There Is an App for That: Engaging Members through Tablet and Smartphone Applications

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1 Research Brief There Is an App for That: Engaging Members through Tablet and Smartphone Applications Brett Wooden Founder and President Brett Wooden Consulting Foreword by Hope Jensen Schau Associate Dean, Eller MBA Programs Associate Professor of Marketing Gary M. Munsinger Chair in Entrepreneurship and Innovation The University of Arizona

2 About Us Deeply embedded in the credit union tradition is an ongoing search for better ways to understand and serve credit union members. Open inquiry, the free flow of ideas, and debate are essential parts of the true democratic process. The Filene Research Institute is a 501(c)(3) not-for-profit research organization dedicated to scientific and thoughtful analysis about issues affecting the future of consumer finance. Through independent research and innovation programs, the Institute examines issues vital to the future of credit unions. Ideas grow through thoughtful and scientific analysis of top-priority consumer, public policy, and credit union competitive issues. Researchers are given considerable latitude in their exploration and studies of these high-priority issues. Traditionally, the Filene Research Institute focuses on long-term research questions that can take months or years to research and publish. Occasionally Filene also publishes Research or Innovation briefs. These briefs allow Filene to present important, time-sensitive, notorious, and unbiased topics to the credit union system. Oftentimes these briefs present an opportunity to distribute original research or innovation findings from Filene researchers or Fellows. We hope the brief format meets your need to obtain actionable and objective information in a timely manner. Copyright 2012 by Filene Research Institute. All rights reserved. Printed in U.S.A.

3 Acknowledgments I d like to acknowledge George Hofheimer, Ben Rogers, and Corlinda Wooden for their generous contributions of time and continued support. Additionally, thank you to SideResult Software and Avatron Software for their knowledge, time, and imagination they make the app world go round. Filene would like to thank Card Services for Credit Unions (CSCU) for its generous support of this and other vital credit union research. iii

4 Foreword by Hope Jensen Schau, The University of Arizona In this research brief, Brett Wooden highlights the challenge facing today s credit unions: offering members value- added products and services that fit their needs and their fast-paced digital-age lifestyles. Wooden reports on the growing mobile, tablet, and app markets with an eye toward enhancing members credit union experience through extending credit union services and creating on- demand delivery mechanisms. Oracle reports that more than half of the mobile users it surveyed want to bank on their tablets, smartphones, or both. This is a huge opportunity for the financial services sector and perhaps specifically for credit unions as they seek cost- effective ways to attract and engage members. Staying true to their mission for people, not for profit credit unions can be trusted partners across a host of financial services. Building effective engagement platforms can extend this trusted partnership beyond branch sites and branch hours to meet members needs as they arise 24 hours a day, 7 days a week. Unchained from any physical location, credit unions can be pocket companions moving through space and time, ready with helpful financial advice when members need it most. Wooden foregrounds new-to- market in-app purchases, where digital services can be extended for free, for a one-time fee, or on a subscription basis. For example, Bank of America offers remote deposit capture technology that enables consumers to use the camera embedded in their smartphone along with a branded Bank of America app to deposit checks without having to visit a branch. In fact, I can envision all of Gartner s top 10 mobile trends being used to enhance credit union member experience: 1. Location-based services that allow members to track wait times at the nearest branch or to customize promotional cobranding offers (e.g., American Express customers can allow AmEx to know their location and then receive promotional discounts on participating products and services, such as a discount at the Cheesecake Factory). 2. Social networking that enables members to seek other members advice regarding financial options at the point of purchase or decision. 3. A mobile search that puts credit union vetted information at members fingertips. 4. Mobile commerce that allows members to open accounts and purchase financial instruments anytime and anywhere. iv

