing Director, Marketing Services, Experian • CEO, FirstRand Bank Ltd • Co-Founder, The Funding Circle • Head of Investor Relations, Handelsbanken • Managing Director, Digital, Lloyds Banking Group • Chief Executive, Metro Bank • Chief Operations Officer, Metro Bank • Strategy Director, Monitise • Director of Market Intelligence, Monitise • Senior Manager, Investor Relations, National Australia Bank • Policy Advisor: Innovation and Economic Growth, NESTA • Director, NoteMachine • Managing Director, Digital, RBS • Managing Director, Digital Banking, Santander • UK Group Head of Strategy, SAP • Deputy CEO, Standard Bank of South Africa • Chief Information Officer, Standard Chartered • Director of Strategy and Marketing, Temenos • Head of Strategic Planning, Temenos • Chief Executive, Australian Finance Services, Westpac
Our thanks are also due to Atul-Subhash Hanamante of Evalueserve for his assistance in compiling this report.
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8 September 2013
Financial Services
Retail Bank Strategy
Page 4 Deutsche Bank AG/London
Executive Summary
This isn’t low-cost-airline-meets-flag-carrier situation
Technological change, deleveraging and IT failures see calls for the disintermediation or replacement of existing banks by new more efficient players, including from entrants from other sectors. An array of tech and telco themes around digital wallets, mobile payments, crowd-funding, peer-to-peer lending, big data and core banking system replacements compete for column inches with bank plans to cut costs.
Are retail banks the good compounding long term investments many think they are? Or does change in technology drive incumbent disintermediation by new banks with lower cost structures and non-banks in niche profitable areas like payments? This report takes a bank-analyst look at each issue from a longer-term perspective.
Our key conclusions are:
The customer is the clear winner from technological change. Financial dealings with banks, business and friends will get easier. Retail special offers will become tailored to customer habits and circumstances. Financial planning and tracking will become more automated and transparent. Being organised will be easier.
We expect market shares in key elements of bank value chain to remain intact. This is because we don’t envisage the emergence of a killer app by a bank or non-bank which incumbents are unable to deploy for the benefit of their already-scale customer base. The speed with which new digital tools become industry standard (and therefore commoditised hygiene factors rather than real drivers of market share shifts) is amazing. Take mobile banking – how many banks don’t offer it now? If anything, banks have advantages over non-banks in scale of customer base.
We expect a material increase in IT spend by banks over the next ten years. Core systems are generally old and rely on too many applications patched too many times to cope with rising transaction volumes, regulatory change and digital channel changes in particular. This will drive up to a 10% increase in overall operating costs and will be encouraged by an exponential increase in regulatory attention given to operational IT risk. If this were the only investing thesis, we’d buy the vendor not the bank.
Owners of new niche financial service providers will do well where scale and profit is shown (look at the P/E and EV-EBITDA multiples in Figure 5). That said, we don’t expect crowdfunding and P2P operations to take observable market share from banks. We think these models will do well until higher interest rates or an economic downturn intervenes.
We expect some new bank promoters in good markets will do well given low start-up costs. Software-as-a-service providers have new banks up and running for US$10m to US$20m, with cash burn minimised by per-customer and lease- arrangements for hardware and software. Though generating customer gains and turning in a decent net interest margin in the current rate environment is a challenge, the hurdle to break-even isn’t so challenging as to keep new players like Aldermore and Metro Bank from generating good returns for their owners, we think.
For incumbent banks we expect technology costs to rise and branch costs to decline for a roughly neutral outcome overall. This ignores phasing – IT costs rise faster than branch costs decline. Banks that execute best will cope with much higher customer transaction volumes with little cost increase, will be nimbler in pricing and product launches, more adept at adapting the branch network to changing needs and will drive increased customer loyalty, higher wallet share and
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 5
lower churn. We see Big Data as a key driver of this in time, given the requisite investment by banks. Combined with the very significant upside to returns when interest rates rise we think that retail banking remains a generally attractive investment prospect.
Below we summarise the key findings from each chapter of the note.
Rotten Core: A decade of IT renewal is in order; buy the vendor not the bank Most established banks operate on mainframe technology implemented in the 1970’s and 1980’s, added to over the decades to deal with M&A, product proliferation, geographic expansion and (recently) regulatory change. Very few banks have run the gamut of core IT change so far. None we spoke to thought the cost of core renewal could be justified by efficiency gains alone. We look at core projects underway at Standard Bank and NAB. The former took its replacement decision in 2005, isn’t finished and has missed targets. The latter is planned to increase NAB’s depreciation expense by 40% over 2010’s level. We think that increasing transaction volumes (hastened by the rise of plastic and digital banking), increased regulatory pressure (new rules, a reaction to high-profile failures at RBS and elsewhere, and fears around cyber-threats), and further aging of systems will force more banks to act. On IT renewal as a thesis on its own we’d rather own the vendor than the bank. SAP derives 9% of revenues from its financials vertical, Temenos is all-bank and profiled in our case study of “bank-in-a-box” new entrants like the UK’s Metro Bank. We look at new-brand launches at BNP Paribas and NAB as a potentially interesting angle on multi-brand and platform transition.
Rise of the machines: Mobile & Tablet Banking, ATMs The consumer move to the small screen, topical in recent Google and Microsoft results, is evident in banking where mobile and tablet banking is growing much faster than executives expected, with digital customers transacting 20x a month in the UK and Australia. Mobile customer penetration in developed markets is ~ 25% - 50% while online (computer only) is nearing maturity. We expect mobile to continue to grow until virtually all core customers participate, providing good market trends for third party providers like Monitise. Banks will see customers rebalance from phone and on-line banking whilst ATMs and deposit machines increasingly automate branch cash dealings, boosted by outsourcing to firms like G4S and NoteMachine. Digital as a sales channel contributes sub 10% of account sales and will grow, supported by a rethink around branch purpose and design. We think conduct risk will be a growing issue worldwide and don’t see digital as a cast-iron panacea.
Mobile Payments: Telcos won’t displace banks in payments in most markets Pay to mobile and pay to account from smartphone are fast becoming ubiquitous bank services (e.g. Barclays Pingit, Bank of Ireland’s Pay to Mobile, CBA’s kaching, NAB’s nabKiss and RBS’ Pay Your Contacts). Other companies – including mobile operators – are developing competing offerings. We study M-PESA, arguably the most successful mobile payments system in the world, run by Vodafone’s Kenyan affiliate, Safaricom. M-PESA processes payments worth ~ 30% of Kenyan GDP (and growing fast), has two thirds of the country’s adult population as customers, and generated US$255m in revenue last year. Rather than seeing this as proof that banks will be sidelined, we see the real lesson that, aside from certain EM/Kenya-specific drivers of M-PESA’s success, that value added digital services can increase revenue, attract clients, reduce customer churn and help improve customer perceptions of their banks. JPMorganChase’s experience here in digital customer perceptions is a case in point.
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8 September 2013
Financial Services
Retail Bank Strategy
Page 6 Deutsche Bank AG/London
Digital wallets: Lots of wallets, no killer disintermediation app (yet) We see growing convergence of consumer payments around digital wallets. We think mobile wallets have the potential to become the ‘gateway’ through which consumers make the majority of retail and peer-group payments. Here there are new non-bank entrants including tech companies (Google, Apple, Samsung), retailers (McDonalds, Starbucks), payment networks (Visa, Mastercard) and mobile phone operators (Everything Everywhere, Isis). We think the emergence of a single all-dominating wallet is unlikely, given the wariness of all invested parties to the risks here, and bank’s ability to rapidly deploy copies of good ideas to bank’s scale customer bases. The pace at which tools like mobile banking have become commoditised is noteworthy.
Figure 1: Mobile & Digital wallet convergence Figure 2: P2P and crowdfunding industry structure
Cheques
Merchant Acquirer
Retailers
Payment Networks
Card issuer Digital wallet
Mobile wallet
Cash payments
Account management
Mobile PoS
Internet aggregators
Mobile phone
operators
Cred
it ca
rd s
take
hold
ers Traditional bank services
New entrants
Source: Deutsche Bank Source: Deutsche Bank
Future of the bank branch: Smaller, smarter, cheaper Phones put banks in pockets and cards take cash out of wallets so what’s the point of the 689,144 branches in the 66 markets we review? Some countries (Italy, Spain) are over-served by existing networks but overall we expect branch numbers to edge lower but not collapse. In DM we expect new branches will be 25% smaller, show 20% lower headcount, fewer tellers, more advisory staff and more automation. They’ll likely be cheaper to set up, easier to move and faster to breakeven. Branch strategy at JPM, Westpac and NAB are examples. With 50-60% of retail banking costs in the network there is 5-10% of bank cost saves to be had. Upfront costs apply.
Figure 3: How NAB’s channel volumes have changed Figure 4: Core Banking platforms are a complex web
Source: National Australia Bank Source: The Boston Consulting Group
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 7
Big data: Who knows more about you than your bank? Advances in computer processing make it feasible to analyse vast quantities of data for better insights into customer needs and habits, yielding better products, marketing and supplier profits. The market appears prepared to pay for data and contact-driven businesses – Groupon trades at 35x 2014 EPS, Experian at 19x, Rightmove at 28x, Moneysupermarket at 15x – but there’s little written on customer data in banks. This is because there’s little evidence it is used for much more than blunt product offers and credit risk. Most banks don’t even provide decent spend-tracking tools. This will likely change. Barclaysbespoke is one of the first offerings we’ve seen to co-ordinate customer data and marketing services. NAB’s PeopleLikeU is interesting. LBG’s agreement with Cardlytics will make tailored retail offers a reality pretty soon. In time we expect almost all banks to provide tailored advertising and offers to customers by mobile: (linked to location: “You’re near Thomas Pink on London Wall (and we know you’re wealthy and have shopped there before), if you go in now and use your ABC Bank credit card you’ll get 25% off”), online and via statements. We think big data will allow banks to price properly for customer wallet share in the same way as motor insurers will move to Pay-How-You-Drive premiums which is good until democratisation of customer data brings much faster churn and margin compression in the long term in some markets. Meanwhile development of marketing service businesses should be most supportive for the larger banks: the more data the better.
Crowdfunding: Cutting out the middlemen Peer-to-peer and crowd-funding businesses are fascinating. Operating using eBay-like auction technology, these aim to disintermediate banks, get credit to borrowers more efficiently, and provide savers with higher risk-adjusted returns. We take a detailed look at The Funding Circle. Other similar businesses include Indiegogo, Symbid, crowdcube, Seedrs and Kickstarter. We think MarketInvoice is clever. We expect returns to owners of these enterprises will outpace those of their customers and the banks with which they compete. With platforms earning around 3% of loans extended with no capital at risk, we see significant value upside for P2P business owners but do not see the model as a significant risk to future bank volumes or returns. We are wary of how customers will fare in a credit downturn and are interested to see the UK government providing business funding via this channel.
Payments – Plastic up, cash flat, cheques out; Buy Mastercard, Visa Global cash outstanding is growing by about nominal GDP lead by EM. Cheques continue to die a slow death and we think medium term governments should assist in eliminating them to improve economic efficiency. The bankable trend in payments is the ascendance of plastic, especially debit cards, which grew by 40% between 07-11 whilst credit cards fell 22%. Transaction volumes are rising and average transaction sizes falling as cards are more widely held, more broadly and easily accepted for smaller transactions in the real world, as on-line grows and countries like Sweden move beyond cash for commerce. These trends underline our Buys on payment networks Mastercard and Visa and support the outlook for bank revenues in this area.
Cool innovations & glossary As we’ve studied some of the advances in technology and product in compiling this note we’ve made a list of innovations we think are particularly interesting. We don’t think there’s enduring competitive advantage in product. Imitation is, after all, the sincerest form of flattery. We were fascinated by a number of advances we came across which we expect will benefit customers generally over time. We list these in a separate chapter in brief, and also include a Glossary for readers to refer to.
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Retail Bank Strategy
Financial Services
8 September 2013
Page 8 Deutsche Bank AG/London
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![Page 10: Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate profile, some churn, and motivation for incumbents to improve. As a thesis we think](https://reader033.fdocuments.in/reader033/viewer/2022060519/604d3ceec9f4fe68fb35b385/html5/thumbnails/10.jpg)
Retail Bank Strategy
Financial Services
8 September 2013
Deutsche Bank AG/London Page 9
Fig
ure
6: S
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![Page 11: Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate profile, some churn, and motivation for incumbents to improve. As a thesis we think](https://reader033.fdocuments.in/reader033/viewer/2022060519/604d3ceec9f4fe68fb35b385/html5/thumbnails/11.jpg)
Retail Bank Strategy
Financial Services
8 September 2013
Page 10 Deutsche Bank AG/London
Fig
ure
7: S
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n o
verv
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![Page 12: Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate profile, some churn, and motivation for incumbents to improve. As a thesis we think](https://reader033.fdocuments.in/reader033/viewer/2022060519/604d3ceec9f4fe68fb35b385/html5/thumbnails/12.jpg)
8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 11
The Future of Retail Banking
Vanilla banking returns are good, should improve as costs are cut, more significantly when rates eventually rise
Generally we consider retail banks to be steady compounding investments over the long term. We think that low customer churn (approx 6% p.a. in the UK), relatively low and stable loan losses, and adequate permitted regulatory leverage make for attractive & sustainable ROEs. Our Sept 2012 note on UK retail banking, for example, calculated an average ROTE for the industry – including the impact of the four listed banks which failed or were acquired by larger firms during the crisis1 - of 24%, ranging between a low of 11% and a high of 28% between 2000-2011 (Figure 8).
Figure 8: UK retail banking sector profit drivers over time 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Net interest margin 3.2% 3.1% 2.9% 2.6% 2.5% 2.4% 2.3% 2.2% 2.4% 2.3% 2.6% 2.5%
Non interest margin 1.5% 1.4% 1.4% 1.3% 1.2% 1.2% 1.2% 1.1% 1.2% 0.8% 0.8% 0.8%
Total income margin 4.7% 4.5% 4.3% 3.9% 3.8% 3.7% 3.7% 3.4% 3.7% 3.2% 3.4% 3.3%
Cost/income ratio -53.0% -53.8% -51.8% -51.8% -51.0% -50.6% -47.3% -48.3% -50.0% -49.9% -49.3% -49.7%
PPP margin 2.2% 2.1% 2.1% 1.9% 1.8% 1.8% 1.9% 1.7% 1.8% 1.6% 1.7% 1.6%
Impairment rate -0.4% -0.4% -0.4% -0.4% -0.4% -0.6% -0.7% -0.7% -1.0% -1.1% -0.9% -0.5%
PBT margin 1.7% 1.6% 1.6% 1.4% 1.4% 1.2% 1.1% 1.0% 0.8% 0.4% 1.0% 1.1%
ROA 1.2% 1.1% 1.1% 1.0% 1.0% 0.8% 0.8% 0.7% 0.5% 0.3% 0.7% 0.8%
Leverage 23x 24x 24x 25x 29x 31x 34x 36x 39x 36x 26x 27x
ROE (historic CT1) 28.2% 27.1% 27.4% 25.6% 27.4% 25.5% 27.3% 25.0% 20.7% 11.3% 18.2% 22.5%Source: Deutsche Bank, Company data
We expect these attractive returns will increase dramatically over the next ten years driven by cost management and better deposit spreads when interest rates eventually rise. The former is linked to more investment in, and better use of, technology demanded by the changing habits of customers, lack of market growth in most developed markets and the absence of a shareholder mandate to grow by M&A.
Interest rate increases in Europe, however, will be a long time coming given huge vulnerability to higher rates everywhere aside from France, Germany and the Netherlands. Unless the ECB wants to risk another bout of sovereign risk aversion, Europe needs much stronger growth before hiking rates. Few market participants are aware of the degree to which European household debt has tended towards floating-structures in recent years (Figure 9).
1 Alliance & Leicester, Bradford & Bingley, Northern Rock, HBOS
We are fans of retail banks as
steady compounding
investments over the long
term
We think these attractive
ROEs will rise over the next
decade on cost management
and better deposit spreads
when rates (eventually) rise
But higher rates are a distant
prospect for floating-rate-
heavy Europe in particular;
costs will be the bigger
battleground in the near term
![Page 13: Date Retail Bank Strategy - ITnation · New banks, courtesy of low startup costs will generate profile, some churn, and motivation for incumbents to improve. As a thesis we think](https://reader033.fdocuments.in/reader033/viewer/2022060519/604d3ceec9f4fe68fb35b385/html5/thumbnails/13.jpg)
8 September 2013
Financial Services
Retail Bank Strategy
Page 12 Deutsche Bank AG/London
Figure 9: The world can’t afford higher official interest rates unless GDP growth is much, much faster Govt ave debt
maturity Non-resident
share of public debt
Debt/GDP . Household debt/GDP
Corporate debt/GDP
Pvt sector debt/GDP
. Floating rate household debt (% of
total)
Mortgage debt / Gross
Disposable Income
Owner occupier rate
Belgium 6.7 58% 101% . 54% 183% 237% . 15% 76% 78%
France 6.9 64% 93% . 57% 105% 162% . 5% 62% 58%
Germany 6.5 62% 81% . 59% 69% 127% . 5% 67% 43%
Greece 11.1 56% 188% . 61% 63% 125% . 80% 50% 80%
Ireland 6.4 61% 123% . 113% 219% 332% . 85% 154% 75%
Italy 6.6 35% 128% . 45% 83% 128% . 57% 33% 80%
Netherlands 6.8 56% 69% . 127% 95% 222% . 5% 220% 56%
Portugal 5.7 54% 124% . 91% 157% 248% . 90% 91% 81%
Spain 5.7 28% 93% . 81% 135% 216% . 80% 94% 85%
UK 14.4 31% 93% . 95% 112% 207% . 56% 125% 66%
US 5.4 30% 112% . 84% 78% 162% . 10% n/a 66%
Japan 6.0 8% 245% . 67% 100% 167% . 20% n/a n/aSource: Bank of Italy, Financial Services Authority, Hypostat, National Bank of Greece, Banc Ceannais
Though US mortgage and housing markets are more protected from the costs of rising rates by a higher proportion of fixed rate debt – itself the consequence of government policy via Fannie Mae and Freddie Mac, now being retrenched – the sensitivity of market sentiment, house prices and transaction volumes to changes in the cost of finance is material there too. Though house prices have posted a decent recovery from crisis lows (Figure 10), the market will likely remain focused on assessing the importance of the recent deterioration in buyer affordability (Figure 11) and decline in growth in housing starts as indicators of broader economic activity (Figure 12). Housebuilder and associated stocks provide a decent barometer of the market’s spot view. Some concerns about the direction of travel are emerging (Figure 13).
Figure 10: US house prices have bounced… Figure 11: … driven by improved affordability, itself a
function of falling finance costs…
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
100
110
120
130
140
150
160
170
180
190
200
1Q01
3Q01
1Q02
3Q02
1Q03
3Q03
1Q04
3Q04
1Q05
3Q05
1Q06
3Q06
1Q07
3Q07
1Q08
3Q08
1Q09
3Q09
1Q10
3Q10
1Q11
3Q11
1Q12
3Q12
1Q13
S&P
/ Cas
e-Sh
iller
Inde
x (Y
oY %
)
S&P
/ Cas
e-Sh
iller
Inde
x (1
Q00
= 1
00)
S&P / Case Shiller (1Q00 = 100) YoY % (RHS)
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00100
120
140
160
180
200
220
1Q01
3Q01
1Q02
3Q02
1Q03
3Q03
1Q04
3Q04
1Q05
3Q05
1Q06
3Q06
1Q07
3Q07
1Q08
3Q08
1Q09
3Q09
1Q10
3Q10
1Q11
3Q11
1Q12
3Q12
1Q13
30 y
ear
non-
jum
bo e
ffect
ive
mor
t tat
e
NAR
Com
posi
te a
fford
abili
ty (i
nver
ted)
NAR Composite Housing Affordability 30 year non-jumbo effective rate (%, RHS)
Source: Haver Source: Haver
US housing and mortgage
markets are more protected
against rising rates – but
sentiment, housing starts and
HPI are naturally still geared
to flow finance costs
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 13
Figure 12: Housing-related activity levels have
improved…
Figure 13: …with housebuilder stocks confirmation of
emerging investor concerns
-60%-50%-40%-30%-20%-10%0%10%20%30%40%50%
0
20
40
60
80
100
120
140
160
180
1Q01
3Q01
1Q02
3Q02
1Q03
3Q03
1Q04
3Q04
1Q05
3Q05
1Q06
3Q06
1Q07
3Q07
1Q08
3Q08
1Q09
3Q09
1Q10
3Q10
1Q11
3Q11
1Q12
3Q12
1Q13
Hou
sing
sta
rts
and
sale
s (Y
oY %
)
Hou
sing
sta
rts
and
sale
s (1
00 a
t 1Q
01)
Existing home sales (100 at start) Housing starts (100 at start)
Existing home sales (YoY %, RHS) Housing starts (YoY %, RHS)
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
Shar
e pr
ice
perf
orm
ance
(%)
12 months YTD 3 months
Source: Haver Source: Datastream. Priced on 5 Sept 2013
Every so often it's a good idea to look much further ahead
Shifts in long-bond yields and market sentiment aside, we are positive on the medium term outlook for retail banks. This view, of course, assumes that incumbent banks continue to dominate household financial dealings. Reading the popular press and talking to people in the software and hardware, payments processing and mobile banking industries, we hear of a coming revolution in the way that people interact with their money and a step change in the manner in which banks can harness IT to service their clients. Is this just hype? If not, what does it mean for customers, and does it pose a threat to banks?
Figure 14: The financial ecosystem around consumer spend
Storing money Lending money Moving money around
Helping you spend
What is done
BanksBanks; Consumer
credit; Peer to peer/Crowdfunding
Banks, Merchant acquirers; telcos; monoline money
agents, ATM providers
Credit agencies; Voucher companies; Big
data providersWho does it
Source: Deutsche Bank
To answer these questions we’ve divided this note into chapters grouped into 4 broad areas, the first of which looks at legacy core banking platforms:
The Rotten Core: High-profile IT failures at a number of banks and some reduction in regulator workload set the stage for more top-down pressure for banks to refresh their core IT. Why have so few banks done it?
Change is on the way: No one we spoke to thought a core platform replacement could be justified on cost grounds alone, why do we think a significant change in IT
Is the promised revolution in
banking technology a threat
or an opportunity for
incumbent bank
shareholders?
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8 September 2013
Financial Services
Retail Bank Strategy
Page 14 Deutsche Bank AG/London
infrastructure will be seen in the next decade? It about time, technological change, relentless volume growth and regulatory pressure, we think.
The rise of the bank in a box and the parallel bank: The cost and complexity of full IT renewal at big banks is high, demonstrated in our Standard Bank study. New banks – with Software-as-a-Service architecture – are launched for $15-20m. What do these competitors mean for existing players? What’s behind the launch of new-brand, online-only banks like Happy Bank! and UBank at BNP and NAB?
The second area looks at the impact of digital and phone technology on banking.
Rise of the machines: Mobile & Tablet Banking: How explosive growth in tablet and smartphone self service is changing bank service patterns and customer demands;
Mobile Payments: The case for telco-payment businesses and the lessons these have for incumbent banks. Driven by a detailed look at Safaricom’s M-PESA, arguably the most successful mobile payment network in the world;
Convergence towards digital and mobile wallets: Digital and mobile wallets are driving payments convergence across banking, retailer, tech and telecoms. We assess the opportunities and risks for each and implications for banks.
The third area looks at the opportunities for banks to cut costs (via branches), expand product offerings (via big data) and explores potential disintermediation by the emerging peer-to-peer & crowd-funding space.
The Future of the Branch: If phones put the bank in my pocket, and cards take the cash out of my wallet, what’s the point of the 689,144 branches in the 66 markets in our review? When can banks finally get on with being wide margin tech companies trading on 20x earnings?
Big data, banks have more of it than most, right? Who knows more about my spending habits and financial status than my bank? How much upside is there from mining this information better for banks and for other selling organisations?
Cutting out the middle-man: Why don’t I cut out the bank altogether and lend direct to people who want personal loans and to SMEs who need finance? My returns would be better than wouldn’t they? The case for crowd funding and peer-to-peer lending. A really fascinating industry in which we think platform owners will make better returns than lenders.
We provide historical context around the trends identified above (more card payments, more electronic commerce) by looking at how payments systems work.
Payments trends across the world: we give an overview of the payment methods that consumers use, and look at how these trends have changed over with the rise of plastic payments and the decline of the cheque. We also outline how the credit card business model works;
Finally, we list some of the more interesting innovations we’ve come across in the process of writing, and provided a glossary.
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 15
The Rotten Core
Key points
We expect many developed market banks to replace core IT in the next decade at significant expense in projects lasting five years or more. Near term this sees costs rise unless expensed under restructuring charges. This should leave firms more nimble, better able to meet rising regulatory requirements, and delivering broadly stable costs despite further increases in transaction volumes. With revenue growth therefore we expect cost/income ratios to fall.
Banks are technology companies that move and keep track of money, with linked service and selling arms. Most banks run mainframes installed decades ago and subsequently patched to deal with M&A, product proliferation and innovation, geographic expansion and new regulatory requirements.
The Standard Bank case study shows why Core System replacements are fairly rare. The project, begun in 2005, is taking longer and costing more than initially planned: 2012 IT costs were 72% higher than 2008’s despite a significant increase in capitalised costs on balance sheet. Temenos, a bank software company estimates that the average bank devotes 15% of costs to IT: SBK is now at 24%.
We expect retail and commercial banks to recoup the 5-10% initial increase in costs from full IT renewal (SBK 70% increase in 15% of group IT = 10%) via cheaper branches and lower unit costs. Phasing is unlikely to match, however, with IT costs up before efficiencies come through. IT is not, in our view, the route to a material decline in big bank costs.
We expect regulators to play a pivotal role in some markets in IT renewal, especially given high profile outages at RBS for example. This isn’t to say regulators don’t already impose material operational risk requirements: the 32 Eurobanks we survey have E815bn in op risk RWAs costing 0.7% off the sector ROE to support. Op risk RWAs avg ~14% of credit risk RWAs, with banks such as Credit Suisse (36%) and UBS (56%) carrying higher proportional burdens. We think systems outages, a focus on cyber risk and growing regulator capacity to return to issues other than capital and liquidity will result in more regulatory emphasis on IT.
It’s worth examining parallel banks (new digital ventures set up by existing banks like BNP Paribas (Hello Bank!) and NAB (UBank)) as a potential new IT platform (for NAB at least) and as a learning ground for digital and multibrand banking. For NAB at least, the on-line venture will form the basis for the broader group in 3-4 years.
We think it is poorly understood that Bank-in-a-Box solutions can get a new bank running for $15-20m. Though market share gains and NIM remain key challenges, the surprisingly modest upfront investment and scaleable cost base means breakeven is mostly about “when” rather than “if” with timing driven by management calibration of growth (paying for customers, opening branches) against profits. We expect owners of these businesses to ultimately do well, but we don’t expect a massive change in market shares for the large banks.
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8 September 2013
Financial Services
Retail Bank Strategy
Page 16 Deutsche Bank AG/London
Banks mostly move and keep track of where the money is
Money performs three functions:
(i) unit of account (so we know how much to pay),
(ii) medium of exchange (allowing commerce beyond bartering), and
(iii) store of value (avoid high inflation if you can).
Tim Harford’s newest book2 provides a good description of the money system of the Micronesian island of Yap, a reminder of how far money has come and also how little it's changed. On Yap the currency (the rai) is made of stones quarried on the island of Palau, 250 miles away. The bigger the stone, the greater the value. A pig might be worth a stone a couple of feet across. The largest rai weigh tonnes. Interestingly – and in common with today's system – those on Yap didn't require delivery or personal possession of this unwieldy currency as proof of ownership. The island’s economy was small enough for the knowledge of ownership to substitute for physical possession even if, according the book the money had sank on its delivery run from Palau.
Day to day, the business of banking is mostly about recording transfers of the “rai” between company and employee, buyer and seller, saver and borrower. And, with the vast majority of transactions taking place electronically banks are effectively tech companies with sales and servicing arms. Over time though, aging bank infrastructure and patchwork software is increasingly struggling to keep up with regulatory demands, rising volumes (accelerated by the rise of plastic and digital) and more rapid changes in areas like payments.
Figure 15: Rise of the debit cards and online... Figure 16: ... will contribute to further volume growth
4.04.4 4.5
4.95.3
4.65.1 5.2 5.5
6.2
0
1
2
3
4
5
6
7
2007 2008 2009 2010 2011
Billi
ons
Cards with a cash function Cards with a payment function (debit/credit)
99109
119
132
150
0
20
40
60
80
100
120
140
160
2007 2008 2009 2010 2011
Billi
ons
of t
rans
acti
ons
Source: Deutsche Bank analysis, BIS data. Adjusted for series breaks Source: Deutsche Bank analysis, BIS data
Fortunately for incumbent banks, churn rates are sufficiently low and products and service sufficiently uniform (and replicable), to allow market shares – generally – to remain fairly stable over time (Figure 18). Further entrenching this position, for a while at least, is the reality that the banks which took most share in the debt bull market to 2007 tended to do worst during the crisis: who wants to start a market share fight today?
2 The Undercover economist strikes back, 2013
Money is a unit of account,
medium of exchange and
store of value
The island of Yap, near the
Philippines, provides a
reminder of the basics of
money – which haven’t
changed over time
Banks are effectively
technology companies with
attached sales and services
arms: and will increasingly
struggle to keep up
Fortunately for incumbents,
customer churn is relatively
low and products sufficiently
uniform to keep market
shares fairly stable
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 17
Figure 17: The volume of bank customer interactions
increases dramatically with digital channels….
Figure 18: Bank customer churn is relatively low relative
to other consumer industries (UK)
<1
6
> 20
0
5
10
15
20
25
Branch Online Mobile
Aver
age
visi
ts p
er a
ctiv
e cu
stom
er p
er
mon
th
6%11%
13% 14%18%
58%
0%
10%
20%
30%
40%
50%
60%
70%
UK personal current a/c
Sky TV UK gas (2011) UK electricity (2011)
UK contract mobile phones
UK prepaid mobile phones
Cus
tom
er tu
rnov
er (%
p.a
.)
