Banks need to meet customers where they are at, which today means social media. Personalisation, accessible solutions and relevance are key to reaching Millennial and Gen Z consumers, and banks must amend their strategies to serve these generations of bankers. By aligning their goals with those of social media, banks can stay in the loop.
A bank won’t survive without customer trust; if customers don’t feel safe entrusting their finances with their bank, they will move on. Gaining that trust in the Digital Age is more complicated than in the past, with new banking channels available to a new generation of customers with new cultural priorities. Astute bank leaders are working diligently to maintain the crucial human (H) factor, prioritizing culture alongside more traditional top objectives.
Macrotrends such as shifts in demographics, environmental awareness, urbanization are transforming one of today’s most fundamental asset classes, infrastructure. Required for the operation of any society, infrastructure is providing investors with impressive returns along with opportunities to capture the benefits of these megatrends; infrastructure investment has consequently shown impressive growth in the past decade.
How can banks and financial institutions get through to the generation born in the 1980s and 1990s, the so-called “millennials”, also known as Generation Y, given their shorter attention spans and distrust of brand loyalty?
Over the years, the prospect of a banking career has lost a lot of its luster, and this has been particularly true over the course of the past decade. Millennials, as they enter the workforce, are steering away from financial services in favor of other career opportunities. What’s behind the loss of appeal, and how can bank culture move from the defensive to offensive position?
The so-called ‘generation gap’, even 30 years ago, used to be measured in the latest fashion and music crazes which would often pass as quickly as they arrived on the scene.
Millennials are changing banks from the inside out, causing them to reduce their dependence on the product-centric, transactional model that has been the standby of banking business for decades. Instead, banks are having to creatively cultivate one of their main advantages, their large customer bases, to develop adapted digital models that promote the bank’s role as advisor throughout their customers’ financial lifecycles.
The Millennial generation has not carried out personal-financial transactions in what was historically considered a normal interest-rate economic environment. How are near-zero interest rates affecting their financial decisions, and how will their decisions impact the economy and monetary policy of the future?
Often ambitious fintechs are viewed as competitors to traditional banks rather than potential partners. It is true that these agile newcomers can do what banks can do better in some specific areas, but incumbents still have many advantages over these disruptors, and what often works best is when the two work together.
Research is confirming what we all knew—digital and especially mobile are winning as the banking platforms of choice, especially among young consumers. Banks who are banking on future success will go to where their customers are, even if this means undertaking some challenging transformations.