5 5. Mobile payment options to enable credit union members to manage household or even small- business finances from a distance. 6. Context-aware services that allow credit unions to cross-sell by customizing product and service bundles based on consumer actions. 7. Object recognition that facilitates the remote deposit capture that Bank of America and others use. 8. Mobile instant messaging allowing members to ask credit union experts questions as they arise. 9. Mobile e mail through which members can communicate more official or complicated inquiries to credit union personnel. 10. Mobile video providing members with educational videos on demand (e.g., tutorials like the ones AT&T utilizes to assist consumers with use-based inquiries). These trends amplify the credit union reach and mission and facilitate value-in-use for members. Further, Wooden piggybacks off a prior Filene study by Matt Davis that extols the virtue of gamification in enhancing credit union member experience, especially in the financial education domain. And Wooden advises credit unions to brand the entire credit union portfolio of products and services, from onsite to app-based features, under the same credit union name and logo to make sure members have a consistent brand experience across offerings. In short, this research brief provides a recap of critical trends and best practices across business sectors, coupled with implementation suggestions that can propel credit unions to become financial service aggregators and value- adding partners for their members. v

6 Executive Summary and Commentary by George A. Hofheimer, Chief Research + Innovation Officer You click the home button, bringing to life the retina display screen of your iphone. The time shows noon on the dot, which gives you just enough time to make it to the credit union to deposit your paycheck and grab a quick bite to eat before you have to get back to work. As you pull into the parking lot of the credit union, you notice all the cars and your stomach clenches. You realize that you are not the only person in the world who gets paid on a Friday. As you enter the branch you see the teller line, which must account for at least half the cars in the parking lot. This is not the first time this has happened to you, but luckily you have your phone and can pull up Angry Birds to help pass the time while you wait. As you glance up at the tellers, you notice one has just closed his window, leaving two tellers to help the 15 people in line. You begin to shift your weight back and forth from one leg to another and look back down at your game. When you arrive at the teller window, you deposit the check and glance at the receipt. The timestamp of 12:25 means you have five minutes to get something to eat and clock back in at the office. As you speed down the road you ask yourself, Why don t they have an app for this? This is known as the 30- minute lunch break, a common payday experience for financial services consumers. What Is This Research About? You don t need a pile of data to be convinced that smartphones, tablets, and other wirelessly networked devices are transforming everyday life. Still, consider this factoid: The rate of iphone and Android device adoption has surpassed that of any consumer technology in history. For comparative purposes, these devices are being adopted 10 times faster than the PC was in the 1980s and 3 times faster than social media! Given this dramatic shift in consumer behavior, this brief addresses the following questions: What types of financial apps for mobile devices are currently present in the marketplace, and who are the key players? How can customization of apps change employee and member behavior? Is it worth customizing an app or is it better to go with a standard template? What would a few app prototypes look like for the financial sector? vi

7 What Are the Credit Union Implications? Credit unions want (and need) to leverage the mobile app revolution. Externally, consumers want a convenient mobile experience. Internally, credit unions want to be more responsive to member needs and increase operational efficiency. Yet, credit unions are dissatisfied with and confused by the current app solution set. As smaller institutions, credit unions typically don t have development staff dedicated to creating custom products or services and instead rely on template- ized and largely undifferentiated mobile apps. At the same time, credit union competitors (large, small, established, and start-up) provide beautifully unique solutions that delight today s consumers. With approximately 70 million tablet users by year-end and 4.6 billion smartphones being used worldwide, it s safe to say that consumers are a mobile bunch. This brief helps demystify the conundrum credit unions find themselves in and provides ideas for credit unions to implement an app for that. vii

8 About the Authors Brett Wooden Brett Wooden is the founder and president of Brett Wooden Consulting, an industrywide consulting company committed to leading businesses into the post-pc era by establishing relevance through sales and mobile strategies. Brett has been in the financial industry for more than 10 years. Throughout his career he s held positions as a teller, personal banker, branch manager, market development consultant, business development officer, and business development manager. While at Unitus Community Credit Union, he developed a reputation for using technology to attract new members. He made national trade news when he started using his ipad a Father s Day gift from his family to make field visits to the offices of busy professionals who wanted to open accounts but did not have time to do so in person. This technology helps members join, manage accounts, and use other services conveniently. His idea is being replicated in credit unions across the nation. Brett thrives on helping others embrace and utilize new business development strategies in today s changing world. He is a frequent speaker at CUNA and technology conferences around the country. In 2011 Brett was named the NW Credit Union Association s Young Credit Union Professional of the Year and the Credit Union Times 40 and Under Trailblazer for setting a national trend using tablet technology to take financial services into the field. Brett earned a BA in marketing and management from the School of Business at Portland State University. He currently lives in Oregon City, Oregon, and serves on the Young Credit Union Professional Board of Portland as treasurer and as a member of the supervisory committee at Christ the King School. Hope Jensen Schau, PhD Hope Jensen Schau is an associate professor of marketing and holds the Gary M. Munsinger Chair in Entrepreneurship and Innovation at the Eller College of Management, University of Arizona. She earned her PhD from the University of California, Irvine. Her research focuses on the impact of technology on marketplace relationships, branding, identity- salient consumption practices, and collaborative consumption. Schau has published in the Journal of Consumer Research, the Journal of Marketing, the Journal of Retailing, the Journal of Advertising, the Journal of Macromarketing, Business viii

