Banking innovations abroad. Information technology in banking

For the first quarter of 2017 in the field banking technologies there have been many new events that are worth talking about.

Ilya Ilyinsky, a specialist at the analytical company Fintecho Analytics, prepared an overview of the main trends in the industry in the first quarter of this year.

Blockchain solutions

1. Banks continue to invest in and create new projects using distributed ledger technology.

So far, the largest number of offices is planned to be cut by Royal Bank of Scotland - 158 branches and Wells fargo, scheduled to close 400 offices.

2. At the same time, a number of banks announced the opening of offices without staff.

So in February Bank of America opened the first three offices without staff, in the next 2 years the bank's management plans to open 50-60 more such branches.

In March, several banks announced the opening of three new automatic branches, three automatic offices of the Greek Piraeus Bank began operating, VTB 24 opened its first offices without cash registers in Russia, and Sberbank presented its automated “office of the future” in Kazakhstan.

Remote identification, biometrics

1. In February the U.S. Bank spoke about its plans to switch to biometrics when authorizing a client.

Instead of the usual passwords, customers will be identified by voice, fingerprint and face, full transition to the U.S. Bank for biometrics upon authorization will take place before the end of 2017.

2. Indian DCB Bank plans to introduce retinal customer identification in 2017.

Retinal scanning will be performed in the bank using a special device and will take from three to five seconds.

Then the system will compare the received retina sample with the sample in the Aadhaar database, state system biometric identification. In Russia, an analogue of Aadhaar is still being developed by regulatory bodies. While the project is undergoing pilot tests in branches of DCB Bank, new way identification is applied when opening accounts.

3. The Austrian Erste Bank and Sparkasse are planning to launch remote video identification for their clients.

With the help of the new service, customers will be able to open bank accounts without leaving their homes. In accordance with the new decisions of the Austrian regulator, for identification, it will be enough to upload an online photo of an identity document and contact a bank employee via video chat.

4. An interesting initiative on biometrics was voiced by German Gref in March.

Speaking at a lecture at the Moscow Institute of Physics and Technology, he spoke about Sberbank's plans to develop a system for biometric identification of customers by lip movement.

According to Gref, it will be impossible to fake muscle activity. This type of biometrics was talked about in March, when information appeared about the development of a group of scientists from the Department of Computer Science of the Baptist University of Hong Kong, led by Professor Chong Yoo Ming.

What's next in 2017?

The success of the Ripple distributed ledger, whose activity is not only at the testing stage, but also at the stage of implementation in the work of large banks in Asia, is an important event for the banking industry.

The first quarter of 2017 confirmed the trend of recent years towards a gradual reduction in the number of branches. Based on the plans announced by the banks, hundreds of branches around the world will be closed in 2017.

At the same time, banks are increasingly making statements about the upcoming automation of their work. The growing excitement around the introduction of new technologies will increase competition both among banks and among fintech startups.

Due to the growing competition in fintech, banks will accelerate their plans to test and introduce new technologies and make this year more than one loud statement.

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APIs, artificial intelligence, more convenient mobile banking, new forms of secure authentication and the Internet of Things will help banks modernize technology.

While analysts in the financial sector are debating whether Amazon will start banking, it is clear that the banking market itself is in a state of uncertainty when it comes to technology.

Of course, mobile banking itself is not something entirely new. But today this technology is a prerequisite for bank customers, primarily for young generation... This is the absolute minimum that all banks have to reckon with. Experts and analysts agree that banks that do not have a reliable mobile application are outsiders.

This will soon take shape on a host of new and emerging technologies, given how aggressively banks are keen to keep up with tech companies like Apple, which introduced the service this month. Apple Pay Cash, allowing users to send and receive cash through the Apple Pay mobile payment system.

“Responsible decision makers are guided by the idea that mobile technologies are gaining a dominant position, and the market is gripped by the trend towards digitalization,” says Chris George , senior vice president in charge of developing customer engagement strategy at NYMBUS, one of the key players in banking modernization.

Next year, the banking sector will be mainly influenced by 5 technologies:

1... Banks will expand services with external APIs

Banks have used APIs for many years, but APIs — software intermediaries that connect and run applications, including mobiles, with back-end office systems — will increasingly be used to provide new services. As noted by The Financial Brand, APIs “provide opportunities for innovative, contextual solutions that would have little chance without banking services in an open format ”.

