嵌入式优势：金融服务业如何借助网络安全制胜

Capturing loyalty,reducing churn, andexpanding revenue in FUTURESFINTECH Contents 1. Introduction and respondent profile32Context – what do institutions want to achieve,and how are they doing this?4 2a. Institutional performance2b. The role of embedded services; what’s on offer and how is it presented?2c. Business impacts of embedded service offerings2dDeterrents 3. What’s next - Cyber Safety – the next big thingfor embedded services?9 3a. White-label or co-brand? 4. Implementation success 5. Conclusion11 Case study About Gen13 1. Introduction and respondent profile This paper aims to identify the progress made on embedding related products andservices into a financial institution’s offering and looks at the role embedded servicesplay in acquiring and retaining customers. It examines which products and serviceshave already been embedded – or are in the process of being – and explores therationale behind these choices. It then examines what is likely to come next with an Respondent profileWe surveyed 109 people, broken down as follows: Financial Institution Type:Banks were the largest representative group (44%),followed by other financial services providers/lenders (34%). Customer Base:Our respondents served a range of customer base sizes, rangingfrom less than 50,000 (33%) to more than 5,000,000 (12%). Geography:The sample is global, with most respondents based in Europe (65%),followed by North America (19%) and APAC (12%). Professional Profile:The vast majority of respondents (87%) have some degree ofmanagerial responsibility, including 50% holding executive-level roles (VP+). The most 2Context – what do institutions want to achieve,and how are they doing this? 2a. Institutional performanceRespondents rate their institutions’ performance most positively with regard to technological innovation (50% excellent or very good) and customer satisfaction These results reveal a clear pattern: institutions are most confident in their ability todeliver technological innovation and meet baseline customer expectations, whichhave become significantly heightened in recent years. Today, it’s no longer enough It is also important to note that different types of financial institutions tend to ratethemselves highly in different areas. For example, traditional banks tend to dowell with customer satisfaction and technological innovation, reflecting legacy Neobanks and fintechs, meanwhile, typically do better when it comes to productinnovation and technological agility. However, they are well aware that to succeedsustainably, they will need a proposition that has both breadth and depth, as well as What applies to all institution types is that delivering on technology and customerexpectations is not just a nice-to-have. Indeed, heightened customer expectationstranslate into seamless, always-on, digitally native experiences, including mobileapps, digital onboarding, automated service channels and embedded experiences. They also need to keep pace with being compared more widely: digital-firstexperiences offered by big tech, retail and ride-sharing platforms are now ‘normal’. As a result, institutions are feeling the pressure to not only keep pace with fintechdisruptors but also to meet consumer-grade user experience standards and A 2023 report from McKinsey & Company,‘Why most digital banking transformationsfail - and how to flip the odds’ echoes this. It says that financial institutions that investin digital transformation see greater improvements in customer satisfaction and Indeed, decreasing loyalty is an issue likely to grow in the quest for retainingcustomers who are, today, more likely to switch or add additional providers whenthey encounter friction, pricing issues or better digital experiences elsewhere. Tools Accenture’s 2025 Global Banking Consumer Study found that ‘73% of customersengage with multiple banks beyond their primary institution’. Product innovation and revenue growthOur survey also showed product innovation and revenue growth fell into a second tier of self-rated performance. While many institutions have launchednew products such as BNPL (buy now, pay later) offerings, automated investmenttools or embedded insurance, the pace of product differentiation has slowed, andnew offerings are often quickly commoditised. This is partially due to the rapid Revenue growth, meanwhile, remains tempered by margin pressures, higheroperating costs and increased competition, hence why fewer institutions wereexperiencing great levels of success in this area. 2b. The role of embedded services; what’s on offer and how is it presented?Virtually all respondents say their institution offers embeddedservices, most commonly lendingand credit (64%), followed by wealth Which types of embedded services does your organisationcurrently offer its customers?(Select all that apply.) Notably, the embedded servicesalready in place tend to alignclosely with each institution’s corecapabilities. For example,