9 Horizons, the Journal of Consumer Affairs, and the Journal of Public Policy and Marketing. An award- winning teacher, she teaches Managing Marketing Communications as well as Introduction to Social Media Marketing Strategy in the Eller MBA program. ix

10 This research brief reviews app development trends and provides a futuristic outlook on how apps can increase your credit union s mobile visibility. Apps short for applications are programs developed for end users and have become popular among mobile phone and tablet users. Consumers like apps because they want more convenience when they conduct their banking transactions. You will learn about the app markets, trends, how to apply these trends to the financial industry, and how to get a step ahead of the post-pc era. The Banc Investment Daily, an Oracle survey of smartphone users, asked which device people wanted to use to conduct banking 34% said a tablet computer, 11% said a smartphone, and 55% said both. 1 Experts say people prefer the tablet because it delivers the flexibility of a smartphone but on a bigger screen that feels more like traditional online banking (something they already feel comfortable with). Credit union members also want more convenience in tasks like depositing a check, transferring funds, paying with a phone, checking how long the line is at the local branch, making an appointment, checking in for an appointment at the branch, getting directions to the branch, finding the closest ATM, text banking, checking rates, applying for membership, applying for products, getting special offers, and using their mobile device to prove their identity to a teller. Internally, credit union employees or departments want to market through mobile apps, track lobby wait time, assign staff to members, gain information prior to meeting a member, track reasons why members come into the branch, load internal and external documents onto a mobile device, provide financial education to members, and recognize members by their mobile device. According to Apple CEO Tim Cook, ipad sales have outpaced Mac sales. The Mac is still growing, and I think it could still grow, but I strongly believe that the tablet market will surpass the unit sales of the PC market, Cook said at the Goldman Sachs Technology and Internet Conference. It s just a matter of the rate and speed and time that this happens. 2 Apple had sold 65 million ipads by the end of the second quarter of Members increasingly want and use this type of technology. Nielsen data from 2011 show that 70% of tablet owners use their mobile device while relaxing in front of the television. Studies like this infer that tablets are used approximately 60% of the time in the evening. And since tablets glow in the dark, there s no need for paper books and that bedside lamp. Smartphones have similar statistics, but tablet usage still ranks higher than smartphone usage in the evening. During the 2011 holiday period, tablet users spent 54% more time 2

11 Figure 1: Global Mobile vs. Desktop Internet User Projection, 2007E 2015E Internet users (in millions) 2,000 1,600 1, E Source: Morgan Stanley Research. 2008E 2009E 2010E 2011E 2012E 2013E 2014E 2015E Mobile Internet users Oracle did a survey of mobile users in the marketplace and asked which device people wanted to use for day-today banking transactions. While 55% want to use both tablets and smartphones, 34% prefer tablets. Figure 2: Mobile Banking Method of Access Percentage of mobile banking users Mobile browser 41 Downloadable app 32 Texting Source: Fiserv, 2011 Fiserv Consumer Trends Survey, August Desktop Internet users on websites than smartphone users and made 70% more purchases than PC and smartphone users. Approximately 4.6 billion smartphones are in use worldwide, enough for the 18 million credit union members worldwide. This market has grown at a rapid pace and will continue to do so in the future. 3 As mobile technology increases, so will members need for financial solutions that are essentially branchless. Members carry the Internet in their pockets. A 2011 Fiserv study found that a majority (60%) of mobile users access mobile banking services through a browser, while others use a mobile app or text messaging (Figure 2). 4 An Oracle survey of mobile users in the financial services marketplace found that people are spending approximately 20% less time on desktop computers thanks to the recent adoption of mobile devices. 5 The survey also asked which device people wanted to use for day-to-day banking transactions. While 55% want to use both tablets and smartphones, 34% prefer tablets. August 2012 data from Keynote Competitive Research show that 29% of active smartphone users and 37% of tablet users spend about one to two hours daily surfing the Internet. 6 The number one activity on a smartphone is viewing maps and event locations for concerts and sports. The report goes on to state that half of tablet users and half of smartphone users log in to do their banking. Additionally, tablet users make purchases and book vacations more frequently on a tablet as opposed to a smartphone. App development, sometimes referred to as the new gold rush, is the new way to market and reach out to consumers. Chad Mureta s App Empire lists some statistics regarding the pace of app development and growth: Apple hit the 15- billion app download mark in three years. It took Apple over 7 years to sell 15 billion songs through itunes. 3

