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  5. Doubling Down on Transaction Banking: How Banks can Reassert their Leadership Position

Doubling Down on Transaction Banking: How Banks can Reassert their Leadership Position

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13 April 2021
Patricia Hines

The 2021 edition of Oliver Wyman's annual report with Morgan Stanley highlights the hidden value in Transaction Banking and an opportunity for banks to reassert their leadership position in the midst of market disruption. The authors outline strategies for banks to optimize transaction banking, shift to services-based models, and integrate embedded payments assets.

Optimize Transaction Banking

The sharp downturn in interest rates in 2020 led to a collapse of net interest income on deposits, and effectively wiped out growth from the prior three years with $12BN in lost revenues. These lost revenues can be recouped over the next cycle through optimization of the existing business – reorienting the commercial model toward recurring fee income, increasing discipline in liability management and deposit pricing, and strengthening cross-selling.

Capture Revenue from Services-Based Models

Leading banks are shifting from transactional to services-based models through the development of Banking as a Service (BaaS) offerings, business to consumer (B2C) and consumer to business (C2B) initiatives, and deep sector ecosystems. These longer-term value creation plays address changing client expectations and needs, adapt to the growing ecosystem of financial service providers, and target the areas of greatest payments growth. In many instances, such offerings target clients and require capabilities that are typically outside the Transaction Bank perimeter – requiring banks to look beyond traditional wholesale models and manage across internal silos and/or work with partner networks.

Integrate Embedded Payments Assets

Non-bank payments providers have benefited from exposure to high growth (and capital light) payments business, and high levels of investment into capabilities necessary to serve client needs. But even as non-banks become more competitive, banks have valuable payments assets that exist across the group: many banks have legacy merchant services businesses and scale payments processing factories, and most have extensive wholesale and retail customer networks and rich customer data. But few are maximizing the shareholder value of these assets by managing across siloes.

Want to learn more about the hidden value in transaction banking and what teams must do to sustain double-digit returns on equity? Check out the full report Corporate & Investment Banks: Striving to Sustain Returns.