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Chairmans message
CIIs BANKing TECH Summit is a flagship annual gathering of the Indian banking technology industry, focussing on
connecting the dots between business, operations, technology and regulatory dimensions of the sector.
The ninth edition of the summit recognises the sweeping magnitude of impact that the digital wave has unleashed in
the banking sector, and hence the theme, Banks taking a quantum leap through digital.
It has been the constant endeavour of banks to enhance customer experience, improve efficiencies by adopting leaner
and cost-effective operations and drive revenue by increasing the depth as well as the spread of customer engagement.
The onset of the digital era has opened up a plethora of opportunities as well as challenges to these pursuits. Multiple
avenues of interaction such as the internet, mobile, tablets have veered customers away from traditional channels
such as branches and ATMs. While this presents a huge potential for improving both the reach as well as the quality
of engagement, it also brings up the challenge of delivering a consistent experience to the here and now digital
age customer across these platforms. While digital channels capture valuable insights, the opportunity of personal
interaction is lost, apart from the security risks that these channels potentially introduce. Often referred to as the digital
out, this facet represents choreographing the customer-facing layer of banks.
Another dimension of the digital evolution relates to the digitisation of internal processes that will bring in benefits of
reduced cycle time, fewer exceptions and faster throughput resulting in greater efficiencies. This aspect, referred to as
digital in, represents orchestrating the operations layer of these institutions.
The adoption of digital is challenged by the incumbent technology landscape, manifesting itself in multiple generations,
as well as the multitude of business lines and geographic spread of banks. On another plane, deep dive analytics and
CRM of high granularity phenomena that are waiting to happen, hold out a promise of delivering greater value to the
bank as well as its customers.
While banks grapple with these business, operations and technology imperatives, the ecosystem brings at least
two dimensions of challenges (a) innovations in the payment space such as mobile money, e-wallets and payment
aggregators that, collaborating with the exploding e-commerce segment, threaten to take away a sizeable chunk
of a banks cash flows and revenue streams (b) risk and regulatory framework which includes new dimensions of
risk introduced by digitisation that need to be addressed so as to ensure secure banking and the evolving regulatory
requirements to which banks are expected to be compliant.
With these developments as a backdrop, CII and PwC have put together this report which showcases the banking
industry as it is today and the possible roadmap ahead to take a quantum leap with digital as its springboard.
We hope this report is helpful and we welcome any thoughts you may have.
Warm regards,
Arun Jain
Chairman - CII BANKing TECH Summit 2015 and
Chairman and Managing Director, Intellect and
Chairman, Polaris Group of Companies
PwC
Foreword
The banking industry is going through exciting times and as customers, we experience this in the way it touches our lives.
Technology, digitisation, social media and mobility are changing our personal lives in a big way and this naturally implies
that services such as banks need to respond to this change and reinvent the way they do business.
As the banking fraternity faces multiple disruptions with the entry of small banks, new payment banks and nontraditional players, it will be interesting to see how all of this will play out for the sector.
The digital battleground has presented banks with a huge opportunity to attract new customers, lower costs, develop new
propositions and business models, as also explore customer value to its maximum. To create a digital environment is now
a priority for all banks and they need to undergo considerable investment for complete transformation. Leading the bank
towards digital transformation implies enhanced user experience through interactive interfaces, advancement in mobile
technology, improved digital security, collaborating through social media, channel integration and gaining insights into
customer behaviour through digital analytics. Furthermore, fintech companies are setting new standards in innovation,
time to market, and customer experience which traditional banks are forced to measure up to.
Client interactions have led us to believe that banks are leveraging digital to re-imagine existing processes, come out with
new products and services, and create a new customer experience. Having said that, our report Banks taking a quantum
leap through digital is an endeavour to address the various aspects in which the realm of banking is expanding as well as
the challenges it encounters along the way. We have tried to capture the undercurrent of the industry and coupled it with
our understanding of the business.
We hope that you will find this report insightful and a good read. Please write in to me with your views.
Vivek Belgavi
Leader, Technology, Financial Services
PwC India
Banks taking a quantum leap through digital 3
Innovative customer
acquisition and engagement
strategies
Digital channels provide banks with a
unique opportunity to deliver highly
customised propositions and services to
their potential and existing customers
at relatively lower costs. While these
channels provide access to larger public
social platforms, the inherent nature of the
platform makes communications through
these channels individual and intimate.
Users are able to experience services on
their own terms, controlling the context,
mode and length of exposure to the
product or service. Given the singular
mode of interaction and negligible delivery
PwC
By 2020, digital natives are going to form the majority segment of customers changing the
industry ecosystem and forcing organisations to adapt to changing customer needs.
