essay on internet banking system

Essay on Internet Banking

In this essay we will discuss about Internet Banking. After reading this essay you will learn about: 1. Meaning of Internet Banking 2. Objectives and Drivers of Internet Banking 3. Trends in India 4. Facilities Available 5. Emerging Challenges 6. Main Concerns 7. Strategies to be Adopted by Indian Banks.

• Essay on the Strategies to be Adopted by Indian Banks for Introducing Internet Banking 

Essay # 1. Meaning of Internet Banking :

With the growth of internet and wireless communication technologies, telecommunications etc. in recent years, the structure and nature of banking and financial services have gone for a sea change. Internet banking or e-banking is the latest in this series of technological wonders in the recent past which involves use of internet for delivery of banking products and services.

Even the Morgan Stanley Dean Witter Internet Research emphasised that web is more important for retail financial services than that for many other industries. Internet banking or e-banking is changing the banking and its structure and is having major effects on banking relationships.

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Banking activity is now no longer confined to the branches where a customer has to approach the branch in person, for withdrawing cash or deposit a cheque or request for a statement of Accounts.

In accessing a true internet banking, any inquiry or transaction is processed online without any reference to the branch (anywhere banking) at any time. Thus providing Internet banking is gradually becoming a “need to have” than a “nice to have” service.

The net banking is, therefore, more of a norm rather than an exception in many developed countries because it is the cheapest way of providing banking services. Under this system, online banking is possible where every bank customer is provided with a personal identification number (PIN) for making online transactions with the bank through internet connections.

Internet banking or e-banking falls into four main categories, from Level 1—minimum functionality sites that offer only access to deposit account data—to level 4 sites highly sophisticated offering, enabling integrated sales of additional products and access to other financial services—such as investment and insurance.

In other works, a successful internet banking solution offers:

1. Exceptional rates on savings, CDs and IRAs.

2. Checking Account with no monthly fee, free bill payment and rebates on ATM surcharges.

3. Credit card facilities with low rates.

4. Easy online applications for all accounts including personal loans and mortgages.

5. 24-hour account access.

6. Quality customary service with personal attention.

Essay # 2. Objectives and Drivers of Internet Banking :

The internet has developed level playing field and thereby afforded open access to customers in the global market-place. Internet banking is a cost-effective delivery channel for the modernized financial institutions.

In this system, consumers are embracing many benefits of e-banking. To have access to one’s accounts at any time and from any location through world wide web (www) is a convenient practice, which was unknown a short time ago.

Thus, a bank’s internet presence transforms from ‘brochure/ware’ status to ‘internet banking’ status once the bank goes through a technology integration effort so as to enable its customer to access information about his or her specific account details.

Following are the six primary objectives or drivers of internet banking:

1. To improve customer access.

2. To facilitate the offering of more services.

3. To increase customer loyalty.

4. To attract large number of customers.

5. To provide cost-effective services offered by competitors.

6. To reduce customer attrition.

Keeping objectives in mind, the internet banking facilities has been progressing at a rapid pace throughout the world.

Essay # 3. Trends of Internet Banking in India :

In India, initially a beginning was made in internet banking only in some big cities which was just in rudimentary stage. After getting initial success, the internet banking facility is gradually being expanded in all cities and towns to make the system popular.

The banking industry in India is also facing unprecedented competition from non-traditional banking institutions which are now a day’s offering banking and financial services over the Internet. The deregulation of the banking industry along with emergence of new technologies are enabling the new competitors in the banking sector to enter the financial services market quite efficiently and quickly.

Core or Anywhere Banking:

In order to support internet banking facilities another new concept of banking i.e., core or anywhere banking is introduced. Initially introduced by the foreign banks, the same concept in new increasingly adopted by public sector banks and also the private sector banks.

Under this concept of banking, bank customers who have an account with any select branch can easily operate his account from different designated branches on the bank spread throughout the country.

Under this system, a customer can avail cash withdrawal, cash deposit, transfer of funds, inter-city and intra-city transactions, collection of draft and cheques etc. facilities from any of such designated branches conveniently irrespective of its locations.

Core banking concept has improved the standard of the banking services with the help of modern technology. In present times, most of the public sector banks have already adopted this concept and started extending these facilities to its customers gradually by including more and more of its important branches under this category.

Progress of Internet Banking:

In India, internet banking is gradually being developed throughout the country.

As per the recent study it is observed that:

(a) A number of banks have already adopted internet banking and are offering varied kind of services through it,

(b) These internet sites generally offer only most of the basic services. Only 50 per cent are known as ‘entry level’ sites offering little more than company information’s and basic marketing materials and 10 per cent are offering ‘advanced transactions’ such as online funds transfer, transactions and cash management services etc.; and

(c) Most of the foreign and private banks in India are much advanced in terms of the number of sites and their level of development in terms of rendering advanced technology linked services to its customers. Recently, an authority of ICICI Bank observed, “Our Internet banking base has been growing at an exponential pace over the last few years. Currently around 78 per cent of the bank’s customer base is registered for Internet banking.”

Security Precautions :

In order to make their bank account safe, one should follow certain security precautions. Customer should never share personal information like PIN number, passwords etc. with anyone, including employees of the bank. It is important that documents that contain confidential information are safeguarded. PIN or password should be changed immediately and memorized before destroying the mailers.

Customers are also advised not to provide sensitive account-related information over unsecured e-mails or over the phone. He must take simple precautions like changing the ATM, PIN and online login and transaction passwords on a regular basis. It is also important to ensure that the logged in session is properly signed out.

Essay # 4. Facilities Available Under Internet Banking in India:

Following facilities are made available for customers under internet banking in India:

(i) Bill Payment Service:

Bill payment service is a utility service of internet banking. Accordingly, each bank has tie-ups with various utility companies, service providers, insurance companies across the country. Such tie-ups can facilitate online payment of bills of electricity, telephone, mobile phone, credit card, insurance premium bills etc.

In order to make online payment of bills, a simple one-time registration for each bills has to be made and a standing instruction has to be made to make online payment of recurring bills automatically. Most interestingly, the bank usually does not charge customers for such online bill payment.

(ii) Fund Transfer:

Internet banking has made provision for transfer of any amount of fund from one account to another of the same or any other bank. Accordingly, customers can send money anywhere in India. Once a customer logs in his account, he needs to mention the payee’s account number, his bank and the branch. The transfer will take place in a day or so, whereas in a traditional method it takes about three to four working days. ICICI Bank recently reported that its online bill payment and fund transfer facility have been most popular online services.

(iii) Credit Card Customers:

Internet banking provides the facility of credit card to its customers. With internet banking, customers can not only pay their credit card bills online but also gets a loan on their cards. Not just this, they can also apply for an additional card, request a credit line increase and in case the card is lost, one can report lost card online.

(iv) Railway Pass and Online Booking:

Through Internet banking facility to issue Railway pass is also available. Indian Railways has tied up with ICICI bank for this purpose and one can now make railway pass for local trains online. The pass can be delivered to the customer at his doorstep. Initially, the facility was limited to Mumbai, Thane, Nashik, Surat and Pune. The bank would just charge Rs 10 + 12.24 per cent of service tax. Moreover, online booking of e-tickets of Railways, Airlines etc. can also be made with some arrangement with banks through Internet banking.

(v) Investing through Internet Banking:

Through Internet banking, opening a fixed deposit account has become easier. A customer can now open an FD account online through funds transfer. Online banking can also be a great friend for lazy investors. Moreover, investors with interlinked de-mat account and bank account can easily trade in the stock market and the amount will be automatically debited from their respective bank accounts and the shares will be credited in their de-mat account.

Besides, some banks provide its customers the facility to purchase mutual funds directly from the online banking system. Nowadays, most leading banks offer both online banking and de-mat account facilities. However, if a customer is having his de-mat account with independent share brokers, then he needs to sign a special form, which will link his two accounts.

(vi) Recharging Prepaid Phone:

Through Internet banking, recharging of prepaid phone has also become possible. It is no longer needed to rush to the vendor to recharge prepaid phones as and when talk time runs out. Here the customer just tops-up his prepaid mobile cards by logging in to Internet banking. By just selecting operator’s name, entering mobile number and the amount of recharge, the prepared phone of the customer is again back in action within few minutes.

(vii) Shopping at Fingertips:

Internet banking provides facility of shopping at fingertips. Leading banks have tied-up with various shopping websites. With a range of all kind of products. One can shop online and the payment is also made conveniently through his account. One can also buy railway and air tickets through Internet banking.

Essay # 5. Emerging Challenges of Internet Banking in India :

In India, a large sophisticated and highly competitive Internet Banking Market is gradually being developed with market pressure and is subjected to the following emerging challenges:

1. Demand side pressure due to increasing access to low cost electronic services.

2. Emergence of open standards for banking functionally.

3. Growing customer awareness and need for transparency.

4. Global players in the fray.

5. Close integration of bank services with web based E-commerce or even disintermediation of service through direct electronic payments (E-cash).