12 According to a study commissioned by mobile application store operator GetJet, the mobile application market will reach $17.5 billion (B) by Canalys is forecasting growth of $37B by Apple reports that ios app developers have collectively made more than $3B total in revenue since the App Store opened. Google s Android market hit 250,000 apps with more than 6 billion total downloads in mid On average, over 60 apps have been downloaded for every Apple ios device sold, according to market research firm Asymco. More than 30 million apps are downloaded every day, according to Asymco. The average selling price of paid apps will rise 14% year after year according to estimates by Piper Jaffray research firm and as reported in the Wall Street Journal. Apple expects to make more money on apps than music by 2014 according to Asymco. 7 According to Flurry, ios (the iphone and ipad operating system) and Android devices are becoming the fastest growing technology in history: Over 640 million ios and Android devices were in use during July Smart devices are being adopted at a rate 10 times faster than that of the 1980s PC revolution, 2 times faster than that of the 1990s Internet boom, and 3 times faster than that of recent social network adoption. Five years into the smart device growth curve, app adoption is rapidly expanding beyond early adopter markets of North America and Western Europe, creating a true worldwide market. 8 Smart devices are being adopted at a rate 10 times faster than that of the 1980s PC revolution, 2 times faster than that of the 1990s Internet boom, and 3 times faster than that of recent social network adoption. Apple may have more purchased apps on its ios devices, but the Android platform is used on more than 100 different devices. This makes it the second largest platform in the market. 9 Credit unions should begin to incorporate the business and marketing strategies that the developers of game and educational apps use. To help offset some of the financial app costs, a free version could be offered that includes three of the primary functions of a mobile banking app reviewing balances, completing transfers, and paying bills. Then a premium app could be offered at $0.99 or more that includes additional features like remote deposit capture, mobile payments, and person-to- person payments. 4

13 The Apple App Store has a large market, but Google Play is gaining momentum. 10 The app market trends of device platforms and available app markets are ever changing. Submitting a financial app for approval in the App Store and Google Play will still be a priority, but as more app market players enter the market, credit unions will have to make their apps available across all markets. Types of Apps In the app marketplace you see a lot of categories, such as games, education, entertainment, and books, and these categories can be broken down into two types, according to Mureta. The first type is entertainment apps, which can range from action games, puzzles, and fake IQ tests to gun simulators, prank apps, and many others. 11 The second type is utility- based apps, which are becoming more prevalent as more established businesses are creating apps to meet the mobile lifestyle demands of customers. 12 These apps become an addon to the brand and act as another delivery channel to customers. They are essentially becoming an extension of the company s website. Additionally, the use of utility apps will increase over time because of their quick adoption among business owners. The use of enterprise apps will also increase as businesses embrace tablets and smartphones. An enterprise app may never even appear in an app store. Instead, it is designed to assist organizations in solving internal challenges. Enterprise applications are typically designed to integrate with other enterprise applications used within the organization, and to be deployed across a variety of networks (Internet, intranet, and corporate networks) while meeting strict requirements for security and administration management. 13 Some examples of enterprise apps are lobby management systems, customer relationship management (CRM) systems, HR systems that direct or navigate the credit union manager through the employee review process, and internal messaging systems. In-App Purchases An in-app purchase is a purchase made from within a mobile app. Typically users purchase within a game app to access additional features such as more power, unlimited ammo, and extra levels. Within a utility app they might purchase within the app to add storage, different fonts, or different kinds of resources. Since the purchase takes place within the app and requires the mobile platform provider to process the purchase, the provider takes a little over a quarter of a percent of the share and gives the rest to the app developer. If the consumer is redirected to a page outside of the app and required to 5

