Using the Branch to Sell Mobile

American Banker published an article last week describing Bank of America’s quest to bolster the ranks of its mobile banking customer base. According to the article, the bank is outfitting its teller stations with quick response (QR) codes that can be scanned by mobile devices to download the mobile app. What a great idea! For too long, most financial institutions have limited the merchandizing of mobile banking capabilities. Even after investing in sought after capabilities such as mobile remote deposit capture, many banks enrol mobile banking users primarily through the online channel. Go figure! In-branch merchandizing is a logical way to leverage remaining foot-traffic for the mutual benefit of online banking enrolment, and QR codes at the teller line is a great way to do so in my opinion. After reading the article, I was eager to see them for myself at a local Bank of America Branch. Upon entering the branch, I was instantly greeted by a charming and enthusiastic employee who was quick to answer my query. She had no personal experience with the in-store merchandising though, and even asked me what app I use to read QR codes. The merchandising wasn’t at the teller stations, but at the deposit preparation desk (below) and also prominently positioned at each new account desk. Once scanned, the QR code directs the user to the appropriate app store to download the bank’s 4.2.69 version of the mobile banking app.

Selling mobile deposit right where customers fill out deposit slips is a great idea

Note that the merchandising didn’t simply advertise mobile banking, it sells the benefits of the bank’s newly released mobile deposit capability. Placement was perfect – right where in-branch depositors will be filling out deposit slips. Use of QR codes is smart for their ability to allow consumers to easily inquire without taking bank staff’s time. It reminds me of another clever application of QR codes. My wife is a first grade teacher. She enjoys the use of iPads in her classroom and integrates them into her curriculum. One way she does so is by loading a variety of educational games onto the iPads for use throughout the day to reinforce lessons. She makes a number of “low-technology” games available as well. Games are a great way to provide some educational fun while she is working with other students. Like new banking capabilities, the problem with games is that they must be explained. Having to do so in the classroom is distracting and diminishes the value of “self-service’ learning games otherwise provide. To address this problem, she recorded instructions for each game on YouTube and provides a QR code for each game that links to the explanation video. Students wishing to explore a new game simply scan the appropriate QR code and they’re off. It saves her countless interruptions.

Even First Graders think QR codes are easy

Apparently Bank of America tellers will soon be enjoying the same benefit.

USAA and UPS Stores: A Lesson in Branch Relevance

In October 2010, USAA announced its partnership with The UPS Store to act as an in-person deposit gathering channel for the bank – something USAA has done without for years and still managed to enjoy a deposit growth rate of roughly three times the industry average. Last week, USAA announced its Easy Deposit service is now available at 1,700 The UPS Store locations. From its start in 1983, the objective of USAA Federal Savings Bank was to leverage the company’s strong brand equity and high customer satisfaction among its insurance, credit, and brokerage customers to build a strong banking franchise. USAA struggled with attracting member checking and savings deposits— for good reason. Without a branch network, USAA relied on mail-in deposits. To facilitate, it has provided free self-addressed stamped envelopes for members. But this approach, with its delayed funds availability and high internal processing cost, was not a competitive proposition. USAA more recently pioneered desktop and mobile RDC solutions for its banking customers as an alternative for mail-in deposits which used to be its mainstay. The solutions have been a huge success. So why this? The obvious answer is that despite the overwhelming success of Deposit@Home and Deposit@Mobile, a significant number of USAA members aren’t opting in. Far from an indictment against remote deposit capture, USAA’s latest move – along with its opening additional full-service retail branch locations in Killeen, TX and Washington, D.C. speaks volumes about the enduring relevance of branch banking in our increasingly multichannel world. Moreover:
  • This move gives credence to the “branch is not dead” argument. Financial institutions serve a diverse customer base with differing needs and preferences. As much of a success as Deposit@Home and Deposit@Mobile have been, they have not rendered branch banking obsolete – even for USAA. Traditional retail banks should expect significant deposit transaction migration to self-service channels with desktop and mobile RDC, but not overwhelmingly so. There will remain – for at least a number of years – important customer segments for which RDC solutions won’t appeal.
  • On the other hand, retail branches are disturbingly devoted to deposit gathering. USAA’s move will give it quick access to 1,700 locations near its target geographic markets at a small fraction of the cost of traditional branches. Traditional banks that think they don’t compete with USAA need to think again.
  • As transactions continue their migration to self-service channels, there will be increasing demands placed upon retail FIs to re-think their branch models. The status quo is no longer sustainable. As transaction volumes leave the branch, so will foot traffic. FIs will have to create new reasons for customers to visit the branch and obtain proportionally higher cross sell ratios just to maintain. At the same time, declining transaction volumes will produce increasing unit costs on the remaining transactions. It’s not a pretty picture.
  • USAA obviously isn’t selling in The UPS Stores. Any cross-selling will be for UPS Store products and services, not those of USAA. This isn’t a problem for USAA because it has become adept at selling its wares without face-to-face interaction. Traditional retail banks need to learn this art! For most U.S. financial institutions precious little sales effort exists apart from the branch network. This too is unsustainable.
Again, welcome to the new normal! What do you think?