By the end of 2018, 50% of the world's Tier 1 and 2 banks will offer at least five external APIs, according to consultancy IDC. Banks are increasingly partnering with fintech companies through open APIs. This will be partly due to the requirements of the regulatory authorities.

"New regulations banking regulations such as PSD2, which oblige banks to provide access to customer data, also facilitate collaboration, especially through APIs that are used to provide access to such data, says Capgemini in a report on banking trends. industry in 2018. "Regulators welcome initiatives that ensure that banks operate in an open format, and banks have to use APIs to open their systems to third parties, giving them access to information about the status of accounts, and allowing them to initiate payments."

Capgemini notes that banks "have an urgent need to innovate as quickly as possible, but have not been able to achieve much digital innovation using only internal resources."

The company's specialists note that banks and financial and technological companies, enterprises looking for ways to introduce new types of technologies, need to cooperate to achieve their goals. Banks are looking for new approaches to digital innovation, while fintech companies need "capital, scale, data, customer trust and regulatory support."

Marc DeCastro , head of research department financial analysis IDC says open APIs can help banks "provide customers with a more flexible and better experience."

Over the past five years, financial technology companies have gone from competitors to banks to their partners.

According to de Castro Banks still seek to control the digital experience of customers, especially in the context of protecting their brands. However, to control it, credit institutions will need to open access to their servers through the API.

2. Mobile banking will become less problematic

Mobile banking can no longer be classified as a fundamentally new technology, but it will become easier to use and provide users with more functionality.
Kirk Borne , Lead Data Scientist and Executive Consultant at Booz Allen Hamilton, told The Kirk Borne Financial Brand that consumers will increasingly choose mobile banking over standard banking as their digital, user and customer experiences become more perfect and informational. This implies harmonious digital banking interaction between the consumer and the business, payments between consumers in one click, new opportunities related to cryptocurrencies, biometric authentication systems that do not require a password, services and offers tied to geographic location as well as dialog interfaces.

According to George The fact that Apple has become a direct peer-to-peer payment service will force banks to improve the quality and ease-of-use of their mobile offerings. He believes that banks need to keep up with others when it comes to mobile applications and services.

“Banking is what everyone is doing today - George repeats a common phrase in the industry. "It's not the end goal anymore."

Banks must offer apps and maintain their online presence to compete with other players' easy-to-use offerings, he said. It is no longer enough to offer ordinary applications. "

3. Artificial Intelligence Improves Customer Experience

Artificial intelligence will help banks automate processes and improve quality client service, claims Mitch Siegel, Director, Strategy Development Department, National financial services and transformation, consulting KPMG company, in an interview with American Banker.

“We're seeing organizations begin to dramatically simplify processes with intelligent automation, which in turn is helping to expose corporate data that has traditionally been hidden deep in complex underlying systems,” says Siegel.

“Organizations have traditionally offered products and services to large groups of customers who were approached in the same way, but who actually had significantly different buying habits, motivators and satisfaction factors,” continues Siegel... "With data, it becomes possible to create services and experiences that take into account the characteristics and needs of each individual."

In the opinion de Castro, it will not be possible to completely replace a person, and in the near future one should not expect banking systems completely under the control of AI. However, AI will help automate similar processes and can improve customer service with chatbots.

Experts and Capgemini argue that robots are 50-90% cheaper than using full-time and freelance workers, and that banks will invest more and more in AI in an effort to improve their efficiency while maintaining a high-quality customer experience. “There has been an increase in demand for cost-effective operations while delivering exceptional levels of service at lower costs,” the company said.

George adds that in the next two or three years, banks will introduce AI into their applications. In the near future, he said, when users are wondering if they have enough funds for a sumptuous Saturday night dinner, these apps will be smart enough to know the answer is yes, as on Fridays users get some of their salary.

4. Biometric systems will increase the level of security

Security has always been a concern for banks, and nothing will change significantly in 2018. Banks will look for ways to add new levels of security to their services.

IDC predicts that spending on next-generation authentication methods will grow by 20% in 2018. This is due to the desire of banks to gain the "digital trust" of their customers.

De Castro claims customers are getting better at fingerprint authentication of payments on smartphones. Banks will promote the same attitude towards facial recognition and voice-based user identification systems. With more and more passwords for customers to remember, biometric authentication systems will help simplify security procedures and provide more reliable identity verification methods.