6. More convenient international transactions due to the fact that the Internet along the general deregulation trends, eliminate geographic boundaries.

7. Move from one stop shopping to ‘Banking Portfolio’, i.e., unbundled product purchases.

The Internet and its underlying technologies have been changing and transforming not just banking but all aspects of finance and commerce. It usually represents much more than a new distribution opportunity. Internet banking will also enable nimble players to leverage their traditional brick and mortar presence for improving customer satisfaction and gain share.  

Essay # 6. Main Concerns in Internet Banking :

Internet banking in India has its areas of concern. In the mean time, a number of cases related to fraud and cheating of banks and customers by unscrupulous persons have already been lodged in India with this type of banking facilities. Irrespective of that attempts have been made by the RBI and the banking authorities for promoting safety and soundness of online and e-banking facilities in the country by issuing necessary guidelines.

In a recent survey conducted by the Online Banking Association, member institutions rated security as the most important issue of online banking. Thus there is a dual requirement to protect customers privacy and product against fraud.

Banking Securely:

Online Banking provides an overview of Internet Commerce and how one company can handle secure banking practices for its financial institution clients and their customers. Moreover, some basic information on the transmission of confidential data is presented in Security and Encryption on the web. In this respect, PC Magazine Online also offers a primer as to how encryption works.

Besides, a multi-layered security architecture comprising firewalls, filtering routers, encryption and digital certification ensures that customers account information is protected fully from un-authorised access in the following manner:

(i) Firewalls and filtering routers ensure that only the legitimate Internet users are usually allowed to access the system.

(ii) Encryption techniques used by the bank (including the sophisticated public key encryption) would ensure that privacy of data flowing between the browser and the Infinity system is protected.

(iii) Digital certification procedures provide the assurance that the data a customer receive is from the infinity system.

Essay # 7. Strategies to be Adopted by Indian Banks for Introducing Internet Banking :

In present times, Internet banking has no alternatives. Indian banking is gradually getting more and more access of Internet banking. Thus, Internet banking would drive us into an age of creative destruction due to non-physical exchange; complete transparency is also giving rise to perfectly electronic market place and customer supremacy.

At this moment, the question may be asked “what the Indian Banks should do under the present circumstances?” Whatever is the strategy chosen and options adopted, certain key parameters would largely determine the success of banks on web.

In order to attain long term success, in respect of Internet banking, a bank may follow:

(i) Adopting a webs mindset.

(ii) Catching on the first mover’s advantage.

(iii) Recognising the core competencies.

(iv) Enabling handling multiplicity with simplicity.

(v) Initiating senior management to transform the organisation from inward to outward looking.

(vi) Aligning roles and value propositions with customers segments.

(vii) Redesigning optimal channel port-folio.

(viii) Acquiring new capabilities through strategic alliances.

However, the above mentioned steps can be implemented by following four steps mentioned below:

(i) In the first phase, the customer be familiarized to new environment by demo version of software on banks, website. This will enable users to give suggestions for improvements, which can be incorporated in its later versions wherever possible.

(ii) The second phase provides various services such as account information and balances, statement of account, transaction tracking, mail box, check book issue, stop payment, financial and customized information.

(iii) The third phase may include additional multi-utility services like fund transfers, DD issue, standing instructions, opening fixed deposits and intimation of loss of ATM cards.

(iv) The final phase should include advanced corporate banking services like third party payments, utility bill payments, establishment of L/Cs, Cash Management Services etc. Enhanced plan for the customers in future may include requests for demand drafts and pay orders and many more to bring in the ultimate in banking convenience.

Thus by following the above mentioned strategies, it will help banks to translate their traditional business model into a Internet banking one, falling into the following three main categories:

(i) One-stop shop.

(ii) Virtual one stop shop.

(iii) Best of Breed Supplier.

Thus by following the above steps, the Indian bankers can pave the way for the successful introduction and popularizing the new concept of Internet banking on a large scale.

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E-banking Overview: Concepts, Challenges and Solutions

• Published: 28 November 2020
• Volume 117 , pages 1059–1078, ( 2021 )

Cite this article

• Belbergui Chaimaa 1 ,
• Elkamoun Najib 1 &
• Hilal Rachid 1  

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The expansion of information technology has led to a new form of banking. Traditional banking, based on the physical presence of the customer, is only a part of banking activities. In the last few years, electronic banking has emerged, adopting a new distribution channels like Internet and mobile services. The main goal was to allow businesses to improve the quality of service delivery and reduce transaction cost, and anytime and anywhere service demand for customers. However, it increased the vulnerability to fraudulent activities like spamming, phishing and credit card frauds. Then, the main challenge that opposes electronic banking is ensuring banking security. In this context, this paper aims to provide an overview of the electronic banking service highlighting various aspects, investigating various challenges and risks, and discussing some proposed solutions.

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Chaimaa, B., Najib, E. & Rachid, H. E-banking Overview: Concepts, Challenges and Solutions. Wireless Pers Commun 117 , 1059–1078 (2021). https://doi.org/10.1007/s11277-020-07911-0

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• Published: 18 June 2021

Financial technology and the future of banking

• Daniel Broby   ORCID: orcid.org/0000-0001-5482-0766 1  

Financial Innovation volume  7 , Article number:  47 ( 2021 ) Cite this article

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This paper presents an analytical framework that describes the business model of banks. It draws on the classical theory of banking and the literature on digital transformation. It provides an explanation for existing trends and, by extending the theory of the banking firm, it illustrates how financial intermediation will be impacted by innovative financial technology applications. It further reviews the options that established banks will have to consider in order to mitigate the threat to their profitability. Deposit taking and lending are considered in the context of the challenge made from shadow banking and the all-digital banks. The paper contributes to an understanding of the future of banking, providing a framework for scholarly empirical investigation. In the discussion, four possible strategies are proposed for market participants, (1) customer retention, (2) customer acquisition, (3) banking as a service and (4) social media payment platforms. It is concluded that, in an increasingly digital world, trust will remain at the core of banking. That said, liquidity transformation will still have an important role to play. The nature of banking and financial services, however, will change dramatically.

Introduction

The bank of the future will have several different manifestations. This paper extends theory to explain the impact of financial technology and the Internet on the nature of banking. It provides an analytical framework for academic investigation, highlighting the trends that are shaping scholarly research into these dynamics. To do this, it re-examines the nature of financial intermediation and transactions. It explains how digital banking will be structurally, as well as physically, different from the banks described in the literature to date. It does this by extending the contribution of Klein ( 1971 ), on the theory of the banking firm. It presents suggested strategies for incumbent, and challenger banks, and how banking as a service and social media payment will reshape the competitive landscape.

The banking industry has been evolving since Banca Monte dei Paschi di Siena opened its doors in 1472. Its leveraged business model has proved very scalable over time, but it is now facing new challenges. Firstly, its book to capital ratios, as documented by Berger et al ( 1995 ), have been consistently falling since 1840. This trend continues as competition has increased. In the past decade, the industry has experienced declines in profitability as measured by return on tangible equity. This is partly the result of falling leverage and fee income and partly due to the net interest margin (connected to traditional lending activity). These trends accelerated following the 2008 financial crisis. At the same time, technology has made banks more competitive. Advances in digital technology are changing the very nature of banking. Banks are now distributing services via mobile technology. A prolonged period of very low interest rates is also having an impact. To sustain their profitability, Brei et al. ( 2020 ) note that many banks have increased their emphasis on fee-generating services.

As Fama ( 1980 ) explains, a bank is an intermediary. The Internet is, however, changing the way financial service providers conduct their role. It is fundamentally changing the nature of the banking. This in turn is changing the nature of banking services, and the way those services are delivered. As a consequence, in order to compete in the changing digital landscape, banks have to adapt. The banks of the future, both incumbents and challengers, need to address liquidity transformation, data, trust, competition, and the digitalization of financial services. Against this backdrop, incumbent banks are focused on reinventing themselves. The challenger banks are, however, starting with a blank canvas. The research questions that these dynamics pose need to be investigated within the context of the theory of banking, hence the need to revise the existing analytical framework.

Banks perform payment and transfer functions for an economy. The Internet can now facilitate and even perform these functions. It is changing the way that transactions are recorded on ledgers and is facilitating both public and private digital currencies. In the past, banks operated in a world of information asymmetry between themselves and their borrowers (clients), but this is changing. This differential gave one bank an advantage over another due to its knowledge about its clients. The digital transformation that financial technology brings reduces this advantage, as this information can be digitally analyzed.

Even the nature of deposits is being transformed. Banks in the future will have to accept deposits and process transactions made in digital form, either Central Bank Digital Currencies (CBDC) or cryptocurrencies. This presents a number of issues: (1) it changes the way financial services will be delivered, (2) it requires a discussion on resilience, security and competition in payments, (3) it provides a building block for better cross border money transfers and (4) it raises the question of private and public issuance of money. Braggion et al ( 2018 ) consider whether these represent a threat to financial stability.