Source: Monitise company data Source: Ofgem, UK Independent Commission on Banking, Vodafone (above metrics are for VOD), Sky
Rotten Core – Not all rotten, but generally pretty old
The Core Banking System (CBS) delivers the basic functions of banking – taking deposits and making loans - and linking customers to front, middle and back office functions. The majority of banks run on mainframe-driven systems installed in the 1970's and 1980's which were able to handle large volumes of transactions processed in a fairly rigid format. Subsequent mergers, product innovation and proliferation, geographic expansion and a huge increase in regulatory requirements have driven most institutions to add bridging applications to the core. This has contributed to increases in operational leverage, manual workarounds (with associated error and re-work costs) and the kind of complexity shown in the systems map in Figure 19.
Figure 19: Which thread do we pull?
Source: The Boston Consulting Group
Core Banking Systems (CBS)
deliver basic banking, with
most banks using older
mainframe technology
patched again and again for
M&A, expansion, product
proliferation and regulatory
change
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8 September 2013
Financial Services
Retail Bank Strategy
Page 18 Deutsche Bank AG/London
Systems complexity contributes to high profile failures, less efficient operations, and sub-optimal service & management conditions:
Many banks, for example, can’t easily tell what dealings they have with a retail customer or group of companies across all products.
One executive we spoke to told of difficulty in meeting liquidity projection reporting regulatory requirements on its old CBS.
Another told of the challenges of writing a recovery and resolution plan that spoke credibly of a weekend re-organisation given the delays of batch-driven processing and silo-ed customer information.
Another reported that branch managers until this year could say how many customers they had by product but not how many customers they had overall (another formulation of the single customer view problem).
Significant implementation risk, little near term gain
In the minds of many, launching a CBS replacement means underperforming peers on costs in the near term whilst running high-profile operational risks in return for uncertain product and economic benefits which, even if these materialise, will most likely enjoyed by the next CEO (or the one after that). A 2010 McKinsey IT review reported that less than 30% core business platform replacement projects undertaken in 2000-2010 succeeded, with overall project costs ranging between E50-300m3. One executive described CBS renewal as “like trying to change the wings on a Boeing while in the air”. No-one we spoke to thought CBS replacement could be financially justified on cost savings alone, outside of situations where banks were looking to contract very meaningfully and where re-platforming would cut redundant capacity.
Our Standard Bank (SBK) and National Australia Bank (NAB) case studies give a sense of the costs of CBS programmes.
Figure 20: Standard Bank snapshot Figure 21: NAB snapshot
Analyst name Email
Stefan Swanepoel [email protected]
Spot price: 116 Tgt. Price 133 Rec. Buy
2010 2011 2012 2013e 2014e 2015e
EPS (DB adjusted) 7.1 8.1 8.8 10.7 12.6 14.7DPS 3.9 4.3 4.6 5.1 6.1 6.7NAV 90,755 102,523 113,905 136,651 151,177 167,566TNAV 80,372 89,769 99,218 121,825 136,210 154,096Market Cap (US$'mn) 25,795 19,532 20,886 18,050 18,050 18,050
P/E (DB) 15.0 12.0 15.1 10.8 9.2 7.9Div yield 3.6% 4.3% 4.1% 4.4% 5.2% 5.8%Payout ratio 55% 50% 49% 47% 48% 45%ROE 12% 14% 14% 14% 14% 15%ROTE 14% 16% 13% 16% 16% 16%
Standard Bank Analyst name EmailJames Freeman [email protected]
Spot price: 33 Tgt. Price 35 Rec. Buy
2010 2011 2012 2013e 2014e 2015e
EPS (DB adjusted) 2.1 2.5 2.4 2.5 2.7 2.9DPS 1.5 1.7 1.8 1.9 2.1 2.3NAV 36,019 39,247 40,835 43,393 46,808 50,543TNAV 37,207 40,493 42,497 45,100 48,514 52,250Market Cap (US$'mn) 57,262 53,609 60,886 70,512 70,512 70,512
P/E (DB) 11.1 9.4 10.5 13.1 12.2 11.1Div yield 6.4% 7.4% 7.2% 5.9% 6.3% 6.9%Payout ratio 71% 69% 75% 76% 76% 75%ROE 14% 16% 15% 15% 15% 15%ROTE 12% 13% 13% 13% 13% 14%
National Australia Bank
Source: Deutsche Bank estimates; Priced as on 5 September 2013, Note: All figures in local currency unless stated Source: Deutsche Bank estimates; Priced as on 5 September 2013, Note: All figures in local currency
unless stated
3 McKinsey Quarterly: Overhauling banks' IT systems; Marcus Heidmann
Systems complexity
contributes to high profile
failures, less efficient
operations and sub-optimal
service and record keeping
No-one we met thought that
CBS renewal could be
justified on cost savings alone
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 19
The Standard Bank case study – Longer, more expensive, and still not over SBK decided in 2005 to replace its CBS, working with SAP. Cost and time to complete have disappointed relative to management expectations we think. By 2010, SBK had engaged Oliver Wyman to benchmark implementation spend followed by a similar process by McKinsey in 2011. These concluded that the “change-the-bank” spend was “above benchmarks and would remain so for the next few years…”. The 2011 annual report undertook that “total IT spend as a proportion of total costs will reduce over the next three years with consequential benefits for the bank’s cost-to-income ratio”. Since then, the proportion of costs devoted to IT has risen to 24% from 21% in 2010 whilst the banking cost:income ratio has been roughly flat at ~60% (Figure 22). Temenos, a bank software company, estimates that IT is ~ 15% of costs at the average bank – SBK is running significantly higher than that at present. Combined with the roughly 50% of costs in staff remuneration which are also broadly fixed, the operational leverage in vanilla banking is obvious: good when revenues are rising, tough when they’re not.
Figure 22: Standard Bank Group IT spend shows rising cost of CBS replacement decision (ZAR’m) 2008 2009 2010 2011 2012 YoY
IT licences, maintenance & related costs 2,686 3,146 3,227 3,183 3,636 14%
IT staff costs 1,627 1,709 2,214 2,275 2,691 18%
Depreciation and amortisation 799 1,024 1,247 1,683 2,094 24%
Other 444 701 562 922 1,184 28%
Total IT 5,556 6,580 7,250 8,063 9,605 19%
Proportion of IT spend to total costs 18% 20% 21% 23% 24%
Banking cost/income 49% 52% 62% 59% 61%Source: Deutsche Bank estimates, Company data
Figure 22 confirms the sharp increase in depreciation expense which adds to the normal high operating leverage of any bank. Depreciation & amortisation last year was ZAR2.1bn, up 160% since 2008. SBK management expect depreciation expense to peak in 2016 as implementation spend begins to decline.
Banks weighing platform change probably consider the chief virtues of existing infrastructure to be its largely-depreciated nature and proven ability to process billions of transactions. One executive we met put the life of CBS at 20-25 years whilst most banks depreciate software over a maximum of 10 years. As Figure 23 shows, SBK is now holding US$1.7bn in net book value in computer equipment and software, multiples higher than peers, 2x the net value of its property holdings, ~13% of group equity and ~60% of last year’s PBT.
Software assets are subject to annual impairment tests which require management to assess whether over time the business – facilitated by its IT – will deliver profit sufficient to recover platform costs; this is easier than demonstrating that the additional investment relative to peers has delivered premium product, returns or efficiency.
Standard Bank’s
implementation has taken
longer and cost more than
expected with targets around
% of costs devoted to IT
missed; IT expense at 24% of
total costs is higher than the
c.15% average estimate of
bank software company
Temenos
…adding a future
depreciation cost burden to
operating costs (and op
leverage)
SBK is now holding US$1.7bn
in capitalised software and
hardware on balance sheet –
~13% of equity and ~60% of
2012 PBT
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8 September 2013
Financial Services
Retail Bank Strategy
Page 20 Deutsche Bank AG/London
Figure 23: It’s no bad thing for EPS that existing infrastructure is already heavily depreciated (FY12, US$’m)
Australia France South Africa UK
US$'m ANZ CBA NAB BNP SG ABSA FirstRand Nedbank Standard Bank
Barclays LBG RBS
Property 1,081 1,151 938 7,309 4,505 471 818 503 923 6,991 11,099 10,080
Other equipment 498 893 491 4,194 1,679 345 248 172 506 2,360 3,320 3,580
Computer equipment 337 370 404 n/d n/d 178 176 82 433 n/d n/d 2,239
Software 1,699 1,640 1,402 1,931 1,072 174 24 291 1,306 2,605 1,064 3,169
Total IT 2,036 2,010 1,806 n/d n/d 352 200 373 1,739 n/d n/d 5,408
Equity 39,753 40,093 43,047 124,637 65,736 8,613 8,260 6,384 13,060 102,311 72,616 114,485
IT / Property 188% 175% 192% n/d n/d 75% 24% 74% 188% n/d n/d 54%
IT / Equity 5% 5% 4% n/d n/d 4% 2% 6% 13% n/d n/d 5%
Profit before tax (2012) 7,710 9,609 5,940 13,691 5,776 1,434 2,184 1,265 2,846 11,454 5,805 7,779
Capitalised IT as % PBT 26% 21% 30% n/d n/d 25% 9% 29% 61% n/d n/d 70%Source: Deutsche Bank estimates, Company data
National Australia Bank is renewing its core platform at present NAB is upgrading its IT in the NextGen project as a part of its ongoing investment and maintenance plan. In common with the Standard Bank experience, NextGen will drive a significant increase in capitalised software which management expect to peak at A$2bn in 2015, seeing annual depreciation rise to A$800m, 40% above the 2010 level.
Figure 24: A$9bn in investment
spend over eight years…
Figure 25: …leading to an increase in
capitalised software costs…
Figure 26: …and higher depreciation
charges and operational gearing
248 348 285
$1bn-$1.3bn
213
371325
352
288
278
142
153199
0
200
400
600
800
1,000
1,200
1,400
2010 2011 2012 FY13-17
Inve
stm
ent S
pend
(A$'
m)
NextGen Efficiency initiatives Infrastructure Other (incl. compliance)
578773
1007
$2bn peak
420
479
447
0
500
1000
1500
2000
2010 2011 2012 2015e
Cap
italis
ed s
oftw
are
(A$'
m)
Australia Other
304 271 299
$800m peak
266258 241
0
100
200
300
400
500
600
700
800
900
2010 2011 2012 2017eDep
reci
atio
n &
Am
ort.
expe
nse
(A$'
m)
Depreciation Amortisation
Source: National Australia Bank Source: National Australia Bank Source: National Australia Bank
Change, as necessary as it may be, doesn’t come cheap. NAB are partnering with Oracle under a ten year licensing agreement, implementing the banking platform which launched in Sept 2012. As with the “Bank in a Box” case study below, NAB should see scale economies as a foundation customer4: Oracle have 900 staff, including 500 developers, working on this platform and is targeting its sale to over 100 tier 1 banks globally. Oracle apparently spends US$5bn in R&D p.a. NAB summarises expected key NextGen benefits below.
4 Pretty much all universal bank software offerings are spin-offs of IT systems of large incumbents, subsequently sold on a more widespread basis. Choice of vendor therefore often comes down to the nearness of fit and existing relationships with other banks in the larger markets in which the bank operates.
NAB’s NextGen will
contribute to a 40% increase
in depreciation expense over
the 2010 base
NAB have appointed Oracle
under a 10 year license to
implement its new banking
platform
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Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 21
Figure 27: National Australia Bank – Benefits of NextGen Focus areas 2009 Future state
Cu
sto
mer
Understanding customers 20 partial systems/databases Single customer view
Time to 'Yes' approval* <120 hours Response within minutes
Time to documentation for a simple mortgage* ~20 days <1 hour
Self service <10 capabilities via internet banking >100 new capabilities
Em
plo
yee
Processes Complexity impacting productivity Simplified, improved productivity
Core consumer and business banking products** ~500 <100
Customer reporting & analysis Multiple manual systems Single integrated system
Employee enablement Impacted by manual processes Improved via reduced role complexity and better processes
Gro
up
Operational risk Ageing fragmented systems with high cost and time to make changes
Reduced incidents and technology savings
Competitiveness Hindered by time and cost to launch products Faster speed to market and greater agility
Service experience Lower conversion rates, high attrition Better conversion rates, reduced attrition Source: Deutsche Bank, National Australia Bank, *Subject to customer verification and valuation requirements, ** Excludes Wealth and Wholesale Banking products
A twist on the IT transition approach: The parallel bank
A fundamental IT re-organisation probably takes 5-7 years to complete (2 years planning, 1 year proof of concept and gapping, 2+ years implementation), costs a lot, increases operational risk before reducing it, and is perhaps something most CEOs would rather not do. A middle-way which may gain traction is the launch of a simpler digital-only greenfield operation under a new brand. The launch of UBank by NAB is an example. Meanwhile, BNP Paribas started Hello Bank! and which is operating in Belgium, Germany and France, with Italy due to launch in October. The first year budget is E80m in set-up marketing and customer incentive costs. Hello differs from UBank in that it runs on BNP Paribas’ own online banking infrastructure, offering essentially the same customer proposition with different product pricing and without branch access.
Figure 28: BNP Paribas’ digital offering: “Hello Bank!” Figure 29: NAB has UBank
Source: BNP Paribas Source: National Australia Bank
In addition to the usual potential benefits of multi-brand operations (differentiated pricing, a distinct customer proposition, capturing a proportion of customer churn), these initiatives may form the IT basis for a broader transition. NAB, for example, is moving its customers to the UBank platform over the coming 3 or 4 years, with current volumes and growth proving that the technology is battle-ready.
Banks like NAB and BNP
Paribas have been
experimenting with online
only banks under new brands
Similar initiatives may in some
cases form the IT basis for a
later transition from the old
CBS platform
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Conventional competition from the Bank in a Box
The reason that a parallel bank strategy is viable at all is because it is far cheaper to set up a new bank than re-engineer an old one. One IT consultant we met estimated that 90% of IT upgrade spend in large banks goes on pre-launch and integration testing to attempt to ensure that transitions and implementations don’t fail. As shown in the case study below, greenfield banks can get off the ground for $15-20m and inside 2 years of planning. This compares with the $1.5bn that Lloyds Banking Group is spending restructuring a part of its retail bank for IPO in 20145.
This reminds us of the old joke of the tourist asking a local for directions to a landmark being greeted by the response “well, I wouldn’t start from here, mate”. Is the best way to set up a 21st century bank to start a new one? If so, does this doom incumbents to structural market share decline? We examine Metro Bank, one of the new bank in a box businesses to emerge in the crisis years in the following case study.
Metro Bank, UK Launched in July 2010, Metro Bank was the first new UK High Street bank in 100+ years. Co-founded by Vernon Hill, the founder of the US Commerce Bank, Metro Bank operates on the Temenos T24 platform, the same CBS used by Lloyds Banking Group in non-UK operations, Bank Sinopac in Taiwan and Schroders Private Bank.
Figure 30: Metro Bank runs on Temenos T24
Source: Metro Bank; https://www.metrobankonline.co.uk
5 The ‘Project Verde’ work required under state aid remedies imposed by the EU after the post HBOS-rescue recap. See stock-specific research under LLOY.L on the DB equity research website.
It’s far cheaper to start a new
bank than refresh the core IT
of an established incumbent;
up to 90% of upgrade spend
in big banks goes to
integration testing; a new
bank from a box can be up
and running for $15m
IT providers are becoming
more capable of
implementing CBS
replacements, but Bank-in-a-
Box offerings are improving
too….
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Metro runs T24 using a Software As a Service (SOAS) model6 under which the Temenos’ software is hosted third-party owned hardware (niu Solutions, in this case, which also listed Kent Reliance, a JC Flowers associate, as a banking customer) and accessed via the internet.
Figure 31: Software as a Service schematic
SaaS
Hardware host
Laptop
PC
Mobile phone
Internet
Source: Deutsche Bank
Metro Bank enjoys scale benefits from Temenos’ implementation of T24 for other banks. We see these as the two key advantages of third party software to be weighed against the rigidity / inflexibility that comes with less tailored solutions. For a start up bank, however, the SOAS / SaaS model has two very important further benefits:
Costs scale with business growth. Metro pays Temenos a monthly subscription based on the number of customers in the business. nui Solutions hosts the software, with Metro buying hardware at cost price plus a monthly cost run-rate based on number of users. This cost structure radically reduces up-front costs and cash burn and reduces operational leverage relative to existing banks.
The R&D of a big bank. In exchange for the Temenos licence fees Metro Bank pays, it gets the maintenance and product upgrades developed by the company for all clients. Temenos says its spends 20% of annual revenues on R&D.
The bottom line of all this is that Metro Bank was able to get licensed, set up and open in two branches for £10m / US$15m in cash cost. Available products include current accounts, savings, mortgages, unsecured lending, loans, deposits and cash management product, with the ability to open an account and get cards and cheques on site in 20 minutes (tested by one of this report’s authors). The scaling cost base shares the financial risk of the company with service providers if things go badly and an ability to scale quickly if things go well. Metro, for example, grew from 1 store in July 2010 to 19 at present, aiming for 175-200 stores by 2020.
6 SaaS elsewhere
UK’s Metro Bank is a start-up
which operates on Temenos
software hosted by nui
Solutions on a SoAS model
This set-up allowed Metro to
get a full service bank up with
superior account opening
performance running for
$15m, with a cost base that
scales with customer growth
and the R&D and scale
benefits of a big bank
Metro Bank was up and
running for $15m with a cost
structure which reduces up-
front cash burn and shares
financial risk with IT service
providers and which scales
with business growth
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Figure 32: Metro Bank’s store locations Figure 33: Metro Bank projected store growth
1 4 10 1219
40
200
0
50
100
150
200
250
July 2010 Dec 2010 Dec 2011 Aug 2011 Aug 2013 Dec 2014 (target)
Dec 2020 (target)
Bra
nche
s
Source: Metro Bank website. https://www.metrobankonline.co.uk/OurStores/ Source: Metro Bank
A cost effective way of setting up a bank... We see UK retail banking as one of the most attractive banking markets in Europe, if not the world. We think the IT and operations model adopted by Metro Bank is a cost effective and sensible for managing start up risk. We expect other entrants will set up in this way. One such bank, Aldermore7, was subsequently launched using a hybrid of own- and white-labelled product provision to get to market cost effectively.
...but not enough on its own: market share gains and adequate NIM needed Whether Metro and Aldermore are great investments for their owners depends mostly on management’s performance in (i) generating market share gains and (ii) delivering a decent net interest margin in a low rate environment.
Metro and Aldermore are producing strong growth. Data published by the Bank of England on its Funding for Lending Scheme shows Metro and Aldermore grew domestic loans to £359m and £2.5bn at 1H13, up 360% and 60% YoY respectively. The launch this month of a guaranteed 7-day current account switching service8 may generate more market movement. We believe that customer inertia is most reflective of perceptions that all banks provide the same general quality and product rather than a view that switching is too difficult and so are sceptical of a sea-change here.
NIM: The other key management challenge is the achievement of adequate interest margin to cover costs, impairments and shareholder returns, made much more difficult by the low interest rate/QE-affected environment, even before considering whether to pay up for a more price-sensitive customer.
7 Aldermore is owned by AnaCap, runs Temenos T24; savings capabilities provided by Newcastle Building Society. The business has a greater focus on commercial and SME banking and does not have branches. In all management believe it launched with a cost below £20m. 8 Banking reform White Paper, p.51, http://www.hm-treasury.gov.uk/d/whitepaper_banking_reform_140512.pdf
We expect other banks to
follow Metro’s lead (see for
example, Aldermore) given
attractiveness of the market
and cost model: market share
gains and NIM will
differentiate winners from
losers
UK new entrants are
producing good growth
which may be boosted by the
introduction of guaranteed 7
day switching this month
The other key financial
challenge is the delivery of
enough NIM in a low rate
environment
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Deutsche Bank AG/London Page 25
Conclusion: we think incumbents will still retain vast majority of mkt share We think new banks like these will take share and produce good returns for shareholders in both private and listed phases of life. But unless we see a radical change in customer propensity to switch – and without a killer product that can’t be replicated by peers we can’t see the catalyst for a change here – we expect incumbents to retain the vast majority of market share, returning to growth as the market does.
What allows us to be reasonably positive on both incumbents and new entrants is the low set-up costs of the new players and the low churn amongst the higher cost incumbents. If this were a higher churn, shorter duration relationship business – like low cost airlines meets flag carriers – we would naturally hold a different view.
Importantly for the incumbents in many markets – but especially the UK and US, with SA, Australia and parts of EM lagging – the completion of bank liquidity rebalancing, delivered by very successful non-core asset shrinkage, decent deposit growth and muted customer demand for credit, means that liability margins should be supported. When rates eventually increase we expect retail banking to deliver what will look like extraordinary ROEs, most likely prompting a shift in equity allocations from IBs to retail.
We expect a significant increase in IT renewal activity
Despite the costs and risks highlighted above we expect much more IT simplification and renewal in the coming years driven by the following factors:
A lower growth environment has driven a greater focus on costs at DM banks. C-suite turnover provides some banks with restructuring budgets. With CBS unjustifiable on cost grounds alone, a restructuring budget and broader agenda of organisational change is helpful in motivating for significant cost, long duration plans like these. C-suite management are also generally taking a more hands-on role in middle and back office operations, we think9. Two precursors to larger change projects – which we’re seeing at more banks – is a significant reduction in the number of software packages used (see ING, for example, in Figure 34) and products offered to customers (with 80% of the new business volume through 20% of the products this makes sense – NAB and Westpac’s product profile plan is shown in Figure 35).
9 For a detailed run-down on cost management requirements and priorities at European banks please see: Cutting to the Chase, DB equity research, 12 December 2012
We expect new banks to
produce good returns for their
owners but expect them to
make little difference to
incumbent market shares
How can we be relatively
positive on both the
incumbents and the new
entrants?
The end to liquidity
rebalancing in many markets
will support liability margins;
when rates rise NIM and
ROEs for retail will improve
significantly
Lower growth increases the
focus on costs, C-suite
turnover generates
restructuring budgets
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8 September 2013
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Figure 34: Infrastructure and software simplification: ING Figure 35: Product simplification: NAB, Westpac
75% 75%
55%
20%
10% 10%
20%
40%
15% 15%25%
40%
-30%
-25%
-20%
-15%
-10%
-5%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2008 2011 2015 2018
Appl
icat
ions
(YoY
%)
Prop
ortio
n of
IT in
fras
truc
ture
Isolated Replicated Shared Applications (YoY %, RHS)
0
100
200
300
400
500
600
2009 2012 / Current Target
Num
ber o
f cor
e ba
nk p
rodu
cts
(ret
ail)
National Australia Bank Westpac
Source: ING company data Source: National Australia Bank, Westpac company data
Consolidation amongst IT providers means banks now deal with fewer vendors which have slowly growing CBS renewal track records. Implementation goals will appear more credible, economies of scale more material. CBS implementations typically involve hardware and software suppliers (IBM, Oracle, SAP, Temenos, Misys, Sungard, SimCorp, Murex), process and infrastructure consultants (Deloitte, BCG, McKinsey), and in some cases, hardware hosts (providing financed and scaleable sale and leaseback hardware).
Figure 36: Fiserv snapshot Figure 37: Oracle snapshot
Analyst name EmailBryan Keane [email protected] price: 98 Tgt. Price 86 Rec. Hold
2010 2011 2012 2013e 2014eEPS (DB adjusted) 4.1 4.6 5.1 6.0 6.7DPS 0.0 0.0 0.0 0.0 0.0BVPS 21.5 22.0 23.1 25.6 30.7ROE 16% 15% 17% 19% 18%EBITDA mgn 33% 32% 31% 32% 32%Market Cap (US$'mn) 7,706 8,774 10,400 14,457 14,457
P/E (DB) 12.6 12.9 13.8 16.2 14.5EV/EBITDA 7.8 8.6 9.2 11.3 10.1Div yield 0% 0% 0% 0% 0%FCF yield 10% 9% 6% 5% 6%ROE 16% 15% 17% 19% 18%
Fiserv Analyst name EmailNandan Amladi [email protected] price: 32 Tgt. Price 32 Rec. Hold
2010 2011 2012 2013e 2014e 2015eEPS (DB adjusted) 1.2 1.7 2.0 2.3 2.4 2.6DPS 0.2 0.2 0.2 0.3 0.0 0.0BVPS 6.1 7.8 8.7 9.3 10.1 10.9ROE 22% 24% 24% 24% 25% 25%EBITDA mgn 55% 52% 54% 55% 54% 53%Market Cap (US$'mn) 112,720 144,438 147,595 154,716 152,380 152,380
P/E (DB) 18.4 16.9 14.8 14.1 13.2 12.2EV/EBITDA 7.4 7.0 6.6 6.9 6.3 5.9Div yield 1% 1% 1% 1% 0% 0%FCF yield 7% 7% 9% 9% 9% 10%ROE 22% 24% 24% 24% 25% 25%
Oracle
Source: Deutsche Bank estimates; Company data, Priced as on 5 September 2013, Note: Figures in local currency unless stated Source: Deutsche Bank estimates, company data, Priced as on 5 September 2013, Note: Figures in
local currency unless stated,
Vendors are becoming more
credible providers of CBS
renewal, though it remains
early days
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Figure 38: SAP snapshot Figure 39: Temenos snapshot Analyst name EmailKai Korschelt [email protected] price: 53 Tgt. Price 57 Rec. Hold
2010 2011 2012 2013e 2014e 2015eEPS (DB adjusted) 2.3 2.8 3.0 3.3 3.7 4.1DPS 0.6 1.1 0.9 1.0 1.1 1.3BVPS 8.3 10.7 11.9 13.7 15.7 18.1ROE 20% 31% 21% 21% 21% 21%EBITDA mgn 33% 35% 34% 34% 36% 37%Market Cap (US$'mn) 56,163 68,666 78,552 84,197 84,197 84,197
P/E (DB) 15.4 14.7 17.0 16.2 14.6 13.0EV/EBITDA 10.2 9.5 11.4 11.1 9.5 8.2Div yield 2% 3% 2% 2% 2% 2%FCF yield 6% 7% 5% 4% 6% 7%ROE 20% 31% 21% 21% 21% 21%
SAP Temenos Spot price: 23 Tgt. Price 24
2010 2011 2012 2013e 2014e 2015eEPS (adjusted) 1.5 0.9 0.9 1.1 1.3 1.6DPS 0.0 0.0 0.3 0.3 0.4 0.4BVPS 6.9 5.1 5.6 6.1 7.0 8.2ROE 16% -7% 7% 18% 19% 20%EBITDA mgn 27% 19% 24% 29% 31% 33%Market Cap (US$'mn) 2,950 1,130 1,211 1,740 1,740 1,740
P/E 42.4 n/a 50.1 21.1 18.0 15.3EV/EBITDA 24.2 14.0 24.2 13.6 11.8 10.4Div yield 0% 0% 2% 1% 2% 2%FCF yield 4% 8% 6% 5% 5% 6%ROE 16% -7% 7% 18% 19% 20%
Source: Deutsche Bank estimates; company data, Priced as on 5 September 2013, All figures in local currency unless mentioned Source: Deutsche Bank estimates; Priced on 5 September 2013; Note: Temenos is not under DB equity
research coverage. Statistics above, including target price, refer to Bloomberg consensus in local currency unless stated
The roll-out of mobile and tablet banking services has significantly increased customer interactions with banks and their demands for channel development. This compounds transaction growth seen from online commerce and card payments noted in the payments chapter below, placing greater burdens on systems. Adding mobile capabilities needn’t take long and is already, we think, industry standard: one bank we spoke to used Fiserv to deploy mobile banking within 8-9 months.
Figure 40: The volume of bank customer interactions increases dramatically
with digital channels….
<1
6
> 20
0
5
10
15
20
25
Branch Online Mobile
Aver
age
visi
ts p
er a
ctiv
e cu
stom
er p
er
mon
th
Source: Monitise company data
We expect bank regulation and oversight will move from capital and liquidity risk to focus again on operational issues given more available capacity. Recovery and resolution planning will be a key catalyst for a greater focus on IT capability, we think. High profile IT outages provide public evidence that action is required. Cyber security is also taking on a more prominent role in system risk management.
In some markets there is a greater need for efficiency in customer on-boarding and off-boarding (particularly in EM). Some markets also have more complex pricing models in which better systems would confer a greater capacity to price more dynamically.
We examine the last three of the above arguments starting with regulation.
Online commerce, digital
banking and the rise of plastic
are all compounding
transaction volume growth
We expect regulators to focus
on operational risk in a much
more material way
In some markets there is a
greater need to be agile and
efficient in pricing and
customer acquisition
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Regulatory compliance 1: System outages force regulator reaction RBS suffered a single system IT failure in the summer of 2012 which strengthened the case for regulators to require banks to upgrade or replace core IT. The incident saw over twelve million accounts frozen in Natwest, RBS and Ulster Bank brands for up to a week while staff manually updated balances out of sync due to a failure in the bank's CA7 batch process scheduling software.
The direct financial costs of this failure so far have been limited. A £175m provision was made in 2012, £148m of which had been used by the end of the year. The bulk of costs incurred related to staff expenses incurred in dealing with the incident (extended branch and call centre hours, opened on Sunday). Customers abroad were transferred funds via Western Union. Corporate customers could withdraw limited funds with relationship manager agreement. In some cases provision was made for interest and fee waivers. In total however, the £175m expense amounts to just 1% of RBS’ 2012 revenues.
One of the lessons from this failure is that for all the criticisms of banks for running multiple product systems on an un-integrated basis, customers and regulators should reasonably plan for all operating subsidiaries to be vulnerable in a material systems failure. Within this context we think it right to be sceptical about how much safer operationally banks will be under ring-fencing proposals to be implemented in the UK under Vickers/ICB and potentially in Europe under Liikanen. Legal separation is not the same as operational separation.
The Financial Conduct Authority (the UK consumer watchdog) announced in April 2013 that it had begun an enforcement investigation into the RBS incident. The FCA will reach its conclusions in due course and will decide whether or not enforcement action should follow which may have cost and reputational consequences.
RBS is not the only bank to have suffered outages, with media reports highlighting service breaks elsewhere10111213. Recent events at Google14, Nasdaq15 and elsewhere confirm – though hardly necessary – that banks are not the only businesses vulnerable to IT failures. We don’t think regulators or the governments to which regulators report are interested in relative arguments (“other countries/industries have problems too”) and expect pressure for action to increase, even though the immediate consequence of systems replacement and renewal is higher not lower operational risks.