14 enter purchase information, no percentage is taken by the mobile provider. 14 Credit unions interested in additional revenue streams should consider the possibilities for in-app purchases, which fall into four broad types: Non-consumables: These are one-time purchases made within the app; examples include purchasing new levels within a game or paying to upgrade the calculator within a utility app. These items stay on the device associated with the itunes or Google Play account. Consumables: These items can be depleted and then must be purchased again. An example is food supplies in the Oregon Trail app. The food is purchased with real money from the player s itunes account and gives the player s family power within the app. Once the food is gone the player must purchase more. Auto-renewable subscriptions: The user subscribes for a set time and amount that will automatically renew in the App Store when the subscription expires. The deduction comes from the designated itunes, Google Play, or Amazon account. An example of this is the Pandora radio app, which offers an upgrade to a subscription that allows users to listen commercial-free. Subscriptions: These in-app subscriptions are similar to autorenewable subscriptions but must be renewed by the user because they don t have the auto- renewal feature. They can be purchased multiple times but require the user to do so within the app. An example of this is purchasing a magazine or newspaper subscription in the Newsstand app that is processed through the mobile platform provider. 15 In-app purchases must have features that can be delivered instantly within the app because the charge is deducted directly from the user s itunes, Google Play, or Amazon account. Mobile platform providers process the transactions for developers and deposit the money directly into their accounts. Mobile platform providers charge a percentage of each in-app purchase for handling the transaction. For instance, Apple takes 30% of in-app purchases made through the itunes Apple ID. Developers can sell products or services within the app without using the mobile platform provider, but in that case they are responsible for handling the associated processing and fees. Most digital items that become available in an app must go through the mobile platform provider and developer. For example, Amazon could sell an e book through its Apple app that could be opened immediately after the item was purchased and processed through the 6

15 user s itunes account. If Amazon wanted to sell other items such as clothes or electronics and did not want to have the mobile platform provider process the transaction, it would be required to pay the fees associated with processing credit and debit cards. 16 For credit unions, the in-app purchase process creates a new way to market products, cross-sell to existing users, and develop additional content in updated app releases. An example might be a credit union app that allows members to purchase a monthly subscription to a personal financial management (PFM) tool. The mobile platform provider would still take a percentage of this purchase, but it would give credit unions a way to cross-sell to existing members through mobile devices. Purchasing on a Tablet Around one-third of US tablet users this year are years of age, with another 20.2% years of age, and another third 45 years of age and up. Figure 3: Most Common Tablet Activity According to US Tablet Owners, by Age, March 2012 (% respondents) Age Playing games Shopping Reading books Sports News Reading magazines Viewing videos Education Weather Other Source: Adobe, 2012 Mobile Consumer Survey Results, conducted by Keynote Systems, July 25, Note: Numbers may not add up to 100% due to rounding. A March 2012 survey by Keynote Systems found that tablet users under the age of 50 use tablets most often for playing games like the popular Angry Birds (see Figure 3). Tablet owners between the ages of 18 and 29 use their tablet device for shopping, e mail, and reading books. Around one-third of US tablet users this year are years of age, with another 20.2% years of age, and another third 45 years of age and up. 17 When looking at the activities among the age groups and the likelihood that they will click on mobile ads, younger app users are more likely to report having clicked on ads within a mobile app for smartphones and tablets (Figure 4). Even within the oldest group, more than 3 in 10 had done so. 18 Credit unions continue to look for ways to grow membership among the Gen X and Gen Y segments. In-app marketing and further developing credit union apps could impact your younger credit union members. 7