The academic study of banking began with Edgeworth ( 1888 ). He postulated that it is based on probability. In this respect, the nature of the business model depends on the probability that a bank will not be called upon to meet all its liabilities at the same time. This allows banks to lend more than they have in deposits. Because of the resultant mismatch between long term assets and short-term liabilities, a bank’s capital structure is very sensitive to liquidity trade-offs. This is explained by Diamond and Rajan ( 2000 ). They explain that this makes a bank a’relationship lender’. In effect, they suggest a bank is an intermediary that has borrowed from other investors.

Diamond and Rajan ( 2000 ) argue a lender can negotiate repayment obligations and that a bank benefits from its knowledge of the customer. As shall be shown, the new generation of digital challenger banks do not have the same tradeoffs or knowledge of the customer. They operate more like a broker providing a platform for banking services. This suggests that there will be more than one type of bank in the future and several different payment protocols. It also suggests that banks will have to data mine customer information to improve their understanding of a client’s financial needs.

The key focus of Diamond and Rajan ( 2000 ), however, was to position a traditional bank is an intermediary. Gurley and Shaw ( 1956 ) describe how the customer relationship means a bank can borrow funds by way of deposits (liabilities) and subsequently use them to lend or invest (assets). In facilitating this mediation, they provide a service whereby they store money and provide a mechanism to transmit money. With improvements in financial technology, however, money can be stored digitally, lenders and investors can source funds directly over the internet, and money transfer can be done digitally.

A review of financial technology and banking literature is provided by Thakor ( 2020 ). He highlights that financial service companies are now being provided by non-deposit taking contenders. This paper addresses one of the four research questions raised by his review, namely how theories of financial intermediation can be modified to accommodate banks, shadow banks, and non-intermediated solutions.

To be a bank, an entity must be authorized to accept retail deposits. A challenger bank is, therefore, still a bank in the traditional sense. It does not, however, have the costs of a branch network. A peer-to-peer lender, meanwhile, does not have a deposit base and therefore acts more like a broker. This leads to the issue that this paper addresses, namely how the banks of the future will conduct their intermediation.

In order to understand what the bank of the future will look like, it is necessary to understand the nature of the aforementioned intermediation, and the way it is changing. In this respect, there are two key types of intermediation. These are (1) quantitative asset transformation and, (2) brokerage. The latter is a common model adopted by challenger banks. Figure  1 depicts how these two types of financial intermediation match savers with borrowers. To avoid nuanced distinction between these two types of intermediation, it is common to classify banks by the services they perform. These can be grouped as either private, investment, or commercial banking. The service sub-groupings include payments, settlements, fund management, trading, treasury management, brokerage, and other agency services.

How banks act as intermediaries between lenders and borrowers. This function call also be conducted by intermediaries as brokers, for example by shadow banks. Disintermediation occurs over the internet where peer-to-peer lenders match savers to lenders

Financial technology has the ability to disintermediate the banking sector. The competitive pressures this results in will shape the banks of the future. The channels that will facilitate this are shown in Fig.  2 , namely the Internet and/or mobile devices. Challengers can participate in this by, (1) directly matching borrows with savers over the Internet and, (2) distributing white labels products. The later enables banking as a service and avoids the aforementioned liquidity mismatch.

The strategic options banks have to match lenders with borrowers. The traditional and challenger banks are in the same space, competing for business. The distributed banks use the traditional and challenger banks to white label banking services. These banks compete with payment platforms on social media. The Internet heralds an era of banking as a service

There are also physical changes that are being made in the delivery of services. Bricks and mortar branches are in decline. Mobile banking, or m-banking as Liu et al ( 2020 ) describe it, is an increasingly important distribution channel. Robotics are increasingly being used to automate customer interaction. As explained by Vishnu et al ( 2017 ), these improve efficiency and the quality of execution. They allow for increased oversight and can be built on legacy systems as well as from a blank canvas. Application programming interfaces (APIs) are bringing the same type of functionality to m-banking. They can be used to authorize third party use of banking data. How banks evolve over time is important because, according to the OECD, the activity in the financial sector represents between 20 and 30 percent of developed countries Gross Domestic Product.

In summary, financial technology has evolved to a level where online banks and banking as a service are challenging incumbents and the nature of banking mediation. Banking is rapidly transforming because of changes in such technology. At the same time, the solving of the double spending problem, whereby digital money can be cryptographically protected, has led to the possibility that paper money will become redundant at some point in the future. A theoretical framework is required to understand this evolving landscape. This is discussed next.

The theory of the banking firm: a revision

In financial theory, as eloquently explained by Fama ( 1980 ), banking provides an accounting system for transactions and a portfolio system for the storage of assets. That will not change for the banks of the future. Fama ( 1980 ) explains that their activities, in an unregulated state, fulfil the Modigliani–Miller ( 1959 ) theorem of the irrelevance of the financing decision. In practice, traditional banks compete for deposits through the interest rate they offer. This makes the transactional element dependent on the resulting debits and credits that they process, essentially making banks into bookkeeping entities fulfilling the intermediation function. Since this is done in response to competitive forces, the general equilibrium is a passive one. As such, the banking business model is vulnerable to disruption, particularly by innovation in financial technology.

A bank is an idiosyncratic corporate entity due to its ability to generate credit by leveraging its balance sheet. That balance sheet has assets on one side and liabilities on the other, like any corporate entity. The assets consist of cash, lending, financial and fixed assets. On the other side of the balance sheet are its liabilities, deposits, and debt. In this respect, a bank’s equity and its liabilities are its source of funds, and its assets are its use of funds. This is explained by Klein ( 1971 ), who notes that a bank’s equity W , borrowed funds and its deposits B is equal to its total funds F . This is the same for incumbents and challengers. This can be depicted algebraically if we let incumbents be represented by Φ and challengers represented by Γ:

Klein ( 1971 ) further explains that a bank’s equity is therefore made up of its share capital and unimpaired reserves. The latter are held by a bank to protect the bank’s deposit clients. This part is also mandated by regulation, so as to protect customers and indeed the entire banking system from systemic failure. These protective measures include other prudential requirements to hold cash reserves or other liquid assets. As shall be shown, banking services can be performed over the Internet without these protections. Banking as a service, as this phenomenon known, is expected to increase in the future. This will change the nature of the protection available to clients. It will change the way banks transform assets, explained next.

A bank’s deposits are said to be a function of the proportion of total funds obtained through the issuance of the ith deposit type and its total funds F , represented by α i . Where deposits, represented by Bs , are made in the form of Bs (i  =  1 *s n) , they generate a rate of interest. It follows that Si Bs  =  B . As such,

Therefor it can be said that,

The importance of Eq. 3 is that the balance sheet can be leveraged by the issuance of loans. It should be noted, however, that not all loans are returned to the bank in whole or part. Non-performing loans reduce the asset side of a bank’s balance sheet and act as a constraint on capital, and therefore new lending. Clearly, this is not the case with banking as a service. In that model, loans are brokered. That said, with the traditional model, an advantage of financial technology is that it facilitates the data mining of clients’ accounts. Lending can therefore be more targeted to borrowers that are more likely to repay, thereby reducing non-performing loans. Pari passu, the incumbent bank of the future will therefore have a higher risk-adjusted return on capital. In practice, however, banking as a service will bring greater competition from challengers and possible further erosion of margins. Alternatively, some banks will proactively engage in partnerships and acquisitions to maintain their customer base and address the competition.

A bank must have reserves to meet the demand of customers demanding their deposits back. The amount of these reserves is a key function of banking regulation. The Basel Committee on Banking Supervision mandates a requirement to hold various tiers of capital, so that banks have sufficient reserves to protect depositors. The Committee also imposes a framework for mitigating excessive liquidity risk and maturity transformation, through a set Liquidity Coverage Ratio and Net Stable Funding Ratio.

Recent revisions of theory, because of financial technology advances, have altered our understanding of banking intermediation. This will impact the competitive landscape and therefor shape the nature of the bank of the future. In this respect, the threat to incumbent banks comes from peer-to-peer Internet lending platforms. These perform the brokerage function of financial intermediation without the use of the aforementioned banking balance sheet. Unlike regulated deposit takers, such lending platforms do not create assets and do not perform risk and asset transformation. That said, they are reliant on investors who do not always behave in a counter cyclical way.