Regulatory compliance 2: Cyber threats are an increasing concern Distributed Denial of Service (DDOS) attacks are relatively common in practice and have interrupted bank IT operations in the past.16 ING was affected by a DDoS attack in April 2013, described in its quarterly report17:
...in April, banks worldwide, including ING, became the target of distributed denial-of-service attacks (DDoS). During such an attack, a website is bombarded with an excessive amount of traffic. Though a DDoS attack is blocked by a firewall,
10 RBS and NatWest FAIL downs services across UK, The Register, 6 March 2013 11 24 April 2013, Nationwide Building Society hit by online banking outage, Computerworld UK 12 16 April 2013, Lloyds internet banking service knocked offline, Computerworld UK 13 ING Bank in the Netherlands experienced problems processing payments in April 2013, causing online balance information to appear incorrectly. 14 19 August 2013, Analyzing Friday's Google Outage, Forbes 15 22 August 2013, Nasdaq suffers reputation hit after trading freeze, USA Today 16 18 July 2013, Wall Street tests readiness for hackers and pandemic, Financial Times, 17 ING 1Q13 Quarterly report Press Release, p.12
RBS suffered a single system
IT failure in 2012 which saw
over twelve million accounts
frozen for up to a week
The direct financial costs of
this failure have been
reasonably limited with a
£175m provision passed in
the year, 1% of group
revenues in the year
The failure confirmed that
multiple brands and
geographies can suffer the
same failure from one system;
we don’t think ringfencing
reduces operational risk
The FCA has begun an
enforcement investigation
RBS is not the only bank to
have suffered outages
Cyber attacks are relatively
common and have
interrupted operations in the
past. Rightly, banks generally
do not advertise being the
victim of such an attack
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Deutsche Bank AG/London Page 29
the firewall can become so busy as it tries to stop the unwanted traffic that customers can experience difficulties in accessing ING’s system. While the DDoS attacks on ING did cause inconvenience to customers, they never compromised ING’s banking systems and customer databases. ING continues to closely monitor traffic to its website and mobile applications to ensure that the company is well prepared for potential incidents in the future. Actions have also been taken to avoid or minimise disruption for customers. ING is working closely with other banks and the appropriate authorities to take coordinated actions against cyberattacks, if and when necessary.
Not only banks are exposed to these risks: in a report published by the World Federation of Exchanges and IOSCO on 16 July, participants confirmed that half of exchanges repelled cyber attacks in the last year, despite operating a relatively closed loop of information technology systems in which access is mainly limited to brokers and clearing houses18.
Businesses will generally not rush to advertise that they’ve been the target (or successful victim) of an attack: we expect cyber crime to be under-reported in public. That said, the most frequently highlighted operational risk in the Bank of England's 2013 1H Systemic Risk Survey related to cyber attacks. Sensibly therefore, regulators including the UK's Prudential Regulatory Authority (PRA) have increased the resources in this area. This extends to scenario planning and simulations: On 18 July, an industry body conducted a simulated cyber attack called Quantum Dawn 2 involving 50 financial institutions and government bodies.
Regulatory compliance 3: The “how” of the regulatory pressure will be interesting We don’t doubt that the above reasoning will see increased regulatory pressure in some markets for IT renewal. But how this pressure is brought to bear within the context of regulation will be interesting. This is because the current operational risk requirements – which not only factor in IT but other issues such as conduct risk, litigation, fraud and malicious damage – are not insignificant. The thirty-two banks in Figure 41 report a total of E815bn in operational risk weighted assets. At our assumed target Basel 3 capital ratio – which we set by bank – this translates into an E87bn shareholder capital requirement. At a 10% CoE, say, this is an E8bn annual post tax earnings drag, 8% of 2014 earnings and 0.7% off sector ROE, assuming no real yield on this capital. Across the sector, operational risk RWAs average 14% of the credit risk equivalent, with banks such as Credit Suisse (36%), Julius Baer (36%) and UBS (56%) carrying much higher proportional burdens, mostly due to business mix.
18 16 July 2013, Half of exchanges fight off cyber attacks, Financial Times
The most frequently
highlighted operational risk in
the BoE’s 1H13 systemic Risk
Survey related to cyber
attacks
How regulators bring
pressure to bear is going to
be interesting: the 32 banks
we survey hold ~ E87bn of
capital against op risk, a
70bps drag off normalized
ROE
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Figure 41: Operational risk capital requirements look high relative to recent (elevated losses) Country Bank Basel III CET I ratio Credit Risk RWAs (E’m) RWAs/
LoansOperational risk
RWAs (E’m) Operation
al risk Tgt Tier 1 Capital
against credit risk
(E’m)
Capital against ops risk
(E’m)
2011 2012 2013e 2011 2012 2012 2011 2012 % Credit risk
B3 2012 2012
Austria Erste 7.7% 9.1% 10.5% 97,630 90,434 73% 11,210 11,175 12% 10.0% 9,043 1,118
Austria Raiffeisen Bk. 5.4% 6.6% 7.3% 77,150 68,136 88% 9,900 10,569 16% 10.0% 6,814 1,057
Benelux KBC Group 5.3% 5.3% 9.0% 85,786 69,149 50% 10,744 11,045 16% 10.0% 6,915 1,105
Benelux ING n/a 10.4% 10.9% 252,733 209,722 40% 35,450 35,450 17% 10.0% 20,972 3,545
France BNP Paribas 8.0% 10.0% 10.5% 472,780 430,560 68% 54,617 51,154 12% 10.0% 43,056 5,115
France Cred Ag 6.3% 6.6% 7.4% 277,800 257,100 78% 23,100 22,900 9% 10.0% 25,710 2,290
France Soc Gen 7.1% 8.3% 9.9% 273,297 254,134 73% 43,442 41,321 16% 9.5% 24,143 3,925
Germany Commerzbk 6.9% 7.6% 9.0% 187,333 167,301 60% 26,127 22,238 13% 10.0% 16,730 2,224
Iberia Santander n/a 6.5% 7.3% 455,100 447,225 62% 70,013 72,761 16% 10.0% 44,723 7,276
Iberia BBVA n/a 7.5% 8.6% 277,525 271,488 77% 30,063 29,350 11% 10.0% 27,149 2,935
Ireland Bk of Ireland 8.3% 5.9% 5.1% 61,483 51,873 56% 4,530 3,608 7% 10.0% 5,187 361
Italy BPM 8.1% 7.8% 8.1% 37,203 34,915 100% 2,707 2,547 7% 8.0% 2,793 204
Italy Banco 6.2% 7.5% 7.5% 80,154 47,707 52% 6,245 5,919 12% 8.0% 3,817 474
Italy Credem 8.5% 8.0% 8.8% 14,874 14,947 72% 1,467 1,468 10% 8.0% 1,196 117
Italy ISP 8.6% 9.7% 10.3% 277,500 253,313 67% 24,825 25,745 10% 10.0% 25,331 2,575
Italy UBI Banca 8.0% 8.6% 10.4% 84,332 70,145 76% 5,759 5,466 8% 8.0% 5,612 437
Italy Unicredit 7.6% 9.6% 10.1% 376,784 358,553 66% 51,455 51,187 14% 10.0% 35,855 5,119
Nordics Danske Bank n/a 12.5% 12.3% 101,407 91,742 41% 12,043 10,078 11% 13.0% 11,926 1,310
Nordics DnB NOR n/a 12.2% 12.7% 111,403 111,475 63% 8,699 9,871 9% 13.0% 14,492 1,283
Nordics Nordea 8.6% 11.6% 13.4% 161,604 145,340 42% 15,452 16,229 11% 13.0% 18,894 2,110
Nordics SEB n/a 13.1% 14.2% 63,276 55,657 39% 4,742 4,687 8% 13.0% 7,235 609
Nordics Handelsbanken n/a 15.9% 16.7% 50,013 49,490 25% 5,774 6,091 12% 15.0% 7,424 914
Nordics Swedbank 9.2% 15.4% 17.2% 46,667 45,299 31% 6,113 6,302 14% 15.0% 6,795 945
Swiss CSG 4.7% 6.8% 10.3% 113,619 103,586 52% 29,762 37,371 36% 10.0% 10,359 3,737
Swiss Julius Baer 19.0% 18.7% 16.0% 7,034 6,795 41% 2,385 2,422 36% 15.0% 1,019 363
Swiss UBS 6.5% 9.8% 13.4% 95,772 79,155 34% 48,548 44,122 56% 13.0% 10,290 5,736
UK Barclays 7.8% 8.1% 9.9% 293,892 294,503 52% 42,833 66,700 23% 11.0% 32,395 7,337
UK HSBC 9.0% 9.0% 11.1% 738,927 680,813 90% 95,855 92,680 14% 11.0% 74,889 10,195
UK LBG 7.1% 8.1% 10.4% 362,212 317,728 48% 36,660 34,391 11% 11.0% 34,950 3,783
UK RBS 7.2% 7.3% 9.0% 412,536 397,661 72% 45,448 56,442 14% 11.0% 43,743 6,209
UK StanChart 10.8% 10.7% 10.9% 169,959 186,913 85% 22,180 23,311 12% 11.0% 20,560 2,564
Sector total / ave 7.6% 8.6% 10.1% 6,204,661 5,731,953 61% 788,150 814,599 14% 10.7% 606,236 86,971Source: Deutsche Bank, Company data
Sure, operational risk capital requirements are lower than those for credit risk, but then operational risk costs are much lower too. The UK bank association, the BBA, maintains a database of operational risk losses19. In 2011 – the most recent data – median losses were low (though we couldn’t find the number of incidents to scale this up) with the largest costs coming from property losses. If the market is not worried about the cost of theft and malicious damage when looking at banks, how will we muster the argument that the regulatory burden associated with op risk is too low? Even adding in the conduct risk charges taken in the UK for products like PPI, we see annual operational risk costs as being well below the capital provided.
19 www.bbagold.org
Even if we add in the very
significant conduct risk
charges taken in the UK for
products like PPI, we see
annual operational risk losses
well below the capital
provided…
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 31
Figure 42: Median operational risk losses by type (2011, E) Risk factor Median loss (E, 2011)
Damage to physical assets and injury 215,600
Business disruption and systems failures 50,600
Execution, delivery and process management 48,200
Internal fraud 45,100
External fraud 38,200
Clients, products and business practices 34,400
Employment practices and workplace safety 28,700 Source: BBAGold
In the end, it may well come down to systemic stability arguments and higher board-level accountability for a very complex set of operational issues. Whatever the source of leverage employed, we are confident that this will prove an increasingly important driver of change for the banks.
Transaction volumes will likely keep rising – eventually best to re-platform Our work on digital channels and the payments revolution point to customer transaction volumes which will grow meaningfully faster than nominal GDP for the foreseeable future. We noted an increase in IT depreciation costs of, say, 40% from implementation, perhaps offset to some degree in the medium term by cheaper run-the-bank change costs (new systems being easier to amend than tangled webs like Figure 19) and the 15% reduction in branch costs we think achievable over this period.
Net net therefore, banks should strive to hold operations costs flat despite rising transaction volumes and natural underlying wage inflation, we think. StanChart in its upgrade to its trade finance platform has managed to deliver this result (Figure 43). With revenue growth of course, stable operations costs contributes to a declining divisional cost-income ratio (Figure 44).
Figure 43: StanChart trade finance IT upgrades helped
offset inflation and volume growth impacts...
Figure 44: ...delivering an improved operations
cost/income ratio over time
Income
Operations cost
40
80
120
160
200
-
400
800
1,200
1,600
2,000
2008 2009 2010 2011
Operations cost
Tota
l tra
de in
com
e
Trade Finance - income and operations cost (US$'m)
Income Operations cost
8.32
5.88 6.22
5.36
2.74 2.85 2.89 3.49
0
2
4
6
8
10
2008 2009 2010 2011
Operations cost income ratio and productivity
Operations cost income ratio Productivity (volume in 000/FTE)
Source: Standard Chartered company data Source: Standard Chartered company data
…it will be interesting to see
how regulators justify a
ratcheting on pressure to
upgrade systems that we
expect
Banking volumes will keep
rising (it would be a very bad
thing if they didn’t; systems
upgrades seem to drive a
c.40% increase in
depreciation expense
Though new systems bringing
higher fixed costs, we think
these bring headroom to
manage higher volumes for
flat costs
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8 September 2013
Financial Services
Retail Bank Strategy
Page 32 Deutsche Bank AG/London
Speed to market and operating agility; depends on market dynamics The strength of the argument around operating agility varies by market. In South Africa – Standard Bank’s main market – retail banking operates via a relatively complex fee-driven model with higher customer churn amongst lower-value customers. FirstRand, one of SBK’s major competitors has a 98 page retail banking fee schedule20. SBK advised that under its old IT it would have taken nine months to re-price the product range entirely given a need to recode product platforms. The bank says that the launch of a new SAP core platform in SA and Finacle in its other African markets will “ultimately facilitate our strategic objective of being more customer centric and delivering an excellent, consistent customer experience”. It should also reduce customer on- and off-boarding costs, which is important in delivering decent cost metrics whilst contributing towards better banking penetration for the less affluent.
In most markets we don’t see rate of change or speed to market as key drivers of a decision to upgrade. Where speed to market is an issue, newer “bank-in-a-box” entities may pose a more material competitive threat.
Figure 45: UK banks: a simpler
market with lower churn...
Figure 46: relative to other
industries...
Figure 47: ...some US peers (JPM)
0%
2%
4%
6%
8%
10%
12%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
% o
f sur
vey
resp
onde
nts
who
sw
itch
ed
acco
unt i
n th
e pr
evio
us 1
2 m
onth
s
Main personal current account Credit Cards
Savings Mortgages
SME main bank relationship
6%11%
13% 14%18%
58%
0%
10%
20%
30%
40%
50%
60%
70%
UK personal current a/c
Sky TV UK gas (2011) UK electricity (2011)
UK contract mobile phones
UK prepaid mobile phones
Cus
tom
er tu
rnov
er (%
p.a
.)
6%
8%
10%
12%
14%
16%
18%
20%
Jan-
11Fe
b-11
Mar
-11
Apr-1
1M
ay-1
1Ju
n-11
Jul-1
1Au
g-11
Sep-
11O
ct-1
1N
ov-1
1D
ec-1
1Ja
n-12
Feb-
12M
ar-1
2Ap
r-12
May
-12
Jun-
12Ju
l-12
Aug-
12Se
p-12
Oct
-12
Nov
-12
Dec
-12
Hou
seho
ld a
ttriti
on ra
te (%
p.a
.)
(36)%
Source: Independent Commission on Banking, Figure 7.3 Source: Ofgem, UK Independent Commission on Banking, Vodafone (above metrics are for VOD), Sky Source: Company data; Note: Adjusted by company for additional
25k households in October 2012 due to escheatment rule changes
2020 https://www.fnb.co.za/downloads/pricing-guide/Personal_Pricing.pdf
The strength of the argument
around speed to market and
operating agility varies from
market to market
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 33
Rise of the machines: Mobile & Tablet Banking
Technology is changing the way we manage our finances
Though most readers will have been using online banking for a decade or more, few will dispute the significant change brought by the transition from online to mobile banking via tablet and smartphone. The move to emphasise mobile and tablet channels is in keeping with growth in mobile versus fixed computing and internet capacity and is supported by cost and convenience benefits for the customer and the bank. Last year, mobile subscriptions were up 8% globally versus fixed line which contracted by 2% (Figure 48). Internet usage via mobiles is growing even faster with mobile broadband subs up 3x faster than fixed line (Figure 49).
Figure 48: Fixed line in decline, mobile growing in
EM/DM
Figure 49: Mobile broadband outgrowing mobile
subscriptions – On the move in the ascendance
-5%
0%
5%
10%
15%
20%
25%
30%
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2005
2006
2007
2008
2009
2010
2011
2012*
2013*
Subs
crip
tions
(YoY
%)
Subs
crip
tions
(mill
ions
)
Developed - Fixed Developing - Fixed Developed - Mobile
Developing - Mobile Mobile (YoY %) Fixed line (YoY %)
0%
10%
20%
30%
40%
50%
60%
70%
-
500
1,000
1,500
2,000
2,500
3,000
2007 2008 2009 2010 2011 2012* 2013*
Subs
crip
tions
(YoY
%)
Subs
crip
tions
(mill
ions
)
Developed - Mobile Developing - Mobile Developed - Wired
Developing - Wired Mobile (YoY %) Wired (YoY %)
Source: International Telecommunication Union Source: International Telecommunication Union
As discussed in the Future of branches and Rotten Core chapters, mobile banking capabilities are particularly important in many emerging markets where customer churn is higher, revenue per customer is lower, customers are more geographically dispersed and product pricing complexity is often higher than in developed markets like the UK. As EM telco infrastructure improves, the scope for greater mobile penetration at lower customer cost will rise, driving further increases in digital customer penetration. With much lower starting penetration rates in EM relative to DM (1/4 of DM levels in fixed line, 1/5 in broadband, 2/3 in mobile), strong future growth in digital customers is assured for many years (Figure 50).
Banks have moved rapidly to
expand computer-driven self-
service to smartphone and
tablet, in line with changes in
customer behaviour
Mobile banking capabilities
are especially important in
EM where churn is higher,
ave revenue is lower and
geographic dispersion is often
higher; EM penetration rates
still low, provides plenty of
growth upside
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8 September 2013
Financial Services
Retail Bank Strategy
Page 34 Deutsche Bank AG/London
Figure 50: EM banks have the greater need for mobile competence given
growth dynamics and market profile 2007 2008 2009 2010 2011 2012* 2013*
Fixed line - DM 45 44 46 45 44 43 42
Fixed line - EM 13 13 12 12 12 11 11
Mobile -DM 102 108 113 115 119 124 128
Mobile - EM 39 49 58 69 78 84 89
Mobile broadband - DM 18 27 37 43 55 63 75
Mobile broadband - EM 1 2 3 4 8 13 20
Wired broadband - DM 18 21 22 24 25 26 27
Wired broadband - EM 2 3 4 4 5 5 6Source: Source: International Telecommunication Union
Mobile banking statistics published by Denmark’s Danske Bank tell a powerful story:
eBanking customers (online, tablet and mobile) are growing faster than customer numbers (+2% YoY in 2Q13 vs. -3% YoY) but not by enough to change significantly the proportion of clients using the bank in this way (46% at 2Q13 from 44% at 2Q12). eBanking overall is maturing.
Mobile is growing much more rapidly (40% of eBanking customers at 2Q13 from 23% YoY).
Cannibalisation of eBanking transaction volumes is in relative infancy with 27% of digital transactions via mobile and tablet, but growing rapidly;
In-branch teller transaction volumes21 are collapsing: branch numbers are down 29% YoY, teller transactions are down 6% more at -35% YoY.
Figure 51: Danske Bank three year digital strategy data 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13
Retail customers (000’s) 5,041 5,035 5,037 5,021 4,979 4,962 4,922 4,932 4,928 4,919 4,916 4,852 4,803 4,769
ebanking customers (000's) 1,793 1,833 1,857 1,915 1,980 2,021 2,050 2,103 2,163 2,174 2,196 2,216 2,220 2,213
eBanking as % of customers 36% 36% 37% 38% 40% 41% 42% 43% 44% 44% 45% 46% 46% 46%
Mobile / ebanking customers (DK) 3% 3% 5% 9% 11% 14% 17% 20% 23% 26% 29% 32% 36% 40%
Retail Branches 720 704 690 670 667 662 661 645 627 578 559 491 469 409
Retail FTE 13,163 13,281 12,931 12,821 12,807 12,885 12,890 12,832 12,640 12,485 12,313 11,941 11,482 11,336
Transaction volumes (000's)
In branch teller transactions 12,832 12,448 12,173 11,721 10,895 10,846 10,725 10,427 9,634 9,010 8,790 8,130 5,974 5,830
eBanking transactions 23,872 23,664 23,138 24,697 24,858 24,587 23,900 25,167 25,234 24,454 22,841 24,057 22,474 18,327
Mobile Banking 5 5 14 98 249 474 786 1,150 2,341 2,849 2,960 2,849 3,104 3,808
Tablet Banking 0 0 0 0 0 0 0 61 265 375 520 701 903 1,124
Tablet & mobile as % of eBanking 0% 0% 0% 0% 1% 2% 3% 5% 10% 13% 15% 15% 18% 27%
Growth rates (YoY %)
Retail customers n.a. n.a. n.a. n.a. -1% -1% -2% -2% -1% -1% 0% -2% -3% -3%
eBanking customers n.a. n.a. n.a. n.a. 10% 10% 10% 10% 9% 8% 7% 5% 3% 2%
Retail Branches n.a. n.a. n.a. n.a. -7% -6% -4% -4% -6% -13% -15% -24% -25% -29%
Retail FTE n.a. n.a. n.a. n.a. -3% -3% 0% 0% -1% -3% -4% -7% -9% -9%
In branch teller transactions n.a. n.a. n.a. n.a. -15% -13% -12% -11% -12% -17% -18% -22% -38% -35%
eBanking transactions n.a. n.a. n.a. n.a. 4% 4% 3% 2% 2% -1% -4% -4% -11% 34%
Mobile banking transactions n.a. n.a. n.a. n.a. n.m n.m n.m n.m 840% 501% 277% 148% 33% 53%Source: Company data
21 In-branch transactions at a teller window, whether deposits or withdrawals.
Danske Bank data suggests
that mobile is cannabalising
desk-top and that eBanking is
cannabalising in-branch
transactions
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 35
Similar trends are evident in South Africa’s ABSA digital penetration statistics. Internet has matured remarkably quickly with virtually all of the digital growth now coming in smartphones and tablets. It is interesting to note reported cellphone customer penetration in South Africa is in line with that of Danske in Denmark.
Figure 52: ABSA digital customer penetration statistics ABSA 2009 2010 2011 2012
Cellphone banking customers 1.7 2.5 3.2 4.2
YoY % change n.a. 50% 28% 32%
Internet banking customers 1.1 1.1 1.1 1.2
YoY % change n.a. 4% 5% 3%
Number of customers 11.0 11.1 11.3 10.2
YoY % change n.a. 1% 2% -10%
Proportion digital
o/w cellphone 15% 23% 29% 39%
o/w internet 10% 10% 10% 11%Source: Company data; 2012 annual report, p. 40.
While we’ll see continued growth in internet penetration rates in some emerging markets the real growth will come from mobile. Indeed, survey evidence is that mobile penetration of customers is already pretty good, with very rapid adoption by customers post launch reported by almost all banks we spoke to (Figure 53). In one case reported by Monitise22, a bank client achieved 30% customer penetration within three months of launch. Post launch of basic digital offerings, however, we think development and delivery of broader mobile offerings which improve efficiency (end to end self-service with no-rework being the ultimate goal) will occupy minds most.
Figure 53: Electronic and mobile banking penetration rates by country
0%
10%
20%
30%
40%
50%
60%
70%
% o
f cus
tom
ers
activ
e in
dig
ital c
hann
els
Source: Company data ;ING July 2013 Survey Financial Empowerment in the Digital Age
22 The largest provider of mobile money solutions to banks and other service companies, more below.
Mobile banking penetration in
South Africa is already
remarkably good we think
Mobile penetration rates look
good, but with further room
for growth in the number of
users and the range of uses
made available to these
customers
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8 September 2013
Financial Services
Retail Bank Strategy
Page 36 Deutsche Bank AG/London
Monitise’s most recent estimates for future industry growth have mobile banking customers growing by 26% compound between 2011 and 2016 to a total penetration rate of around 30%. We think penetration will rise faster and proceed further.
Figure 54: Monitise projects 26% CAGR in mobile-banked customers 2011-2016 Region Population Adult Pop (15+) Banked population mBanked population Unbanked
2011 2016e 2011 2016e 2011 2016e 2011 2016e 2011 2016e
mn mn mn mn mn mn Mn % of banked
mn % of banked
mn mn
WORLD 7,079 7,483 5,228 5,594 2,588 3,057 280 11% 875 29% 2,640 2,536
CAGR 1.10% 1.40% 3.40% 26% -1%
DEVELOPED 1,045 1,074 877 897 803 849 113 14% 420 49% 73 47
CAGR 1% 0% 1% 30% -8%
NAmerica 361 376 292 305 259 287 47 18% 158 55% 33 18
W Europe 435 443 369 370 340 348 39 11% 149 43% 30 23
DevAPAC 249 254 215 221 204 215 28 14% 114 53% 11 7
Hybrid/Emerging 6,035 6,410 4,351 4,697 1,785 2,208 166 9% 455 21% 2,566 2,489
CAGR 1% 2% 4% 22% -1%
CE Europe 416 419 346 345 165 185 15 9% 37 20% 181 160
Middle East 296 322 208 231 101 127 10 10% 25 20% 108 104
Latam 604 637 440 477 172 219 7 4% 22 10% 269 258
Emerging APAC 3,665 3,851 2,724 2,925 1,202 1,461 123 10% 349 24% 1,521 1,464
Africa 1,054 1,180 633 719 145 216 11 5% 22 10% 488 503Source: Monitise
Banking is not the only industry seeing a move to smaller screens Banks are not alone in seeing customers increasingly transition to smaller screens in a post-PC cloud era. Microsoft’s 2Q13 revenues were 4% below our forecast with weak PC trends our most significant concern (Figure 55)23. Google’s 2Q13 average advertising rates disappointed relative to market expectations as the mix shifted more appreciably than expected towards mobile advertising where price per click is lower (Figure 56)24. The DB research view is that mobile clicks are incremental to bigger-screen / higher margin clicks and that the decline in CPC is over-done as a risk. In many ways mobile banking customer use is incremental existing customer demands too.
23 DB Research: Microsoft – PC weakness continues to be a drag, 19 July 2013 24 DB Research: Google – Network Clean Up Clouds A Solid Core, Setting Up Well For 2H, 19 July 2013
Monitise forecast 26% CAGR
in mobile banked customers
2011-2016
Impact of customer shift to
smaller screens being backed
by banks evident in results
posted by the likes of
Microsoft and Google also
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 37
Figure 55: We remain concerned about headwinds at
Microsoft in the post-PC cloud-driven era
Figure 56: Google’s declining cost-per-click partly down
to increased share of mobile within the pie
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
Q1-12 Q2-12 Q3-12 Q4-12 Q1-13 Q2-13 Q3-13 Q4-13
Rev
enue
s (Q
uart
er, U
S$'m
)
Windows Division Server and Tools
Online Services Division Microsoft Business Division
Entertainment and Devices Division Unallocated and other
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
-20%
-10%
0%
10%
20%
30%
40%
50%
1Q09
2Q09
3Q09
4Q09
1Q10
2Q10
3Q10
4Q10
1Q11
2Q11
3Q11
4Q11
1Q12
2Q12
3Q12
4Q12
1Q13
2Q13
Gro
ss A
d re
venu
e ($
'm)
YoY
% c
hang
e
Gross Ad Revenue ($'m, RHS) Gross Ad Revenue (YoY %)
Average Cost per Click (YoY %) Paid Clicks Growth (YoY %)
Source: Company data Source: Company data
We provide snapshots for the Microsoft and Google in Figure 57 and Figure 58.
Figure 57: Microsoft snapshot Figure 58: Google snapshot Analyst name EmailNandan Amladi [email protected]
Spot price: 31 Tgt. Price 32 Rec. Hold
2010 2011 2012 2013e 2014eEPS (DB adjusted) 2.1 2.7 2.0 2.6 2.4DPS 0.0 0.0 0.0 0.0 0.0BVPS 5.2 6.7 7.8 9.3 12.2ROE 41% 45% 28% 30% 22%EBITDA mgn 43% 43% 42% 39% 33%Market Cap (US$'mn) 244,927 221,123 239,215 251,192 257,871
P/E (DB) 13.1 9.6 14.1 11.5 13.2EV/EBITDA 7.7 5.7 5.8 5.9 5.7Div yield 0% 0% 0% 0% 0%FCF yield 9% 11% 12% 10% 10%ROE 41% 45% 28% 30% 22%
Microsoft Analyst name EmailRoss Sandler [email protected]
Spot price: 879.6 Tgt. Price 970 Rec. Buy
2010 2011 2012 2013e 2014eEPS (DB adjusted) 29.6 36.1 39.9 40.2 47.8DPS 0.0 0.0 0.0 0.0 0.0BVPS 145.1 180.1 219.2 265.6 309.2ROE 21% 17% 17% 15% 14%EBITDA mgn 40% 47% 39% 37% 38%Market Cap (US$'mn) 170,707 183,653 210,318 293,022 293,022
P/E (DB) 18.1 15.8 16.1 21.9 18.4EV/EBITDA 11.8 10.3 10.4 13.0 10.1Div yield 0% 0% 0% 0% 0%FCF yield 4% 6% 6% 5% 6%ROE 21% 17% 17% 15% 14%
Source: Deutsche Bank estimates; Priced as on 5 September 2013, Note: All figures in local currency unless mentioned Source: Deutsche Bank estimates; Priced as on 5 September 2013, Note: All figures in local currency
unless mentioned
What the Heads of Digital at banks are thinking
We met with the heads of digital banking at a number of banks to better understand plans for this channel and how these impact broader strategy. We think a number of common themes were evident:
Mobile solves a customer need that wasn't evident before
There is little evidence that mobile banking has impacted plans for other customer service channels much yet, including branches
Banks appear very focussed on staying brand-relevant to customers
Opinions on mobile as a sales channel are not uniform
Digital can reduce legacy product costs - cheques
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8 September 2013
Financial Services
Retail Bank Strategy
Page 38 Deutsche Bank AG/London
1) Solving a problem that wasn't there / wasn't previously fulfilled Customers of all businesses increasingly demand the ability to transact seamlessly with service providers via all distribution channels. Banking is no different. When looking at mobile banking however, we found surprising the radical increase in the number of interactions between bank and customer that mobile allows. LBG and RBS report average logins per month of 19 and 31 respectively for active customer; this is corroborated by Monitise’s statistics for the UK where it is service provider to HSBC and RBS, amongst others (Figure 59).
Figure 59: The volume of bank customer interactions
increases dramatically with digital channels….
Figure 60: …helping to customers plan better, avoid fees,
and, to some extent, self-serve
<1
6
> 20
0
5
10
15
20
25
Branch Online Mobile
Aver
age
visi
ts p
er a
ctiv
e cu
stom
er p
er
mon
th
Financial: Saving money MoreAbout
the same LessOverdraft fees 7% 44% 49%Late fees 6% 44% 50%
Convenience: I don't have to: More
About the same Less
Write a cheque 7% 48% 45%Visit a branch 9% 49% 43%Contact a call centre 9% 51% 40%Visit an ATM 11% 66% 23%
Source: Monitise company data Source: Monitise
We’re confident that virtually no customers were visiting bank branches daily, pre-digital. A good deal of this activity, therefore, is using otherwise dead-time on trains and between meetings to be more up to date on finances: making transfers, checking balances, confirming transfers into and out of accounts and the like. This appears to have driven down volumes in telephone banking which is positive for customer (quicker, easier, more convenient) and for the bank (end to end processing, zero re-work).