2000
2002
2004
2006
2008
Traditional consumers
2010
2012
2014
2016
2018
Digital converts
Up to 2013
The traditional consumers
are the majority
2013-2019
The digital converts
are the majority
2020
2022
2024
Digital natives
78%
73%
Mobile technologies
for customer
engagement
Data mining
and analysis
75%
Cyber security
Internet of Things
Socially enabled
business processes
71%
55%
Cloud computing
53%
44%
Robotics
3D printing
Wearable
computing
44%
22% 33%
Convergence of regulations
and emphasis on data
management
PwC
Technology
Industrial Products
Healthcare
Financial Services
Entertainment, Media,
& Communications
Digital technologies feature in the top five strategic technologies for organisations with
speed of execution as the key driver for gaining maximum benefits.
Automotive
Search
engine marketing
85%
Organic traffic
41%
Affiliate programmes
40%
Remarketing/retargeting
of shoppers in online ads
29%
%
of respondents
Percentage
of respondents
7.9%
672.1704.1
624.7
574.2
519.7
7.4%
211.5220.0
165.3184.2198.5
The US
China
2014 2015
2016
22.7%
243.8279.2
204.1
167.9
123.3
India
2017 2018
CAGR
Nearly 51% of the Indian CEOs believe that they will enter into strategic partnerships to
gain access to new technologies and customer base while strengthening their innovation
capabilities.
What are your reasons for collaborating in Joint Ventures, strategic alliances or informal collaborations?
40.0%
42.0%
47.0%
47.0%
36.0% 38.0% 40.0% 42.0% 44.0% 46.0% 48.0%
PwC
MyUniverse
Aditya Birlas MyUniverse5 is an innovator in the personal finance space, providing
a completely digital customer experience. The registration process is simple and
not time-intensive. The platform itself provides a financial aggregation tool,
assimilating various financial relationships of an individual under one virtual roof.
The initial attraction is therefore being able to see all of ones accounts in a single
place, track expenses and manage ones personal finances.
However, what MyUniverse has additionally been able to achieve is the exploration
of a range of line and product extensions so as to gradually expand customer
participation towards its revenue streams. The platform not only categorises
expenditure and provides insights on spend analytics, it also lets you carry out a set
of financial transactions from the platform itself. Based on your existing portfolio,
it analyses your holdings, provides advice on instruments to invest in and directs
you to Aditya Birlas investment platforms to seamlessly purchase mutual funds
and stocks. By providing customers with a superior analytical experience without
them having to make much effort, it successfully builds customer relationships
and steers them towards its more profitable services. The digital delivery of such
an experience is integral to this process since it develops customer comfort,
encouraging them to not only consume the initial vanilla services but to also
eventually graduate to premium offerings.
Majority of CEOs in india believe that digital innovations to enhance customer experience
are helping build customer trust, while at the same time enabling organisations to increase
roi by decreasing operational costs.
To what extent are digital technologies creating value for your organization in the following areas?
Innovation capacity
Digital trust including cyber security
40.0%
31.0%
37.0%
35.0%
Customer
Experience
Customer
experience
37.0%
Data
anddata
Dataanalytics
analytics
Data
and
40.0%
Operationalefficiency
Efficiency
Operational
44.0%
0.0%
40.0%
45.0%
44.0%
Source: 18th Annual Global CEO Survey: The view from India
6. Hughes, Jon and Youra, Betha. ( 2014, March 7). The Financial and Emotional Benefits of Fully Engaged Bank Customers. Gallup. Retrieved from
http://www.gallup.com/.
10 PwC
How would you rate your organizations IT department on the following skills needed to integrate digital
capabilities into your core business?
90
80
90
70
80
60
70
50
60
40
50
30
40
20
30
10
20
0
10
Others
Top
Performers
Others
Top Performers
User experience
design
Enterprising
management
Bsiness
requirements
management
Technology
prototyping
Senior partner
managenment
Players with strong enterprise architecture and user experience design skills are expected
to be the top performers in the digital era.
Project
managenment
Quality
assurance
Technical
architecture
14 PwC
Oxigens contribution in
financial inclusion
If we look at the mode of operation of
Oxigen, which has one of the largest
networks of retail partnerships among
payment solution providers in India, we
will get to know how a payments bank can
help in financial inclusion. For instance,
if a customer wants to transfer money to
his or her family based out of a village, he
or she will then need to go to one of the
retail outlets where the merchant opens
a mobile wallet for him or her and tops it
up with the cash that he or she deposits.
