Competing in a Fintech World
How banks should adapt to the context to stay ahead
by Bruno Mellado, Head of International Payments and Collections, BNP Paribas Cash Management
While many developments and innovations have initially been targeted at the retail banking sector (i.e., individuals) where customer experience is key, corporate treasurers will increasingly expect a comparable level of digitisation, sophistication and quality of the customer experience in a business context. The question is whether banks or financial technology (fintech) companies are best positioned to respond to these changing needs.
The innovation dilemma
Competition amongst non-bank financial service providers has accelerated in recent years and forthcoming regulation changes in Europe will further boost the pace of change. European Union agencies are striving to create a level playing field for services across Europe, including financial services. However, this is happening in a context of low banking margins (which are likely to continue), demanding regulatory and compliance rules, and the need for higher liquidity ratios based on stable cash deposits linked to daily banking operations under Basel III.
Traditionally, large banking players have focused on running stable and reliable ‘factories’ to handle high transaction volumes. The core applications used to deliver robust, secure transaction processing, which have often been established for a number of years, have performed remarkably well. On top of this, operational requirements and regulatory compliance have become increasingly demanding. As a result, banks have been focusing on running operations and their business rather than transforming it.
In contrast, fintechs that do not have the same legacy of large-scale transaction processing and regulatory compliance have been able to develop innovative, targeted services based on new technologies and business models. What has become increasingly apparent is that corporations need both: the stability and scale that banks offer to provide liquidity and regulatory certainty, in addition to the ideas brought by new entrants to enhance cash and treasury operations.
Creating an integrated value proposition
Achieving rapid transformation to foster new ideas and smart use of new technologies is a major challenge for banks. If they do not do so – and quickly – there is a risk that they will become back-office organisations, with efficiency and scale as their hallmarks but ultimately with very low profitability. However, new entrants trying to acquire direct corporate customers in targeted fields like international payments have quickly come to realise that corporates need an integrated as opposed to a piecemeal approach. Specifically, treasurers and finance managers need solutions that address their overall liquidity challenges, that support compliance with a variety of regulations, and that provide access to a larger, complementary range of services.
The issue for banks therefore, is not how they should fight against new entrants but how they can partner and integrate innovative fintech offerings that offer specific value to their customers. Given that growing competition means that time is of the essence, how should they do this? We believe that banks should plan their innovation strategy and engage with fintech by asking three key questions: 1) What is the value at risk? 2) How high are the entry barriers in relevant activity? and 3) What change is likely in future?
Case 1 - Fintechs operating outside the banking space
When fintechs offer solutions that do not compete with bank offerings, there is no value at risk, such as alternative sources of lending where there is no bank involvement. For example, peer-to-peer platforms can be used to lend money with an innovative, data-based risk management approach. A well-known example is the Lending Club that matches those who need funds with those willing to lend based on different investment criteria.