Financial technology in banking is not new. It has been used to facilitate electronic markets since the 1980’s. Thakor ( 2020 ) refers to three waves of application of financial innovation in banking. The advent of institutional futures markets and the changing nature of financial contracts fundamentally changed the role of banks. In response to this, academics extended the concept of a bank into an entity that either fulfills the aforementioned functions of a broker or a qualitative asset transformer. In this respect, they connect the providers and users of capital without changing the nature of the transformation of the various claims to that capital. This transformation can be in the form risk transfer or the application of leverage. The nature of trading of financial assets, however, is changing. Price discovery can now be done over the Internet and that is moving liquidity from central marketplaces (like the stock exchange) to decentralized ones.

Alongside these trends, in considering what the bank of the future will look like, it is necessary to understand the unregulated lending market that competes with traditional banks. In this part of the lending market, there has been a rise in shadow banks. The literature on these entities is covered by Adrian and Ashcraft ( 2016 ). Shadow banks have taken substantial market share from the traditional banks. They fulfil the brokerage function of banks, but regulators have only partial oversight of their risk transformation or leverage. The rise of shadow banks has been facilitated by financial technology and the originate to distribute model documented by Bord and Santos ( 2012 ). They use alternative trading systems that function as electronic communication networks. These facilitate dark pools of liquidity whereby buyers and sellers of bonds and securities trade off-exchange. Since the credit crisis of 2008, total broker dealer assets have diverged from banking assets. This illustrates the changed lending environment.

In the disintermediated market, banking as a service providers must rely on their equity and what access to funding they can attract from their online network. Without this they are unable to drive lending growth. To explain this, let I represent the online network. Extending Klein ( 1971 ), further let Ψ represent banking as a service and their total funds by F . This state is depicted as,

Theoretically, it can be shown that,

Shadow banks, and those disintermediators who bypass the banking system, have an advantage in a world where technology is ubiquitous. This becomes more apparent when costs are considered. Buchak et al. ( 2018 ) point out that shadow banks finance their originations almost entirely through securitization and what they term the originate to distribute business model. Diversifying risk in this way is good for individual banks, as banking risks can be transferred away from traditional banking balance sheets to institutional balance sheets. That said, the rise of securitization has introduced systemic risk into the banking sector.

Thus, we can see that the nature of banking capital is changing and at the same time technology is replacing labor. Let A denote the number of transactions per account at a period in time, and C denote the total cost per account per time period of providing the services of the payment mechanism. Klein ( 1971 ) points out that, if capital and labor are assumed to be part of the traditional banking model, it can be observed that,

It can therefore be observed that the total service charge per account at a period in time, represented by S, has a linear and proportional relationship to bank account activity. This is another variable that financial technology can impact. According to Klein ( 1971 ) this can be summed up in the following way,

where d is the basic bank decision variable, the service charge per transaction. Once again, in an automated and digital environment, financial technology greatly reduces d for the challenger banks. Swankie and Broby ( 2019 ) examine the impact of Artificial Intelligence on the evaluation of banking risk and conclude that it improves such variables.

Meanwhile, the traditional banking model can be expressed as a product of the number of accounts, M , and the average size of an account, N . This suggests a banks implicit yield is it rate of interest on deposits adjusted by its operating loss in each time period. This yield is generated by payment and loan services. Let R 1 depict this. These can be expressed as a fraction of total demand deposits. This is depicted by Klein ( 1971 ), if one assumes activity per account is constant, as,

As a result, whether a bank is structured with traditional labor overheads or built digitally, is extremely relevant to its profitability. The capital and labor of tradition banks, depicted as Φ i , is greater than online networks, depicted as I i . As such, the later have an advantage. This can be shown as,

What Klein (1972) failed to highlight is that the banking inherently involves leverage. Diamond and Dybving (1983) show that leverage makes bank susceptible to run on their liquidity. The literature divides these between adverse shock events, as explained by Bernanke et al ( 1996 ) or moral hazard events as explained by Demirgu¨¸c-Kunt and Detragiache ( 2002 ). This leverage builds on the balance sheet mismatch of short-term assets with long term liabilities. As such, capital and liquidity are intrinsically linked to viability and solvency.

The way capital and liquidity are managed is through credit and default management. This is done at a bank level and a supervisory level. The Basel Committee on Banking Supervision applies capital and leverage ratios, and central banks manage interest rates and other counter-cyclical measures. The various iterations of the prudential regulation of banks have moved the microeconomic theory of banking from the modeling of risk to the modeling of imperfect information. As mentioned, shadow and disintermediated services do not fall under this form or prudential regulation.

The relationship between leverage and insolvency risk crucially depends on the degree of banks total funds F and their liability structure L . In this respect, the liability structure of traditional banks is also greater than online networks which do not have the same level of available funds, depicted as,

Diamond and Dybvig ( 1983 ) observe that this liability structure is intimately tied to a traditional bank’s assets. In this respect, a bank’s ability to finance its lending at low cost and its ability to achieve repayment are key to its avoidance of insolvency. Online networks and/or brokers do not have to finance their lending, simply source it. Similarly, as brokers they do not face capital loss in the event of a default. This disintermediates the bank through the use of a peer-to-peer environment. These lenders and borrowers are introduced in digital way over the internet. Regulators have taken notice and the digital broker advantage might not last forever. As a result, the future may well see greater cooperation between these competing parties. This also because banks have valuable operational experience compared to new entrants.

It should also be observed that bank lending is either secured or unsecured. Interest on an unsecured loan is typically higher than the interest on a secured loan. In this respect, incumbent banks have an advantage as their closeness to the customer allows them to better understand the security of the assets. Berger et al ( 2005 ) further differentiate lending into transaction lending, relationship lending and credit scoring.

The evolution of the business model in a digital world

As has been demonstrated, the bank of the future in its various manifestations will be a consequence of the evolution of the current banking business model. There has been considerable scholarly investigation into the uniqueness of this business model, but less so on its changing nature. Song and Thakor ( 2010 ) are helpful in this respect and suggest that there are three aspects to this evolution, namely competition, complementary and co-evolution. Although liquidity transformation is evolving, it remains central to a bank’s role.

All the dynamics mentioned are relevant to the economy. There is considerable evidence, as outlined by Levine ( 2001 ), that market liberalization has a causal impact on economic growth. The impact of technology on productivity should prove positive and enhance the functioning of the domestic financial system. Indeed, market liberalization has already reshaped banking by increasing competition. New fee based ancillary financial services have become widespread, as has the proprietorial use of balance sheets. Risk has been securitized and even packaged into trade-able products.

Challenger banks are developing in a complementary way with the incumbents. The latter have an advantage over new entrants because they have information on their customers. The liquidity insurance model, proposed by Diamond and Dybvig ( 1983 ), explains how such banks have informational advantages over exchange markets. That said, financial technology changes these dynamics. It if facilitating the processing of financial data by third parties, explained in greater detail in the section on Open Banking.

At the same time, financial technology is facilitating banking as a service. This is where financial services are delivered by a broker over the Internet without resort to the balance sheet. This includes roboadvisory asset management, peer to peer lending, and crowd funding. Its growth will be facilitated by Open Banking as it becomes more geographically adopted. Figure  3 illustrates how these business models are disintermediating the traditional banking role and matching burrowers and savers.

The traditional view of banks ecosystem between savers and borrowers, atop the Internet which is matching savers and borrowers directly in a peer-to-peer way. The Klein ( 1971 ) theory of the banking firm does not incorporate the mirrored dynamics, and as such needs to be extended to reflect the digital innovation that impacts both borrowers and severs in a peer-to-peer environment

Meanwhile, the banking sector is co-evolving alongside a shadow banking phenomenon. Lenders and borrowers are interacting, but outside of the banking sector. This is a concern for central banks and banking regulators, as the lending is taking place in an unregulated environment. Shadow banking has grown because of financial technology, market liberalization and excess liquidity in the asset management ecosystem. Pozsar and Singh ( 2011 ) detail the non-bank/bank intersection of shadow banking. They point out that shadow banking results in reverse maturity transformation. Incumbent banks have blurred the distinction between their use of traditional (M2) liabilities and market-based shadow banking (non-M2) liabilities. This impacts the inter-generational transfers that enable a bank to achieve interest rate smoothing.

Securitization has transformed the risk in the banking sector, transferring it to asset management institutions. These include structured investment vehicles, securities lenders, asset backed commercial paper investors, credit focused hedge and money market funds. This in turn has led to greater systemic risk, the result of the nature of the non-traded liabilities of securitized pooling arrangements. This increased risk manifested itself in the 2008 credit crisis.

Commercial pressures are also shaping the banking industry. The drive for cost efficiency has made incumbent banks address their personally costs. Bank branches have been closed as technology has evolved. Branches make it easier to withdraw or transfer deposits and challenger banks are not as easily able to attract new deposits. The banking sector is therefore looking for new point of customer contact, such as supermarkets, post offices and social media platforms. These structural issues are occurring at the same time as the retail high street is also evolving. Banks have had an aggressive roll out of automated telling machines and a reduction in branches and headcount. Online digital transactions have now become the norm in most developed countries.