16 Figure 4: US Mobile Device Users Who Have Clicked on Ads in Mobile Apps, by Age, March Age Percentage of respondents Source: Adobe, 2012 Mobile Consumer Survey Results, conducted by Keynote Systems, July 25, Future of Apps The beginning of every Apple keynote presentation touts the number of apps available in the App Store, now approximately 700,000. This being the case, it may seem like there really is an app for everything. But then a pioneer comes along with a new app that causes developers worldwide to slap their own foreheads while shouting, Why didn t I think of that? 19 Research firm Gartner predicts 10 trends that customers will begin to see in future apps launched in the app markets: 1. Location-based services. Users will utilize apps that give them suggestions based on their location. 2. Social networking. Consumers will spend more time in apps sharing articles and photos and socializing. 3. Mobile search. People will begin to search for products and services within an app to take action, such as buying movie tickets. 4. Mobile commerce. Consumers will purchase products and services through apps, similar to e- commerce, like purchasing tennis shoes through a website. 5. Mobile payment. People will pay for items using their smartphones. 6. Context-aware service. Apps will allow customers to add information to get more of a personalized experience, giving the customer discounts or product recommendations. 7. Object recognition. Apps will use the camera to access the user s surroundings to identify places of interest. 8. Mobile instant messaging. Mobile instant messaging systems will start to integrate with apps to give the user a form of direct contact, such as video. 9. Mobile e mail. Apps will offer direct e mail links so users can send recommendations to friends or feedback to service departments. 8

17 10. Mobile video. Companies will begin to add direct links to video services such as YouTube and Vimeo to take advantage of high definition and larger screens. 20 When comparing these 10 trends with the average mobile banking app, what can we match up? The average mobile banking app has only 3 of the 10 trends listed: location- based services, which allow users to find ATMs and branches; mobile search, which allows users to look up their account balances; and mobile payments, which includes peer-to-peer payments and remote deposit capture. Financial apps can be broken down into four categories: mobile banking, PFM tools, financial education, and other. The type of financial app most commonly searched for in app stores is mobile banking. Let s look at some of the standout mobile banking apps in the marketplace. Chase Mobile App The key feature of the Chase mobile banking app is its availability in most app stores on multiple devices (smartphones and tablets). Its features include: Figure 5: Chase Example Manageability from a single screen. Using the versatility of the touch screen, customers can better manage their accounts in a filmstrip fashion, allowing them to simply and quickly switch between multiple accounts (checking, savings, mortgage, credit card, auto loan, etc.), transactions, and balances, including credit card rewards (Figure 5). Efficient and uncomplicated payments, transfers, and wires. Customers can enter all of their payment information using a simple interface that takes advantage of the fullsized tablet screen, eliminating the need to switch between multiple screens. This makes it easy for users to complete a transaction quickly. Multitasking. The upgraded Chase app allows customers to respond to an e mail or conduct an Internet search in the middle of a financial transaction. It makes switching between tasks or products easy by supporting multitasking. QuickDeposit. This enables customers to take a picture of their check and deposit it directly into their Chase account. The fullscreen camera view makes taking pictures and depositing checks easy. 9

18 Figure 6: Bank of America App, Calendar Tool Bank of America Mobile App Bank of America s mobile banking app was one of the first mobile banking apps offered in the App Store. Like most mobile banking apps in the App Store, it allows customers to check balances, transfer funds, and pay bills, but it has a large adoption from the 10 million customers who utilize its remote deposit capture feature. The ipad app allows customers to do everything they can do on the mobile app and also open accounts and utilize a calendar tool (Figure 6) to schedule upcoming bills and deposits. The BankAmeri- Deals feature allows customers to select from various retailers to receive discounts, rewards, or a cash-back reward of approximately 10% 20%. Users who select this offer in the app have their account credited directly, or, if they are shopping at the retail location where the discount applies, they are automatically given the cash-back option when they use the Bank of America debit or credit card. The app also incorporates push notifications, allowing customers to set up notifications that will pop up on their screen when certain conditions are met, such as an account falling below a minimum balance or a bill coming due. 21 Figure 7: USAA ipad App USAA Mobile App The USAA mobile app, offered to its 1.2 million customers, allows users to access their balances, pay bills, and make deposits via remote deposit capture. USAA introduced its mobile app for the iphone in May 2009 and added the feature shortly thereafter. The added feature enables USAA customers to deposit checks on the go with the use of the mobile app and a snapshot of the check using the device s camera. Since then, members have used the mobile tool to channel more than $300 million (M) worth of deposits into their USAA accounts. What makes this app different from others is the robust ipad version that allows customers and noncustomers to view articles, apply for products and services, and customize the bottom toolbar (Figure 7). USAA is currently piloting voice recognition software developed by Nuance Communications called Nina, which will allow its customers to view transactions, pay bills, and find the closest ATM by utilizing a feature similar to Siri, Apple s mobile personal assistant. A customer could travel to a different city, open the app, and 10