“Banks will use anything to prove I'm who I say I am, if it's as easy as using fingerprints, facial recognition and voice-mode identification,” says de Castro.

5. The Internet of Things will be used on a small scale

De Castro believes that in 2018, banks, as before, will not look closely at the Internet of Things without much interest. There will be more concept studies next year, in which banks will test IoT technologies in a number of high-traffic branches. According to him, banks need to see how customers will react to sensors in such branches: "I think if everything is done correctly, this will mean empowerment that can improve the overall level of customer service."

May 19, 2017 in Minsk, in the Hotel "Crown Plaza", the jubilee V International practical conference was held “Innovation. Banks ".

The conference has become a platform for discussing the latest innovations, the most promising developments and technologies in the banking sector. The fact that the event was held for the fifth time indicates that its status is recognized by the banking community of Belarus, which closely monitors latest changes in the world of banking and finance.

• property management and logistics
• retail business
• corporate business
• management reporting
• risk management
• marketing and advertising

• manage your account anytime and from anywhere
• save time on banking operations
• have access to the services of RBS channels and information on the principle of "one window"
• be sure of a high level of security
• receive innovative products

• Banks
• Legal entities
• Individuals

• dissemination of information according to the scheme "Publisher-subscriber",
• where the bank is the key
• and the version of the questionnaire and the version of the access rights are different things,
• at the same time, the questionnaire can be stored anywhere,
• and it is impossible "Unsee" already seen

• you can reduce the time spent on maintaining a KYC questionnaire by 20-40%
• there was a possibility of registration individual letters
• paper copies can be sent
• there are reminders about upcoming updates

• Pin
• face recognition

• Testing the accuracy of face recognition by computer vision systems
• Evaluation of the applicability of the client's photo base unloaded from their own banking systems for subsequent identification of the client in the bank's offices

• empathy
• analysis and synthesis
• generating ideas
• prototyping
• testing
• storytelling

• rentier - 36%
• owners - 34%
• TOP - managers - 30%

1. "Rent in favor of the son"
2. "Rent with a waiting period"
3. "17-year secured deposit"

At the end of the conference, a traditional drawing of valuable prizes was held for the most persistent participants from gift partners: DAROOandof Crown Plaza... Prizes were given to the participants who asked the most questions and the author of the most interesting question ...

Photo report of the conference can be viewed

Nikolay Chumak, Founder and Strategic Director of IDNT

Experts believe that in the coming years, the role of bank branches located in Russia and a number of CIS countries will fundamentally change. And soon we will witness the transformation of branches from centers for conducting daily banking operations to the centers for building relationships between banks and clients. The use of alternative channels so profitable for banks to optimize costs and business processes, leads to the fact that customers are less likely to visit traditional branches. However, a client visit remains the most important link in building a bank's relationship with its client. Therefore, today banks have to find a balance between a sufficient number of points of contact of their brand with the client and the optimal organization of remote services. This is a rather serious work that requires innovative approaches from banks when organizing retail business. However, the opening of "branches of the future" of Sberbank of Russia and the Bank of Moscow already speaks of the banks' readiness for experiments and real innovations.

All kinds of innovations implemented in last years banks are one of the most interesting topics of the decade associated with the transformation of the banking business. Now, perhaps, it is difficult to find a bank that, in its strategy, would not mention innovation or focus on the modern technologies in customer service.

However, a number of experts see one of the reasons financial crisis precisely in the uncontrolled implementation of technological innovations in banking sector: Banks' overwhelming enthusiasm for innovation and consumer rejection has become a trap for banks in different country markets. Banks spent a lot of resources on something that, as it turned out, did not lead to an increase in sales, is not interesting to customers and does not affect their loyalty.

It should also be borne in mind that the understanding and perception of innovation by banks themselves and their clients are radically different.

As usual, the financial service provider (bank) and the consumer of these services (client) each have their own point of view on the very concept of "innovation" or "innovative technologies". And sometimes these points of view are diametrically opposite.

IDNT Business card

IDNT specializes in the development and implementation of branch formats for retail and private banks. IDNT conducts projects in the CIS countries, and also takes part in European projects of the company's foreign partners. Nikolay Chumak, the author of the material, founder and strategic director of IDNT, studied and analyzed the design of banks in the UK, Japan, Hong Kong and Singapore.

