The 5 Pillars Of Winning Payment Services
4 min read
Since the turn of the century, online payments have become more convenient as more payment options have become available. Transaction facilitation is at the heart of the client relationship as well as bank profitability and accounting, whether directly or indirectly.
FinTech competitors have capitalised on a gap in the market by utilising digital-first business strategies and providing innovative payment solutions. These new competitors frequently target specific consumer verticals and their unique demands, use novel service offerings, and scale quickly. As a result of their delayed response to this competitive threat, banks have fallen behind.
Banks will have to embrace digital, adopt new business models, and even collaborate with FinTech competitors in order to regain payments leadership. Mentioned below are the 5 pillars of winning payment services:
- Pay Attention To Distinct Verticals
Banks have typically functioned on a local level, providing a one-size-fits-all solution for all
industries within their geographic footprints. While this made sense in the past, the reach given by digitalization makes it more effective to specialise by providing solutions tailored to specific business sectors. Customers, business models, and payment systems drive the banking and payments services needs of each of these sectors, which range from restaurants to educational services providers and faith-based organisations.
Minor shopkeepers, for example, may prefer a system that swiftly handles huge volumes of small payments in-store, whereas hospitals may appreciate assistance with larger payment invoicing and accompanying insurance paperwork. Banks could determine which industries are most aligned with their overall goals and customer bases, and then create unique, focused value packages to gain payments business.
- Use Partnerships And Ecosystems To Your Advantage
In an eCommerce-dominated world, assisting customers’ digital journeys by embedding payments and complementing capabilities, such as payroll services or online purchasing, within other enterprises’ ecosystems is the way to development and relevance. Participating in ecosystems requires modularizing payments products and services so that they can be delivered via APIs on third-party platforms. The more difficult part is figuring out how to profit from such abilities.
FinTech companies are skilled at forming alliances with non-financial companies from specialised accounting software and fraud-prevention tools to point- of scale and billing systems. Banks can prosper by using ecosystem strategies and business models that are tailored to their overall strategic objectives, For example, serve as a financial utility behind the scenes, or they can use system data to develop tailored value propositions, such as personalised reward programs or credentials for faster checkouts, to attract new clients.
- Include The Bank In The Payment Process.
To make the payments experience more personalised, banks may use their inherent advantages — solid balance sheets, deposit financing, customer data, regulatory expertise, and established local brands – to turn the tables. Banks can succeed in payments by bringing the bank and all of its capabilities into the value offering, something FinTechs can’t do.
- Organise Your Firm Around A Commercial Offer.
Banks can assist retailers in meeting a number of complementary demands by developing more holistic payment proposals. Some banks are already incorporating data-driven decision-making and post-purchase assistance, invoicing, loyalty programs, and other value-added services into their payment solutions to make them more sticky, profitable, and central to the customer’s capacity to prosper.
A comprehensive strategy requires organising around broad commerce propositions that prioritise the merchant’s demands. Approaching the payments industry as more than just payments can improve the customer experience and increase the profitability of such connections. Banks should strive to put payments at the heart of how they run and expand their businesses, shifting from a commodity solution to business-critical value-added services.
- Enhance Technology And Data Capabilities
Transactions are an important aspect of bank growth strategy since they are both a source of revenue and affiliation. Banks have been reluctant to respond to the competitive threat posed by FinTech firms and other entrepreneurs, but there is still time. Banks can reclaim their leading position in payments by combining traditional bank competencies with new technology, business models, and value propositions. It’s a struggle worth fighting, based on market caps, client demand, and profit pools.
Data-driven, automated, and networked payment business models are the most successful. APIs, microservices, artificial intelligence, and cloud services are now seen as critical enablers in the development of competitive service offerings in target sectors or marketplaces. Different paths to modernization exist for banks. Working around the existing core to enable orchestrated payment capabilities via APIs can reduce transformation risk and allow for quick, incremental updates for some. Others may find it more cost-effective to construct a new ecosystem or vertical-market business strategy.
In Conclusion
It is possible for banks to regain their leadership position in payments by combining traditional strengths with new technologies, business models, and value propositions. Judging by market caps, customer demand, and profit pools, it is a battle that’s worth fighting.
