Tag: deposit

The financial services industry faces increasing pressure to innovate in today's fluctuating interest rate environment. For regional banks and credit unions, effective deposit growth strategies involve more than just offering attractive rates. Leveraging data and analytics is key to enhancing deposit portfolios, improving customer engagement, and fostering financial wellness. By prioritizing consumer-focused solutions, institutions can achieve dual benefits: driving organizational growth while meeting customer needs. For a deeper dive into this subject, check out our on-demand webinar “Growing Beyond Interest Rates: The Opportunity for Demand Deposit Accounts.” The current state of interest rates and market dynamics As interest rates change, financial institutions encounter shrinking margins and heightened competition. The stakes are high: 54% of consumers plan to leave their banks within the next year1, often citing unmet expectations for personalized services and financial guidance2​​. This competitive environment requires innovative strategies to retain customers and attract new ones without solely relying on interest rates. Key challenges: Shrinking margins due to rate volatility. Increased competition from fintechs and alternative providers. Rising consumer expectations for personalized, proactive services. Leveraging data and analytics in your deposit growth strategies Regional banks and credit unions can distinguish themselves by investing in advanced data analytics and personalized engagement tools. These strategies help create value for customers while improving the institution’s operational efficiency and revenue potential. 1. Personalization through financial insights According to Experian data, more than half of consumers expect their financial provider to actively support their financial wellness2. However, one-third feel that current efforts fall short3​. Offering tools like spending trackers, budgeting resources, and personalized credit score improvement plans can help close this gap. 2. Engagement-driven solutions Consumers are more likely to stay loyal to institutions that provide actionable insights. Experian’s partners have seen a 5% lift in 12-month retention rates among customers enrolled in credit and identity programs according to data reported by partners2​. Alerts for credit monitoring and financial updates not only keep customers informed but also help drive monthly logins, enhancing cross-sell opportunities. 3. Identity and data protection as value-added services With the increasing threat of identity theft, proactive identity monitoring and restoration services are becoming critical. Banks offering these features—branded under their name—can boost customer satisfaction and loyalty​​. Practical steps for regional banks and credit unions To capitalize on these opportunities, financial institutions should consider the following steps: Step 1: Develop a customer-centric engagement program Tailor programs to different demographic groups. Millennials and Gen Z are particularly drawn to tech-savvy solutions that integrate seamlessly with their financial lives. By consolidating financial management tools within one portal, banks can help simplify customers’ lives and enhance engagement. Step 2: Focus on retention and cross-sell opportunities Consumers engaged with financial tools, such as credit score trackers or budgeting aids, exhibit stronger loyalty and are more likely to adopt additional products​. Use insights from these tools to offer personalized product recommendations that align with their financial journey. Step 3: Offer premium tiers Institutions can create tiered service packages, starting with free offerings (e.g., basic credit monitoring) and progressing to paid premium packages that include advanced identity protection or financial management analytics​​. Step 4: Utilize advanced analytics for targeting By analyzing anonymized customer data, banks can identify high-value segments and tailor marketing efforts to their specific needs. This targeted approach fosters more meaningful relationships and improves ROI on acquisition campaigns​. Case for Action: Why consumer engagement matters A customer engagement program does more than enhance loyalty, it helps drive measurable outcomes: Retention rates: Over 98% for free services and 91% for paid programs.4 Improved credit scores: Subprime consumers enrolled in credit-building tools see an average credit score increase of 32 points​​.5 Higher satisfaction scores: Some institutions offering comprehensive financial tools report a lift in Net Promoter Scores (NPS)​. Conclusion The path forward for regional banks and credit unions lies in moving beyond rate-based competition and looking to multipronged deposit growth strategies. By leveraging data, analytics, and consumer-focused programs, financial institutions can enhance their deposit portfolios and deepen customer relationships. Now is the time to transform engagement into a growth engine, ensuring long-term success in a dynamic market. Ready to elevate your deposit portfolio with our tailored solutions? Click below to learn more or contact us to schedule a consultation and design a program that meets your organization’s goals. Learn more Watch the webinar 1 Retail Bank Customer Satisfaction Holds Steady but Trust Declines, J.D. Power Finds, 2024 2 Experian internal analysis, 2024 3 MX, What Influences Where Consumers Choose to Bank, June 2023 4 Experian Core metrics analysis, October 2023 5 Experian Data, Credit Score Rates with subprime consumers, June 2022 – June 2023