The financing of banks is also evolving. Traditional banks have tended to fund illiquid assets with short term and unstable liquid liabilities. This is one of the key contributors to the rise to the credit crisis of 2008. The provision of liquidity as a last resort is central to the asset transformation process. In this respect, the banking sector experienced a shock in 2008 in what is termed the credit crisis. The aforementioned liquidity mismatch resulted in the system not being able to absorb all the risks associated with subprime lending. Central banks had to resort to quantitative easing as a result of the failure of overnight funding mechanisms. The image of the entire banking sector was tarnished, and the banks of the future will have to address this.

The future must learn from the mistakes of the past. The structural weakness of the banking business model cannot be solved. That said, the latest Basel rules introduce further risk mitigation, improved leverage ratios and increased levels of capital reserve. Another lesson of the credit crisis was that there should be greater emphasis on risk culture, governance, and oversight. The independence and performance of the board, the experience and the skill set of senior management are now a greater focus of regulators. Internal controls and data analysis are increasingly more robust and efficient, with a greater focus on a banks stable funding ratio.

Meanwhile, the very nature of money is changing. A digital wallet for crypto-currencies fulfills much the same storage and transmission functions of a bank; and crypto-currencies are increasing being used for payment. Meanwhile, in Sweden, stores have the right to refuse cash and the majority of transactions are card based. This move to credit and debit cards, and the solving of the double spending problem, whereby digital money can be crypto-graphically protected, has led to the possibility that paper money could be replaced at some point in the future. Whether this might be by replacement by a CBDC, or decentralized digital offering, is of secondary importance to the requirement of banks to adapt. Whether accommodating crytpo-currencies or CBDC’s, Kou et al. ( 2021 ) recommend that banks keep focused on alternative payment and money transferring technologies.

Central banks also have to adapt. To limit disintermediation, they have to ensure that the economic design of their sponsored digital currencies focus on access for banks, interest payment relative to bank policy rate, banking holding limits and convertibility with bank deposits. All these developments have implications for banks, particularly in respect of funding, the secure storage of deposits and how digital currency interacts with traditional fiat money.

Open banking

Against the backdrop of all these trends and changes, a new dynamic is shaping the future of the banking sector. This is termed Open Banking, already briefly mentioned. This new way of handling banking data protocols introduces a secure way to give financial service companies consensual access to a bank’s customer financial information. Figure  4 illustrates how this works. Although a fairly simple concept, the implications are important for the banking industry. Essentially, a bank customer gives a regulated API permission to securely access his/her banking website. That is then used by a banking as a service entity to make direct payments and/or download financial data in order to provide a solution. It heralds an era of customer centric banking.

How Open Banking operates. The customer generates data by using his bank account. A third party provider is authorized to access that data through an API request. The bank confirms digitally that the customer has authorized the exchange of data and then fulfills the request

Open Banking was a response to the documented inertia around individual’s willingness to change bank accounts. Following the Retail Banking Review in the UK, this was addressed by lawmakers through the European Union’s Payment Services Directive II. The legislation was designed to make it easier to change banks by allowing customers to delegate authority to transfer their financial data to other parties. As a result of this, a whole host of data centric applications were conceived. Open banking adds further momentum to reshaping the future of banking.

Open Banking has a number of quite revolutionary implications. It was started so customers could change banks easily, but it resulted in some secondary considerations which are going to change the future of banking itself. It gives a clear view of bank financing. It allows aggregation of finances in one place. It also allows can give access to attractive offerings by allowing price comparisons. Open Banking API’s build a secure online financial marketplace based on data. They also allow access to a larger market in a faster way but the third-party providers for the new entrants. Open Banking allows developers to build single solutions on an API addressing very specific problems, like for example, a cash flow based credit rating.

Romānova et al. ( 2018 ) undertook a questionnaire on the Payment Services Directive II. The results suggest that Open Banking will promote competitiveness, innovation, and new product development. The initiative is associated with low costs and customer satisfaction, but that some concerns about security, privacy and risk are present. These can be mitigated, to some extent, by secure protocols and layered permission access.

Discussion: strategic options

Faced with these disruptive trends, there are four strategic options for market participants to con- sider. There are (1) a defensive customer retention strategy for incumbents, (2) an aggressive customer acquisition strategy for challenger banks (3) a banking as a service strategy for new entrants, and (4) a payments strategy for social media platforms.

Each of these strategies has to be conducted in a competitive marketplace for money demand by potential customers. Figure  5 illustrates where the first three strategies lie on the tradeoff between money demand and interest rates. The payment strategy can’t be modeled based on the supply of money. In the figure, the market settles at a rate L 2 . The incumbent banks have the capacity to meet the largest supply of these loans. The challenger banks have a constrained function but due to a lower cost base can gain excess rent through higher rates of interest. The peer-to-peer bank as a service brokers must settle for the market rate and a constrained supply offering.

The money demand M by lenders on the y axis. Interest rates on the y axis are labeled as r I and r II . The challenger banks are represented by the line labeled Γ. They have a price and technology advantage and so can lend at higher interest rates. The brokers are represented by the line labeled Ω. They are price takers, accepting the interest rate determined by the market. The same is true for the incumbents, represented by the line labeled Φ but they have a greater market share due to their customer relationships. Note that payments strategy for social media platforms is not shown on this figure as it is not affected by interest rates

Figure  5 illustrates that having a niche strategy is not counterproductive. Liu et al ( 2020 ) found that banks performing niche activities exhibit higher profitability and have lower risk. The syndication market now means that a bank making a loan does not have to be the entity that services it. This means banks in the future can better shape their risk profile and manage their lending books accordingly.

An interesting question for central banks is what the future Deposit Supply function will look like. If all three forms: open banking, traditional banking and challenger banks develop together, will the bank of the future have the same Deposit Supply function? The Klein ( 1971 ) general formulation assumes that deposits are increasing functions of implicit and explicit yields. As such, the very nature of central bank directed monetary policy may have to be revisited, as alluded to in the earlier discussion on digital money.

The client retention strategy (incumbents)

The competitive pressures suggest that incumbent banks need to focus on customer retention. Reichheld and Kenny ( 1990 ) found that the best way to do this was to focus on the retention of branch deposit customers. Obviously, another way is to provide a unique digital experience that matches the challengers.

Incumbent banks have a competitive advantage based on the information they have about their customers. Allen ( 1990 ) argues that where risk aversion is observable, information markets are viable. In other words, both bank and customer benefit from this. The strategic issue for them, therefore, becomes the retention of these customers when faced with greater competition.

Open Banking changes the dynamics of the banking information advantage. Borgogno and Colangelo ( 2020 ) suggest that the access to account (XS2A) rule that it introduced will increase competition and reduce information asymmetry. XS2A requires banks to grant access to bank account data to authorized third payment service providers.

The incumbent banks have a high-cost base and legacy IT systems. This makes it harder for them to migrate to a digital world. There are, however, also benefits from financial technology for the incumbents. These include reduced cost and greater efficiency. Financial technology can also now support platforms that allow incumbent banks to sell NPL’s. These platforms do not require the ownership of assets, they act as consolidators. The use of technology to monitor the transactions make the processing cost efficient. The unique selling point of such platforms is their centralized point of contact which results in a reduction in information asymmetry.

Incumbent banks must adapt a number of areas they got to adapt in terms of their liquidity transformation. They have to adapt the way they handle data. They must get customers to trust them in a digital world and the way that they trust them in a bricks and mortar world. It is no coincidence. When you go into a bank branch that is a great big solid building great big facade and so forth that is done deliberately so that you trust that bank with your deposit.

The risk of having rising non-performing loans needs to be managed, so customer retention should be selective. One of the puzzles in banking is why customers are regularly denied credit, rather than simply being charged a higher price for it. This credit rationing is often alleviated by collateral, but finance theory suggests value is based on the discounted sum of future cash flows. As such, it is conceivable that the bank of the future will use financial technology to provide innovative credit allocation solutions. That said, the dual risks of moral hazard and information asymmetries from the adoption of such solutions must be addressed.

Customer retention is especially important as bank competition is intensifying, as is the digitalization of financial services. Customer retention requires innovation, and that innovation has been moving at a very fast rate. Until now, banks have traditionally been hesitant about technology. More recently, mergers and acquisitions have increased quite substantially, initiated by a need to address actual or perceived weaknesses in financial technology.

The client acquisition strategy (challengers)

As intermediaries, the challenger banks are the same as incumbent banks, but designed from the outset to be digital. This gives them a cost and efficiency advantage. Anagnostopoulos ( 2018 ) suggests that the difference between challenger and traditional banks is that the former address its customers problems more directly. The challenge for such banks is customer acquisition.

Open Banking is a major advantage to challenger banks as it facilitates the changing of accounts. There is widespread dissatisfaction with many incumbent banks. Open Banking makes it easier to change accounts and also easier to get a transaction history on the client.