Innovation: The Banks Approach ...

We can say that the introduction of innovations in banks occurs in two directions, unfortunately, not always connected with each other: in the direction of technological innovation and in the direction of improving customer service processes. For many years, innovation has been a tool for optimizing the costs of financial institutions and has occurred in areas such as IT, marketing, CRM, packaging and product design.

At the same time, the client, who, ideally, should be in the center of attention of any bank, could not sufficiently fulfill his needs, since the banks worked on standardizing products and business processes, which, most often, did not imply an individual approach to each consumer.

Banks, organizing the sale of financial services, sought to resemble trade and service enterprises, where a certain part of purchases (up to 50%) is impulsive. But, as practice has shown, banking clients do not want to buy financial products and services, guided by impulse, but require a higher level of personal attention from banking specialists and expertise.

... and the view of customers

In some cases, a client needs either a very simple or, on the contrary, a complex financial product. However, the bank, as a rule, offers a ready-made, formed package of services. To the disappointment of banks, each client considers himself unique and feels the need for a personalized approach, which a regular bank, as a rule, cannot always provide. In 2011. IDNT, together with the Scorpio Partnership (UK), completed a survey of bank managers involved in servicing high-net-worth clients in the CIS, “Prvate banking Survey in the CIS”. The results of the study showed that most of the surveyed banks are simply not able to provide advice in any area that goes beyond the standardized retail product.

Even within such financial services like Wealth Management, requiring the highest level of expertise on the part of banks, involving the creation of banking products based on the principle of open architecture and a purely individual approach to each client, banking specialists are not ready to take responsibility for advice when choosing products and services by a client. The most common answer to the question about the choice of a product by the client was the following: "We show the options, and the client makes his own decision." In the field of retail banking, an even more difficult situation has developed, since the format of the queuing service for retail customers does not imply much attention to each client, sufficient to determine the needs and select the optimal and profitable combination of products. That is why the branch should provide opportunities for self-education of retail customers and their familiarization with banking products in a modern interactive manner. Even if the bank provides a standard package of services, the client, even if he is not able to combine products from different packages, must make sure that this or that package is right for him.

Europe's most innovative banks already offer their retail customers a choice of several product / service options and combinations. Thus, the client gets the feeling that this product was created especially for him. If earlier this approach was available only to Private Banking clients, now, thanks to the introduction of innovative IT solutions, some elements of the "open architecture" are becoming available to retail clients as well. In this direction, there are great prospects for innovations that can change the consumer experience with a standard set of financial products.

When it comes to banking innovations, clients first of all remember about the Internet and remote banking services, which are relatively new channels for promoting services for banks in the post-Soviet countries.

Improvement and development of channels for remote customer service relatively new for CIS banks - online banking and mobile banking- is today one of the broadest areas for the implementation of innovations.

It is no secret that many retail consumers find these new technologies too complicated and inconvenient in most cases. The client's mobile device interface is often overloaded and does not allow intuitive mastering of a new channel.

Banks still have to make a lot of efforts to popularize these channels among retail clients. Significant assistance in this process could be provided by bank branches inviting visitors to familiarize themselves and test the innovative RBS channels. Branch offices are still perceived by customers as a more secure and secure service environment than remote channels. However, how many banks can you find special areas and equipment designed to demonstrate and educate customers about new services?

It turns out that, despite the huge investments made by banks in the development of RBS technologies, their clients simply do not have the opportunity to learn about all the benefits of new products and service channels.

Implementation of banking innovations in Europe and the CIS: similarities and differences

In the coming years, the banks of the post-Soviet space will have to spend a lot of efforts on the implementation of technologies and systems that have already become basic for the European banking market. European banks have the opportunity to develop new approaches to customer service, changing service scenarios and building customer loyalty, relying on the existing IT infrastructure.

The experience of such players in the global banking retail market as ING Direct, First Direct, Metro Bank, Virgin Money, Tesco Bank, etc., demonstrates just such an approach. Within its framework, the bank creates one basic product (most often such a basic product is payment card), and then develops business processes for it, chooses a sales channel (department or other channels). Then the bank connects the promotion of other "modular" banking products to the "basic" product: for example, car loans, mortgage lending, insurance products, partnership programs etc. Thus, the promotion of a new product is carried out through the already debugged channels of the infrastructure of the base product. The individuality of the solution for each client is created precisely by means of a set of "modular" products. The creation of new products occurs as the emergence (or forecasting) of customer needs.