The survey evidence in Figure 60 shows that digital helps customers avoid costs of overdraft and unauthorised limit breaches, which should be helpful for loyalty and promoter scores. Internal data published by JPMorgan Chase at its investor day this year confirms that technology – done well – not only contributes to more sales leads but also supports better brand perception and lower churn (Figure 61, Figure 62).
Mobile banking customer
interactions are > 3x the
volume of online, > 20x that
of branch visits
Digital is helping customers
self-serve, and be more
organized, reducing late-
payment and overdraft costs,
which should support
customer loyalty
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 39
Figure 61: Technology can generate sales leads and
better brand perception...
Figure 62: ...and contribute to lower customer churn
62%56% 57% 59%
83%76%
85%89%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Consider Chase for a mortgage
Outstanding customer service
Innovative products Forward thinking technology
Pre-use Post-use
+33%
+35%
0
20
40
60
80
100
120
140
Banking Card
Cus
tom
er re
tent
ion
Non-mobile Mobile
Source: JPMorganChase February 2013 Investor Day Source: JPMorganChase February 2013 Investor Day
2) Digital hasn't impacted other distribution channels obviously yet Though people talk about writing fewer cheques, visiting branches less often and so on, conclusive changes to distribution strategy to reflect the new environment are hard to find outside of the Nordics and perhaps Australia to a lesser extent (the Danske teller volume declines reported in Figure 51 above are stunning, see more in branch chapter below).
Sensible and less of a leap we think is a rebalancing of call-centre responsibilities. In future we expect calls on average will be more important than before, with a higher proportion of dissatisfied customers, clients with technical enquiries or sales calls. Combined with relatively high wage inflation in traditional off-shoring destinations, we expect more banks to repatriate operations to be closer to customers.
Figure 63: Higher offshore inflation rates, higher proportion of tougher
customer calls and a need to rebuilding trust suggests sensible rebalancing to
local sites
1.5%
2.2% 2.1%
5.5%
6.5%
4.2%
5.8%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
Euroland US UK India Indonesia Philippines Brazil
Con
sum
er P
rice
Infla
tion
(%)
2012 2013e 2014e
Source: Deutsche Bank Markets Research
Outside of the Nordics there’s
little evidence of a convincing
change to the branch
strategy…yet
Less of a leap, we think we be
a rebalancing of call centre
responsibilities to handle
tougher, more important
calls; given inflation
differentials this might
sensibly be relocated nearer
to customers
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8 September 2013
Financial Services
Retail Bank Strategy
Page 40 Deutsche Bank AG/London
Why the apparent inertia in shifting branch strategy? This is understandable, at least in part. First, it is clear that the average bank customer was not substituting 20-30 branch visits a month for 20-30 online interactions. Second, this technology is fairly new and companies of all stripes are gradually expanding their digital offerings and learning as they go what customers want and whether and how to meet these desires.
Figure 64: Ulster Bank transactions by channel Figure 65: Australian bank average customer touch-
points per month by channel
15%21%31%
30%
45%39%
31%3%
3%2%
31% 27% 21%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY09 FY11 1Q13
% o
f tra
nsac
tions
by
chan
nel
Mobile Online Phone ATM Branch
14%
40%
7%
32%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2004 2006 2008 2010 2011 2012
% o
f tra
nsac
tions
by
chan
nel
Mobile Online Phone ATM Branch
Source: RBS company data Source: Westpac company data
Figure 66: National Australia Bank channel volumes Figure 67: JPM consumer cash deposit behaviour
-16%-3%
-19%
21%
-9% -7%-14%
5%
111%
-40%
-20%
0%
20%
40%
60%
80%
100%
120%
Branch counters ATM Telephone Banking
Internet Banking Mobile Internet Banking
% c
hang
e
09-12 % change YoY % change
3089%
90%85%
74%
62%55%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
4Q07 4Q08 4Q09 4Q10 4Q11 4Q12
% o
f con
sum
er d
epos
its th
roug
h te
llers
Source: Company data Source: JPMorganChase February 2013 Investor Day
As we show in our separate chapter on branches, we think this inertia will give way to a significant redesign in branch footprints, with significant declines in the number of bank branches in certain markets such as Italy and Spain in particular, given high starting branch numbers, low profitability and low growth. For other markets we expect more change in branch size, layout and staffing levels than in the absolute number of outlets.
3) Banks are focussed on staying brand-relevant to customers. In addition to seeking efficiency gains, we think mobile is a way for banks to defend brand relevance and rebuild customer loyalty. As one would expect, surveys have banks as amongst the least popular entities with which most households transact (Figure 68) with developed market banks the hardest hit (Figure 69).
The inertia in changing
branch offerings will give way
as customer and operator
confidence in the
ramifications of digital grows
Mobile offers an opportunity
to defend brand relevance
(watch out for wallets) and
rebuild trust
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 41
Figure 68: Global trust scores by industry: banks are poor Figure 69: DM banks score far weaker than EM peers,
given performance in the crisis
73%70%
66%62%62%62%
61%61%
60%60%
57%57%
55%54%
51%50%
49%46%
40% 45% 50% 55% 60% 65% 70% 75%
TechnologyConsumer Electronics
AutoFood & Beverage
Aerospace & DefenceEntertainment
MetalsFood manufacturing
TelecommsConsumer Packaged Goods
PharmaEnergy
Consumer HealthBrewing, Spirits
ChemicalsMediaBanks
Financial Services
44%
58%
69% 69%
28%
49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
North America Latam BRIC APAC EU Global
Source: Edelman Trust Barometer; Note: Respondents score 1 for “do not trust at all” and 9 for “trust them a great deal” to question “Please inducate ow much you trust businesses in each of the following industries to do what is right”
Source: Edelman Trust Barometer; Note: Respondents score 1 for “do not trust at all” and 9 for “trust them a great deal” to question “Please indicate how much you trust businesses in each of the following industries to do what is right”
But though banks report poor engagement scores as institutions, customer churn remains low relative to other industries. We think this is because: (i) customers generally think all banks are equally good / poor; (ii) there is no enduring edge in product design; (iii) Customers are engaged with branch staff if not impressed with banks as institutions; (iv) banks almost exclusively continue to have customer confidence as a place of safe for their savings. If we see providers of payment services from other sectors (PayPal, Google) begin to achieve similar customer confidence, there are grounds for greater concern around future market share.
For now, however, we see mobile as a key strategy in increasing customer engagement, helped by the addition of other services. Most markets now have banks giving customers the ability to pay friends direct by phone (Barclays call it Pingit, RBS Pay Your Contacts, Bank of Ireland Pay to Mobile and so on). As described in the Big Data chapter we expect this to expand to ancillary services like vouchers and special offers which we think will add value for customers and reduce the relative attractiveness of digital wallets and such-like provided by non-banks.
4) An increasingly important channel for sales Mobile is growing in importance as an account opening and selling medium. Westpac reported that 5% of 1H13 account openings were from mobile, 7% of sales were from digital channels. In five years management expect this to reach 20%. For now, therefore, mobile is most important to improve customer service and as a means to promote self-service.
As sales via digital channels increase the materiality of associated conduct risk costs will also increase. Recent experience in jurisdictions like the UK with significant conduct costs (cumulative Payment Protection Insurance redress costs to 1H13 rose to £15.4bn / US$23bn) has sharpened management focus on product and document design and selling practices. Some executives we met see online/digital as perhaps the only viable means of avoiding conduct risk borne of failure in sales procedure and water-tight documentation of customer acceptance of all terms of engagement.
Banks almost exclusively still
enjoy customer confidence as
a safe place for savings; this
and client ambivalence
around product and
institutional differentiation is
keeping churn low
Digital gives banks a chance
to offer ancillary services to
bolster confidence, trust and
improve perceptions around
value for money; in all
markets we studied, it’s free
Mobile has more importance
as an end-to-end self-service
channel at present; sales and
account openings are sub
10% of total but growing
Conduct risk issues – a
greater focus for
management now – can be
helped by digital channel
management…
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8 September 2013
Financial Services
Retail Bank Strategy
Page 42 Deutsche Bank AG/London
Figure 70: PPI impairment charges (£’m) FY11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 Cumulative
Barclays 1,000 300 0 700 600 0 1,350 3,950
HSBC 507 295 368 221 180 74 163 1,808
Lloyds Banking Group 3,200 375 700 1,000 1,500 0 500 7,275
RBS 1,065 125 135 400 450 0 185 2,360
Total 5,772 1,095 1,203 2,321 2,730 74 2,198 15,393Source: Deutsche Bank estimates, Company data
We don’t think online selling provides cast-iron conduct-risk protection. Unless the UK's customer protection body, the FPC, and its international peers enter into product kite-marking / auditing akin to that encountered in drug and food testing, we think banks will remain open claims of poorly communicated risks associated with products. In online, we think some banks are avoiding implicating themselves in selling by failing to record and control customer behaviour around things like the time taken to read and accept T&C's. Banks aren't alone in this but it is probably too hopeful to assume that caveat emptor will again come to be relevant in bank product sales in the near term
5) Digital can help reduce operating costs An obvious point made above already but worthy of reiteration. Self-service cuts rewaork and costs. In the US, technology is also reducing costs and inconvenience around cheque usage. As a country still very dependent on cheques (see Payments chapter) it is interesting to see banks allowing customers to use their smartphone banking apps to bank cheques. Chase’s QuickDeposit has a customer take a picture of front and back of cheque, the app transmits picture to the bank which clears it; no branch visit, no postage. The technology behind such applications are provided by firms like Jack Henry & Associates (Nasdaq: JKHY).
Currently this technology cannot be used in the UK due to legal issues (banks apparently are required to file each cheque). We think governments should look strategically to play an active role in reducing the frictional costs of transacting via cash and cheques as rapidly as possible for the benefit of all.
…but we think there’s some
distance for banks to travel to
ensure that digital doesn’t
raise different but equally
important conduct risks
Recent moves by the banking
sector have tried to replace or
retain the convenience / trust
/ culture element of cheque
usage, whilst reducing the
costs e.g. Chase QuickDeposit
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 43
Mobile Payments: Already in a phone near you
Overview
Pay to mobile, pay to Facebook, pay to account, pay to email, all from a smartphone are fast becoming ubiquitous alternatives to cheques and are more convenient and easier to use than internet banking. In many cases this is being driven by third party providers like Monitise. Examples are Pingit by Barclays, Pay to mobile by Bank of Ireland, kaching by CBA, nabKiss by NAB, Pay Your Contacts by RBS. The UK Payments Council is also in the process of developing an industry-wide central service which will make it possible to send/receive payments just using a mobile number, no matter which bank the customer is with.
Does the success of mobile payments in some countries presage significant future bank disintermediation? We don’t think so, after taking a long look at Kenya’s M-PESA, arguably the most successful mobile payments system in the world. We also look at the trend towards increasingly non-cash payments in countries such as Sweden, and the ongoing decline of cheques, though we think extinction remains more than a decade away.
M-PESA - Mobile payments (not banking) at its most successful
M-PESA25 is a small-value payment system launched by Vodafone's Kenyan affiliate Safaricom in 2007. Since then, it has grown beyond all early expectations and operates almost entirely independently of the banking system. M-PESA is an often cited case study in how banks could be disintermediated by non-financial companies in future.
Figure 71: Vodafone Snapshot Figure 72: Safaricom Snapshot
Analyst name EmailDavid Wright [email protected]
Spot price: 211 Tgt. Price 246 Rec. Buy2010 2011 2012 2013e 2014e 2015e
EPS (DB adjusted) 16.1 16.7 9.2 11.4 12.2 13.5DPS 8.3 8.9 9.5 10.2 10.2 10.2BVPS 171.6 169.8 155.0 145.3 149.9 156.5ROE 10% 9% 7% 8% 8% 9%EBITDA mgn 33% 32% 30% 29% 29% 29%Market Cap (US$'mn) 86,582 107,936 121,128 161,905 161,905 161,905
P/E (DB) 6.4 7.9 16.2 18.4 17.3 15.6EV/EBITDA 0.8 1.6 2.1 4.8 4.8 4.5Div yield 8% 7% 6% 5% 5% 5%FCF yield 13% 9% 12% 8% 9% 9%ROE 10% 9% 7% 8% 8% 9%
Vodafone Group Plc
Safaricom Spot price: 7.85 Tgt. Price 8.142010 2011 2012 2013 2014e 2015e
EPS (adjusted) 0.38 0.33 0.32 0.44 0.52 0.58DPS 0.20 0.20 0.22 0.31 0.40 0.47BVPS 1.56 1.70 1.81 2.01 1.96 2.13ROE 27% 20% 18% 23% 25% 25%EBITDA mgn 44% 38% 36% 39% 40% 40%Market Cap (US$'mn) 2,871 1,831 1,544 2,807 3,590 3,590
P/E 14.5 11.4 10.1 13.7 15.0 13.1EV/EBITDA 6.2 4.5 3.6 5.1 5.8 5.3Div yield 3.6% 5.3% 6.9% 5.2% 5.1% 6.2%FCF yield 3.0% 3.6% 6.2% 5.9% 5.6% 6.7%ROE 27% 20% 18% 23% 25% 25%
Source: Company data, Deutsche Bank estimates, Priced as on 5 September 2013, All figures in local currency unless stated Source: Deutsche Bank, Bloomberg Finance LP, Priced on 5 September 2013; Safaricom is not under
Db equity research coverage. Statistics above, including target price, refer to Bloomberg consensus
25 m- for mobile and 'PESA' for money in Swahili
Pay to mobile, pay to
Facebook, pay to account,
pay to email are fast
becoming ubiquitous
alternatives to cheques; being
driven in many cases by third
party providers like Monitise
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M-PESA reached critical mass – a key requirement for success in payments – very quickly. Safaricom had an internal target for a million sign-ups in year 1 and achieved two million. By year three, M-PESA had 9m customers and by March 2013 this figure had risen to 17m, 67% of the population over 14 years of age (Figure 73). Ten million of these were active in the previous month. In the six months to March 2013, M-PESA handled an annualised US$11.5bn in person to person payments, about 30% of GDP. This excludes the growing use of M-PESA for payments to and from corporates. 18% or US$255m in Safaricom revenue in FY13 came from M-PESA, up 30% YoY (Figure 74).
Figure 73: M-PESA customers (m) Figure 74: M-PESA revenues (US$’m)
2.1
6.2
9.5
13.814.9
17.1
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
2008 2009 2010 2011 2012 2013
M-PESA customers (million)
97.8141.9
203.1255.4
9.0%
12.4%
15.8%
17.6%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
0
50
100
150
200
250
300
FY10 FY11 FY12 FY13
M-PESA revenue (US$m) M-PESA rev. as % of total revenue (RHS)
Source: Deutsche Bank, Safaricom FY13 results presentation Source: Deutsche Bank, Safaricom FY13 results presentation
How M-PESA works M-PESA began as a remittance product marketed as a means for urban dwellers to send money home. The customer registers an M-PESA account at one of 65,547 licenced agents (retailers, some bank branches, figure as at March 2013), a distribution network which vastly outnumbers that of the banks. Uniform M-PESA branding of all agents – outsourced by Safaricom – helps create recognisability across the network, as well as reinforcing confidence in the safety of customer money. The M-PESA account is linked to the customer's mobile number and accessed via a SIM-card resident application. Funds are deposited and withdrawn via M-PESA agents. Individual agents are organised under Agent Head Offices which manage liquidity and communicate with Safaricom in exchange for a ~30% share of the commission pool.
Figure 75: 30% of GDP in P2P payments in 2H13
Kshs 522bn* payments transacted between customers within M-PESA
Kshs 444bn* deposited into
M-PESA via agents
Kshs 390bn* withdrawn from
M-PESA via agents
* Oct. 2012-Mar.2013
Source: Safaricom FY13 results presentation
M-PESA reached critical
mass quickly, with 67% of
pop. over 14 years of age
signed up; person to person
payments of 30% of GDP now
processed this way
Customers open and operate
M-PESA accounts via a
network of 65k agents which
include retailers, ATMs and
some bank branches
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8 September 2013
Financial Services
Retail Bank Strategy
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Registration with M-PESA and deposits of funds are free. Once deposited, customers make real time payments to other individuals (P2P) and companies (e.g. utility providers), subject to a transaction size limit. P2P and cash withdrawals attract fees on a sliding scale at several hundred basis points for small transfers, falling to 20bps for larger ones (Figure 76). Customers do not earn interest on M-PESA balances and Safaricom’s yield on these funds – which are on-deposited with banks – accrues to a non-profit trust as agreed with the Kenyan Central Bank ahead of M-PESA’s launch.
Figure 76: M-PESA tariff sheet26 (excerpt, converted to US$ at 0.011/Ksh) Transaction Range (US$) Charges in US$ Charges as % of max tn
Min Max Transfer to other M-PESA
Users
Transfer to Unregistered Users
Withdrawal from M-
PESA agent
Transfer to other M-
PESA Users
Transfer to Unregistered Users
Withdrawal from M-
PESA agent
10 49 0.03 N/A N/A 6.1% n.a. n.a.
50 100 0.06 N/A 0.11 5.0% n.a. 10%
101 500 0.31 0.75 0.31 5.4% 13% 5%
501 1,000 0.38 0.75 0.31 3.3% 7% 3%
1,001 1,500 0.38 0.75 0.31 2.2% 4% 2%
1,501 2,500 0.38 0.75 0.31 1.3% 3% 1%
2,501 3,500 0.38 1.00 0.56 0.9% 3% 1%
3,501 5,000 0.38 1.20 0.75 0.7% 2% 1%
5,001 7,500 0.63 1.63 0.94 0.7% 2% 1%
7,501 10,000 0.63 1.95 1.25 0.6% 2% 1%
10,001 15,000 0.63 2.51 1.81 0.4% 1% 1%
15,001 20,000 0.63 2.70 2.01 0.3% 1% 1%
30,001 35,000 0.94 3.14 2.13 0.2% 1% 1%
35,001 40,000 0.94 N/A 3.14 0.2% n.a. 1%
40,001 45,000 0.94 N/A 3.14 0.2% n.a. 1%
45,001 50,000 1.25 N/A 3.14 0.2% n.a. 1%
50,001 70,000 1.25 N/A 3.76 0.2% n.a. 0%Source: Deutsche Bank, Safaricom website
M-PESA clearly helped to meet an established customer need in a lower risk, more convenient and potentially more cost effective manner (many remittances were previously made via taxi companies). Safaricom’s M-PESA average revenue per user (ARPU) is a third of that of Voice and almost 3x that of SMS. Importantly, and in line with our greatest hopes for digital in banking, it contributes towards the maintenance of market share, reduction of churn and premium pricing of the overall Safaricom mobile offering relative to peers.
26 http://www.safaricom.co.ke/personal/m-pesa/m-pesa-services-tariffs/tariffs
Registration and deposits are
free, with transfers and
withdrawals attracting
sliding-scale fees which fall to
20bps for larger transactions
M-PESA ARPU is a third of
that of Voice, almost 3x SMS,
contributes to lowering churn,
supporting overall product
pricing and customer
recruitment
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Figure 77: ARPU growth across service lines
3.59
0.40
1.08 1.15
5.20
3.96
0.52
1.371.06
5.96
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Voice SMS M-PESA Mobile Broadband Service ARPU
US$
FY12 FY13
Source: Deutsche Bank, Safaricom FY13 results presentation
M-PESA has grown as a broader channel for digital commerce The significant customer coverage achieved by the system has made it feasible to act as a channel for corporates to make and receive payments. Companies make salary and dividend payments via the system, reducing the need for cash disbursements for field staff, for example. Hundreds of businesses are signed up to receive payments from customers via M-PESA, including utility firms like Kenya Power, insurance companies and so on. 32% of Safaricom airtime top ups were bought via M-PESA in 2013.
What M-PESA says about the future of retail banking
What does the success of M-PESA say about the ability of banks to maintain current dominance in most payments systems? Part of this is down to the coincidence of market factors listed below that supported M-PESA which we’ve not seen much elsewhere. Other markets such as the Philippines, for example, were earlier to launch mobile money (Globe Telecom and SMART started SmartMoney and G-Cash in 2000) and have seen more limited penetration.
Significant demand for remittance payments (half of households receive payments of this kind), reinforced by urbanisation and a cultural desire to retain strong links with ancestral homes. Most remittances are domestic, limiting the need for cross-border system capabilities.
A relatively under-banked population served by a branch network that is sparse enough to make electronic payments very attractive but large enough to allow M-PESA agents to manage their cash positions effectively (Figure 78).
Safaricom had a dominant market share, which supports achieving scale more rapidly in a new endeavour (Figure 79).
A supportive central bank and regulator.
Critical mass in customer
coverage makes M-PESA
viable as a means for
companies to pay staff and be
paid by customers
Part of the success of M-
PESA is down to a
coincidence of conditions
relatively specific to Kenya
and some EM peers
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Figure 78: Customers per branch (1000’s, 2012) Figure 79: Telco market share, Kenya, December 2012
37.1
20.1
13.8
5.43.2
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Kenya Philippines South Africa United Kingdom
United States
Popu
latio
n pe
r bra
nch
(000
's, 2
012)
Safaricom64%
Airtel17%
Orange8%
Yu Essar11%
Source: Deutsche Bank, IMF, World Bank, FDIC for US Source: Deutsche Bank, Safaricom FY13 results presentation
We don’t dismiss M-PESA’s progress as an EM- or Kenyan-only case, however. We think there are a number of broader lessons which can be drawn from this case study.
Customers will pay for a value added service. An obvious point but one worth revisiting in markets such as the UK and US where the imposition of new fees is anathema to many.
In a limited number of situations, new services give service providers an ability to charge more, acquire new customers and reduce back book churn. Safaricom reports higher customer pricing and lower churn as a consequence of M-PESA’s coverage and success. It is noteworthy that the P2P fee structure imposes a fee up to 5x higher on the sender of funds when monies go to a non-Safaricom customer, recognising the leverage the sender has with the recipient to prompt a change in telco.
M-PESA’s success isn’t just about the unbanked: product and convenience can drive share gains. Survey evidence27 confirmed that M-PESA early adopters were twice as likely to have a bank account (72% versus 36%), better educated and more affluent. Differentiation in customer convenience and service played a meaningful role in achieving critical mass which now serves as a decent barrier to entry for non-banks at least, in our view. Ease and cost of use has seen the proportion of Kenyan households receiving remittance money increase to 52% from 17% before M-PESA was introduced.
Sensible product design, marketing and technology can build customer trust in new financial ventures. In future banks will lose their exclusive claim as the only safe custodian of customer funds. Safaricom supported M-PESA take up via (i) heavy marketing, (ii) transparent pricing left unchanged for at least three years post launch; (iii) No agent-level charges, largely eliminating potential for on-the-ground co-ercion of customers for agent financial gain; (iv) free SMS-driven transaction confirmations to reinforce trust and error correction. Whereas M-PESA customer balances are very low, effectively acting as a pre-funded Paypal, trust levels and regulation have now advanced to a level where Safaricom have launched an interest-bearing savings and loan product suite called M-Shwari. We watch with interest.
27 Mobile Payments go Viral: M-PESA in Kenya, Ignacio Mas, Dan Radcliffe, Bill & Melinda Gates Foundation, March 2010
Don’t dismiss M-PESA’s
success as a Kenyan-only
case. There are broader
lessons to be learned
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M-PESA shows the need for banks in general (and new banks in particular) to consider the economic merits of looking at customer's ability to pay based on transaction volumes and profile rather than by size of cash float or loans taken.
The bottom line We think digital payment tools like the ones offered by many banks and by Safaricom are another place where the consumer is the largest beneficiary and ubiquity of provision means the product becomes a hygiene factor in a short space of time: not a reason to move to a bank, but perhaps a big deal for some if not available. Though we remain alert for an un-copyable killer app in banking, we don’t expect to see one and we don’t think non-bank mobile payments is a huge market in most countries.
Moving to a less cash & cheque dominated world
Cash: higher in volume, but lower in value Physical cash (banknotes and coins) in circulation within economies has risen over the past 4 years (Figure 80), particularly in Turkey and India even after adjusting for inflation (Figure 81). Others, such as Sweden (which has moved away from using cash).
Figure 80: Change in cash in circulation since 2007 Figure 81: Change in cash, adjusted for inflation, 2007-11
HK, 58%
India, 81%
South Africa, -30%
Sweden, -13%
Turkey, 99%
UK, 22%
USA, 30%
-50%
0%
50%
100%
2007 2008 2009 2010 2011
% c
hang
e in
ban
knot
es /
coi
ns in
ci
rcul
atio
n
-23%-12%
3%
19% 20% 22% 24% 28%
44% 45% 45% 48%53% 55% 58% 62%
73%
-40%
-20%
0%
20%
40%
60%
80%
Source: BIS, Deutsche Bank estimates. Local currency, not adjusted for inflation Source: BIS, Deutsche Bank estimates. Local currency, adjusted for CPI inflation
Cash as % of GDP increased from 8% in 2007 to 8.4% in 2011 for the CPSS countries. Cash volumes are easier to track than cash usage in many markets. We have a decent view of trends for the UK using statistics published by the Payments Council:
By volume, the proportion of transactions using cash in shops fell from 75% in 2001 to 56% in 2011. For non-regular or ‘spontaneous’ payments, cash still makes up 3 out of 5 payments in 2011.
By value, the proportion of retail spend in cash has fallen from 45% to 30% over 2001-2011. For non-regular / spontaneous payments, cash may be dominant, but 44% of these payments of these are between £1 and £5.
So the trend appears clear: cash still makes up a large portion of volumes, but in terms of values it is becoming increasingly less relevant.
Banks can offer mobile
payments as well as anyone
else; the product has become
commoditised very quickly
and doesn’t act as a basis for
market share shifts in most
countries
Most countries are seeing real
growth in cash in circulation
In UK retail cash is 56% of
volume (75% in 01) and 30%
of value (45% in 01)
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Figure 82: Personal non-regular payment volumes in
2011 in the UK
Figure 83: Retail spending by value over time
0
5
10
15
20
25
30
35
Vol
umes
bill
ions
Cash Debit card Credit card Cheque Other Remote Banking
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2001 2011
Cash Cheque Debit card Credit card / Charge card Other
Source: UK Payments Council, ‘The Way We Pay’ 2013 Source: UK Payments Council, ‘The Way We Pay’ 2013
Governments have an incentive to shift payments away from cash To reduce tax evasion: One of the CIOs we spoke to suggested that one way to
curtail tax evasion severely would be to shift the Eurozone to a cashless economy. Though somewhat tongue-in-cheek, this is a big picture reminder that (i) the technology is there and (ii) governments have a real role and incentive to facilitate a shift to a more efficient digital/electronic economy.
Higher GDP cost: The Swedish KTH Royal Institute of technology estimates a domestic cost of cash of 0.26% of GDP, compared with credit cards at 0.19% and debit cards at 0.09%.28 For many countries, cheques are a good example of an area where government could and should take action.
Sweden: an example of an increasingly cashless society: Of all the countries in Europe, Sweden has probably progressed furthest in removing cash as the main medium of transacting. Here bills and coins represent just 3% of the Swedish economy, and “a small but growing number of businesses only take cards, and some bank offices...have stopped handling cash altogether”.29
65-75% of Swedbank and Nordea branches in Sweden are ceasing manual cash handling30. Nordea reports a 20% annual decline in customer demand for cash from branches. Retailers including Kunsaengen, 3 and TeliaSonera have or are phasing out the acceptance of cash in stores31.
We think businesses will increasingly move to non-cash models to cut costs. Transport for London (TFL): the Oyster Card has been a form of electronic ticketing
used on public transport in London since July 2003. A contactless RFID (Radio-Frequency Identification) chip within the card enables customers to travel on buses / trains / London underground services. In 2007 TfL and Barclaycard launched a combined Oyster, contactless payment, credit card, called OnePulse (Figure 84). From December 2012 all buses now accept contactless debit/credit payment cards, with 25 million journeys expected to be made via this payment method in 2013. By the end of 2013 customers will be able to use contactless payments cards for all TfL journeys – making London the first major urban transport system in the world to accept contactless.
28 Mastercard Worldwide, Payments Perspectives Blog: Sweden: A cash desert? Or an electronic Oasis? 29 http://www.cbsnews.com/8301-202_162-57399610/sweden-moving-towards-cashless-economy/ 30 Mastercard Worldwide, Payments Perspectives Blog: Sweden: A cash desert? Or an electronic Oasis? 31 Bloomberg, 11 April 2013, Swedish banks make money by saying No to money
Governments have a real role
and incentive in facilitating a
shift to a more efficient
digital/electronic economy
65-75% of Swedbank and
Nordea branches don’t do
manual cash handling; Some
retailers are phasing out the
acceptance of cash in stores
We expect business will
increasingly move to non-
cash models to cut costs; the
savings here are non-trivial
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Figure 84: Oyster Cards in action Figure 85: Barclaycard OnePulse
Source: Transport for London Source: Barclaycard
Since the introduction of the Oyster the use of cash to purchase fares on the TFL network has fallen significantly. 25% of bus fares were paid in cash in 2000, today this has fallen to less than 1%, and TfL is now consulting on phasing out cash fare payments on London buses at the end of 2014. TfL thinks it will save £24m a year by going cashless, that it would speed up service, and be cheaper for customers.32
Cash won’t disappear altogether of course Near term, though we think the use of cash will dwindle, the advantages it gives to consumers (through convenience, anonymity, security of finality of transaction) and the important role it plays for some sectors (low income households, charities) should clearly guarantee an ongoing place for cash in most areas of commerce.
Cheques: On the way out... Cheques have been in decline for many years. Data from the UK shows that volumes have dwindled from over 200 million a month back in 1990, down to under 50 million a month in 2013 (Figure 86). Transaction values globally have also slipped at a similar, though slightly slower pace (transactions down c.6-7% per year, Figure 87).