Customer acquisition can be improved by building trust in a brand. Historically, a bank was physically built in a very robust manner, hence the heavy architecture and grand banking halls. This was done deliberately to engender a sense of confidence in the deposit taking institution. Pure internet banks are not able to do this. As such, they must employ different strategies to convey stability. To do this, some communicate their sustainability credentials, whilst others use generational values-based advertising. Customer acquisition in a banking context is traditionally done by offering more attractive rates of interest. This is illustrated in Fig.  5 by the intersect of traditional banks with the market rate of interest, depicted where the line Γ crosses L 2 . As a result of the relationship with banking yield, teaser rates and introductory rates are common. A customer acquisition strategy has risks, as consumers with good credit can game different challenger banks by frequently changing accounts.

Most customer acquisition, however, is done based on superior service offering. The functionality of challenger banking accounts is often superior to incumbents, largely because the latter are built on legacy databases that have inter-operability issues. Having an open platform of services is a popular customer acquisition technique. The unrestricted provision of third-party products is viewed more favorably than a restricted range of products.

The banking as a service strategy (new entrants)

Banking from a customer’s perspective is the provision of a service. Customers don’t care about the maturity transformation of banking balance sheets. Banking as a service can be performed without recourse to these balance sheets. Banking products are brokered, mostly by new entrants, to individuals as services that can be subscribed to or paid on a fee basis.

There are a number banking as a service solutions including pre-paid and credit cards, lending and leasing. The banking as a service brokers are effectively those that are aggregating services from others using open banking to enable banking as a service.

The rise of banking as a service needs to be understood as these compete directly with traditional banks. As explained, some of these do this through peer-to-peer lending over the internet, others by matching borrows and sellers, conducting mediation as a loan broker. Such entities do not transform assets and do not have banking licenses. They do not have a branch network and often don not have access to deposits. This means that they have no insurance protection and can be subject to interest rate controls.

The new genre of financial technology, banking as a service provider, conduct financial services transformation without access to central bank liquidity. In a distributed digital asset world, the assets are stored on a distributed ledger rather than a traditional banking ledger. Financial technology has automated credit evaluation, savings, investments, insurance, trading, banking payments and risk management. These banking as a service offering are only as secure as the technology on which they are built.

The social media payment strategy (disintermediators and disruptors)

An intermediation bank is a conceptual idea, one created solely on a social networking site. Social media has developed a market for online goods and services. Williams ( 2018 ) estimates that there are 2.46 billion social media users. These all make and receive payments of some kind. They demand security and functionality. Importantly, they have often more clients than most banks. As such, a strategy to monetize the payments infrastructure makes sense.

All social media platforms are rich repositories of data. Such platforms are used to buy and sell things and that requires payments. Some platforms are considering evolving their own digital payment, cutting out the banks as middlemen. These include Facebook’s Diem (formerly Libra), a digital currency, and similar developments at some of the biggest technology companies. The risk with social media payment platform is that there is systemic counter-party protection. Regulators need to address this. One way to do this would be to extend payment service insurance to such platforms.

Social media as a platform moves the payment relationship from a transaction to a customer experience. The ability to use consumer desires in combination with financial data has the potential to deliver a number of new revenue opportunities. These will compete directly with the banks of the future. This will have implications for (1) the money supply, (2) the market share of traditional banks and, (3) the services that payment providers offer.

Further research

Several recommendations for research derive from both the impact of disintermediation and the four proposed strategies that will shape banking in the future. The recommendations and suggestions are based on the mentioned papers and the conclusions drawn from them.

As discussed, the nature of intermediation is changing, and this has implications for the pricing of risk. The role of interest rates in banking will have to be further reviewed. In a decentralized world based on crypto currencies the central banks do not have the same control over the money supply, This suggest the quantity theory of money and the liquidity preference theory need to be revisited. As explained, the Internet reduces much of the friction costs of intermediation. Researchers should ask how this will impact maturity transformation. It is also fair to ask whether at some point in the future there will just be one big bank. This question has already been addressed in the literature but the Internet facilities the possibility. Diamond ( 1984 ) and Ramakrishnan and Thakor ( 1984 ) suggested the answer was due to diversification and its impact on reducing monitoring costs.

Attention should be given by academics to the changing nature of banking risk. How should regulators, for example, address the moral hazard posed by challenger banks with weak balance sheets? What about deposit insurance? Should it be priced to include unregulated entities? Also, what criteria do borrowers use to choose non-banking intermediaries? The changing risk environment also poses two interesting practical questions. What will an online bank run look like, and how can it be averted? How can you establish trust in digital services?

There are also research questions related to the nature of competition. What, for example, will be the nature of cross border competition in a decentralized world? Is the credit rationing that generates competition a static or dynamic phenomena online? What is the value of combining consumer utility with banking services?

Financial intermediaries, like banks, thrive in a world of deficits and surpluses supported by information asymmetries and disconnectedness. The connectivity of the internet changes this dynamic. In this respect, the view of Schumpeter ( 1911 ) on the role of financial intermediaries needs revisiting. Lenders and borrows can be connected peer to peer via the internet.

All the dynamics mentioned change the nature of moral hazard. This needs further investigation. There has been much scholarly research on the intrinsic riskiness of the mismatch between banking assets and liabilities. This mismatch not only results in potential insolvency for a single bank but potentially for the whole system. There has, for example, been much debate on the whether a bank can be too big to fail. As a result of the riskiness of the banking model, the banks of the future will be just a liable to fail as the banks of the past.

This paper presented a revision of the theory of banking in a digital world. In this respect, it built on the work of Klein ( 1971 ). It provided an overview of the changing nature of banking intermediation, a result of the Internet and new digital business models. It presented the traditional academic view of banking and how it is evolving. It showed how this is adapted to explain digital driven disintermediation.

It was shown that the banking industry is facing several documented challenges. Risk is being taken of balance sheet, securitized, and brokered. Financial technology is digitalizing service delivery. At the same time, the very nature of intermediation is being changed due to digital currency. It is argued that the bank of the future not only has to face these competitive issues, but that technology will enhance the delivery of banking services and reduce the cost of their delivery.

The paper further presented the importance of the Open Banking revolution and how that facilitates banking as a service. Open Banking is increasing client churn and driving banking as a service. That in turn is changing the way products are delivered.

Four strategies were proposed to navigate the evolving competitive landscape. These are for incumbents to address customer retention; for challengers to peruse a low-cost digital experience; for niche players to provide banking as a service; and for social media platforms to develop payment platforms. In all these scenarios, the banks of the future will have to have digital strategies for both payments and service delivery.

It was shown that both incumbents and challengers are dependent on capital availability and borrowers credit concerns. Nothing has changed in that respect. The risks remain credit and default risk. What is clear, however, is the bank has become intrinsically linked with technology. The Internet is changing the nature of mediation. It is allowing peer to peer matching of borrowers and savers. It is facilitating new payment protocols and digital currencies. Banks need to evolve and adapt to accommodate these. Most of these questions are empirical in nature. The aim of this paper, however, was to demonstrate that an understanding of the banking model is a prerequisite to understanding how to address these and how to develop hypotheses connected with them.

In conclusion, financial technology is changing the future of banking and the way banks intermediate. It is facilitating digital money and the online transmission of financial assets. It is making banks more customer enteric and more competitive. Scholarly investigation into banking has to adapt. That said, whatever the future, trust will remain at the core of banking. Similarly, deposits and lending will continue to attract regulatory oversight.

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Diagrams are my own and the code to reproduce them is available in the supplied Latex files.

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• Traditional Bank vs. Online Bank

Online Banking: A Quick History

The bottom line.

• Personal Finance

Internet Banks: Pros and Cons

How Online-Only Banks Stack up Against Traditional Institutions

Figuring out where to bank starts with a decision about the type of institution you want. Do you prefer a bank with brick-and-mortar branches and its own automated teller machines (ATMs) or an online-only alternative that maximizes the mobile banking experience?

There are advantages to online banking:

• You may get a significantly better interest rate for your savings
• Some online banks have lower fees and fewer of them
• Most online banks demand low or no minimum deposits to open accounts

Brick-and-mortar branches also have advantages:

• Accountholders have access to personal service on demand at convenient storefront branches
• Depositing cash is much easier
• Brick-and-mortar banks have apps as well, and they're getting better

Key Takeaways

• Before choosing an online bank, it's important to decide what features are most important to you.
• The lack of overhead gives internet banks advantages over traditional banks, including fewer or lower fees and accounts with higher APYs.
• Internet banks lack personal relationships, no proprietary ATMs, and more limited services.

Traditional Bank vs. Online Bank: What's the Difference?

Traditional and online banks—also known as direct banks—both offer you access to your account online, and the ability to transfer money or perform other tasks with a few clicks of your cursor or taps on your phone screen. They're both subject to the same laws and regulations—online-only accounts are guaranteed by the Federal Deposit Insurance Corporation (FDIC) just like the accounts held at traditional banks. Security is the same overall, with both types employing such measures as encryption to protect your funds and identity.