Growing deposits from existing customers and members is an ongoing priority for banks and credit unions. However, it can be challenging to identify the best candidates. Who among our customer base has significant deposit growth potential? Who among our member base has the financial capacity to take advantage of special offers? With an effective deposit growth strategy, you can find the best customers and members to engage.  What does an effective deposit growth strategy look like?  An effective bank and credit union deposit growth strategy is powered by differentiated data and digital engagement. Let’s take a closer look at each element:  Data: A comprehensive measurement of consumers’ income and insights into their banking behaviors can help you identify those with the greatest deposit growth potential. You can then use supplemental data, such as lifestyle and demographic data, to customize deposit offers based on your customers or members’ unique needs.  Digital engagement: To further personalize this experience, consider sending deposit offers through your mobile or online banking platforms when there are triggering events on their account. Not only does this optimize the digital experience, but it also helps boost the chances of your customers or members responding.  Finding the right partner  Experian’s solutions can help your business secure deposits and customer relationships in today’s crowded market, including Banking InsightsTM. Banking Insights provide greater visibility into integrated demand deposit account activity, such as checking and saving account inquiries, to help you better assess consumers’ financial stability. By using these insights to power your banking growth strategies, you can identify those with the financial capacity to bring in more deposits.  Read our e-book to learn about other solutions that can help you boost deposits, strengthen existing relationships, and provide seamless digital experiences. Read e-book

To grow in today’s economic climate and beat the competition, financial institutions need to update their acquisition and cross-sell strategies. By doing so, they are able to drive up conversions, minimize risk, and ultimately connect consumers with the right offers at the right time. Businesses and consumers are spending more time online than ever before, with 40% of consumers increasing the number of businesses they visit online. They’ve also made it clear that they expect easy, frictionless transactions with their providers. This includes new accounts and offers of credit – creating the need for better delivery systems. Effective targeting and conversion come down to more than just direct mail and email subject lines, especially now in a volatile economy where consumers are seeking appropriate products for their current situation. Be the first to meet consumers’ needs by leveraging the freshest data, advanced analytics, and automated decision systems. For example, when a consumer tries to open a checking account, the system can initiate a “behind-the-scenes” real-time prescreen request while assessing information needed to open the deposit account. The financial institution can then see if the consumer qualifies for overdraft protection, refinancing offers, loans, credit cards, and more. By performing the pre-approval process in seconds, financial institutions can be sure that they're making the right offers to the right customer, and doing it at the right time. All of this helps to increase the offer acceptance rate, improving customer retention, and maximizing customer account life-time value. The pandemic upended a lot of the ways that your businesses run day-to-day – from where you work to how you (better) engage with customers. Arguably, some of the changes have been long overdue, particularly the acceleration to digital and better customer acquisition strategies. Ahead lies the opportunity to grow – strategies enacted now will determine the extent of that opportunity. To learn more about how Experian can help you assess your prescreen strategy and grow, contact us today. Request a call

Inactive credit card accounts are defined as credit cards that were approved, opened and never used by account holders. They also include credit card accounts that were approved, opened, utilized by account holders but don’t have a balance for the last six to 12 months. Inactive credit card accounts pose several challenges and opportunities to lenders. A review of inactivity rates of credit card portfolios of credit unions across the United States as of March 2018 shows that inactive accounts comprise approximately 11 percent of total accounts on the books. The average credit line of inactive accounts is $8,700. (Data were extracted from Experian’s File One™ database using a sample of credit card accounts with credit unions across the United States as of March 2018. Sample size is approximately 600,000 credit card accounts.) Why do credit card accounts become inactive? One potential reason for inactivity is the convenience of securing a credit card during demand deposit account (“DDA”) opening processes. Lenders today may prequalify or preselect a customer quickly and efficiently for a credit card while a customer’s request to open a checking account or deposit account is being processed. Lenders benefit from this choreographed process with no to very minimal additional effort and time requested from the customer. The removal or significant decrease in friction costs — such as requiring additional customer information that previously would have deterred a customer from proceeding with the credit card application — gave lenders the advantage of processing more applications. (Schruder, Kyle. Feb. 26, 2018. The Top 5 Behavioural Economics Principles for Designers — Bridgeable blog. https://uxplanet.org/the-top-5-behavioural-economics-principles-for-designers-ea22a16a4020.)  Because of this convenience, some customers say yes to obtaining a credit card even though they had no intention of securing one in the first place. In behavioral economics, this may be identified as the “yeah, whatever” heuristic. People take the option with the least effort or the path of least resistance. (Thaler, Richard H. and Cass R. Sunstein. 