Tesco Bank

Tesco Bank (UK) is a prime example of this approach to creating new products for retail customers. The bank started out as a division of the largest British retail company- Tesco supermarket chain with more than 10 million loyalty program members and tremendous consumer confidence in the brand. Since the early 2000s, the Tesco network has begun active expansion into various segments of the retail business and service sectors, opening networks of gas stations, mini-markets, selling under its own brand clothing, telecommunications and much more. Financial retail has not been ignored either.

Tesco Bank is well represented on the Internet. A special website Tesco Compare has been created, where the consumer can compare the offers of Tesco Bank with other banks, which gives him the opportunity to be convinced of the correctness of his choice.

Tesco Bank offers 28 products, some of which are the most profitable on the market. Among them is a loan with the longest grace period (13 months). Today every 10th purchase in the UK is paid with credit card Tesco. In the summer of 2011, Tesco Bank launched mortgage products.

In fact, Tesco Bank is not only and not so much financial products as the continuation of existing relationships with customers, behind which stands a high-value brand. In this case, the financial services provided by the bank are just a tool for achieving the life goals of clients or improving their well-being. This approach distinguishes Tesco Bank from conventional banks, which, on the contrary, present financial services as relationships. Tesco Bank's innovation lies primarily in using the already existing customer loyalty of the supermarket chain to provide them with another type of product - banking.

Metro Bank

Metro Bank is committed to transforming the nature of financial services by creating “new consumer experiences,” as successful retail brands do.

The Metro Bank example clearly demonstrates how innovation can deliver banking clients and managers ample opportunities for communication and solutions financial issues which, in turn, has a positive impact on the level of sales of complex, but at the same time the most profitable products requiring consultation and planning. New banking products are simply “connected” to the standard card, but at the same time the client receives a personalized manager's approach and can purchase only the products (services) he needs.

“In the end, love your bank!”, “Fans, not consumers” - such ambitious slogans are used by the bank. Metro Bank intends to create and nurture a new type of consumer of financial products - just like Apple does in the computer, media and gadgets. The bank plans to open 200 branches of the new format by 2020 and expects to conduct a competitive retail business in the very conservative and static UK market. Of course, for this, the bank not only proclaims bold slogans, but also strives to provide customers with just such a quality of services that is lacking in the market. However, to do this on the prevailing over the centuries financial market Great Britain is an extremely difficult task.

Thus, one cannot develop better and more successfully than competitors, following the standard strategies existing on the market. Therefore, Metro Bank seeks, first of all, to destroy the stereotypes of the bureaucracy and sluggishness of banks: “No stupid rules!”. For example, in the UK, customers are used to the fact that banks are closed on weekends. There are only three bank branches throughout London - HSBC, Santander and Barclays - which are open on Saturday. In contrast, Metro Bank operates 7 days a week, with bank staff starting at 7.45 a.m. to open branch doors for clients at 8:00 a.m. and ending at 8:00 p.m.

Metro Bank is trying to dispel four myths about banks in the UK market:

Bank branches will disappear over time;

Banks make money by cutting their expenses;

Clients do not switch to service in another bank.

In developing a new market strategy, the management of Metro Bank went against the established opinion that the British change banks less often than divorce. The bank believes that the main criteria when choosing a credit and financial institution are the recommendations of existing clients - the best promoters.

Also, the bank's management decided to refute the widespread opinion that such a sales channel as bank branches is about to disappear, giving way to RBS.

The bank's business model is based on a network of retail branches located in premium, very expensive locations, which goes against the trend of closing branch networks. Metro Bank decided that only branches opened in the most popular places among the population would be able to attract more customers.

The bank uses the most modern IT technologies available on the market. Today, the IT sector in most large banks is in need of improvement. However, such projects are prohibitively expensive, and during today's recession, most banks cannot afford such investments, which negatively affects the quality of customer service.

Against the general background of the constant reduction of IT costs and personnel by large banks, Metro Bank stands out quite noticeably. A Metro Bank client receives the same quality of service as a Private Banking client: a personal manager who knows the client personally and is able to resolve any issues related to banking services without switching the client to other specialists. At the same time, the bank does not carry out any segmentation of clients - each consumer is unique and has its own hierarchy of values.