But even if both types have become close cousins in some ways, important distinctions remain. Direct banks leverage their lower costs to offer better interest rates and, often, lower fees. Brick-and-mortar institutions offer a convenient array of options for deposits and other transactions including offering the option for face-to-face service at a bank branch when you need it. If you're on the fence about internet banks, this article may help you. It outlines the main pros and cons of this part of the banking industry.

As the commercialization of the internet evolved in the early 1990s, traditional brick-and-mortar banks began looking for ways to deliver online services to their customers. Though limited at first, the success of these early efforts led many banks to expand their internet presence through improved websites featuring the ability to open new accounts , download forms, and process loan applications .

This led to the birth and rise of internet-only banks. These institutions offer online banking and other financial services without a network of branch offices. The first fully-functional direct bank insured by the FDIC was the Security First Network Bank, which began operations on Oct. 18, 1995. Security First and those that followed were able to offer higher interest rates on deposit accounts and reduced service fees all because of the lower costs due to a lack of overhead .

As the choice in virtual banks grew, so did customers' enthusiasm for banking online. More than 60% of account holders do at least some of their banking on the internet, according to the latest report on banking behavior from the FDIC .

Investopedia / Jake Shi

Pros of Internet Banks

Despite the rising virtual presence of traditional banks, online-only competitors still offer some clear advantages for consumers.

Better Rates, Lower Fees

The lack of significant infrastructure and overhead costs allow direct banks to pay higher interest rates or annual percentage yields (APYs) on savings. The most generous of them offer as much as 1% to 2% more than you'll earn on accounts at a traditional bank—a gap that can really add up with a high balance. While some direct banks with especially generous APYs offer only savings accounts, most of them offer other options including high-yield savings accounts, certificates of deposit (CDs), and no-penalty CDs for early withdrawal .

You're less likely to be dinged with a  wide range of fees at a direct bank including those associated with keeping an account open with a low balance, making direct deposits, or paying by check or debit card. Accounts at direct banks are more likely to carry no minimum balance or service fees.

Better Online Experiences

Traditional banks are investing heavily in improving their virtual presence and service, including launching apps and upgrading websites. But overall, direct banks appear to retain an edge when it comes to the online banking experience.

A 2018 Bain and Company survey of retail banking customers found traditional banks lagged behind direct banks in the areas that mattered most to customers, including the quality of the banking experience and the speed and simplicity of transactions.

The gap between the interest rates earned by accounts in traditional banks and internet-only banks.

Cons of Internet Banks

Banking with an online institution also has its share of drawbacks and inconveniences.

No Personal Relationships

A traditional bank provides the opportunity to get to know the staff at your local branch. That can be an advantage if and when you need additional financial services, such as a loan, or when you have to make changes to your banking arrangements. A bank manager usually has some discretion in changing the terms of your account if your personal circumstances change, or in reversing a mandatory fee or service charge .

Less Flexibility With Transactions

In-person contact with a banking staffer isn't only about getting to know you and your finances. For some transactions and problems, it's invaluable to head to a bank branch .

Take, for example, depositing funds—the most basic of banking transactions. Depositing a check is possible with a direct bank by using its banking app to capture both the front and back of the check. However, depositing cash is downright cumbersome at many online banks. So it's worth checking the bank’s policy if this is something you plan to do frequently. International transactions may also be more difficult, or even impossible, with some direct banks.

The Absence of Their Own ATMs

Since they lack their own banking machines, online banks rely on having customers use one or more ATM networks such as those from AllPoint and Cirrus. While these systems offer access to tens of thousands of machines across the country—even around the world—it's worth checking the available machines near where you live and work.

Check, too, for any fees you may rack up for ATM use. While many direct banks offer free access to network ATMs or will refund any monthly charges you incur, there are sometimes limits on the number of free ATM transactions you can make in a given month.

More Limited Services

Some direct banks may not offer all the comprehensive financial services that traditional banks offer, such as insurance and brokerage accounts . Traditional banks sometimes offer special services to loyal customers, such as preferred rates and investment advice at no extra charge.

In addition, routine services such as notarization and bank signature guarantee are not available online. These services are required for many financial and legal transactions.

Traditional and online-only banks both have their advantages. Basically, you have to decide whether a brick-and-mortar institution's services and personal touch outweigh the often higher costs, in terms of lower interest rates and more numerous fees, of banking there.

It's also worth considering dividing your business between one of each. True, this arrangement may not be practical for you, and the fees for holding multiple accounts may be an issue. But having accounts at both a traditional bank and an online bank can facilitate the best of both worlds—higher interest rates, along with access to in-person help with transactions and problems when you need it.

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The Impact of the Internet on Banking

Introduction, factors of growth, disadvantages, works cited.

The advent of the Internet has provided some major breakthroughs. VoIP and visio-conferences eliminate the limitations businesses encounter due to geographical boundaries largely. These provide opportunities for various business houses to advertise, share information with their collaborators, receive feedbacks on their products, equipping them with the cutting edge technologies needed to grow. Thus, to be successful in this highly competitive global business environment, enterprises increasingly adopt flexible, distributed working practices. When the first computer took its shape, nobody could imagine that it might take the form of today. And the most influenced part is the banking sector once there was the introduction of internet in banking. Thus, this study would evaluate the influence of internet on the banking industry.

There was a time when people had to stand in long queue for hours to accomplish any banking function. Again those long hours of waiting, chances of human errors etc were there. Everything is now computerized, error free and lightning fast. Withdrawing money is so simple because of ATMs; depositing money is also is an affair of minutes. The most advanced form of banking is e – banking. There is no need of visiting your bank at all. With only a click of mouse you can deal in loans, insurance, mutual funds etc. Trading is nothing harder than a click of mouse now. It was in 1980s that changed the banking outlook and that was introducing technology as compulsory usage as a precondition for renewing or getting a new license. Secondly, opening an institute solely dedicated to researching and developing technology in the banking field. This brought in technology-savvy banks and they would offer innovative products to its customers from credit/Debit/Smart cards, Tele-Banking and Internet Banking, Anytime and Anywhere Banking and ATMs and PC-Banking were some of the few. According to Lee (2009), “ Online banking has recently come to be considered as one of the most effective banking transaction methods because it possesses many advantages which offline banking channels can not offer. Thus, online banking managers aim to utilize these advantages to increase the online banking adoption rate ” (Lee 132).

An economy based on digital factors is digital economy (or internet or new economy). Digital computer networks, internet, intranets, VAN, computers, software are very important in this business. For example, “Thaigem” is a gem company based in Thailand, who very effectively used the EC to grow their business.Web-based business enhances competitiveness and create strategic advantages for a company and this is really helpful for any company, how large or small it may be. The E-Commerce is doing wonders for all the parties from supplying goods that has be the ordered and transportation involved. Now one can go shopping and will not have to wait in the long queue to pay the bill rather present a blank cheque where the amount will automatically be debited. Moreover one can shop hop in internet where he will have thousands of stores and choices to choose from and the product will be shipped in his doorstep. These improvements have made business thousand times simpler, also affordable and hassle free for the customers (Turban, Leidner, McLean and Wetherbe 56). However, interconnectivity, the most significant aspect of the modern digital economy, is a significant drawback and it has the potential to start a ‘domino effect’ once a part of it is affected. Nevertheless, baring this fact, it is obvious that, as seen in the case, internet banking enhances a business manifold and thus is the evident banking form in the future.

One of the most important aspects of modern banking is digital economy with the help of internet. Information Technology has thoroughly revolutionized the business process. Many multinational giants are changing their business tactics, like Siemens. Fierce global competitions have forced the companies to reduce costs and increase productivity and e-business is a good solution of this problem. E-commerce mainly happens with the help of internet and other electronic networks. The basic infrastructure of E-commerce requires a network of interconnected computers, which helps users to access and share information from a number of sources and collect and collaborate with others (Turban, Leidner, McLean and Wetherbe 38).

There are fundamentally five major advantages of internet banking that became so influential in the recent times. According to Lassar, Manolis and Lassar (2005) they are “ viewing of account and transaction history, paying bills, transferring funds between accounts, requesting credit card advances and ordering checks ” (Lassar, Manolis and Lassar 177).

It is now a know fact that internet and Information Technology is the facilitating factor in driving business toady and especially in the banking sector from transactions and analytical processing to end user interface. Customer service has come a long way and is getting better. They give a hand in the CBS (core banking system) which revolutionized the face of Indian banks. The latest trend which shook the market was Technology in the mobile banking, ATM (automated teller machine) and the locally shared services between banks.