2009. Nudge Improving Decisions About Health, Wealth, and Happiness. New York: Penguin Books. Pages 35, 85.) With low commitment to the credit card, customers who are approved will receive the new plastic and forget about it. An active credit card user may become inactive because the features, benefits and rewards are no longer relevant for their current financial needs. For example, a merchandise purchase or balance transfer promotion has expired and was paid off. Rewards are less attractive compared to other credit card offers in the marketplace. Lack of lender engagement activities may also lead to inactivity. For example, there are no marketing campaigns with promotions or special rewards offers. Revolving accounts with very low credit lines aren’t given credit line increases even though credit risk is acceptable, and accounts generate good interest income. The challenges to lenders with a large segment of inactive accounts include the direct cost of contingent liability. A percentage of unused credit lines is classified as contingent liability in the balance sheet. If contingent liability is reduced, then funds may be used to invest in more productive activities. In the absence of analytics and deep understanding of various customer behaviors in the portfolio, it can become costly for a lender when inactive accounts are included in all kinds of marketing campaigns. Marketing budgets are limited and ought to be used wisely to target segments with high expected returns and to achieve specific and well-defined objectives. Inactive accounts may also come with credit risk challenges. Some customers designate certain credit cards as emergency credit cards. That is, these cards will be used only in emergency situations where payment is needed immediately, and no other funds can be easily accessed at such time. Some situations are significantly more serious and may be accompanied by deep financial stress. During these times, inactive accounts are utilized and may result in collections or charge-offs. How can lenders handle the challenges of inactive accounts? An inactive account strategy that uses data and analytics is very helpful and prudent. Determine which accounts are never active or were inactive within the last 12 months. Identify which accounts pose elevated credit risk. There are various interventions that can be designed to improve card activation, which may include marketing campaigns and account management strategies including credit line options. If inactive accounts were included in marketing campaigns or account management strategies, then track the performance. These performance reports will provide the rationale and guidelines for further action, which may include account closure. Evaluate the multiple relationships of the customer with the lender and estimated cardmember value. Survey the inactive accounts and obtain feedback regarding the reasons for lack of card usage. Those insights will help identify areas for improvement and drive new initiatives. We have seen that inactive accounts aren’t a trivial component of a credit card portfolio. There are real costs and risks associated with inactive accounts. They also provide opportunities for improving card features and benefits and ways to continue engaging existing cardmembers.

New challenges created by the COVID-19 pandemic have made it imperative for utility providers to adapt strategies and processes that preserve positive customer relationships. At the same time, they must ensure proper individualized customer treatment by using industry-specific risk scores and modeled income options at the time of onboarding As part of our ongoing Q&A perspective series, Shawn Rife, Experian’s Director of Risk Scoring, sat down with us to discuss consumer trends and their potential impact on the onboarding process. Q: Several utility providers use credit scoring to identify which customers are required to pay a deposit. How does the credit scoring process work and do traditional credit scores differ from industry-specific scores? The goal for utility providers is to onboard as many consumers as possible without having to obtain security deposits. The use of traditional credit scoring can be key to maximizing consumer opportunities. To that end, credit can be used even for consumers with little or no past-payment history in order to prove their financial ability to take on utility payments. Q: How can the utilities industry use consumer income information to help identify consumers who are eligible for income assistance programs? Typically, income information is used to promote inclusion and maximize onboarding, rather than to decline/exclude consumers. A key use of income data within the utility space is to identify the eligibility for need-based financial aid programs and provide relief to the consumers who need it most. Q: Many utility providers stop the onboarding process and apply a larger deposit when they do not get a “hit” on a certain customer. Is there additional data available to score these “no hit” customers and turn a deposit into an approval? Yes, various additional data sources that can be leveraged to drive first or second chances that would otherwise be unattainable. These sources include, but are not limited to, alternative payment data, full-file public record information and other forms of consumer-permissioned payment data. Q: Have you noticed any employment trends due to the COVID-19 pandemic? How can those be applied at the time of onboarding? According to Experian’s latest State of the Economy Report, the U.S. labor market continues to have a slow recovery amidst the current COVID-19 crisis, with the unemployment rate at 7.9% in September. While the ongoing effects on unemployment are still unknown, there’s a good chance that several job/employment categories will be disproportionately affected long-term, which could have ramifications on employment rates and earnings. To that end, Experian has developed exclusive capabilities to help utility providers identify impacted consumers and target programs aimed at providing financial assistance. Ultimately, the usage of income and employment/unemployment data should increase in the future as it can be highly predictive of a consumer’s ability to pay For more insight on how to enhance your collection processes and capabilities, watch our Experian Symposium Series event on-demand. Watch now Learn more About our Experts: Shawn Rife, Director of Risk Scoring, Experian Consumer Information Services, North America Shawn manages Experian’s credit risk scoring models while empowering clients to maximize the scope and influence of their lending universe. He leads the implementation of alternative credit data within the lending environment, as well as key product implementation initiatives.