Figure 86: Cheques down 24-28% over 4 years globally... Figure 87: ...and have fallen 80% off peak volumes
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
2007 2008 2009 2010 2011
Cheq
ue tr
nasa
ctio
n va
lues
(USD
tr
illio
n)
Cheq
ue v
olum
es (b
illio
ns)
Cheque transactions globally Cheque values globally
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
0
50,000
100,000
150,000
200,000
250,000
300,000
Jan-
90
Aug
-91
Mar
-93
Oct
-94
May
-96
Dec
-97
Jul-9
9
Feb-
01
Sep-
02
Apr-
04
Nov
-05
Jun-
07
Jan-
09
Aug
-10
Mar
-12
Val
ues
(£m
)
Vou
mes
(000
s)
Volumes (000s) Values (£'m)
Source: BIS data, Deutsche Bank analysis Source: Deutsche Bank estimates, UK Payments Council
Much of this decline is due to the inefficiency of clearing cheques: they take several days to clear compared with next day / near-instantaneous electronic transfers. Direct
32 http://www.tfl.gov.uk/corporate/media/newscentre/28413.aspx
25% of London bus fares
were paid in cash in 2000,
less than 1% today; TfL
estimates could save £24m a
year by going cashless
Cheques have been in decline
for many years
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debits are generally more convenient and efficient ways to pay bills for both the sender and the receiver.
Though the elimination of the cheque looks inevitable in the long run driven by technological change, overall extinction is likely more than a decade away. Cheques have been around for over 350 years and in some countries remain widely used. Almost 20% of US non-cash payments were made via cheque in 2011, and in China, Mexico, France and India cheques represent over 10% of non-cash transactions (Figure 89).
3 reasons for the longevity of cheques Cheques do have advantages: Sometimes being really efficient isn’t what
consumers want: for payers the processing time (typically 4-6 days) can be beneficial as it means retaining the funds for longer; there are no real limits on size (cheques still have the largest average transaction values, Figure 88); you only need to have the recipient’s name (rather than bank details) to make payment. Cheques are still readily used as a way of gifting money to others/charities in a safe fashion, though increasingly utility companies incentivise customers to pay via direct debit.
Figure 88: Transaction values by non-cash payment Figure 89: Global non-cash payment usages, 2011
0
200
400
600
800
1,000
1,200
1,400
Jan-
90
Mar
-91
May
-92
Jul-9
3
Sep-
94
Nov
-95
Jan-
97
Mar
-98
May
-99
Jul-0
0
Sep-
01
Nov
-02
Jan-
04
Mar
-05
May
-06
Jul-0
7
Sep-
08
Nov
-09
Jan-
11
Mar
-12
May
-13
BACS Faster PaymentsCheques & Credit Credit cardsDebit cards
0%10%20%30%40%50%60%70%80%90%
100%
Net
herl
ands
Russ
ia
Swed
en
Switz
erla
nd
Ger
man
y
Belg
ium
Saud
i Ara
bia
Sout
h A
fric
a
Aus
tral
ia
Kore
a
Uni
ted
King
dom
Braz
il
Ital
y
Cana
da
Chin
a
Glo
bal a
vera
ge
Mex
ico
Fran
ce
Indi
a
Uni
ted
Stat
es
Cheques Transfers Direct debits Credit cards Other
Source: Deutsche Bank estimates, UK Payments Council Source: Deutsche Bank analysis, BIS data
Cheques are still used for some standardised payments: It is also worth noting that in the UK, for example, some government welfare payments are still paid by cheque. 20% of all regular cheque payments by consumers in 2011 were state payments for childcare. This will change we think.
Convenience / Trust / Culture: Some consumers place greater faith or convenience in a payment mechanism which has worked for centuries (requiring just a cheque book, a name, and a pen) over relatively new electronic payments (requiring logins, account numbers, an internet connection etc). For others managing their payments via cheques allows them to track their financial position. We expect there is a generational trend.
These consumers have in the past been quite vocal, for example the announcement from the UK Payments Council that in 2009 that cheques would be phased out in 2018 was eventually aborted following criticism from consumer groups and politicians. For example at the time, Mark Hunter, a Liberal Democrat MP, said: “This is a scandalous, self-serving decision that puts the whims of City fat cats ahead of the needs of this country’s most vulnerable people...Many elderly, housebound and disabled people rely on cheques for payment and will be massively inconvenienced...Scrooge-like bankers had the chance to start putting customers first once again, but they have well and truly failed.”33
33 Daily Telegraph, ‘Death of the cheque book announced’, 16 December 2009.
The elimination of the cheque
is more than a decade away –
with economies such as the
US still remarkably keen on
them
Cheques are still used for
some standardized payments,
and many consumers still
place greater faith or
convenience in them
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Growth in digital wallets
Overview
Digital and mobile wallets are two of the more interesting unfolding payment innovations. At its simplest a digital wallet is a PayPal-like gateway tool to which consumers link debit and credit cards in an account which can be used to transact online. A mobile wallet is much the same but is held on a smartphone and increasingly offering benefits including loyalty schemes, retail offers, storage of airline and concert tickets. Wallets can be multi function (Google Wallet, Apple’s Passbook) and single function (McDonalds’ GoMcDo, Starbucks). The key differentiating factor around mobile wallets we think is its increasing functionality in real-world retail in payments and special offers in particular.
The opportunity for wallet providers is straightforward. Increased share of customer spend, greater loyalty and a transaction data set that can inform Big Data propositions. The risks to banks – the owners of the dominant payments value chain in most places – is a loss of share in payments (disintermediation – serious) and loss of brand standing with customers (bank cards “disappear” into e-wallets and are not seen again, with phones deciding which card to use in which store – less serious).
Given the proliferation of wallets coming to market, this is a threat that banks must take seriously. Overall, however, we expect banks will maintain most of the economics around payments that they enjoy today. The logic here is the same as that expressed in relation to mobile payments above. Banks already have scale in storage and transfer of customer funds, they have customer trust and expertise in cyber security, in convenience of transacting (contactless or otherwise) they will match other products which come to market and, as we discuss in greater detail in the Big Data chapter, they have a largely unused but vast customer data advantage to deploy here.
In short, we expect customer smartphones to hold numerous wallets that make it easier for customers to transact with their favourite coffee shop, airline, cinema chain and bank. But if no killer version of the wallet emerges – which would have to be terrific as well as impossible to copy – we think banks will retain their role in payments. Though we remain vigilant of this fast moving space.
Card model is moving towards a digital wallet, transaction focus
The early card model focused on plastic as an extension of consumer credit, offering convenience for the customer and retailer, and often incentives around loyalty schemes and so on. Since then the model has moved towards a transaction-driven model in line with the strong growth in debit card transactions and declining prevalence of cash and cheques within the payments mix (described in the Payments chapter). In the US in particular we read a great deal about innovations in a number of areas, including:
Digital Wallets: Consumers link debit / credit cards into an online account or identity.
Mobile wallets: Mobile versions of digital wallets offering convenience and security of online digital wallets on smartphone. Customers manage debit / credit cards on their phone and increasingly make payments directly using their phones.
Mobile-Point of Sale (mPOS): The shift by retailers (particularly in the US) towards using mobile / software Point of Sale systems rather than physical hardware (like a
Digital and mobile wallets are
two of the more interesting
unfolding payment
innovations
The opportunity for wallet
providers is increased share
of customer spend, greater
loyalty and Big Data; the risk
for banks is disintermediation
We think banks need to take
the threat head on by
providing better product,
powered by the data
advantage they hold
The customer wins (again)
and banks should retain much
of their market share, with
some upside from efficiency
gains
Card as a payment tool
married with smartphone
technology promises to
significantly change the way
that companies market and
customers transact
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Verifone/Ingenico terminal). Pioneered by Apple; several retailers, grocery stores, and restaurants are following suit.
Big Data: Uses analysis of customer/merchant transaction data to provide targeted offers for customers or marketing campaigns for retailers, amongst other things (see Big Data chapter).
Geo-fencing: Virtual perimeter created in real-world means GPS-enabled smartphones can house apps which use the customer’s location for providing targeted offers / vouchers for particular retailers. We expect banks to capitalise on their customer relationships in this area in particular.
Near-Field Communication (NFC) technology: Broad term covering contactless technology increasingly seen on cards, phones and PoS terminals. Based on industry standards using RFID chips already present in many smartcards.
Contactless cards: Allows payments below £20 / E20 without PINs or signatures. Convenience obvious to any who have used it whilst benefits of adoption to high volume retailers are probably under-appreciated. As with most other things involving money, however, it will take time to increase consumer confidence in the security of transacting on a contactless basis. Survey evidence published by ING shows that 45% of respondents in a June 2013 poll disagreed with the statement “I would feel confident that my money is secure if I used contactless payments”, with a surprising divergence in confidence levels by country. It is interesting that confidence in contactless bears little relationship to mobile banking penetration rates: concerns in this area aren’t just about tech-savvyness (Figure 90). As expected younger customers are more confident – but there is far less sensitivity in the trust metrics to age than we expected (Figure 91).
Figure 90: Poor confidence isn’t just tech savvyness… Figure 91: …and surprisingly low leverage to age
-5%
5%
15%
25%
35%
45%
55%
65%
% o
f res
pond
ents
% doubting money security in Contactless % not using mobile banking
-5%
5%
15%
25%
35%
45%
55%
65%
Europe 25-34 years 35-44 years 45-54 years 55+ years
% o
f res
pond
ents
% doubting money security in Contactless % not using mobile
Source: ING International Survey, July 2013; Financial Empowerment in the Digital Age Source: ING International Survey, July 2013; Financial Empowerment in the Digital Age
Nevertheless, there has been a steady rise in the proportion of contactless cards in the UK (Figure 92), with new cards issued typically featuring the technology and entering circulation as old cards expire. Similarly there has been an extensive roll-out of contactless terminals, with 147,000 in operation the UK now. Adoption in the US has been slower, primarily due to prevalence of mag-swipe/signature payments at PoS terminals which is already a relatively efficient process when compared with chip and pin used on European cards. We expect contactless to continue to grow in Europe in particular.
Roll-out of contactless has
been more extensive in the
UK, for example, than in the
US which tends to use mag-
swipe/signature PoS
terminals
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Figure 92: 22% of UK cards now contactless Figure 93: Contactless terminals and cards on the rise
-0.20%
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
0%
5%
10%
15%
20%
25%
Jul-10
Oct-10
Jan-11
Apr-11
Jul-11
Oct-11
Jan-12
Apr-12
Jul-12
Oct-12
Jan-13
Mon
thly
gro
wth
rat
e
% o
f car
ds w
hich
are
con
tact
less
% of cards contactless Monthly growth rate
0
5
10
15
20
25
30
35
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Jul-10
Sep-10
Nov-10
Jan-11
Mar-11
May-11
Jul-11
Sep-11
Nov-11
Jan-12
Mar-12
Ma y-12
Jul-12
Sep-12
Nov-12
Jan-13
Mar-13
Num
ber o
f con
tact
less
car
ds (m
illio
n)
Num
ber o
f con
tact
less
term
inal
s
Number of contactless terminals Number of contactless cards
Source: UK Cards association Source: UK Cards association
Digital/mobile wallets aren’t just about cards Cards have seen a shift towards digital and mobile wallets. But other forms of banking are going mobile including electronic cheque cashing and bank account management. The convergence of card payments, big data, NFC technology and smartphones has seen retailers, mobilePoS, internet aggregators, and mobile phone operators all enter the wallet business. We show this convergence in Figure 94.
Figure 94: Convergence on the digital and mobile wallet
Cheques
Merchant Acquirer
Retailers
Payment Networks
Card issuer Digital wallet
Mobile wallet
Cash payments
Account management
Mobile PoS
Internet aggregators
Mobile phone
operators
Cred
it ca
rd s
take
hold
ers Traditional bank services
New entrantsSource: Deutsche Bank
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The key question: Is there a killer wallet out there?
It seems clear that increased adoption of non-cash and digital transaction channels will continue to fuel payments volume growth. This should be good for payments networks and large card issuers who enjoy operating leverage to revenue growth and pre-existing scale for newer businesses like digital marketing services. It is notable that many of new entrants (such as Square) operate using incumbent payments networks.
The important question is whether an iTunes (music), Amazon (books) or eBay (auctions) of e-wallets will arise to shift market share and competitive advantage. We can’t yet see a situation where a wallet / similar device emerges which has features that banks can’t replicate or which stops users acting in a multi-wallet fashion. In fact, all stakeholders in mobile wallets (telcos, banks, payment networks) are wary of ceding control to one tech company given the emergence of platform dominance in other online markets. This should mean that a single killer-app or all-encompassing wallet is unlikely to emerge to the exclusion of others (and those provided by banks).
If this view is correct – our base case – banks which give payments innovation due consideration and investment will maintain their share of the payments industry, consumers will see greater convenience in transacting, and wallet functions (like mobile payments) will soon be something we all take for granted, a commoditised component of the retail and banking experience. In this context, it may well be better to own the provider of wallet technology than the buyer: the conclusion we also came to in respect of core IT.
We look at the opportunities, risks and produce offerings for some of the key players in the wallet market below.
Banks Opportunity: Provide better payment experience for customer, capture greater
share of purchase wallet, accumulate more customer transaction data, achieve better customer retention and risk pricing, reduce branch operating. We show Barclays mobile payment solution (Pingit, in Figure 95)
Risk: If a 3rd party mobile wallet takes share, the banking relationship could become just one of several payment methods in the wallet – depriving the bank of brand promotion, potential sales and potentially customer data. In a world where customer churn is fairly low (e.g. in the UK), mobile wallets which enable customers to easily switch banking services without any change to gateway for interaction (e.g. like a Sim Card) presents a market share risk.
We expect payment networks
to continue to see further
volume growth; as yet it
remains unclear whether and
which wallet / brand /
gateway app will capture
meaningful market share in
digital payments
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Financial Services
Retail Bank Strategy
Page 56 Deutsche Bank AG/London
Figure 95: Barclays Pingit
Source: Company website
The Retailers Opportunity: Increased sales volumes, faster queuing times, lower payment costs, benefit of targeted offers to consumers, customer data, better customer service, extension of brand awareness.
Risk: That retailers lose brand identity, margin or control of the payments process to a 3rd party gateway (e.g. Google Wallet) which becomes dominant (like Apple with Music or Amazon with Books) leading to reduction in revenues.
Starbucks has launched a mobile wallet which allows customers to pay for coffees and track rewards/vouchers. Seen as the ‘role model’ for retailer mobile payments success has 3m transactions a week; partnered with Square and Paypal.
MCX leading US retail companies formed a joint venture in 2012 called ‘Merchant Customer Exchange’ (MCX) to design “a customer focused, versatile and seamlessly integrated mobile-commerce platform”. Collectively the merchants “already serve nearly every smartphone-enabled American on a weekly basis”34 MCX hope to lower funding costs by connecting directly to consumer banking accounts and increasing competition between banks.
McDonalds GoMcDo mobile checkout app. Allows users to order and pay on the phone and pick up without standing in the checkout line. Launched as a pilot in 30 restaurants in France, now rolling out to another 1,200.
Card issuers / merchant acquirers Opportunity: Capture and leverage customer data to sell targeted merchant offers,
generating commissions and additional volume, greater transactional data for risk-management and pricing.
Risk: Disintermediation, market share losses.
Barclaycard has c.25% market share of credit cards in UK and a large proportion of merchant acquirer PoS terminals. This has led it to launch ‘bespokeoffers (https://www.bespokeoffers.co.uk/). See Big Data chapter for product profile.
34 http://www.mcx.com/ Participating merchants include: 7-Eleven, Inc.; 76; Alon Brands; Bed Bath & Beyond Inc.; Best Buy Co., Inc.; Brinker International, Inc.; Circle K; Conoco; CVS/pharmacy; Darden Restaurants; DICK’s Sporting Goods; Dillard’s, Inc.; Dunkin’ Brands; Gap Inc.; HMSHost; Hobby Lobby Stores, Inc.; Hy-Vee, Inc.; Kohl’s Department Stores; Lowe’s; Meijer; Michaels Stores, Inc.; Pacific Convenience & Fuels LLC; Phillips 66; Publix Super Markets, Inc.; QuikTrip Corporation; RaceTrac; Sears Holdings; Sheetz, Inc.; Shell Oil Products U.S.; Southwest Airlines; Sunoco, Inc.; Target Corp.; Wakefern Food Corp.; Wal-Mart Stores, Inc.; and Wawa
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Mobile banking apps: many banks have launched mobile banking apps (or used 3rd party solutions like Monitise) which allow customers to monitor spending etc.
Payments networks Opportunity: Be the gateway for all payments, online and offline, driving volume
growth and fees. Greater transaction data; partnering with other stakeholders to take share.
Risk: Market share losses from competing offerings.
Visa: V.me is a cloud-based digital wallet which lets a customer to use any card (i.e. not just Visa) online under one username and password. Currently online, but plans to use NFC/contactless too. Visa expanded its ‘Visa Offers’ programme which allows issuers and merchants to deliver customized and differentiated real-time offers to Visa cardholders at point-of-sale.
MasterCard PayPass & MasterPass. PayPass digit wallet services were announced in May 2012 primarily as a digital wallet. MasterPass, announced in 2013, builds on this and allows the digital wallet to be used online and for retail purchases at checkouts. Offers checkout services, connected wallets (white-label solution for banks/merchants/partners to offer wallets, consumers can use any cards) and value added services (loyalty programmes / offers). Live in the US, Canada, Australia, UK, Spain, Sweden, Singapore, Israel, Italy.
Mobile phone networks / manufacturers Opportunity: We expect M-PESA-like launches for most mobile operators,
generating fees for payments processed from customers and retailers.
Risk: That another mobile wallet (e.g. Google) becomes dominant, that NFC is not the preferred technology or (mainly) that customers stick with the vast array of working alternatives already offered.
Isis: JV of the top 3 US mobile operators (Verizon, AT&T and T-Mobile) which uses a SIM-card based NFC payments solution. This launched on 22 October 2012 after delays, has suffered performance issues. Wallet resides on the phone rather than in the cloud. Isis has also launched an application which allows consumers to pay/redeem coupons, points and offers (merchants charged).
Vodafone UK, Everything Everywhere, and O2 UK: Has won approval to form a mobile payments JV in the UK.
Telefonica/O2 UK: O2 UK have launched an O2 wallet, and a virtual O2 Money Visa account card which allows consumers to send/receive money, compare prices, receive offers, top-up phones.
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Figure 96: O2 Wallet app
Source: O2
Everything Everywhere: Partnered with Mastercard to offer a prepaid account solution on mobile phones for contactless NFC payments, money transfers and loyalty rewards. The builds on an earlier ‘Quick tap’ version which saw Orange (part of EE), Barclaycard and EE collaborate to create a smartphone-enabled NFC payment app. One issue we see with this is the requirement to ‘top-up’ a separate account for using NFC payments – another account isn’t convenient for consumers.
Apple Passbook / Samsung Wallet: allows user to store tickets / membership cards / flight boarding basses / vouchers on the handset. Apple iPhone 5 notably lacks NFC. Currently uses QR-codes rather than NFC, and does not support payments. But our US tech analysts think this is a stepping stone towards mobile payments.
Internet aggregation / technology companies Opportunity: Online retail spending typically results in a card transaction. Becoming
the dominant portal for these card transactions is potentially lucrative (fees for payments and for push advertising).
Risk: Someone else gets there first or the offering remains too weak to drive material customer take-up, or phone companies do not allow the digital wallet apps on handsets.
Paypal was the most prominent e-commerce digital wallet during the 2000s, popularized via eBay (which now owns PayPal) and other online retail companies. The consumer benefits from protecting their card details and from convenience: just having to enter a username and password (rather than lengthy card numbers, addresses, authentication etc). The ‘aggregator’ Paypal then charges a fee to the person receiving money / the retailer.
Google Wallet: Google’s first wallet was launched in May 2011 and based around the phone, facing resistance from mobile network operators, a lack of bank partnerships and could not be used for online purchases. Relaunched in August 2012 as ‘Google Wallet’ (replacing Google Checkout as well) as a cloud-based solution which lets cardholders load cards for use online and in stores through NFC. Google still faces resistance from card issuers who fear brand dilution / disintermediation risk (and it currently blocks cardholder data from being transmitted to issuers which could limit card issuers plans to leverage transaction data); as well as from mobile operators who want control of the so-called ‘Secure Element’ on SIM cards for the use of their Isis platform and have blocked Google.
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Financial Services
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Mobile Point of Sale / Payments Service Providers Please see the work by our US Technology research colleagues lead by Bryan Keane who have written extensively on the Point of Sale and Mobile Point of Sale market.
Opportunity: create a mobile Point of Sale for merchants that is cheaper to operate, offers a better customer experience; reporting, inventory and sales analytics for retailers; and other value-added services like merchant marketing and loyalty systems. Has the potential to disintermediate some of the traditional Point-of-sale providers and encroach on merchant acquirer business.
Risk: That traditional PoS providers shift to cloud, margins and value proposition are not sustained, margin pressured by payment networks / card issuers.
History: this has been particularly popular in the US, where there has been a move towards using mobile / software Point of Sale systems rather than physical hardware (like a Verifone/Ingenico terminal). Apple pioneered mPOS by eliminating checkout lines at its Apple Stores and using iPads with a card reader / payment app. Several clothing retailers, grocery stores, and restaurants are following suit.
Square: iPad PoS solution for retailers in US, simple pricing model vs traditional PoS (based on giving the dongle for free and then charging per transaction). Launched geofencing in the US which means that if a customer walks within 100 metres of a retailer with Square, targeted offers can be sent in real-time, or if the customer pays for something, then their name and details will already be with the retailer, not requiring any presentation of a card / PoS.
iZettle: European mobile payments company allowing retailers to accept card payments on smartphones / tablets. Uses Chip & Pin, which is more widespread in Europe (unlike US which where mag swipes still used). In August 2013 the company received mPoS approval by Visa and MasterCard.
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Where to for branches?
Overview
Branches are the face of any established bank and where changing customer service preferences will be felt most. Current branch footprints and layouts are unsustainable in our view, with the most change needed in format rather than number of branches in most markets. We estimate that branches are about 50% of retail banking costs. We think restructuring could reduce this by 10-20%, cutting overall retail costs by 5%-10% and largely offsetting the increased costs relating to core IT renewal discussed above.
Tech change aside, a number of countries in Europe (Spain, Italy, Cyprus, Portugal) have branch networks that vastly over-service customers relative to peers. European rates can’t increase for an extended period given vast quantities of floating rate household debt in the periphery, so we expect material cuts to branches in these countries over time to compensate for tough NIM and LLP conditions.
The US, Italy, Portugal and Hungary stand out, effecting little change in network size during the crisis when compared with markets like Denmark (-36%), Bulgaria (-33%), Netherlands (-31%), Belgium (-14%).
Trends in branch usage are self-explanatory: ING’s Belgian branch footfall was down 24% in 2012 on digital take-up, Danske’s teller transactions were down 35% last year while digital was up 34%, NAB’s teller transactions were down 16% CAGR 2009-2012 with digital growing strongly.
Format wise, we expect future branches to be 25% smaller, with 20% fewer personnel, fewer/no tellers and with more advisory staff. A reduction in cash handling in branch will make fit-out cheaper, reduce operating security costs, make branches easier to relocate and quicker to break even (JPM says six months faster).
Automation has a significant role to play. Nearly three quarters of Swedbank and Nordea branches in Sweden no longer deal with cash at tellers. LBG has diverted millions of branch cash deposit transactions to smart deposit machines. ATMs continue to grow in popularity. We expect third party providers like G4S and Notemachine to increasingly own and run ATM estates for banks. These operations marry secure logistics and technology maintenance, neither of which are necessary for delivering bank customer edge. If experiments with de novo self-service formats (drive through; supermarkets etc) prove viable, we expect maintenance of these to outsource also.
Changes in branch thinking has been fairly slow in coming given crisis priorities, the somewhat unexpected strength in mobile banking take-up, and upfront costs which not only include “good” capex but also the hidden expenses around lease break-fees and branch property held on balance sheet above market value. Change is inevitable we think and when it comes we expect it will be to the benefit of both customers and shareholders.
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Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 61
Branches are the “face” of the bank, 50-60% of costs…
Branch numbers and associated staff are naturally a sensitive topic. Branches are the face of any established bank, readily-recognisable landmarks that most pass daily, and where most customers remember opening their first bank accounts. But with digital channels changing the frequency and manner in which customers deal with their bank, and within the context of broader cost rationalisation plans and progress in IT, current branch footprints are unsustainable, we think. As we discuss below, outside of some countries where customers are over-serviced, we think most change needs to come in branch design and rather than in a radical reduction in outlets.
The facts on changes in digital and branch channel usage speak for themselves. ING’s incoming CEO says that the take-up of digital banking in its Belgian business drove a 24% fall in branch footfall in 2012. Danske Bank’s branch teller transactions are down 35% YoY whilst mobile and internet interactions are up 34%. NAB’s counter transactions are down 16% CAGR 09-12 whilst mobile grows strongly off a low base (Figure 98).
Figure 97: Australia: Ave interactions per customer p.m.
by channel
Figure 98: National Australia Bank channel volumes
2.2
6.3
1.1
5.1
1.1
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
2002 2004 2006 2008 2010 2011 2012
Inte
ract
ions
/ cu
st p
er m
onth
by
chan
nel
Mobile Online Phone ATM Branch
-16%-3%
-19%
21%
-9% -7%-14%
5%
111%
-40%
-20%
0%
20%
40%
60%
80%
100%
120%
Branch counters ATM Telephone Banking
Internet Banking Mobile Internet Banking
% c
hang
e
09-12 % change YoY % change
3089%
Source: Westpac Source: Company data
The proportion of retail costs which relate to branches is tougher to estimate than one might think. Figure 99 shows that Barclays’ 2011 split of UK Retail and Business Banking costs has the network at a third of the total before branch property costs and staff performance and retirement pay. We would expect around 75% of these cost pools to relate to branches taking the branch cost share to ~ 50% of the retail total.
Figure 99: Barclays UK RBB cost split (2011) 2011 (£'m) % of total
Customer network (ex property) 900 33%
Property 300 11%
Operations (ex property) 500 19%
Performance & Retirement 300 11%
Investment and Restructuring 200 7%
Head office 300 11%
Other 100 4%
Total 2,700 100%Source: Company data; Note: Excludes PPI redress
We think current branch
footprints are unsustainable in
their current form; in most
countries it’s branch design
not numbers that needs to
change most...
…driven by changing habits
of customers and digital in
particular
We estimate that branches
represent ~ 50% of retail
banking cost before refurb &
repurposing costs
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Financial Services
Retail Bank Strategy
Page 62 Deutsche Bank AG/London
This 50% share excludes branch renovation and relocation obvious in the UK and elsewhere and which is essential to improved staff efficiency, minimising customer churn and normalising relations between banks and society. It is interesting in this regard that Barclays’ management maths had the cost of refurb covered if a 2% improvement in back-book retention rates was achieved compared with 25% all-in annual attrition reported at the time. We recognise the sentiment, but not the starting customer churn numbers.
In total we think that ~60% of retail banking costs relate to branches.
Falling branch numbers are a structural trend
Most developed markets have seen falling branch numbers since the crisis began with Denmark (down 36%), Bulgaria (33%), Netherlands (31%), Spain (16%), Belgium (14%) particularly noteworthy. The 2% decline in US branch numbers looks modest given 47235 FDIC-insured bank failures since end 07. Far more out of line, however, given conditions on the ground are the numbers reported in Portugal (up 3%), Italy (down 2%) and Hungary (down 2%).
Figure 100: Branch rationalization in US, Italy, Portugal and Spain incomplete
(100%)
(50%)
-
50%
100%
150%
200%
250%
Ukr
aine
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sia
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bodi
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enya
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Source: European Banking Federation, FDIC for the US and APRA for Australia, Branch numbers for Norway and Russia are as on end 2011 and the US and Australia are as on June 2012.
Of course, looking at straight percentage changes in branch numbers doesn’t allow for differences in starting branch penetration, country size, geographic distribution of populations, bank sector profitability, growth potential and other obviously important drivers of distribution investment decisions. Switzerland, for example, should rank highly on branches per person and per square kilometre; Russia and Australia should rank lower on penetration by square kilometre given more dispersed populations for example. We show time series data for 66 bank markets in Figure 114.
35 http://www.fdic.gov/bank/individual/failed/banklist.html
UK banks have been active in
renovating & relocating
branches to improve
efficiency, reduce churn and
rebuild brands
We think 60% of retail bank
costs relate to branches
Most developed markets have
seen significant branch cuts
through the crisis: US, Italy,
Portugal, Hungary are outliers
Straight percentage changes
in branch numbers doesn’t
tell you anything about the
starting point or other key
drivers of distribution
decisions...
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 63
To make better sense of the data we take 2012 branch numbers and divide separately by population and land mass size. As you’d expect, there’s a reasonable fit between the two, with the outliers of interest (Figure 101).
Figure 101: Branch density by population and by size
Australia
Austria
Bangladesh
Belgium Brazil
Bulgaria
Cambodia
Cameroon
Canada
ChileColombia
Cyprus
Czech RepublicDenmark
Ethiopia
Finland
FranceGermany
Ghana
Greece
HK
HungaryIceland
India
Indonesia
Ireland
Israel
Italy
Japan
Kenya
Korea
Luxembourg
Malawi
Malaysia
Mauritius
Mexico
Montenegro
Morocco
Netherlands
New Zealand
Nigeria
Norway
Peru
Philippines
Poland
Portugal
RomaniaRussia
Saudi ArabiaSingapore
South Africa
Spain
Sri Lanka
Sudan
Sweden
Switzerland
Thailand
Turkey
UgandaUkraine
UAE
UK
US
Uruguay
Venezuela
Vietnam
0
6
12
18
24
30
36
42
48
54
60
66
0 6 12 18 24 30 36 42 48 54 60 66
Popu
latio
n / b
ranc
h (R
ank)
Square km/Branch (Rank)
Source: Deutsche Bank, Datastream, European Banking Federation, FDIC, Australian Prudential Regulation Authority, World Bank, IMF
Then, for a rough and ready sense of relative distribution penetration, we add the per person and per km2 rankings in Figure 102: the lower the resulting total, the greater the ubiquity of branches is the basic idea.