19 tap the speech icon to ask where the closest ATM is. While walking to work or driving, users could use Nina to access their accounts without removing their phones from their pockets. This would give the customer quicker access to their app without having to navigate through multiple screens. The software is a cloud-based product that allows the user to ask the app a question while it pulls from Nuance s cloud database. 22 Figure 8: Mint App Mint Mobile App Mint is a PFM tool that gives users the ability to link all financial accounts (e.g., checking accounts, savings accounts, credit cards, and mortgage) to it and have all their information aggregated into one place, so they don t have to visit multiple sites or apps. It can be found in most app marketplaces, which helps when a user is keeping track of all their transactions. Mint automatically groups transactions into categories, such as entertainment, groceries, and utilities. The user can subcategorize each transaction even further. The app helps users visualize exactly how much they spend in each category. Because all financial accounts are linked through Mint, the user can easily get a bigpicture overview of assets and liabilities (Figure 8). Mint allows users to create monthly budgets by looking at prior spending patterns. A person who usually spends $100 a month on coffee but budgets only $20 a month is setting themselves up for failure. Since Mint is linked to all the user s financial accounts, it knows the financial obligations of the user and helps keep a running list of reminders to let the user know when items are due. The Mint app is easy to use on the go and good at tracking cash purchases as they happen. Although other financial aggregator sites exist, Mint.com has emerged as the standout in the field. It has over 8 million users and has received accolades from Time magazine, the New York Times, and Kiplinger s

20 Credit Union App Opportunities The Chase, Bank of America, USAA, and Mint mobile apps remain in the App Store s top five free finance apps. They display multiple characteristics that a majority of mobile banking apps offer, such as transaction views, transfers, bill pay, and ATM finders. To stay ahead of the other 15,000+ finance apps, each added two differentiators. The first is a tablet app that utilizes the space available on the larger screen with a different user interface than a customer would see in a smartphone app or during their online banking experience. Second, these apps developed ways for customers to customize their experience by adding features like calendars, news feeds, and product pages with the ability to add or apply for financial products. These apps continually update and add features that make banking simple and utilize the full potential of the device s user interface, such as touch and drop. A majority of mobile banking apps share the same user interfaces and features, differentiating themselves only through branding. These mobile banking apps use screen scrapes from the online banking experience and stretch the smartphone app to be available in the tablet app marketplace, essentially making them all look and feel the same. These apps continually update and add features that make banking simple and utilize the full potential of the device s user interface, such as touch and drop. A majority of mobile banking apps share the same user interfaces and features, differentiating themselves only through branding. These mobile banking apps use screen scrapes from the online banking experience and stretch the smartphone app to be available in the tablet app marketplace, essentially making them all look and feel the same. When looking at opportunities for credit unions in the world of mobile apps, it s important to think about solving the problem of potential members and new members focusing less on your website and more on your app. An app should be seen not as a mobile banking app but as a branded app for your credit union. Let s look at an example using a fictitious credit union called JMB Credit Union. Employees at this credit union would not say, Have you seen our mobile banking app? Instead, they would say, Have you seen the JMB Credit Union app? This is important to your credit union because it creates an extension of your service delivery channels. Incorporating mobile instant messaging into your app will give users the ability to ask questions regarding your products and services via messages (Figure 9). This will allow users to exit the app and receive a push notification with an answer from a credit union representative (Figure 10). Additionally, this type of delivery can be built to send a 12

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