One of the problems for many banks is that the decision to issue a loan is made not in a specific branch, but in the head office. This affects the speed of decision making and the quality of service. At Metro Bank, the client feels that all decisions are made by his personal manager. Within 15 minutes, the client opens an account and issues a card, and he leaves the department with a completely ready-to-use product. Undoubtedly to establish special equipment it is expensive to print and personalize cards right in the branch, but it comes at the cost of creating a new customer experience.

The bank's call center works around the clock, calls are answered by a bank employee, not an answering machine. Each department is equipped with a self-service area. All this creates for the client a sense of the availability of the bank and its services at any time.

Online banking

"Clean" online banks are also experiencing a crisis of customer confidence. Clients often choose a bank based on its physical presence - the one whose branch you can visit and talk to the manager. Against the background of high market competition and insufficient trust from consumers, the latter choose a bank, focusing not only on favorable conditions, but also on more high level guarantees, which can be the presence of a network of traditional branches of the bank.

To solve this problem, ING Direct opens branches-coffee shops in the USA and Canada. Thus, the “virtual” office format is complemented by the presence of the banking brand in the physical world. ING Direct coffee-banks are not focused on selling banking products, but play an important role in building relationships with customers, attracting new categories of customers and increasing the level of trust.

Virgin Money and other online banks are following a similar path today, opening branches in the form of "lounge zones" or stores. It is important to understand that this technique works for a certain species. credit structures and is not cost-effective for conventional retail banks. For example, Abbey National invested $ 300 million to open branch-coffee shops before its management realized that customers were not expecting free coffee from their retail bank and were not ready to visit branches more often.

Gadgets at the service of banks

With the rapid development of IT technologies and the decline in the cost of digital gadgets, the banking industry has had the opportunity to test the use of various devices to promote and sell financial products. Interactive tables, tablet computers, electronic kiosks and video walls are not a complete list of devices used for such purposes. For example, credit union Coast Capital (USA) intended to use the iPad to promote products in branches and advise clients. Barclays' flagship branch in central London offers travel and community information to customers and guests through interactive kiosks and video walls.

Banks sought to present their products and services in a more attractive way, using technologies that have already become familiar to the consumer. In practice, it turned out that clients are also not interested in watching bank advertisements on computer screens, as well as on TV. Thus, in the pilot concepts, devices with touch-screen functions and tablet computers remained unclaimed by customers, and the attempt of banks to substitute various gadgets for communication with managers was unsuccessful. Only a few banks managed to attract attention to their interactive devices thanks to high-quality content and in-demand functionality.

Banks on the Net

Banks strive to lead an active life in the online space, using their websites, search engines, social networks... What is happening on the Web is almost impossible to control, and the risks associated with the spread of negative opinion are very high. One way or another, banks will have to learn to gain the trust of the Internet audience. In turn, the Internet can be a good source of ideas and customer feedback for banks.

Commonwealth Bank (Australia) has created a special website IdeaBank, which invites ordinary people to express ideas about new banking products and desired changes in the banking industry. The winner will be selected by voting and expert evaluation, who will receive $ 10,000 for his ideas. In principle, this website is an external R&D department.

Danske Bank (Denmark) and First Direct (Great Britain), which also opened online innovation laboratories, followed the same path.

When it comes to the sale of financial services via the Web, few doubt that mobile and Internet banking will push other channels in the future, but it is clear that this will not happen as quickly as previously thought. Neither banks nor their clients are ready for this yet.

Banking Innovation: A Bridge Between Bank and Consumer

From all that has been said, the following conclusion can be drawn: today the most successful innovations introduced by banks are associated with a change in approaches to customer service. Technologies and channels for promoting services are fading into the background, since they solve only technical issues, without replacing a personal approach to the client and trust on his part. The development of technology has somewhat shifted the focus of experts' attention from the branches towards alternative sales channels. However, bank branches are still the main channel for the sale of financial products, generating up to 90% of sales.

Undoubtedly, it is profitable for banks to sell standardized products and service packages, minimize communication with customers, and use RBS. However, for their part, customers express the need for a personalized approach and choosing only those products that they really need. Therefore, banks first of all need to introduce those innovations that can create a bridge between these two opposite positions and present the banks' offer in the most attractive format for clients.