The retailer then uses the customer's
wallet credentials in order to transfer the
money to the bank account in the village
where his or her family lives. This can
be performed only with the customer's
knowledge. When the transaction is
initiated, a one-time password (OTP) is
sent to the customer's mobile. Using this
OTP, money is transferred to the bank
account and once the transfer is complete,
both the customer as well as the recipient
receive a confirmation on their mobiles.
As a prepaid payments instruments (PPI)
licensee, Oxigen can only put cash in the
wallet. However, to withdraw cash, the
money has to be first transferred to a bank
account. As a payments bank, players such
as Oxigen will now be able to offer direct
cash withdrawals and interest on the
money deposited with them.
System
inoperability
caused by a
breach: Inability
to execute trades
and access to
information
16 PwC
Damage to the
brand and
reputation: Loss
of share value and
market confidence
Traditional information
security approach
Scope of the
challenge
Ownership and
accountability
Cyber threat
characteristics
Asset protection
One-size-fits-allapproach
focussed on data
Defence posture
Security intelligence
and information
sharing
Keep to yourself
Fraud prevention and mitigation is always a major focus area since its not just
about operational losses but also the reputational risk frauds present. Investments in
the area are always driven by worst case scenario simulations.
- A respondent from a major foreign bank for the Banking Tech Summit Survey 2015
Technology implications
of increased regulatory
requirements
With increase in the complexity of
the business and market competition,
there has been a growing emphasis on
banks to manage the vast amount of
data and the various systems used, not
just for regulatory purposes but also to
leverage them to boost the institutions
performance. With the advent of digital
technologies, the amount of data is
going to multiply, further increasing the
complexity of data management.
The global financial crisis of the last
decade brought to the forefront the need
for a stronger information management
system in order to control and oversee
various risks. Complex business and
growing use of technology has led to
international regulatory committees
such as the Basel Committee on
Banking Supervision, the International
Organisation of Securities Commissions
and the International Association of
Insurance Supervisors to chalk out
guidelines as well as standards on
technology and risk management
systems so as to ensure the robustness of
information systems.
Some of the recent and upcoming
regulatory standards, both global and
Indian, as well as their implications on the
current state of technology in banks are as
follows:
Regulatory reporting and data
standardisation11
The RBI, in early 2010, had mandated
banks to automate the regulatory
returns that are submitted at regular
intervals. With more than 150 returns
that are submitted at different intervals,
this required banks to implement an
efficient as well as a dynamic system in
order to ensure that data from various
source systems of banks flow to a
centralised server which will be used
for regulatory reports and also ensure
no manual intervention. The regulator
also highlighted on the usage of the
ADF platform for generating internal
management information systems (MIS)
wherein the banks may explore using
the platform for generating internal
MIS as well as other uses, including
non-profitable assets automation and
management. Towards this, a committee
on data standardisation was also
established by the RBI in order to ensure
11. Reserve Bank of India. (2015). Report of Committee on Data Standardisation. Retrieved from rbidocs.rbi.org.in/rdocs/PublicationReport/Pdfs/DATASTA240315.pdf
12. Basel Committee on Banking Supervision. (2013). Principles for effective risk data aggregation and risk reporting. Retrieved from http://www.bis.org/publ/bcbs239.pdf
About CII
Contacts
Kaushlendra Sinha
Regional Director
Confederation of Indian Industry (WR)
105 Kakad Chambers, 132 Dr A B Road
Worli, Mumbai - 400018
Phone : +91 22 24931790
Fax : +91 22 24939463 / 24945831
email : kaushlendra.sinha@cii.in
Sundeep Vachhani
Head-Major Conferences
Confederation of Indian Industry (WR)
105 Kakad Chambers, 132 Dr A B Road
Worli, Mumbai - 400018
Phone : +91 22 24931790
Fax : +91 22 24939463 / 24945831
email : sundeep.vachhani@cii.in
===
About PwC
Contacts
PwC helps organisations and individuals create the value theyre looking .
Were a network of firms in 157 countries with more than 184,000 people who
are committed to delivering quality in Assurance, Tax and Advisory services.
Tell us what matters to you and find out more by visiting us at www.pwc.com.
Vivek Belgavi
Financial Services Technology Consulting
Leader
Tel: + 91-22-66691734
Mobile: + 91-98202 80199
vivek.belgavi@in.pwc.com
Mihir Gandhi
Leader, Payments transformation
Tel: + 91 91-22-66691346
Mobile: + 91 9930944573
mihir.gandhi@in.pwc.com
Subhojit Das
Financial Services,
Information management practice
Mobile: + 91 9920712927
subhojit.das@in.pwc.com
pwc.in
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AK 334- April 2015 Banks taking a quantum leap through digital.indd
Designed by: Corporate Communications, PwC India