Figure 102: Combining geographic and customer density into a single score
0
10
20
30
40
50
60
70
Italy
Cyp
rus
Ger
man
ySp
ain
Belg
ium
Fran
ceLu
xem
bour
gPo
rtuga
lSw
itzer
land
Aust
riaJa
pan
Bulg
aria
Pola
ndH
ong
Kong
Hun
gary
Mau
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sG
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rea
Peru
Den
mar
kN
ethe
rland
sR
oman
ia UK
US
Braz
ilC
zech
Rep
ublic
Isra
elSi
ngap
ore
Irela
ndSr
i Lan
kaM
oroc
coFi
nlan
dTu
rkey
Bang
lade
shIc
elan
dN
ew Z
eala
ndR
ussi
aIn
dia
Swed
enN
orw
ayTh
aila
ndAu
stra
liaM
onte
negr
oU
AEPh
ilipp
ines
Indo
nesi
aM
exic
oC
olom
bia
Vene
zuel
aC
hile
Mal
aysi
aC
anad
aN
iger
iaVi
etna
mSo
uth
Afric
aU
rugu
ayG
hana
Keny
aC
ambo
dia
Saud
i Ara
bia
Uga
nda
Ethi
opia
Ukr
aine
Mal
awi
Suda
nC
amer
oon
Source: Deutsche Bank, Datastream, European Banking Federation, FDIC, Australian Prudential Regulation Authority, World Bank, IMF
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Financial Services
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Off the bat it’s clear that, even before considering the shift in customer demands, Cyprus, Italy, Spain and Portugal have far too many branches per citizen and that a reshaping of industry cost structures is required to deliver better returns before considering technological change:
Italy has the highest branch penetration on our crude measure of the 66 markets examined, with higher branch/km2 density than Luxembourg or Switzerland. Population per branch is lower than all but 3 countries in our sample, partially driven by a co-operative sector representing ~ 60% of banks. Germany has a similar issue on branch density given its market structure.
Spain has more branches per person than any market we track. Though these may be smaller and cheaper than elsewhere (a common refrain), we expect recent industry consolidation and state aid requirements to drive material cuts in networks in the next two years.
Swedish and Finnish banks rank well which we believe is a driver of their superior cost/income performance, despite poor relative total income / total average loans income metrics.
This restructuring of costs to align with revenue-generation of European markets is the only realistic reaction to the reality that interest rates cannot increase near term without an immediate increase in peripheral European sovereign risk given the vast quantities of floating rate debt in the region’s most vulnerable markets.
Branches to stay, but in tighter format as advice centres
In addition to the slow re-alignment of branch costs and near term revenue power, we expect a change in footprints to align with a consumer base which (i) is more likely to self-service through digital channels, (ii) relies less on cash-banked volumes as a proportion of total transactions, (iii) uses cheques less and (iv) needs to have trust built in the area of more complex savings / liability-driven products.
We think branch numbers to slowly drift lower and forecast five key changes to future branch format:
Smaller, reducing real-estate costs; NAB and Westpac’s new branches are 25% smaller than previous generation ones. Global peers report similar plans.
Less important as deposit venues, reducing cash handling costs (security: (bullet-proof glass, safes, cash bunkers) and tellers) and physical footprints. This will make branches less costly to fit out, easier to relocate and faster to break-even.
Less likely to house non-customer-facing staff which will be transitioned to cheaper locations; Overall, JPM expect a 20% reduction in branch headcount.
More important as venues for providing advice and sales, a place where face-to-face trust with customers is reinforced and renewed; Almost every bank we spoke to highlighted the intention to increase advisor headcount in-branch.
…on which basis Cyprus,
Italy, Spain, Germany and
Portugal look most in need of
distribution cuts: Italy has
more branches/km and more
branches/person than
Luxembourg; Spain has more
branches per person than any
of the other 65 markets
examined
Branches are crucial to
service provision and
acquisition of customers in
the past
We see five key changes to
future branches
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Financial Services
Retail Bank Strategy
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Using technology far more to improve efficiency; Examples include:
o Installation of smart-deposit machines in branch to reduce teller usage. LBG has installed over 300 deposit machines in the Lloyds TSB network, drawing millions of transactions from the counter. Up to three quarters of Swedbank and Nordea branches in Sweden do not deal in cash by teller.
o Move to take in-branch ATMs outside or in a walled-off section of the branch accessible out of hours.
o Exploit economies of scale via disposal and outsourcing of ATM estates to independent operators like Notemachine and G4S (the likes of which now own more ATMs than the banks in the UK).
o Employ concierge / mobile technology in branch to reduce unnecessary queuing, improve satisfaction scores. Barclays has iPad-equipped employees in branch to meet entering customers to head off issues like address before queuing takes place;
o Use Skype-like video-conferencing in branch to leverage advisors more broadly. In place at Westpac and Barclays, customers in branch can discuss mortgage needs, for example, with specialist staff. At Barclays this links call centre staff to in-branch customers, a sensible means to re-deploy call centre staff which are in some markets seeing lower customer volumes as digital grows. Also helpful in more geographically dispersed countries.
Smaller, advisor-heavy branches occupied less with cash handling is the most meaningful change we expect to see. As noted, Westpac and NAB are deploying branches ~25% smaller than predecessors. In the US JPM is embracing smaller branches with a higher advisory presence. Over 70% of new Chase branches are smaller (sub 4,000 square feet), all have self-service banking kiosks, more have in-branch specialists (mortgages, business private client) and all have at least 6 month faster break-even targets than before. JPM target a 20% reduction in “same store” staff headcount by 2015.
NAB is experimenting with no-teller and reduced teller branch formats in standalone and de-novo formats in addition to implementing smaller layouts overall. Figure 103 shows NAB is aiming to hold branch numbers broadly constant over the next few years but with a ~ 200 reduction in full service “stores” in favour of a similarly-scaled increase in “smaller advice-driven outlets”. Reduced headcount and floorspace and an increased proportion of automated transactions is targeted to increase personal banking sales hours per branch by 30% and double “time in front of” business customers.
We expect 25% smaller
branches with 20% fewer
staff despite increased advisor
presence
Experiments with de novo
formats are back: drive
through, malls, in-store
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8 September 2013
Financial Services
Retail Bank Strategy
Page 66 Deutsche Bank AG/London
Figure 103: National Australia Bank’s branch reconfiguration targets
0
100
200
300
400
500
600
700
Current Target
Bra
nche
s
Full service stores Smaller, advice driven outlets Standalone Business Banking Centres
Source: NAB company data
More outsourcing: The ATM case study
We expect automation to play a bigger role in branch efficiency drives. Even automatic teller machines – which have been around for decades – are seeing upgrades as smart deposit machines to reduce teller traffic. This comes on top of increased customer usage of ATMs more generally, with cash withdrawals up 70% by volume and 90% by value over 4 years (Figure 105).
Figure 104: ATM networks in ascendance Figure 105: Number and value of cash withdrawals
871972
1,069
1,200
1,330
0
5,000
10,000
15,000
20,000
25,000
0
200
400
600
800
1,000
1,200
1,400
2007 2008 2009 2010 2011
Poin
t of S
ale
term
inal
s (t
hous
ands
)
ATM
tota
ls (t
hous
ands
)
ATM totals POS terminal totals
19,92522,855
26,229
29,980
33,872
0
1,000
2,000
3,000
4,000
5,000
6,000
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2007 2008 2009 2010 2011
Number of cash withdrawals Value of cash withdrawals USD billions
Source: BIS data, Deutsche Bank analysis Source: BIS data, Deutsche Bank analysis
We think the increase in cash withdrawal volumes indicates changes in the way consumers get cash rather than a trend towards consumers making more payments in cash. UK cash machines more than doubled since 2000, with 83% of cash withdrawals in 2011 from ATMs. The 65% increase in Point-of-Sale terminals to 21.6m across the BIS-payments community over 4 years points ubiquity of card acceptance as a cash alternative. We expect both trends to continue, diverting transactions from the branch.
Automation has a role to play
in improving branch efficiency
Over 80% of UK cash
withdrawals are from
machines, with volumes
growing, despite increasing
card acceptance in evidence
globally
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 67
Figure 106: Cash acquisition 2001... Figure 107: ...and in 2011 Figure 108: Legend
62%
28%
3%7%
83%
9%
3%5%
ATM
Cheque/Passbook
Cashback
Card at the counter
Source: UK Payments Council. £181bn volume Source: UK Payments Council. £230 billion volume Source: UK Payments Council
There has been increase in the number of non-bank owned/operated ATMs, where non-bank companies (e.g. NoteMachine, G4S) generate fees for processing transactions. These are either (i) ‘pay-to-use’ and located inside retail outlets (e.g. inside a pub), charging the customer ~£2 per transaction; or (ii) free to customer but with the issuing bank paying ~25p in interchange fee. NoteMachine, the largest non-bank ATM owner in the UK with c.7000 earned average revenues last year of ~ £10k per machine36. Other operators such as Tesco Bank have deployed large in-store ATM networks to generate interchange fee income from other banks (monetising customer footfall) and reducing interchange fees paid by Tesco to banks for customers paying in store with cards.
Figure 109: UK ATM numbers over time Figure 110: Breakdown of ATM owners
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Free to use Pay to use
19,27415,143
12,055
20,260
-
5,000
10,000
15,000
20,000
25,000
30,000
Branch ATM Non-Branch free ATMs
Non-Branch pay-to-use ATMs
Non-Bank
Bank
Source: Link Source: Link
There will be adjustment pains
As discussed above, the shift to customer self-service via online and smart-phone banking is not so new as to have escaped the notice of bank management. Equally, crisis-declines in interest margins in much of the developed world at the same time as loan losses have risen should have provided ample motivation to drive efficiency gains from the retail distribution network before now, right (Figure 111, Figure 112)?
36 We expect very significant differences between sites.
Non-bank and outsourced
ATMs outnumber bank
machines in the UK run by
companies like G4S and
NoteMachine; we expect
more of this
Digital isn’t that new, why
hasn’t this all happened yet?
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8 September 2013
Financial Services
Retail Bank Strategy
Page 68 Deutsche Bank AG/London
Figure 111: European net interest margins by country Figure 112: European average LLPs by country
2.1%2.3%
0.6%
1.9%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
UK Spain Sw iss France
0.91%
2.06%
0.05%
0.89%
-0.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
UK Spain Sw iss France
Source: Deutsche Bank, Company data Source: Deutsche Bank , Company data
A number of reasons we think explain this apparent lack of material change to date. None of these, however, preclude serious change ahead. We think there are three key reasons.
Online banking is not be new, but mobile banking is growing far faster
Banks have had other operational priorities Obviously true and equally obviously temporary, banks are increasingly moving beyond crisis priorities.
The upfront P&L pain doesn’t produce instant gains. Like all capex there’s a period of P&L pain before benefits are evident. Also, not all costs of change relate to positive-benefit spend where customers see direct benefits. In markets where property prices have fallen significantly, property book values may well be much higher than market value, requiring a write-down if no longer inhabited for branch-banking. Banks keen on sale-and-leaseback pre-crisis face lease break-costs. Neither of these are capital adequacy concerns but they do highlight frictional costs that delay in the absence of a change in management or some other catalyst for restructuring charges.
Figure 113: Property book value to NAV (%, most recent full year)
2% 3% 3%
5% 6% 6%7% 7% 7%
8%9%
10%
15%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Prop
erty
NBV
/ Sha
reho
lder
s' e
quity
(%)
Source: Deutsche Bank, company data
We see three reasons for
previous delay in action
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Retail Bank Strategy
Financial Services
8 September 2013
Deutsche Bank AG/London Page 69
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Retail Bank Strategy
Financial Services
8 September 2013
Page 70 Deutsche Bank AG/London
Fig
ure
115: B
ank
bra
nch
pen
etra
tio
n d
ata
(co
nti
nu
ed)
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 71
Big Data: Unleash its commercial value
How big is Big Data?
According to IBM’s statistics37, the world creates 2.5 quintillion bytes of data a day. That’s 2.5 billion billion characters. 2.4bn Bibles or 390 billion reports roughly the size of this one. Stacked on top of each other, 390 billion reports like this would (roughly) reach the moon sixty times. The volume of data created is growing strongly: today’s daily output is about the same as world data storage capacity in the mid 1980’s. Big data is not just about volume, but also about variety: eighty percent of data produced now is unstructured (email, phone calls, pictures, GPS locations from smart devices and so on), and unstructured is growing much faster than structured data.
The promise of big data is that as computing processing power gets cheaper and faster (today’s standard computer has roughly the same processing power as a supercomputer of five years ago), and as networks get faster (fibre optic capacity is doubling every nine months or so), businesses will be able to harness this data through analytics to make and sell greater volumes of better products to more customers.
Who knows more about your habits than your bank?
For all the apparent promise of big data, we’ve seen little written about the value of data within banks other than in relation to risk management. We think investors are ignoring the potential value of this information. Banks are more regulated, carry more capital and offer less growth than many tech companies, but the valuation differential with data-rich tech firms is noteworthy, we think (see comps sheet at start of report).
Figure 116: Are banks valued like tech / data-rich companies?
12.6
16.0 16.2
19.1 19.5 20.0
29.0
10.0
12.0
14.0
16.0
18.0
20.0
22.0
24.0
26.0
28.0
30.0
Banks IT Services Mobile Payments
Processors Payments networks
Customer data ex
Groupon
Customer data
Forw
ard
P/E
Source: Deutsche Bank, Bloomberg Finance LP, Datastream; Based on stock universe at the start of this report; Priced at 4 September 2013
37 Understanding Big Data; Analytics for Enterprise Class Hadoop and Streaming Data
Daily world data creation is
about the same as this report
stacked to the moon 60 times
Computing and storage
power are growing fast,
raising hopes that more can
be done with this data
Commentators are
overlooking the value of bank
customer data, other than in
relation to credit risk
management
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8 September 2013
Financial Services
Retail Bank Strategy
Page 72 Deutsche Bank AG/London
Investors and customers haven’t been given much reason to suppose banks can harness the data they possess
We think the reason the value of bank data is given little attention outside of credit and money-laundering risk management is because there’s little evidence it is being monitised in other ways. Few banks give customers decent budgeting or wealth tracking tools in their digital channels. Product marketing in most cases appears rudimentary (Hello, thanks for logging onto our mobile banking app, do you want a savings account or credit card?) and shows few signs of being tailored to customer circumstances.
That said, it is obvious that banks should have better insight into customer financial heath and spending habits than Google can derive based by observing internet search terms or Tesco’s store-card loyalty scheme can know, no matter how high the market share of each in their respective spheres.
The data accumulated by banks in developed markets covers the majority of economic activity. As a case in point: the official UK GDP growth estimates are derived from responses to questionnaires sent to 46,000 of the UK's 4m firms. The larger UK clearing banks each have more than a million business and SME customers: at least 25x the sample set used to estimate economic growth.
In retail banking, LBG has 30% of the current account market which allows the bank to derive faster (and sometimes better) first estimates of GDP growth than that which the government process can deliver, we think. Though LBG don’t publish their early GDP estimates, SWIFT 38 does based on payments data from its network (Figure 117). We expect banks and other financial services companies to make much more of their information advantage as IT advances continue.
Figure 117: SWIFT GDP growth estimates (YoY %)
-8.0
-6.0
-4.0
-2.0
0.0
2.0
4.0
6.0
Q1 2003
Q3 2003
Q1 2004
Q3 2004
Q1 2005
Q3 2005
Q1 2006
Q3 2006
Q1 2007
Q3 2007
Q1 2008
Q3 2008
Q1 2009
Q3 2009
Q1 2010
Q3 2010
Q1 2011
Q3 2011
Q1 2012
Q3 2012
Q1 2013
Q3 2013e
GD
P G
row
th Y
oY
OECD EU27 US UK DE
Source: SWIFT39
38 Society for Worldwide Interbank Financial Telecommunication, a 10,000 member co-operative formed to process international interbank payments 39 http://www.swift.com/zdoc/swift_index/swift_index.page
There’s little evidence banks
are using transaction data for
anything other than risk
management
Banks know more about
financial health and spending
habits than Google or loyalty
schemes can divine
The large UK banks each
track 25x the number of firms
used by government to
estimate GDP growth
SWIFT publishes interesting
regional GDP growth
forecasts based on
interrogation of payments
data from its own network
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 73
Non-bank service companies show the way
Non-bank financial services companies like Experian and Groupon have built significant revenue and market cap value by leveraging of customer data and linking of buyer and seller. The P/E’s and market caps in the figures below speak for themselves.
Figure 118: Experian snapshot Figure 119: Groupon snapshot
Analyst name EmailAndy Chu [email protected]
Spot price: 1152 Tgt. Price 1300 Rec. Buy
2010 2011 2012 2013e 2014e 2015eEPS (DB adjusted) 0.6 0.7 0.8 0.9 0.9 1.0DPS 0.2 0.3 0.3 0.3 0.4 0.4BVPS 2.4 2.7 3.0 3.3 3.3 4.0ROE 27% 19% 23% 8% 23% 25%EBITDA mgn 31% 33% 33% 33% 35% 36%Market Cap (US$'mn) 8,725 10,810 12,832 15,870 17,588 17,588
P/E (DB) 13.5 16.1 16.5 18.7 19.0 17.2EV/EBITDA 8.3 9.5 10.4 11.8 11.6 10.6Div yield 3% 3% 2% 2% 2% 2%FCF yield 9% 8% 7% 6% 5% 6%ROE 27% 19% 23% 8% 23% 25%
Experian Analyst name EmailRoss Sandler [email protected]
Spot price: 11 Tgt. Price 17 Rec. Buy
2010 2011 2012 2013e 2014e 2015eEPS (DB adjusted) -0.3 -0.5 0.1 0.1 0.3 0.4DPS 0.0 0.0 0.0 0.0 0.0 0.0BVPS 0.0 1.2 1.1 1.3 1.5 1.9ROE NA -53% -9% -4% 7% 12%EBITDA mgn -54% -13% 7% 7% 9% 10%Market Cap (US$'mn) NA 13,231 6,676 7,104 7,104 7,104
P/E (DB) NA NA 179.8 79.3 34.6 24.6EV/EBITDA NA NA 34.8 30.2 18.5 12.8Div yield NA 0% 0% 0% 0% 0%FCF yield NA 2% 3% 3% 4% 5%ROE NA -53% -9% -4% 7% 12%
Groupon
Source: Company data, Deutsche Bank estimates, Priced as on 5 September 2013, All figures in local currency unless stated Source: Company data, Deutsche Bank estimates, Priced as on 5 September 2013, All figures in local
currency unless stated
Experian: Credit scoring business expanded into Marketing Services Experian plc was founded as a credit reference agency. It has around two thirds of the UK credit services market, providing credit scores and fraud detection to credit providers including banks, telcos, leasing firms and so on. In this capacity Experian has amassed an immense data set including positive and negative credit data from these customers which is used to divide customers into 250 demographic categories. 30% of Experian’s total revenues are from the financial services sector.
Figure 120: Experian FY2013: 26% EBITDA margin, 8% organic revenue growth, 94% cash conversion 2006 2007 2008 2009 2010 2011 2012 2013
Revenue (US$'m) 2,930 3,407 3,712 3,790 3,803 3,859 4,456 4,713
Organic revenue growth (YoY %) 12% 8% 4% 3% 2% 8% 10% 8%
EBIT margin (%) 21.0% 21.9% 22.8% 23.6% 24.5% 25.7% 26.2% 26.6%
Operating cash conversion 102% 100% 99% 101% 100% 98% 96% 94%Source: Company data
Experian has expanded by geography (into Brazil, Turkey, Australia, Russia, South Africa, amongst others) and into other businesses like marketing services. This business uses anonymised customer transaction data to profile customers for marketing purposes at a post-code level.
Banks must use their data to grow revenues, defend customer wallet share and drive higher customer loyalty
It makes sense that - even managing for very significant reputation risks and customer sensitivity around the use of their most personal information - banks will follow the customer data mining pursued by the likes of Experian in time. We expect banks will better exploit their information set in three ways:
Providing customers with better financial planning tools and advice;
Experian, Groupon have built
significant market caps from
the customer data
Experian was founded as a
credit reference agency in the
UK and has expanded
geographically and into other
businesses since…
…delivering a 27% EBIT
margin on £4.7bn in revenue
which grew 8% YoY with a
94% operating cash
conversion in FY13
In future banks would better
exploit their information set in
three ways
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8 September 2013
Financial Services
Retail Bank Strategy
Page 74 Deutsche Bank AG/London
Marketing services for retailers, benefits for customers;
Moving to wallet share pricing of customers;
Providing customers with better spending and financial planning tools We expect all banks to improve financial information provided to customers to include decent expenditure tracking versus budget. In the developed world we see a need for this to be integrated with wealth tracking and retirement-need profiling, integrated with liability-product sales. What proportion of DM customers properly understands the required NPV of savings needed to live comfortably for 15-20 years post retirement? For some banks this product provision will come with IT renewal. For others it will begin with new online bank ventures set up on fresh IT platforms. For all it requires investment and careful design for the management of conduct risk.
Marketing services for retailers, benefits for customers We expect banks to get into the business of linking retailers and customers, made possible by data analysis (a US$1bn revenue business for Experian). We like NAB’s People Like U site. Billed as the world’s first “econography” tool, www.peoplelikeu.com.au uses analysis of a billion NAB customer transactions to show the financial habits of similar people to the user down to post-code level. The level of detail provided is interesting: food spend, for example, is split into dining out, groceries, liquor, groceries, pubs and clubs and so on; the site shows which retailers are popular, preferred and emerging, with average spend per visit in each also listed.
Figure 121: National Australia Bank’s People Like U is based on analysis of over a billion anonymised datapoints
Source: National Australia Bank
Bank customers would get
better digital tools to control
current financial behavior and
plan for the future; DM
customers need to
understand retirement
savings requirements better
We expect banks to get into
the business of linking
retailers and customers,
made possible by data
analysis
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 75
The site allows customers to click through to the retailers listed for online shopping. The next step from here, which we expect to see pursued by many banks, will be to roll out voucher and discount offers to customers. At the slightly more cutting edge these can be location-driven with offers pushed to smartphones based on customer transaction analysis: “Hi; you’re near Thomas Pink on London Wall (and we know you’ve shopped there / at its largest competitor before). Pop in now and pay with your ABC Bank credit card for a 25% discount on fitted shirts”.
Operated sensibly on an opt-in basis and carefully managed to limit “big brother” fears40, we think these businesses will:
Generate incremental bank revenue;
Add value to customers, increasing loyalty and net promoter scores;
Reduce the marginal benefit of retailer-specific e-wallets and so slightly cut the (manageable) threat of bank digital disintermediation;
Reinforce bank merchant acquiring businesses for some banks;
As with mobile banking and mobile payments, this technology can be acquired from external providers. Cardlytics, a US company, recently launched in the UK offering customers voucher and special offers based on behavioural data, signing Lloyds Banking Group with its 25% market share. Other banks will develop such products in house: here we note Barclays’ launch of Bespokeoffers earlier this year, which we expect to expand in this direction from a Groupon-like start.
Figure 122: Barclays bespokeoffers
Source: www.bespokeoffers.co.uk
Moving to wallet share pricing of customers, with risks and rewards Perhaps the most fundamental change which we expect in the medium term will be a move to price properly for wallet capture. The upside from success is obvious: Figure 123 shows Westpac reporting that core customers have 8x the retention rate and 4x the revenue take of non-core equivalents. However defined, there is upside from broadening the core customer base of any bank. What better means of doing this than sharing the gains of higher wallet share with the customer? There are low-tech ways of doing this – see for example, the Sainsbury’s Bank Double Nectar Points offer which grants loyalty points on in-store purchases multiplied by up to 6 based on the number of products the customer holds from the bank41.
40 We know of one European bank that has purposely built delays into its service to attempt to mitigate this risk. 41 http://www.sainsburysbank.co.uk/doublenectar/index.shtml?source=NETGLOBNAVISOURC0006
The crucial next step would
be to launch retail offers to
customers to generate
revenue, grow loyalty and
defend against non-bank
digital wallets
The Cardlytics – LBG deal is
interesting, as is the Barclays
bespokeoffers launch
Perhaps the most
fundamental change which
we expect in the medium
term will be a move to
properly price for wallet
capture
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8 September 2013
Financial Services
Retail Bank Strategy
Page 76 Deutsche Bank AG/London
Figure 123: Wallet-share pricing is around the corner –
why aren’t we sharing the upside?
Figure 124: The move in motor insurance to Pay-How-
You-Drive is in its infancy
8.0x
5.4x
4.3x
2.4x
1.5x
.0x
1.0x
2.0x
3.0x
4.0x
5.0x
6.0x
7.0x
8.0x
9.0x
Retention Footings ($) Revenue Products Advocacy
Wes
tpac
'MyB
ank'
vve
rsus
non
-'MyB
ank'
cu
stom
ers
12
35
100
180
0
20
40
60
80
100
120
140
160
180
200
2009 2010 2011 1H12
No. o
f UK
tele
mat
icpo
licyh
olde
rs (0
00s) 80%
increase in 6 months
Source: Westpac company data Source: BIBA, Deutsche Bank
Democratisation of your Big Data could increase churn rates and lower margins in the longer term
Later on (say 10 years+) we think bank margins could come under pressure if customer transaction data becomes portable in a standardised format. Look at the general insurance case study: margins came under pressure when comparison websites like Moneysupermarket made shopping around easier (Figure 125). Longer term, telemetric driver monitoring will see more motor premiums move to a Pay-How-You-Drive model42. Estate agents are seeing pressure from on-line property portals like Rightmove (Figure 126).
Figure 125: Moneysupermarket snapshot Figure 126: Rightmove snapshot
Moneysupermarket Spot price: 174 Tgt. Price 199
2010 2011 2012 2013e 2014e 2015eEPS (adjusted) 5.0 7.0 9.0 11.0 12.0 13.0DPS 3.8 4.5 5.7 16.5 7.2 8.0BVPS 36.8 32.7 37.2 28.0 26.0 27.0ROE 4% 9% 14% 38% 46% 50%EBITDA mgn 27% 29% 30% 35% 36% 37%Market Cap (US$'mn) 619 829 1,370 1,472 1,472 1,472
P/E 51.6 31.9 32.8 16.6 15.0 13.5EV/EBITDA 9.1 9.6 13.5 11.7 10.6 9.6Div yield 5% 4% 4% 9% 4% 5%FCF yield 8% 8% 6% 6% 7% 7%ROE 4% 9% 14% 41% 53% 50%
Analyst name EmailPatrick Kirby [email protected] price: 2382 Tgt. Price 2450 Rec. Hold
2010 2011 2012 2013e 2014e 2015eEPS (DB adjusted) 34.3 42.3 59.2 72.3 86.7 99.7DPS 14.0 18.0 23.0 27.5 32.5 37.5BVPS 25.8 23.5 7.4 -2.7 -8.4 -14.7ROE 241% 200% 417% NA NA NAEBITDA mgn 70% 72% 74% 75% 76% 76%Market Cap (US$'mn) 1,086 1,823 2,401 3,695 3,695 3,695
P/E (DB) 18.9 25.7 25.1 33.0 27.5 23.9EV/EBITDA 11.8 15.9 17.0 22.8 20.0 17.8Div yield 2% 2% 2% 1% 1% 2%FCF yield 7% 5% 5% 3% 4% 5%ROE 241% 200% 417% NA NA NA
Rightmove
Source: Deutsche Bank; Bloomberg Finance LP, Priced on 5 Septembert 2013, Moneysupermarket is not under DB equity research coverage. Statistics above, including target price, refer to Bloomberg consensus. All figures in local currency unless stated
Source: Deutsche Bank estimates, company data; Priced as on 5 September 2013, Note: Figures in local currency unless stated
We don’t think it a stretch to imagine regulators requiring banks to make customer data available (similar to a Freedom of Information request in the UK) in a format which would allow a consumer portal to facilitate all banks bidding on all of your financial product needs. In a crude manner, credit report agencies already do some of this by pointing customers to financial products based on their financial characteristics. We think these offerings will become more sophisticated too.
42 For more on telematics please see our insurance team’s detailed 4 Sept 2012 report: Technology race
Medium term (10 years+)
bank margins could come
under pressure if customer
transaction data becomes
portable in a standardised
format
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 77
Crowd- & Peer-to-Peer: Cutting out the middlemen "I see opportunity knocking for finance. Hopefully, the growth of peer-to-peer lenders and those involved in crowd-funding will help solve the problems we have with lending for small and medium enterprises ... The banking middlemen may in time become surplus links in the chain."
Andrew Haldane, Executive Director, Financial Stability, Bank of England43
Key points
Peer-to-peer finance and crowdfunding businesses are emerging worldwide as low yields on cash, growing investor trust of online commerce, maturing auction technology and cyclical bank deleveraging converge to bridge investor demand and borrower needs.
P2P generally relates to unsecured lending to retail customers. Crowdfunding primarily backs SMEs, protected by personal guarantees and/or collateral. Crowdfunding is also used to support creative projects such as music and film in exchange for social-media recognition and/or purchases of the end product.
Both models use eBay-like online auction technology to allow lenders (investors with cash) to bid for small parts of loans sought by individuals or customers. Lenders pay an annual management fee of around 1%, borrowers pay the ruling interest rate on the funding they accept, plus around 2% in fees to the facilitating website. Lenders are also generally able to trade their loans at a cost of about 25bps providing secondary liquidity.
There new models of financing are interesting: readers would be well advised to spend some time on the major sites seeing how much funding is being raised on a cost effective basis by creative endeavours in particular.
Though historically low interest rates and some supply-side constraints amongst banks make the nexus between borrowers and lenders more fertile than usual, we suspect this is true of any recession which involves significant bank trauma. What makes this cycle different is the role of online auction technology to marry these parties, reducing costs and placing scale without expensive distribution requirements within reach.
Overall, we note returns to owners of scale P2P and Crowdfunding enterprises will far outpace those of their customers and banks with which they compete. In May 2013, The Funding Circle lenders were earning 5.8% net on their loans. Borrowers are paying between 7.1% and 9.4% depending on risk bucket in interest. Funding Circle earns a 2% fee from the borrower and a 1% fee from the lender plus 25bps on each loan bought or sold. This amounts to 300bps+ of volumes arranged with no capital at risk. We see similar economics at the peer group. We see significant value upside for P2P business owners but do not see the model as a significant risk factor to future bank returns.
43 The Telegraph, Crowdfunding could revolutionise lending, says Andrew Haldane; 17 December 2012
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8 September 2013
Financial Services
Retail Bank Strategy
Page 78 Deutsche Bank AG/London
The 5.8% reported net return depends on age and diversification of the portfolio, but compares with risk-free 1 year savings rates of about 1.9%44. The 300bps revenue margin for the arranger compares with average bank risk-adjusted margins of 140bps. P2P and Crowdfunding sites provide users with impressive transparency in the counterparties which they are supporting. How conduct risk evolves for the industry will be interesting to see, for example in the UK as the new Financial Conduct Authority beds down. It is interesting to see the UK government backing lending through Funding Circle and MarketInvoice with public sector funds.
