Non-traditional Players in the Retail Banking Market

Abstract

Overview

Introduction

This report looks at the rise of non-traditional providers in the retail banking market and their impact on the competitive dynamics of the market. Moreover, it looks at the extent of development and penetration of non-traditional FSIs in each country, and provides best-practice case studies of some of the leading players, along with studies of other noteworthy players in the market.

Scope

• Measures the extent of development of non-traditional players in Australia, France, Germany, Italy, Japan, Spain, the UK, and US.
• Gives insight into the strengths and weaknesses of non-traditional financial services institutions.
• Provides case studies of Deutsche Postbank, La Banque Postale, UK Post Office, Auchan, Tesco, ICA Banken, Wal-Mart, Virgin Money, the AAA, and others.

Highlights

Each country differs in the level of development of non-traditional players. For example, French retailers have entered into financial services wholeheartedly, but its other providers have been more reticent. Meanwhile, the UK and Japan have a large number of different non-traditional FSIs.

Deutsche Postbank has become a dominant player in the German retail banking market; the largest bank in terms of customer numbers. Its ability to compete on price and its accessibility via a huge distribution network has enabled it to poach customers from its direct competitors.

Non-traditional players can have a number of distinct advantages over traditional FSIs. These include comparatively inexpensive distribution, brand leveraging, and the ability to provide better customer service. Such attributes have been crucial to the success and encroachment of non-traditional players on traditional providers in the market.

Reasons to Purchase

• Gives you a competitive edge by providing you with a number of case studies, including postal offices, retailers, automotive companies and others.
• Understand how the retail banking market is changing and where the threats and opportunities lie, both for non-traditional and traditional providers.
• Ascertain what the best business models and products are in order to plan your future business strategy.