It is no secret that banks are under pressure from a variety of sources: fintech upstarts, the rise of embedded finance, an increasingly dynamic regulatory environment, the pace of technological innovation–to say nothing of competition with one another.
For community banks, the pressure can be all the more intense. While many community banks enjoy a special relationship with local customers and businesses, this relationship does not prevent their patrons from wondering from time to time if the grass might be greener with a banking or fintech solution offered by another provider.
BNY recently surveyed community bankers to find out what they see as their top challenges–and opportunities–in the current environment. Conducted in partnership with the Harris Poll, BNY’s 2024 Voice of Community Banks Survey provides some interesting insights into where community banking is today, and what it needs in order to be successful in the years to come.
Wealth management and treasury services in demand
The growing interest in wealth management and treasury services was one of the more exciting insights from the BNY survey of community bankers. With the aging of the Baby Boomers and Millennials entering prime family formation years, it is little surprise to see a growing demand for everything from investment to estate planning. Relative to their larger rivals, community banks have not been as active in wealth management. But some have argued that community banks could change this by better leveraging their more personal relationships with their customer base to entice them away from faceless, corporate asset managers and large institutions. In fact, 100% of the community banks surveyed indicated that they want to add wealth management services to their offering.
At the same time, the interest in treasury services is perhaps even more eye-catching. The advent of real-time payments has made treasury services an increasingly attractive offering for financial institutions. In the same way that more personal relationships with individual customers can make wealth management services worthwhile for community banks to offer, so can the personal relationships these institutions have with their local businesses encourage them to consider seeking treasury services where they are already doing much, if not all, of their banking business. According to BNY’s survey, fully 95% of community banks surveyed are inclined to agree that they would like to see treasury services added to their portfolio.
AI, tech, and digital transformation
While nearly half the community banks surveyed indicated that they saw themselves as “innovative within their communities,” that has not stopped most of them from wanting to enhance their products and services–as well as offer new ones–via digital transformation and enabling technologies. Interestingly, the survey did not just ask about technology per se, but instead queried them to find out specifically what they hoped these enabling technologies would do. To this point, nearly 30% pointed to efficiency and security as two major needs and indicated offerings like instant payments and automated loan processing both responded to these needs and helped community banks maintain “a competitive edge.”
Yet, while more than 90% of community banks said they were ready to embark upon digital transformations, significant uncertainty about the actual readiness remains. Approximately half of the respondents considered their data analytics capabilities–key for maximizing technologies like AI–to be “advanced,” and less than 20% believed that they had any real expertise when it comes to data analytics.
Non-fintech partnerships
Partnerships with technology companies and fintechs are one way for community banks to improve their ability to take advantage of enabling technologies like AI. However, one interesting reveal from the BNY survey was the interest that many community bankers have in non-fintech partnerships.
Almost 30% of respondents indicated that they saw non-fintech partnerships–collaborations with institutions in retail and education–as opportunities that would be as important as fintech partnerships over the next five years. This, arguably, should serve as a wake-up call for those fintechs that are innovating in adjacent areas–from e-commerce and consumer lending to financial education and even college prep.
Photo by Daniel Frank
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Conclusion:
Community banks today face numerous challenges but also exciting opportunities that can help them thrive in a rapidly changing financial landscape. The demand for wealth management and treasury services presents a chance for community banks to diversify their offerings and attract new customers.
Embracing digital transformation and leveraging technology such as AI can help community banks stay competitive and meet the evolving needs of their customers. Building non-fintech partnerships with retail and education institutions can also open up new avenues for growth and innovation.
As community banks navigate the complexities of the modern banking world, it is clear that adaptation and innovation are key to success. By embracing change and exploring new opportunities, community banks can not only survive but thrive in an ever-evolving financial ecosystem.
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