Exit valuations on the sale of crowdfunding businesses will depend on scale and the credit performance of the loan book. When risk-adjusted returns for retail-driven participants disappoints (as it does when any credit cycle turns down) we see risk of a rapid and significant decline in volumes, valuations and perceived standing of the business amongst a tech-savvy, social-media driven client base.
There’s a time and place for everything
Crowd-driven activities are enjoying strong growth driven by advances in technology and growing acceptance by individuals and businesses of transactions conducted entirely on the web. Social media and online auction technology put P2P business scale within reach for business founders whilst the debt supply deficit is more acute than usual given bank deleveraging and de-risking in large parts of the world. We divide / split the crowd-driven industry by differentiating between the nature of “returns” offered to the providers of finance or skills, as shown in Figure 127.
Figure 127: Making broad sense of the P2P and crowdfunding industry structure
Return requirement
Social benefitsCreative funding
platforms e.g. Kickstarter, Indiegogo
Interest* P2P (Consumer
unsecured)
* Crowdfunding (SME)
Equity * Crowdfunding
Source: Deutsche Bank
44 www.moneysupermarket.com
Crowd-driven funding is
enjoying unprecedented
growth as advances in
technology, user acceptance
of web-commerce and bank
deleveraging converge
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 79
Recent examples of available propositions in each category include:
Social benefits: Help fund a Nick Scott film “Bad day at the Office”; donate £2 and get a Facebook mention; contribution options rise up to £1,000 or more which is rewarded by Executive Producer credits, digital download of film and soundtrack, poster etc45. See www.kickstarter.com, www.indiegogo.com
Interest: Peer-to-peer consumer lending: Borrow £5,000 for two years for 5.8% all-in rate; Lenders are offered a 4.8% return on their invested funds46. See www.zopa.com, www.lendingclub.com, www.prosper.com.
Interest: Crowdfunding of SMEs: Businesses with > £100k in turnover and two years of lodged financials in September 2013 could borrow for 7.1% - 9.4% plus 3% fees on 2-3 year loans; Lenders via Funding Circle earn 5.8% net of losses, according to the site47. Total advanced to 5 September 2013: £146.6m.
Interest: Crowdfunding of receivables: Businesses factor receivables via MarketInvoice providing borrowers with transparency on identity of the debtor, indicative cost 2.45% p.m. including MarketInvoice’s 99bps fee. Lenders subject to minimum participation of £50,000 and must be HNW or deemed sophisticated investors. Total advanced to 5 September 2013: £65.7m.
Equity: Investment in business ventures: Own 9% of “Linguistadores”, an online customised language learning product for a total of E26,00048. See www.symbid.com, www.crowdcube.com, www.seedrs.com.
All of the above businesses / web-portals are fascinating in practice. We encourage readers to visit at least some of them to see them in operation.
Focussing on bank-substituting lending
As a “Future of banking” piece we focus here on the disintermediation of bank lending highlighted in prospect by the Bank of England’s Andy Haldane above. It’s obvious why increasing numbers of savers are interested in this potential means of increasing the yield on their savings given the compression in returns from low interest rates through the crisis. Returns which are poor in nominal terms (Figure 128) have been consistently negative on a pre-tax real basis since 2008 (Figure 129).
45 http://www.kickstarter.com/projects/1235861071/bad-day-at-the-office?ref=category 46 Uk.zopa.com; 5 September 2013 47 https://www.fundingcircle.com/businesses/cost-of-finance 48 http://www.symbid.com/ideas/2370-linguistadores#prettyPhoto
Dreadful real returns on cash
savings drive greater investor
interest in crowdfunding at
this stage of the cycle…
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8 September 2013
Financial Services
Retail Bank Strategy
Page 80 Deutsche Bank AG/London
Figure 128: Nominal returns to savers have been poor… Figure 129: …and real returns substantially worse
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Banks’ needs to build capital, re-balance from higher risk lending and reduce wholesale funding dependence has combined with cyclically low borrower confidence, seeing significant declines in corporate debt across much of the world. Some of this quite normal in an economic downturn (we count six periods of contracting US commercial & industrial loans since 1945, with another 11 occasions where growth fell below 10% from significantly higher levels in Figure 130).
The fact remains that in the US, UK and Europe non-financial corporate loans are / have been contracting during the crisis (Figure 131). Within this there is good evidence that small and medium sizes enterprises (SME) fared more poorly than large corporates, lacking bond market access and with negative consequences for growth49.
Figure 130: US C&I loans over the long run (% YoY) Figure 131: US, UK, EU non-financial corp loans (YoY %)
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49 Analysed in detail 15 Mar 13 UK SME lending - Reviewing the demand/supply debate ahead of next week's Budget
…as bank rebalancing and
lower borrower confidence
has seen non-financial
corporate credit contracting
in the US, EU and UK through
the crisis
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 81
How peer-to-peer and crowdfunding works
Case study: The Funding Circle Funding Circle was founded in the UK in August 2010. Investors sign up to view credit profiles and financial information of businesses wishing to borrow funds. Credits are categorised by Funding Circle’s eight assessors as between A+ (Very low risk) and C (Average risk). Investors may conduct due diligence on the borrows – including open bulletin-board discussions with peers – before bidding to lend money, by specifying the rate at which they will lend.
Figure 132: 7-9% gross interest last 100 loans (13 May
13)
Figure 133: The view from the borrower
4.0% 4.0% 4.0% 4.0%
7.2% 7.4%8.3%
9.3%
13.9%
8.1%9.3%
10.2%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
A+ (Very low risk) A (Low risk) B (Below average risk)
C (Average risk)
Rat
es o
n la
st 1
00 lo
ans
on 1
3 M
ay 2
013
Minimum Average Maximum
Mean Min MaxLoan amount 35,078 5,000 75,000Number of lenders 418 72 872Interest rate 8.0% 6.5% 10.0%Max interest accepted 8.5% 6.7% 10.6%Min interest accepted 5.5% 4.0% 8.8%Loan term (months) 33 12 36
Source: Company data (https://www.fundingcircle.com/statistics) Source: NESTA50
Borrowers may access between £5000 and £1m for between six months and five years and must be LLPs or incorporated businesses, have turnover above £100,000 a year, and have lodged at least two years of financial information with Companies House. This and other pertinent credit quality data are provided to Funding Circle’s credit analysts from Experian. Once accepted by Funding Circle an auction for the funds goes live. The borrower may accept the cost of the loan as soon as the required funding is committed or may leave the auction open for two weeks to see if the cost of the loan declines as new bidders emerge willing to provide funds at a lower cost.
Expected return, diversification and other surprising information Borrowers are achieving extraordinary diversity of funding with loans backed by over 400 lenders each in the NESTA survey data (Figure 133). In that data set, the median lender loaned £2,000 to 35 companies, a rough average of £60 per loan. The return track records of investors with more diversified portfolios has been better (Figure 134).
Overall, investors are averaging a return of 6.2% (May 2013) net of 1.2% in bad (which is itself substantially below the 3.9% loan loss the firm cautions investors to expect) and after the 1% p.a. fee charged. Part of this bad debt outperformance we believe is down to seasoning (cumulatively only 24% of loans lent have been repaid). Inclusive of annual management cost, one trade per loan and current estimated loan loss rates we calculate net returns of between 5.3% and 7.4% depending on risk of borrower. On our numbers, risk-adjusted, A+ (Very low risk) was outperforming A (low risk) (Figure 135).
50 Banking on each other: Peer-to-peer lending to business: Evidence from Funding Circle; Based on information on 57 loans participating in a NESTA survey
Lenders on Funding Circle
can see the financial profile
and credit need of borrowers,
and bid to lend money at a
rate they specify
Borrowers may apply for
between £5,000 and £1m in
debt up to 5 year duration
provided accepted by
Funding Circle, and subject to
£100k turnover requirement
and 2 years of financial
information at Companies
House
Individual exposures are
modest at ~£60/borrower
with £2, 000 lent; diversified
portfolios are doing better
Investors are earning 6.2%
after bad debts and
management fees, partly due
to loan loss outperformance
relative to FL’s guidance –
some of this will erode we
believe as the portfolio ages
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8 September 2013
Financial Services
Retail Bank Strategy
Page 82 Deutsche Bank AG/London
Figure 134: Portfolio diversification is important Figure 135: DB estimates of net lender returns
0% 1%
7%
16%
49%
20%
6%1%
4%
14%
23%
30%
22%
5%6% 6%
13%
20%
28%
22%
8%
0%
10%
20%
30%
40%
50%
60%
< 0% 0 - 2% 2-4% 4 - 6% 6 - 8% 8 - 10% > 10%
% o
f bor
row
ers
Max exposure 1% Max exposure 2% Max exposure 10%
Average rate
Running cost
Trading cost Bad debts
Net annual
A+ (Very low risk) 7.2% -1% -0.25% -0.4% 5.6%A (Low risk) 7.4% -1% -0.25% -0.9% 5.3%B (Below average risk) 8.3% -1% -0.25% -1.1% 6.0%C (Average risk) 9.3% -1% -0.25% -0.6% 7.4%
Source: Company data to 9 March 2013, downloaded 13 May 2013 Source: Deutsche Bank estimates
The volume of available information on for lenders is impressive with members able to see all credit performance and yield information, and credit profiles and statistics of borrowers. Whether borrowers are using this information to make informed decisions, and whether the investing community would react reasonably to a deterioration in credit performance is harder to say.
The NESTA survey data showed that 86% of lenders have post-school qualifications and that 9% of their financial wealth (savings plus investments) was deployed in this fashion which suggests some sophistication and diversification.
But the survey also showed an average 15 minutes of due diligence per loan (probably symptomatic of the small amounts lent in each case) and that 45% of lenders use the ‘autobid’ tool to lend. This function allows investors to specify the interest rates at which she will lend in each risk bucket and the amounts available for investment in each bucket, with the system automatically bidding at these rates in auctions which are held. In this regard investors are perhaps relying on the P2P / Crowdfunding hosts’ measurement and classification of relative credit risk.
With a very web- and social media-savvy clientele (Funding Circle hosts open discussion boards on which investors can discuss their experience with the service and with the loans they have made) we naturally see business volumes as vulnerable to a downturn in performance.
Will this ever meaningfully usurp bank lending? Technology, interest rates and bank deleveraging make this the perfect time to launch crowdfunding platforms. If current low rate conditions remain in place for an extended period (and we think they will have to stay low – see Figure 9) then we think scale and profitable P2P and crowdfunding platforms will emerge. Government plans to circumvent/bolster the monetary transmission mechanism will help in some countries (£100m of the UK government’s Business Bank £1bn in government funding for business has been earmarked for crowdfunding platforms including MarketInvoice and The Funding Circle).
We expect some crowdfunding platforms to achieve profitable exits for their owners. As shown above, platform revenue runs at about 3% of credit advanced in the case of The Funding Circle. This compares with an average net interest margin of 1.9% in 2012 for the banks we cover globally – with credit losses reducing this yield by 0.5% before fee income and before considering banks’ more costly capital and regulatory requirements. Platform owners do not run credit risk and clearly web-lead
Transparency in
crowdfunding is impressive
and commendable…
…with post-school
qualifications and portfolio
diversification in evidence…
…but survey evidence
suggests modest due
diligence and use of autobid
implies reliance on Funding
Circle’s credit gating and
scoring…
…with web-savvy clients
likely in our view to voice
discontent if credit
performance disappoints
This is the perfect time to
launch crowdfunding
platforms…
…which have far superior
economics to banks with no
credit risk, wider revenue
margins and lower capital
and regulatory requirements
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 83
crowdfunding has no need of physical branch infrastructure and so should be able to achieve suitable scale at reasonable cost.
Figure 136: The revenue model for crowdfunding
compares very well with conventional banking
Figure 137: Crowdfunding scale modest in market terms
5.4
3.7
2.8 2.6
1.5 1.6
3.4
1.9
2.8
1.0 0.8 0.6 0.2
0.9 0.5 0.5
-
1.0
2.0
3.0
4.0
5.0
6.0
Net
inte
rest
mar
gin,
loan
loss
es/lo
ans
(2
012,
DB
uni
vers
e)
Net Interest Margin (2012, %) Loan losses / Loans (2012)
65146
685
1,350
0
200
400
600
800
1,000
1,200
1,400
1,600
Loan
s ex
tend
ed /
Out
stan
ding
(£'m
)
Source: Deutsche Bank estimates Source: Company data, as per websites in Sept 2013, Haver; Note: Crowdfunding platforms disclose cumulative lending not credit outstanding, overstating market share in the above.
Though the solid economics of being a successful crowdfunding platform seem straightforward – until and unless credit quality or customer malfeasance intervene – we do not expect them to change the market rate for bank credit services or capture a material part of the overall market (Figure 137).
and though we don’t expect
their scale to threaten bank
pricing or loan growth we do
expect some to achieve very
profitable exits
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Financial Services
Retail Bank Strategy
Page 84 Deutsche Bank AG/London
Payments: plastic up, cash flat, cheques out
Key points
In this section we look at how payment systems within the financial sector work, and the key global trends seen over the past half-decade. We explore the rise of plastic card payments across the world, and show how a typical card transaction works.
Non-cash transactions are growing fast. Transaction volumes rose from 209 billion to 271 billion over 2007 to 2011 (30%) in the main global economies. Based on the 8% growth rate recorded in 2011, we estimate transactions would have reached 316 billion by the end of 2013. The main driver of this growth is higher card transaction volumes, which now are 55% of non-cash volumes. This growth has come almost entirely at the expense of cheques, which now represent 1 in 8 payment transactions globally vs. 1 in 5 in 2007. As a consequence, values transferred per transaction have been falling.
For a typical credit card transaction we estimate the following revenue breakdown: customer pays 19% net (credit card interest and fees + retailer fees), retailer pays 1% net (merchant acquirer fee less customer transaction fee), merchant acquirer earns 0.4% net (retailer fee less interchange + payment network fees), payment network earns 0.2% net (via service/data fees), and card issuer earns 12.3% (before funding costs but after service fees, customer income, fraud, impairments). This is stylised only, complexity of fee pricing makes almost every transaction different.
The trends we are seeing in card transactions underline our Buy recommendations on Mastercard & Visa. We also think transaction growth should support banks which participate in card payments as issuers or acquirers. Though regulatory changes in Europe could represent a risk for issuers, we expect revenues to be recouped elsewhere in the payment model.
Payments: central to all banking and finance
The act of transferring, exchanging and transacting goods and money are fundamental activities within an economy. Whereas in older or less sophisticated economies this might have taken place predominantly via bartering or cash, today’s developed global economies (and banking sectors) are now built on foundations of electronic payments and settlement systems. According to the Bank of England, today in the UK 98% of payments by value are electronic.51 This inexorable shift towards electronic payments has had many consequences: central and commercial banks now manage their liquidity balances in real time, businesses can transact with suppliers and customers more efficiently, and consumers can pay for products easily and quickly from multiple vendors, channels and in different countries and currencies.
The central role of payments systems today makes them both a vital economic and financial infrastructure from a security and operational risk standpoint. But payments are also the key medium through which consumers and businesses interact with the financial sector.
51 http://www.bankofengland.co.uk/markets/Documents/paymentsystems/boesettlementaccounts.pdf
Exchanges of value are as old
as commerce, but the rise of
technology now sees 98% of
payments in the UK take
place electronically
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Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 85
What is a payment system?
There are a multitude of payments systems in the financial sector. It is important to distinguish between different payment systems types and objectives; the balancing of central bank liquidity (e.g. via Target2), for example, clearly has a different operational and commercial aim than the processing of retail payments (e.g. Visa / Mastercard).
We see 5 broad types of payment systems Cheques / paper credit systems
Electronic transfer (direct debit, credit transfer, e-money payments)
Card payment systems (credit, debit, contactless, online)
Cash (banknotes, ATMs)
Large Value Payment Systems (e.g. CHAPS, TARGET2)
We summarize these payments methods in Figure 138. Dotted lines indicate where these institutions generate revenues / charge margins.
Figure 138: Payments methods in a box
Payment user Payment userBank BankPayment system
Merchant acquirer
Card network
• Cheques• Credit transfer• Electronic transfer• Large value payments• Direct debits
Credit / debit cards
Cash
Source: Deutsche Bank
The last 2 on this list are somewhat distortive to the overall payments picture:
By its nature (and one of its advantages), cash transaction volumes and values are more difficult to track than electronic.
Large Value Payment Systems also distort the overall picture, given that many of the payments through this system are for wholesale financial use, typically of significant value but very limited volume (in the UK CHAPS represents 0.20% of transaction volumes, but 92% of values).
We analyse these areas separately from other non-cash transactions where we have a more consistent and longer-term dataset. First we put these non-cash transactions in context by volume, value and value per transaction.
There are a multitude of
payments systems, which we
group into five broad types
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How payments profiles have changed: non-cash is growing fast, transaction volumes rising
Transaction volumes: increasingly dominated by cards Non-cash transactions have risen 30% in the past 4 years across the world. For the 23 countries included in the BIS Committee on Payment and Settlement Systems (hereafter CPSS) study of payments systems52, transaction volumes rose from 209 billion to 271 billion over 2007 to 2011 (Figure 139). Based on the 8% growth rate recorded in 2011, we estimate transactions would have reached 316 billion by the end of 2013.
But the growth in transactions has not been uniform across payment types (Figure 140).
Figure 139: Global non-cash transactions are up 30% in 4
years...
Figure 140: ...and are increasingly dominated by cards
209221
236250
271
5.8 5.9
7.3
6.0
8.0
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
100
150
200
250
300
350
400
2007 2008 2009 2010 2011
% in
crea
se in
tra
nsac
tion
s
Billi
ons
of t
rans
acti
ons
0
50
100
150
200
250
300
2007 2008 2009 2010 2011
Billi
ons
of tr
ansa
ctio
ns
Other card
Credit card
Debit card
E-money payments
Cheques
Direct debits
Credit transfers
Source: BIS, Deutsche Bank estimates Source: BIS
As we show below, some 55% of non-cash transaction volumes are now processed by card, up from 49% in 2007. This growth has come almost entirely at the expense of cheques, which now represent 1 in 8 payment transactions globally vs. 1 in 5 in 2007.
Figure 141: 2007 Figure 142: 2011 Figure 143: Legend
17%
14%
19%1%
25%
18%
6%
17%
14%
12%
2%33%
17%
5% Credit transfers
Direct debits
Cheques
E-money payments
Debit card
Credit card
Other card
Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in time series Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in
time series Source: BIS data, Deutsche Bank analysis
52 Countries on the BIS Committee on Payment and Settlement Systems: Australia, Belgium, Brazil, Canada, China, France, Germany, Hong Kong SAR3, India, Italy, Japan, Korea, Mexico, Netherlands, Russia, Saudi Arabia, Singapore, South Africa, Sweden, Switzerland, Turkey, United Kingdom, United States
Non-cash is growing fast – up
30% in the last 4 years
Cards are now 55% of
volumes from 49% in 07,
replacing cheques…
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Financial Services
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So the main driver of growth has been a move to plastic, and within this – debit card transactions, up from 53 billion to 88 billion over the period.
Figure 144: Growth rates in types of transaction Figure 145: Closer look at plastic trends
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
2008 2009 2010 2011
Credit transfers
Direct debits
Cheques
Debit card
Credit card
0
20
40
60
80
100
120
140
160
2007 2008 2009 2010 2011
Billi
ons
of t
rans
acti
ons
Other card
Credit card
Debit card
Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in time series Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in time series
Transaction values: dominated by credit transfers In terms of non-cash transaction values, credit transfers dominate, with c.77% of the values. This is down slightly from the 80% recorded in 2007, due to the growth in direct debits, which now have overtaken cheques in terms of value transferred. Card payments represent less than 2% of total payment values. Overall transaction values are lower (over the dataset we have), but this is driven entirely by lower credit transfers and somewhat distorted by FX changes.
Figure 146: Transaction values across non-cash
payments
Figure 147: Transaction values over time
77%
11%
10%
Credit transfers
Direct debits
Cheques
E-money payments
Debit card
Credit card
Other card
0
100
200
300
400
500
600
2007 2008 2009 2010 2011
Trill
ion
USD
tra
nsac
tion
s
Other card
Credit card
Debit card
E-money payments
Cheques
Direct debits
Credit transfers
Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in time series Source: BIS data, Deutsche Bank analysis. Adjusted for breaks in time series
Average value per transaction: have fallen over the past 4 years Unsurprisingly, credit transfers have the highest average value per transaction, 5-6x the size of average direct debit and cheque payments. The average debit card transaction is E50, and credit card is E89. With the exception of direct debits, the transaction values of all payment types have fallen over the past 4 years.
…with debit cards the real
area of strong growth
Despite their important role in
retail, card payments are less
than 2% of non-cash
payments; credit transfers are
the largest system by far
Average transaction values
are falling as volumes
continues to rise and mix
shifts to card commerce
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Figure 148: Average payment value per transaction Figure 149: Change in payment values over time
7,855
1,314 1,553
9 50 89 360
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Credit transfers
Direct debits
Cheques E-money payments
Debit card Credit card Other card
Ave
rage
USD
tra
nsac
tion
val
ue
-37%
0%
-5%-7%
-12%
-40%
-35%
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
2007 2008 2009 2010 2011
Credit transfers
Direct debits
Cheques
Debit card
Credit card
Source: Deutsche Bank estimates, BIS data Source: Deutsche Bank estimates, BIS data
Rise of the card: A bankable trend
Fantastic Plastic has been around since the 1970s Plastic cards have been used for many years in markets like the US and UK. In the UK the first plastic cards were introduced in 1972. By 2010 200 million were in circulation, about 4 per person in the country. Transaction volumes and values have undergone a similar increase over the past 30-40 years (Figure 150).
Figure 150: Number of cards in the UK 1972-2010 Figure 151: Increase in volumes and values in UK
0
50,000
100,000
150,000
200,000
250,000
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
Thou
sand
s of
car
ds
Credit cards Debit cards Other cards
0
500
1,000
1,500
2,000
2,500
3,000
0
10
20
30
40
50
60
70
80
90
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
Transactions / card (LHS) Value / transaction (LHS) Value / card (RHS)
Source: Deutsche Bank analysis, BBA data Source: Deutsche Bank analysis, BBA data
4 key recent trends in plastic cards: 1. Growth has continued, particularly in EM: Data from the UK above might suggest a
stagnation in cards in recent years, but globally card volumes and transactions continue to gain momentum (Figure 152, Figure 153). As at 2011 there was around the same number of payment cards in circulation as the global population.
Plastic cards first issued in the
70’s; there are now more
than 4 for each UK resident…
…with cards in issue still
growing strongly in EM…
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Figure 152: Volume of cards in circulation Figure 153: Volume of transactions
4.04.4 4.5
4.95.3
4.65.1 5.2 5.5
6.2
0
1
2
3
4
5
6
7
2007 2008 2009 2010 2011
Billi
ons
Cards with a cash function Cards with a payment function (debit/credit)
99109
119132
150
0
20
40
60
80
100
120
140
160
2007 2008 2009 2010 2011
Billi
ons
of t
rans
acti
ons
Source: Deutsche Bank analysis, BIS data. Adjusted for series breaks Source: Deutsche Bank analysis, BIS data
By country, the number of cards in the traditional card-using economies (US, UK, NL) has fallen since 2011, most likely due to saturation of card providers (in 2007 each US inhabitant had an average of 3 cards with a cash function, or 5 with a payment function). These countries remain amongst the highest in terms of card penetration. However, emerging markets have seen significant and rapid growth over the period – particularly in the BRICS (Figure 154).
Figure 154: Change in cards in circulation 2007-2011 (cards with cash
function) Millions of cards 2007 2008 2009 2010 2011 Change
2007-2011Cards per inhabitant
United States 982 952 855 795 805 -18% 2.58
United Kingdom 165 168 162 165 165 0% 2.61
France 92 94 95 96 93 1% 1.42
Germany 124 126 130 130 133 7% 1.62
Australia 51 55 58 58 58 14% 2.61
Singapore 9 10 9 10 10 14% 1.97
Belgium 17 19 19 19 20 14% 1.82
Sweden 10 11 11 11 11 16% 1.21
Switzerland 11 12 13 13 14 25% 1.78
Saudi Arabia 11 12 14 12 14 28% 0.50
Italy 40 47 45 50 53 32% 0.88
Turkey 34 38 39 41 45 33% 0.60
Mexico 77 82 83 98 110 44% 1.01
Brazil 195 223 237 295 325 66% 1.67
Russia 103 119 126 144 200 93% 1.40
China 1,499 1,800 2,066 2,415 2,949 97% 2.19
India 130 162 201 246 296 128% 0.25
Total cards 3,551 3,930 4,162 4,600 5,303 49% 1.44Source: Deutsche Bank analysis, BIS data, cards with a cash function
Plastic as a payment mechanism is global, which is important when considering the global networks which underpin the plastic card business model.
2. Spending on cards has increased: Consumers are spending more on plastic than they used to. US card numbers in circulation may have fallen slightly, but consumer spend on plastic has increased by c.20% in 2007-2011. We show the USD spent on
…with penetration catching
up quickly in the BRICS in
particular
Card spend is up even where
card numbers are down: US
values up 20% 07-11
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cards per inhabitant in 2011 in Figure 155. EM remains low compared with traditional card using economies (Sweden, UK, US, Canada, Australia).
Figure 155: USD spent on cards per inhabitant, 2011 Figure 156: Number of card transactions per inhabitant
02,0004,0006,0008,000
10,00012,00014,00016,00018,00020,000
Indi
aM
exic
oRu
ssia
Sout
h A
fric
aBr
azil
Turk
eyCh
ina
Ital
yG
erm
any
Ave
rage
Saud
i Ara
bia
Net
herl
ands
Belg
ium
Fran
ceSi
ngap
ore
Kore
aSw
eden
Switz
erla
ndU
nite
d Ki
ngdo
mU
nite
d St
ates
Cana
daA
ustr
alia
USD
spe
nt p
er in
habi
dent
0
50
100
150
200
250
Chin
aIn
dia
Mex
ico
Russ
iaSo
uth
Afr
ica
Ital
yTu
rkey
Ger
man
yBr
azil
CPSS
1Si
ngap
ore
Saud
i Ara
bia
Switz
erla
ndBe
lgiu
mFr
ance
Net
herl
ands
Uni
ted
King
dom
Kore
aA
ustr
alia
Swed
enCa
nada
Uni
ted
Stat
esCard
tran
sact
ions
per
inha
bite
nt
Source: Deutsche Bank analysis, BIS data Source: Deutsche Bank analysis, BIS data
3. Debit cards have grown significantly, credit cards have peaked: When we break down the increase in cards over the past few years, it is clear that the growth has been driven by debit rather than credit cards. Debit cards are up c.40% during 2007-2011, whilst credit cards in circulation have fallen from 2.3 billion to 1.8 billion. On a per inhabitant basis, the trends are similar – cards with a cash function or a debit function have been growing. This is an important trend as it is evidence of the change in business model for cards from a credit-customer to a payment-retailer model, which we discuss in more detail below.
Figure 157: Debit and credit cards in circulation Figure 158: Number of cards per inhabitant
3.13.4
3.7
4.14.3
2.3 2.3 2.2
1.7 1.8
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2007 2008 2009 2010 2011
Billi
ons
of c
ards
in c
ircu
lati
on
Debit cards
Credit cards
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Cards with a cash function
Cards with an e-money function
Cards with a payment function
of which: cards with a
debit function
of which: cards with a
credit function
2007
2008
2009
2010
2011
Source: Deutsche Bank analysis, BIS data Source: Deutsche Bank analysis, BIS data
4. Values per transaction have fallen in real terms: Though transaction volumes are up (50% globally 2007-2011, Figure 159; and in the UK Figure 160), the value per transaction has remained relatively stable on a nominal basis, falling in real terms. In the UK the average credit card transaction is c.£64, the average debit card transaction in c.£44; and though this moves seasonally (esp around Christmas), it hasn’t really changed for the past 10 years. Globally, debit card average transactions were at $48 vs $52 in 2007, and for credit card cards $90 in 2011 vs $89 in 2007. The transactions that consumers are using cards for are getting smaller. This again has implications for the payments business model – volumes, efficiency and ease of payment have become more of a focus.
Debit cards are where the
growth is, up 40% 07-11,
whilst credit cards are down;
it’s the mechanism not the
finance that’s most attractive
in cards
Transaction values are falling
in real terms – UK credit card
average £64, debit card £44;
As sizes fall, ease of use
becomes a greater issue for
customers, efficiency a
greater focus for providers
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Figure 159: Transaction volumes per card, UK Figure 160: Average £ spent per transaction
0
10
20
30
40
50
60
70
80
90
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
Credit card transactions per card Debit card transactions per card
0
10
20
30
40
50
60
70
80
Jan-
94
Jan-
95
Jan-
96
Jan-
97
Jan-
98
Jan-
99
Jan-
00
Jan-
01
Jan-
02
Jan-
03
Jan-
04
Jan-
05
Jan-
06
Jan-
07
Jan-
08
Jan-
09
Jan-
10
Jan-
11
Jan-
12
Jan-
13
Credit cards Debit cards
Source: Deutsche Bank analysis, BBA data Source: Deutsche Bank analysis, Payment Council state
The traditional card payment model
In Figure 161 below we show the steps which take place between the various stakeholders when a customer makes a purchase from a retailer.
Figure 161: How the payment process works for cards
Authentication sent, funds cleared
Customer
Payments Service Provider
Merchant Acquirer
Retailer
Payment Network
Card issuer
Payment card / method presented1
2
Transaction put into
physical or mobile POS
system
3
POS sends transaction details
to Merchant Acquirer via a
Payments Processor
Transaction details sent to the payment network
+ Interchange fee
4
Transaction details sent for authorisation
+ interchange fee
5Authenticates
transaction6
7
8
9 Goods / services
Price minus Merchant
Discount fee
11Monthly
credit card bill / reward
points
10
Funds deducted from debit account / Price + Interest
+ Fees paid
Source: Deutsche Bank
The payment process typically works in the following way:
1. Upon paying for goods, the card is presented to the retailer.
2. The transaction details are entered or loaded onto a Point-of-Sale (PoS) either physically (via a terminal), mobile (mPoP, using software on an iPad for example), or online (online PoS).