Deposit accounts for everyone Over the last several years, the Consumer Financial Protection Bureau (CFPB) has, not so quietly, been actively pushing for changes in how banks decision applicants for new checking accounts.  Recent activity by the CFPB is accelerating the pace of this change for those managing deposits-gathering activities within regulated financial institutions.  It is imperative banks begin adopting modern technology and product strategies that are designed for a digital age instead of an age before the internet even existed. In October 2014, the CFPB hosted the Forum On Access To Checking Accounts to push for more transparent account opening procedures, suggesting that bank’s use of “blacklists” that effectively “exclude” applicants from opening a transaction account are too opaque.  Current regulatory trends are increasingly signaling the need for banks to bring checking account originations strategies into the 21st century as I indicated in Banking in the 21st Century.  The operations and technology implications for banks must include modernizing the approach to account opening that goes beyond using different decision data to do “the same old thing” that only partially addresses broader concerns from consumers and regulators.  Product features attached to check accounts, such as overdraft shadow limits, can be offered to consumers where this liquidity feature matches what the customer can afford. Banking innovation calls for deposit gatherers to find more ways to approve a basic transaction account, such as a checking account, that considers the consumer’s ability to repay and limit approving overdraft features for some checking accounts even if the consumer opts in.  This doesn’t mean banks cannot use risk management principles in assessing which customers get that added liquidity management functionality attached to a checking account. It just means that overdraft should be one part of the total customer level exposure the bank considers in the risk assessment process. The looming regulatory impacts to overdraft fees, seemingly predictable, will further reduce bank revenue in an industry that has been hit hard over the last decade.  Prudent financial institutions should begin managing the impact of additional lost fee revenue now and do it in a way that customers and regulators will appreciate. The CFPB has been signaling other looming changes for check account regulations, likely to accelerate throughout 2015, and portend further large impacts to bank overdraft revenue.  Foreshadowing this change are the 2013 overdraft study by the CFPB and the proposed rules for prepaid cards published for commentary in December 2014 where prepaid account overdraft is “subject to rules governing credit cards under TILA, EFTA, and their implementing regulations”.  That’s right, the CFPB has concluded overdraft for prepaid cards are the same as a loan falling under Reg Z.  If the interpretation is applied to checking account debit card overdraft rules, it would effectively turn overdraft fees into finance charges and eliminate a huge portion of remaining profitability for banks from those fees. The good news for banks is that the solution for the new deposits paradigm is accomplished by bringing retail banking platforms into the 21st century that leverage the ability to set exposure for customers at the client level and apportioned to products or features such as overdraft.  Proactively managing regulatory change, that is predictable and sure to come, includes banks considering the affordability of consumers and offering products that match the consumer’s needs and ability to repay.  The risk decision is not different for unsecured lending in credit cards or for overdraft limits attached to a checking account.  Banks becoming more innovative by offering checking accounts enabling consumers more flexible and transparent liquidity management functionality at a reasonable price will differentiate themselves in the market place and with regulatory bodies such as the CFPB.  Conducting a capabilities assessment, or business review, to assess product innovation options like combining digital lines of credit with check accounts, will inform your business what you should do to maintain customer profitability. I recommend three steps to begin the change process and proactively manage through the deposit industry regulatory changes that lay ahead: First, assess the impacts of potential lost fees if current overdraft fees are further limited or eliminated and quantify what that means to your product profitability. Second, begin designing alternative pricing strategies, product offerings and underwriting strategies that allow you to set total exposure at a client level and apportion this exposure across lending products that includes overdraft lines and is done in a way that it is transparent to your customers and aligns to what they can afford. Third, but can be done in parallel with steps one and two, begin capability assessments of your financial institution’s core bank decision platform that is used to open and manage customer accounts to ensure your technology is prepared to handle future mandatory regulatory requirements without driving all your customers to your competitors. It is a given that change is inevitable.  Deposit organizations are well served to manage this current shift in regulatory policy related to checking account acquisitions in a way consistent with guaranteeing your bank’s competitive advantage.  Banks can stay out front of competitors by offering transparent and relevant financial products consumers will be drawn to buy and can’t afford to live without! Thank you for following my blog and insights in DDA best practices.  Please accept my invitation to participate in a short market study.  Click here to participate. Participants in this 5 minute survey will receive a copy of the results as a token of appreciation.