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3. A Payments Service Provider (PSP) securely transmits this data to the Merchant Acquirer
4. The merchant acquirer (the retailer’s card agent) receives the transaction, then sent on over a payment network/association (with interchange fee, more details later).
5. The Payment Network / Association (Visa / Mastercard / American Express) then routes the transaction to the card issuer.
6. The card issuer authenticates (or not) the transaction (e.g. PIN correct, credit limit not breached, funds available), sending authorisation via the payment network.
7. This is sent to the Merchant Acquirer. Funds are also settled/cleared via the payment network (though technically this doesn’t happen immediately).
8. The Merchant Acquirer then sends on the transaction to the retailer via the PSP, less the merchant discount fee for using the service.
9. The customer receives the goods / service.
10. The customer is billed for payment (immediately for debit cards, typically a month afterwards for credit cards).
11. The cardholder pays the full amount for the goods / services with interest (if not paid off immediately), and any fees incurred (setup, issue, foreign exchange, payment protection insurance, lost card insurance, late payments, administration).
How fees flow around the card model
Another way of looking at this is to show how provider revenues flow around the model. The fee structure for cards is complex and non-standardised, reflective of the many different types of cards (debit, credit, store, loyalty), customers (e.g. poor credit history, abroad) and retailers (online, large-scale, airlines). There is no ‘one size’ model for plastic payments or what revenue % is picked up at each point.
We show a schematic of how revenues and fees typically flow around the model in Figure 162 below and describe the roles of each of the stakeholders below. In the traditional card payment processing model, the key stakeholders are the card issuers, the payment network, and the merchant acquirers.
Another way to look at how
the card transaction model
works is to track the revenue
generated by the card issuers,
payment network and
merchant acquirers – the key
links in the chain
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Figure 162: How fees, revenues and costs work within the payment system
Customer
Payments Service Provider
Merchant Acquirer
Retailer
Payment Network
Card issuer
Card transaction fee (often)
PSP fee / POS rental
Merchant discount fee
Interchange fees+ service fees
+ data processing fee
Interest + Fees paid
Service fees+ data
processing fee
Fraud costsCredit lossesFunding costs
Interchange fee
Non-$ benefits (airmiles
etc)
Source: Deutsche Bank
Customer: pays anything from 0% to 20% Benefits: The customer is incentivised to use a card for a number of reasons,
including convenience (ease of use, ability to track spending), security (typically credit cards provide consumer insurance), credit, or other benefits (e.g. airmiles, cashback, discounts).
Costs: The customer pays for these benefits through fees / interest paid to the card issuer (particularly credit cards), or through a transaction fees paid to the retailer. For many retailers now transaction fees are relatively rare (retailers normally want customers to use cards, more below), though for airlines (2% fee on Ryanair flight bookings53), and smaller independent retailers charges remain. Over time, we note that the proportion of balances which pay interest in the UK has fallen from 80%+ to 60% (Figure 163). This has been accompanied by higher credit card APRs (Figure 164), meaning the overall rate on balances has remained in the 10-12% range.
Example: Customer pays 1% transaction fee; credit card APRs are at 17.9% in the UK, so a net charge of c.19% if the credit card user doesn’t pay off every month, or 1% charge overall if a debit card or credit card which pays off balances each month.
53 http://www.ryanair.com/en/terms-and-conditions
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Figure 163: Credit card APRs UK Figure 164: Proportion of interest-bearing card balances
(UK)
17.9 %
12.5
14.5
16.5
18.5
20.5
22.5
24.5
Jan-
95
Jan-
96
Jan-
97
Jan-
98
Jan-
99
Jan-
00
Jan-
01
Jan-
02
Jan-
03
Jan-
04
Jan-
05
Jan-
06
Jan-
07
Jan-
08
Jan-
09
Jan-
10
Jan-
11
Jan-
12
Jan-
13
Ann
ual P
erce
ntag
e Ra
te (%
)
60%
50%
55%
60%
65%
70%
75%
80%
85%
Q1-
03Q
3-03
Q1-
04Q
3-04
Q1-
05Q
3-05
Q1-
06Q
3-06
Q1-
07Q
3-07
Q1-
08Q
3-08
Q1-
09Q
3-09
Q1-
10Q
3-10
Q1-
11Q
3-11
Q1-
12Q
3-12
Q1-
13
Prop
tion
of b
alan
ces
inte
rest
bea
ring
Source: Haver Source: Haver
Retailer: Benefits: The retailer benefits from (normally) faster, more efficient payments (less
cash in a till required), and potentially wider customer base. For online retailers, card payments are integral to the business model.
Costs: the retailer pays fees to the Merchant Acquirer and the Payment Processor for being able to accept card payments. Charges also accrue for renting the terminal equipment (this can be rented separately from the manufacturer), connectivity to the card network, customer support and payment guarantee.
Example: Barclaycard Business advertises that businesses can pay ‘from 1.5%’ on card transactions, with terminal rental/online management fees ‘from £10 a month’. We assume c.2% Merchant Acquirer Fees, less 1% transaction charge passed on to the customer.
Point of Sale terminal provider Generates revenues by selling or leasing the terminal hardware/software which
card transactions are processed on. Example companies here would include Verifone (Figure 165) and Ingenico.
Figure 165: Verifone Snapshot Figure 166: Global Payments Inc Snapshot Analyst name EmailBryan Keane [email protected]
Spot price: 20.7 Tgt. Price 13 Rec. Sell2010 2011 2012 2013e 2014e
EPS (DB adjusted) 1.3 1.9 2.7 1.5 1.8DPS 0.0 0.0 0.0 0.0 0.0BVPS 2.3 12.4 11.9 13.1 18.4ROE 83% 24% 8% 2% 0%EBITDA mgn 16% 13% 22% 20% 19%Market Cap (US$'mn) 1,809 4,096 4,398 2,293 2,293
P/E (DB) 15.6 22.1 14.6 14.3 11.4EV/EBITDA 11.2 24.1 12.9 9.1 7.2Div yield 0% 0% 0% 0% 0%FCF yield 8% 4% 4% 6% 8%ROE 83% 24% 8% 2% 0%
Verifone Analyst name EmailBryan Keane [email protected]
Spot price: 47.8 Tgt. Price 55 Rec. Buy2010 2011 2012 2013e 2014e 2015e
EPS (DB adjusted) 2.8 3.1 3.5 3.6 4.0 4.3DPS 0.1 0.1 0.1 0.1 0.1 0.1BVPS 10.5 14.7 14.7 15.6 19.9 23.9ROE 27% 24% 24% 24% 22% 20%EBITDA mgn 24% 23% 23% 22% 21% 21%Market Cap (US$'mn) 3,699 3,543 3,716 3,741 3,741 3,741
P/E (DB) 16.1 14.3 13.3 13.1 12.1 11.0EV/EBITDA 9.0 7.2 7.4 8.2 7.2 6.1Div yield 0% 0% 0% 0% 0% 0%FCF yield 7% 9% 7% 6% 9% 10%ROE 27% 24% 24% 24% 22% 20%
Global Payments Inc.
Source: Deutsche Bank estimates, company data, Priced as on 5 September 2013, All figures in local currency unless stated Source: Deutsche Bank estimates, company data, Priced as on 5 September 2013, All figures in local
currency unless stated
Payments Service Provider Generates revenue by acting as the processor of card transactions, through ‘front-
end’ (authentication, directing traffic to card networks / merchant acquirers / issuers) or ‘back-end’ (settlement, clearing). Example companies would be Global Payments Inc (Figure 166) or WorldPay.
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Merchant Acquirer Revenues: Fees from retail merchants, providing incentive to build a large base of
retailer customers for economies of scale.
Costs: aside from the cost of upkeep of equipment / network / customer service, the main charges a merchant acquirer faces are service and data processing fees paid to the payment network. These are typically calculated as a % of transaction value (service fee) and per transaction (data processing).
Also, an interchange fee is paid to the card issuer and covers the credit risk of the product/service paid for and varies according to card, transaction and location (e.g. ‘customer not present’ transactions are more expensive). We show the charge structure of VISA UK interchange fees in Figure 167 (it’s complex).
Figure 167: UK Visa Interchange fee breakdown Immediate
Debit Credit & Deferred
Debit
Charge Card
Contactless (£0.00 - £2.00) £0.01 0.65% 0.65%
Contactless (£2.01 - £10.00) £0.04 0.65% 0.65%
Contactless (£10.01 - £15.00) £0.08 0.65% 0.65%
Contactless (£15.01 - £20.00) £0.08 0.77% 1.02%
Parking (£0.00 - £35.00) £0.08 0.77% 1.02%
Vending (£0.00 - £15.00) £0.08 0.77% 1.02%
EMV Chip £0.08 0.77% 1.02%
Card Not Present - CVV2 £0.11 1.10% 1.35%
Recurring Transaction £0.11 0.65% 0.90%
Secure Electronic Commerce £0.10 0.87% 1.12%
UK V.me by Visa £0.10 0.87% 1.12%
ECommerce - Low Value Payment (£0.00 - £2.00) £0.12 n/a n/a
Airline - Chip terminal n/a 1.00% 1.25%
Airline n/a 1.10% 1.35%
Card Not Present (CNP) £0.18 1.30% 1.55%
Standard / Non-Electronic £0.18 1.30% 1.55%
Standard Refund Interchange Fees
Refund - Card Present £0.09 0.80% 1.05%
Refund - MOTO and CNP £0.12 1.10% 1.35%
Refund - E-Commerce £0.15 1.10% 1.35%Source: VISA Europe, http://www.visaeurope.com/en/about_us/our_business/fees_and_interchange.aspx
Payment Network Revenues: Service + data processing fees from merchant acquirers, card issuers.
Visibility on a huge amount of transactional data (more on ‘Big Data’ later). We show a breakdown of Visa’s fees in Figure 168: around a third of revenues come from data processing, a quarter from international fees, and the bulk of the remainder from service fees charged to the merchant acquirers and card issuers.
Costs: Upkeep and expansion of the payments system (people + technology), brand marketing costs (e.g. Visa at the Olympics), and incentives which are effectively ‘negative’ revenue as they are rebates / incentives given to the payment networks’ customers. See Figure 169.
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Figure 168: Visa breakdown of revenues, 2012 Figure 169: Visa breakdown of costs/incentives, 2012
Service Fees, 4,872, 39%
Data processing fees, 3,975,
32%
International transaction fees, 3,025,
24%
Other revenues, 704, 5%
Volume and support
incentives, 2,155, 36%
Personnel, 1,726, 29%
Network & communication
s, 414, 7%
Advertising / marketing, 873,
14%
Professional / consulting fees,
385, 6%
Administrative / other, 453, 8%
Source: Company data Source: Company data
We show snapshots of the two major payment networks in Figure 170 and Figure 171.
Figure 170: MasterCard Snapshot Figure 171: Visa Snapshot Analyst name EmailBryan Keane [email protected] price: 629 Tgt. Price 756 Rec. Buy
2010 2011 2012 2013e 2014eEPS (DB adjusted) 14.0 18.7 22.0 26.1 30.3DPS 0.6 0.6 1.2 1.2 1.2BVPS 39.7 45.8 55.0 59.6 82.7ROE 42% 43% 43% 45% 42%EBITDA mgn 52% 55% 57% 59% 59%Market Cap (US$'mn) 30,034 38,283 54,206 76,219 76,219
P/E (DB) 16.3 16.0 19.6 24.1 20.7EV/EBITDA 8.9 9.1 11.6 14.5 12.4Div yield 0.3% 0.2% 0.3% 0.2% 0.2%FCF yield 5% 7% 5% 5% 6%ROE 42% 43% 43% 45% 42%
MasterCard Analyst name EmailBryan Keane [email protected] price: 176 Tgt. Price 226 Rec. Buy
2010 2011 2012 2013e 2014eEPS (DB adjusted) 3.9 5.0 6.2 7.6 8.8DPS 0.5 0.7 0.9 1.3 1.3BVPS 33.8 37.4 40.7 42.7 52.8ROE 12% 14% 16% 18% 18%EBITDA mgn 60% 63% 63% 64% 64%Market Cap (US$'mn) 59,208 55,385 76,728 115,682 115,682
P/E (DB) 20.5 15.7 18.3 23.2 19.9EV/EBITDA 11.4 9.1 11.2 14.7 12.7Div yield 1% 1% 1% 1% 1%FCF yield 1% 6% 6% 1% 7%ROE 12% 14% 16% 18% 18%
Visa Inc.
Source: Deutsche Bank estimates, company data, Priced as on 5 September 2013, All figures in local currency unless stated Source: Deutsche Bank estimates, company data, Priced as on 5 September 2013, All figures in local
currency unless stated
Card issuer Revenues: Interchange fee from Merchant Acquirer. Any monthly fees / charges /
interest due from the customer (Figure 163). For more detail on the credit loan model of credit cards, please see our detailed report on retail banking54. If the Card issuer = the merchant acquirer (e.g. Barclaycard in the UK), then the transaction is ‘on us’ and the interchange fee is effectively not paid. Large card issuers therefore have an incentive to be large merchant acquirers to be on both sides of the transaction.
Costs: Card issuer typically assumes costs of:
Fraudulent activity: in the UK fraud amounted to £388m in 2011, on £500bn of credit card transactions, so c.8bps, Figure 173;
Impairments in the event of a customer default: in the UK this is currently running at c.4%, peaked at 10% during the crisis, Figure 172. This is typically the most volatile item in the credit card cycle.
Funding costs for credit and operating costs for card issuance / systems / customer service.
54 UK Retail Banking 2012, Past, present and future, 7 Sept 2012
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The card issuer also pays the service and data processing charges to the payment network.
Figure 172: Credit card write-offs in UK over time Figure 173: Fraud losses are low
4.08%3.68%
0%
2%
4%
6%
8%
10%
12%
14%
16%
1Q94
1Q95
1Q96
1Q97
1Q98
1Q99
1Q00
1Q01
1Q02
1Q03
1Q04
1Q05
1Q06
1Q07
1Q08
1Q09
1Q10
1Q11
1Q12
4 quarter rolling average Quarterly
0.15%
0.16%
0.11%
0.09%0.07% 0.08%
0
100
200
300
400
500
600
700
800
900
0.00%
0.02%
0.04%
0.06%
0.08%
0.10%
0.12%
0.14%
0.16%
0.18%
2007 2008 2009 2010 2011 2012
Frau
d lo
sses
£m
% tr
ansa
ctio
n va
lues
Fraud losses Fraud as %
Source: Deutsche Bank estimates, Bank of England Source: UK Cards Association data
So in stylised example of fees paid on a £100, interest-bearing, credit card transaction:
Customer pays £100 + 1% fee to retailer, 18% to credit card issuer in APR.
Retailer pays 2% to merchant acquirer / payment processor
Merchant acquirer pays 1.5% in interchange fees to card issuer, 0.1% to payment network
Card issuer pays 0.1% to payment network, 0.1% lost due to fraud, 7% lost due to impairments.
So, overall: the customer pays 19% net, retailer pays 1% net, the merchant acquirer earns 0.4% net, the payment network earns 0.2% net, and the card issuer earns 12.3% before funding costs. Though, of course, the revenues can vary significantly depending on the type of card, customer, product or transaction that takes place.
Large value payment systems – would always be run by banks
The majority of the flow of money around the financial system goes through Large Value Payment Systems (LVPS). Although a very small proportion of transactions (0.19% in the UK for CHAPS, Figure 174), payments through this mechanism dwarf other retail and commercial payment systems (Figure 175). LVPS are typically operated/managed by central banks and used by individual banks for making large value transfers, in real time, on a gross basis (i.e. there is no netting of positions).
Most money flows by Large
Value Payments Systems
which will always be bank-
dominated…
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Figure 174: Chaps: just 0.19% of transactions... Figure 175: ...but 92% of transaction values in the
financial system CHAPS0.19%
BACS31%
Faster Payments
5%
Cheques & Credit
3%Credit cards
14%
Debit cards47%
CHAPS92%
BACS5%
Faster Payments
1%
Cheques & Credit
1%
Credit cards0%
Debit cards1%
Source: Deutsche Bank estimates, Payments Council Source: Deutsche Bank estimates, Payments Council
Examples of use: LVPSs do have commercial uses, but their most important role is for enabling the flow of capital around the financial system in an efficient and speedily manner.
Wholesale / liquidity / central bank uses: To balance liquidity or treasury positions when intraday repos are opened or closed. Central Banks also use such systems (e.g. in the European Union via the TARGET2 system) to make payments to each other.
Commercial/Retail use: typically for high value, secure transactions which need to be made immediately, e.g. house purchases and same-day, guaranteed payments. As a proportion of LBPS this represents about 78% of transactions, and 23% of values. We estimate that on the basis of 27 million transactions a year, £25 fee per transaction, the total fee pool for the UK from CHAPS is ~£675m
Figure 176: Retail vs Wholesale CHAPS use Figure 177: CHAPS represents around £675m of fees for
the UK Banking sector
78%
23%22%
77%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Volume Value
Retail
Wholesale
UKRetail transactions per annum 27 millionFee per transaction £25Total fees per annum £675m
Source: Deutsche Bank estimates, UK Payments Council Source: Deutsche Bank estimates, UK Payments Council
UK example: CHAPS In the UK the large value payment system is called Clearing House Automated Payments System or CHAPS, operated by a private company (CHAPS Co) in which the settlement banks are shareholders. The Bank of England acts as settlement agent and owner of the system’s infrastructure.
…generating a fairly
significant revenue stream in
markets – such as the UK –
where these payments attract
customers fees of up to £25
per transaction
The UK LVPS, CHAPS, gives a
decent case study of how
these systems work
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How does it work? CHAPS processes sterling payments in real time, with no restrictions on value of transactions. It is open each working day from 06:00 to 16:00 and for a further 20 minutes afterwards for interbank funding payments.
Payment instructions are sent via SWIFT (Society for Worldwide Interbank Financial Telecommunication, a secure messaging system used by financial institutions globally) to the RTGS / CHAPS system run by the BoE.
Once payment has been settled (debit / credit in settlement accounts) a confirmation is returned via SWIFT.
Who uses it? There are 19 settlement banks which are direct members and shareholders of CHAPS, who co-operatively govern all areas (including rules on entry, pricing, operational procedure). A further 4,500+ other financial institutions make CHAPS payments and settle through agency arrangements with these direct members (e.g. a small bank like Metro Bank will settle CHAPS through one of the direct members, who in turn will settle through the Bank of England).
Figure 178: Large Value Payments System in action
Bank of England
Settlement Bank A
Settlement Bank B
Settlement Bank C
Participating Bank A
Participating Bank B
Retail Market (Business & Personal)
RTGS infrastructure / Settlement accounts
Source: Deutsche Bank / OFT
What are the risks? There are no credit risks (during normal operations) as payments are real time, irrevocable and final, and the paying bank has to have sufficient funds in the BoE RTGS settlement account to make a payment.
Liquidity risk is more of a risk (e.g. the order in which these payments are processed/scheduled), and therefore members have access to real-time information on their settlement balances at the BoE.
How often is it used? In July 2013, CHAPS processed 3,156,258 payments worth £6.3 trillion over 23 settlement processing days.
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Regulation – Evolving
European Payments For a thorough overview of European Payment regulations, please see work by our US Technology colleagues, ‘EC Proposal Likely Drawn Out’, 24 July 2013.
The Single Euro Payments Area (SEPA) is the payments integration initiative of the EU, and covers 3 payments instruments: credit transfers, direct debits, and card payments. SEPA aims to improve cross-border efficiency and promote a single market for Euro payments.
The Payments Services Direct (PSD) is the legal foundation of SEPA.
Recent proposals (not final) from the EC covering revisions to the PSD and Interchange fee regulations cover a number of areas, including:
Third party payment providers: could be granted access to customer accounts to check balances / initiate transactions. This is aimed at lowering the barriers of entry and increasing competition.
However, there are security concerns over this.
Legal separation of card schemes & processing entities: this may mean that card networks have to split their processing functions into a separate organisation. There are a number of domestic card networks with a monopoly over domestic transactions e.g. in Italy (Bancomat) and France (Carte Bancaire), so this could be beneficial for Mastercard / Visa if these monopolies are broken.
Limiting interchange fees for all consumer debit and credit card transactions to 20bps and 30bps respectively. These will be effective 2 months after the regulation is enforced for cross-border and 2 years for domestic transactions. Interchange fees don’t go to the network - they are paid from the acquirer to the issuer so issuers would be most directly impacted (and issuer-acquirers less so).
A report by Europe Economics (commissioned by Mastercard)55 estimates a loss to card issuers to be up to £2.4bn for the UK alone with £2.2bn of savings for large retailers but with “no evidence that these savings are passed on to the consumer in lower prices”. This report says that evidence from other countries where interchange fees have been artificially lowered has been that issuers “seek to recover costs by increasingly prices and reducing rewards and services for consumers”. At the same time we think there could be pressure to lower network fees paid to payment networks from card issuers in order to compensate. The report suggests that cardholder fees could rise by up to £11 for debit cards, and £25 for credit cards – which would clearly have implications for the ‘free banking’ model in the UK.
Overall, these proposals have the potential to change the current model
There are likely to be positives overall for large payment processors (from levelling of playing field, breaking domestic network monopolies).
We think the proposed changes to interchange fees are likely to see issuers attempt recoup any lost revenue from charging consumers more, or negotiating lower payment network fees.
Moreover, if interchange fees mean bigger savings for retailers and so attract more retailers to shift to card payments, this should benefit all stakeholders in the card-payments cycle through increased transaction volumes.
55 The Economic Impact of Interchange Fee Regulation in the UK, Europe Economics. http://www.europe-economics.com/userfiles/library/FINAL_Europe_Economics_Media_Exec_summary_280613.pdf
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MasterCard management have said that the EC proposal poses no revenue or increased competitive risk; that the proposal provides an opportunity for MA to gain share from the domestic networks as issuers have freedom to co-badge and the card schemes and processing is unbundled; and that legal separation may not require a split-up at the company holding level.56
Our US analysts think that the timing of upcoming European Parliament elections and EC commissioners means that the new regulations will likely be delayed; and they think the recommendations could changed materially given the lengthy legislative process. We expect push-back from the UK, particularly given the implications that interchange fee caps could have on ‘free banking’ at present.
US Payments For an overview of current US payment regulatory themes, please see work by our US Technology colleagues in ‘Fed Appeal Sets Stage for Year of Uncertainty Around U.S. Debit’, 21 August 2013.
56 MasterCard: ‘Management Comfortable with the EC Proposal Risk’, 25 July 2013
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Cool Innovations
No sustained advantage in product, but we liked these
We don’t believe banks can deliver sustainable competitive advantage in retail banking via product design or technological prowess in most developed markets. Imitation is, after all, the sincerest form of flattery. We did think the following offerings were interesting, in alphabetical order of the provider we found (in all cases there are no doubt others):
Pay mates by smartphone, fast becoming ubiquitous: Pay to mobile, pay to account, pay to email initiated and managed by smartphone are fast becoming ubiquitous assisted by service providers like fiserv and Monitise. A clear win for customers. Branded Pingit by Barclays, Pay to Mobile by Bank of Ireland, kaching by CBA, nabKiss by NAB, Pay Your Contacts by RBS and included as standard in mobile banking apps at Bank of America and Wells Fargo, amongst others. Press reports57 say Google is trialling a money-by-email product in the US.
Talking ATMs for the visually-impaired – Co-Operative Bank, UK: ATMs in the Co-Op network are being upgraded with high contrast screens and spoken feedback delivered via a headset plugged into the unit.
Sale and financing of phones, tablets, accessories – FirstRand, South Africa: FNB sells Apple, Samsung, Blackberry, acer, HP and Google phones, tablets and accessories to bank customers. Product pricing and obligations to qualify (volumes of monthly cash deposits, for example) dependent on customer segmentation58. To 1H13, around 12,000 smart-phones and 70,000 tablets had been sold.
Remote cheque deposits – JPMorgan Chase, United States: Customer takes a picture of front and back of cheque, mobile banking app transmits picture to the bank which clears it with no branch visit, no postage, no delay. Software solution provided by firms like Jack Henry & Associates and marketed to bank customers under names such as QuickDeposit (JPM). We understand that deploying this in the UK requires changes to bank sector rules: we think this would be a sensible measure to take to reduce transaction costs.
GPS- and camera-enabled smartphone househunting and mortgage-lead app – Lloyds Banking Group, UK: Last year LBG launched the Home Finder app under its Halifax brand, powered by properties-for-sale data from Zoopla. The app uses GPS to show properties for sale in the vicinity and, in a neat twist, superimposes those on the market on a live camera heads-up view. Barclays now also has a similar offering.
M-PESA – Safaricom, Kenya: Mobile person-to-person and person-to-company payments platform. Has 67% of Kenyan adult population as customers, processing payments of ~ 30% of GDP last year, earning Safaricom US$255m in revenue, up 30% YoY. Arguably the most successful mobile payments platform in the world.
57 http://news.yahoo.com/blogs/upgrade-your-life/paying-phone-conveniences-cautions-141559523.html 58 https://www.fnb.co.za/promotions/smartphoneTabletOffer/Smartphone-Tablet-Offer.html
We don’t believe banks can
deliver sustainable
competitive advantage via
product or technological
prowess but we did think
these products were cool
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People Like U, NAB, Australia: Billed as the world’s first “econography” tool, www.peoplelikeu.com.au uses analysis of a billion customer transactions to show the financial habits of similar people. Includes comparisons of how much Australian and local-postal-code peers spend and where they spend it. Interesting level of detail proves the point around big data in banks: food spend, for example, is split into dining out, groceries, liquor, groceries, pubs and clubs and shows which providers are popular, preferred and emerging, with average spend per customer visit. Well worth a visit.
Cardless ATM withdrawals – RBS, United Kingdom: RBS uses a Monitise platform to offer customers the ability to withdraw cash from an ATM without a debit card using a code provided by the bank by phone or text/SMS. Branded “Get Cash” is helpful for customers with lost or stolen cards.
Hands-free checkout – Square, US: Merchants operating Square and designated as “Favorite” by the customer allow customers to pay by saying their name at check-out59. The customer’s smartphone connects with merchant Square account, letting the vendor know you’re in the store, customer photo appears on the cash register, if the same person store authorises payment and you’re done. Smart, convenient and better than contactless.
59 https://squareup.com/help/en-us/article/3906-square-wallet-payments-and-receipts
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Glossary Average Revenue Per User (ARPU): Per capita revenue for a defined period and
product, usually a month, mainly used by mobile telco firms. See for example, Voice ARPU, SMS ARPU, M-PESA ARPU.
Big data: Uses increasingly rapid and cost effective analysis of large volumes of customer data to better inform product design, customer marketing and product pricing in particular.
Core Banking System (CBS): Hardware and software which deliver the basic functions of banking to customers.
Cost-per-click (CPC): Google’s largest revenue pool is advertising / referral income, driven by volume of internet user click-throughs multiplied by average advertiser cost per click. Google is growing clicks, average revenue per click is declining, overall top line is growing. Part of CPC decline is from an increased proportion of mobile in the mix.
Crowdfunding: Web-hosted, online-auction-driven lending and funding of small business and creative projects. See for example www.crowdcube.com and www.fundingcircle.com.
Digital wallet: Consumers link debit, credit and loyalty cards to an online account / identity. Shields account details, some improvement in transacting convenience, drives loyalty schemes and directed offers. “Digital wallets” encompasses both e-wallets/online-wallets like Paypal and mobile wallets on smartphones such as Paypass and Google Wallet.
Distributed Denial Of Service attack (DDOS): Method of cyber attack which aims to make web sites unavailable or so slow as to be unusable by directing a barrage of requests from numerous sources at a site, rendering it unable to cope with legitimate access requests.
Geo-fencing: Virtual perimeter in real-world allows GPS-enabled phones can house apps which use customer’s location for providing targeted offers / vouchers for particular retailers. We expect banks to capitalise on their customer relationships in this area.
Mobile Point of Sale (mPOS): The shift by retailers to mobile / software-driven Point of Sale systems rather than physical hardware exclusively devoted to payments, favoured by the likes of Verifone and Ingenico. Apple pioneered mPOS to reduce checkout lines, others are following.
Mobile wallet: Mobile subset of digital wallets. Offers convenience and security of online wallets on smartphones. Customers manage debit, credit and loyalty cards; increasingly able to make payments by phone.
Near-Field Communication technology (NFC): Broad term covering contactless technology increasingly seen on cards, phones and PoS terminals, based on industry standards using RFID chips already present in many different smartcards.
Point-of-Sale (POS) terminal: Machine/mechanism registering customer payment, typically in a retail environment, mainly accepting credit and debit cards.
Software-As-A-Service (SAAS or SOAS): Information technology delivery model under which software is hosted on third party hardware accessed by the client over the internet. Customer typically benefits from economies of scale in product
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innovation and a cost and infrastructure base that scales with business growth. See Metro Bank case study.
Peer-to-peer lending: Web-hosted, online-auction-driven unsecured consumer lending. See for example www.kickstarter.com, www.zopa.com.
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Appendix 1
Important Disclosures Additional information available upon request For disclosures pertaining to recommendations or estimates made on securities other than the primary subject of this research, please see the most recently published company report or visit our global disclosure look-up page on our website at http://gm.db.com/ger/disclosure/DisclosureDirectory.eqsr Analyst Certification
The views expressed in this report accurately reflect the personal views of the undersigned lead analyst about the subject issuers and the securities of those issuers. In addition, the undersigned lead analyst has not and will not receive any compensation for providing a specific recommendation or view in this report. Jason Napier Equity rating key Equity rating dispersion and banking relationships
Buy: Based on a current 12- month view of total share-holder return (TSR = percentage change in share price from current price to projected target price plus pro-jected dividend yield ) , we recommend that investors buy the stock. Sell: Based on a current 12-month view of total share-holder return, we recommend that investors sell the stock Hold: We take a neutral view on the stock 12-months out and, based on this time horizon, do not recommend either a Buy or Sell. Notes:
1. Newly issued research recommendations and target prices always supersede previously published research. 2. Ratings definitions prior to 27 January, 2007 were:
Buy: Expected total return (including dividends) of 10% or more over a 12-month period Hold: Expected total return (including dividends) between -10% and 10% over a 12-month period Sell: Expected total return (including dividends) of -10% or worse over a 12-month period
46 % 48 %
6 %
39 % 34 %
24 %0
200
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Buy Hold Sell
Global Universe
Companies Covered Cos. w/ Banking Relationship
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8 September 2013
Financial Services
Retail Bank Strategy
Deutsche Bank AG/London Page 107
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