Internet enables banks to service it customer 10 times faster than a few years ago and brought down its operation cost to one third. We now have immediate transfer, access to multiple service providers dealing in communication. (IBM) International Business Machine Corporation, Microsoft, Patni are one of the companies on the forefront in providing Technology that would run the banking industries. Projects like multi Application smart cards have proved to perform well and have been included into the financial sectors and open its uses throughout the country and the world. There will never be a stop to the advancement of internet technology in the world of banking and business banking will have the biggest change. Creating deposits is what banks were in their traditional form and the surplus money was let out in the form of lending. But in this present time they now offer wide range of services to financial needs to its customers in the form of business , personal , travel and celebrations loans to name a few. The services are to its entire customers who can prove their stability in repaying the loan.

There were several factors in looking at the banking growth and it was the changing face of banking services. Before the internet and computerization, manually deposit and withdrawals were all banks did and the service standards were far below standards but after the internet and computerization the banking sectors have become a consumer oriented market. Information technology is creating a revolutionizing effect and rippling through all sectors including the capital market and after the introduction of internet it has brought its relationships with banking closer and the internet is become an important support for banks financial services.

There are a lot of services which have become customized and Retail banking is maturing after each passing year and one clear example is the housing loan sectors by bringing down their operations cost, the banks are able to pass it benefits to the customers. One of the most innovating banking products that technology has brought in is Plastic money with the new age of people spending more then they use to before many years ago carrying large sums of money was getting trouble some and Plastic money was introduced which came in many forms. Credit card is a system of payments after a Plastic is introduced to the user who can use it multiple times as cash transactions. Then we have the debit card and can be use in ATM and purchase goods, the only difference is that it’s on the user cash and is not credit given by the bank. The banks over time and over the years have changed and evolved into international standards and are showing innovative approach in creating value for their customers.

The banks are hugely influenced by internet and computerization with basic introduction of Internet, ATM has minimized bank offering its core delivery services and with alternative now available due to new development of technology which has not creating duplication of network and need to work on a backup plan. However, Banks need to focus more on technology concerning (WAN) and VSAT, (WAN) which is a wide area satellite based network and VSAT (Very Small Aperture Terminals) to push ahead of the foreign competitors. However, there is one more aspect where banks could benefit greatly and take the load of their manual operations is introducing better payments system in the rural areas.one of those applications is called NDS (Negotiated Dealing System) and the (Centralized Funds Management System) but this in not introduced to all banks in the rural areas of many underdeveloped or developing countries and still see medieval operation on the banking sectors. The Negotiated dealing system (NDS) which is a platform for trading and RTGS (Real Time Gross Settlement system) is used for transferring real time funds from one bank to another. The age of internet benefits have only been tapped in the urban areas and rural area have not even smelt its benefits and its only when banks that have their branches in rural area releasing its benefits can the common man reap its benefits, where issues of money transfer can be tapped throughout the world. There is a huge resentment among customers in the rural areas is customer’s service and banks are facing costs on providing these services. The issue lies is trying to cut operations cost and having to deal with their competition. Here is where internet could play its role and meeting the banks objectives.

One of the most disturbing aspects of internet banking is the issue of privacy. Simpson (2002) noted that “ The difficulty is that online banks have been counting on the ability to use detailed customer information for targeted marketing offers while the evolution of e-commerce depends on intra-industry alliances and the sharing of data. Privacy concerns may slow the evolution of e-banking ” (Simpson 317).

Similarly, Identity theft is not at all a new crime. It has merely mutated itself by including new technologies like ATMs and online banking. Nowadays it is even easier for the identity thieves to use stolen information due to the advent of the Internet since transactions can be made online eliminating personal interactions. Due to the computerization of the banking and other financial dealings and credit cards it has become much easier for the pretenders to pilfer other’s personal details and thus can camouflage as the victim. Credit cards are often used for verifying people’s identities and thus, an impersonator can pretend to be someone else by using their credit card. This also enables them to steal money. Thus, all the impersonator really has to do is obtain a succession of appropriate numbers for completing the crime. The victim of identity theft can suffer serious consequences if held responsible in place of the imposter. The various activities that are undertaken by the impersonators may even cause the victims to loose their jobs. Medical identity thefts can even cause us to loose our lives or the lives of our near and dear ones. Many nations have precise and explicit laws in opposition to using other’s personal uniqueness and details for ones private gains.

In order to avoid identity theft we regularly verify our credit scores with the credit bureaus, destroy any unwanted credit applications, confirm with our creditors if our bills are not on time and protect ourselves by not broadcasting our personal information in unknown e-mails. Identity theft can also be used for smooth progress of offenses like counter nation surveillance, unlawful migration, and blackmail and terror campaigns.

The 21st century business empires had realized that IT is no longer a support function but become the main driving force to better operations in terms of cost cutting and customer service. Internet and computerization will be the deciding factor in banking and financial sectors in making or breaking a company. The banking sector must realize that the should focus on three areas to survive customer’s expectations it is this core value that will sustain them from losing their customers to competitors , the second is cost cutting to operate efficiently with minimum cost and finally handle their never ending competition. To do this they must look for new products and cutting edge service technology. They say a process or a business can only be successful if it runs on an auto – pilot mode and that include over all operations. It can be done by having their total data base and day to day operations through a centralized network, using new banking applications. This way banks can service their customers 24x7x365 with less man power and cut cost.

Some of the areas where expects still feel more needs to me done are on IT is

• Connecting all branches through a secured network
• Having a message system which is secured on funds transfer products
• The Integrated Treasury Management
• Looking into technology initiatives on liquidity Management and the Core Banking Solution
• Management on Customer relationship
• Re-engineering Business Process
• Retraining IT skills
• Restructuring/ reorganization

There is a feeling among the IT professional that banks need to be part of a network and it shows by having technological employment by the banking sectors, with ATM machines been put on a huge scale and is forcing other banks to start with the same. The age of IT technology is future but in their eagerness to achieve its objective they should not forget the personal touch that every banks has towards their customer and must have it always, they must remember that not every one is tech savvy, and human interactions must be there always for future banking.

The internet and Information Technology has given banks their core objective and that is services towards their customers and at the moment it is bringing forth more valued added products. Some of the product like mobile banking is working well in the emerging market and most banks introduced mobile banking which helps customer in getting updates like SMS services and it more beneficial for people who travelling frequently and would like to keep updated on their accounts. This is a huge influence on the banking sector and it continues to grow for a more effective future of digital economy based on internet.

Lassar, Walfried., Manolis, Chris., & Sharon S Lassar. “The relationship between consumer innovativeness, personal characteristics”. The International Journal of Bank Marketing , 23.2-3, (2005): 176-199.

Lee, Ming-Chi. “Factors influencing the adoption of internet banking: An integration of TAM and TPB with perceived risk and perceived benefit”. Electronic Commerce Research and Applications 8.5, (2009): 130–141.

Simpson, John. “The impact of the Internet in banking: observations and evidence from developed and emerging markets”. Telematics and Informatics 19.7, (2002): 315–330.

Turban, Efraim., Dorothy Leidner, Ephraim McLean, and James Wetherbe. Information Technology For Management: Transforming Organizations In The Digital Economy. 4Th Ed. Delhi: Wiley-India, 2007.

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Technology Used in E-banking and Its Functions

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The electronic fund transfer (eft), automated teller machines, debit cards, credit cards, charge cards, smart cards, payment and settlement systems and information technology, functions of electronic banking.

• Will verify the carrier of that card in order to access systems.
• Storing a patient's medical records
• Storing digital cash
• View Account Balances
• Download Bank Statements
• View recent Transactions
• Order Cheque Books
• Download Cheque Images
• Transfer Of Funds
• Paying Third Parties ; Like Payment of Bills , etc
• Apply for Credit Card
• Apply for various kinds of loans like Home Loan , Car Loan , Education Loan.

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350 Banking Essay Topic Ideas & Examples

🏆 best banking topic ideas & essay examples, 👍 good essay topics on banking, 🥇 interesting topics to write about banking, 📝 simple & easy banking essay titles, 💡 most interesting banking topics to write about, 📑 good research topics about banking, ❓ money and banking essay questions.

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• Banco Popular Español and the Saudi Investment Bank In this paper, the analysis of two banks and their risk management will be given: Banco Popular Espa ol S.A.with its abilities to take care of liquidity, credit, and other risks and the Saudi Investment […]
• Comparative Study of Conventional and Islamic Bank Performance in the GCC Segregated by bank group and criterion variable, the correlation-based shortlist of independent variables are as shown in tables 1 to 3 below and overleaf.
• Economic Development as the Key Driver of Global Private Banking and Wealth Management Industry The reverse reality of salient features of wealthy people in different parts of the world is the observation that the vast majority of the populace live in poor and deplorable conditions.
• Bank of America: The Staffing Process The effectiveness of staffs recruited in the bank depends on the ability of the bank to recruit the most suitable employees.
• The Royal Bank of Canada: Investment Analysis and Management As a result, the regional bank grew to a national bank and this success is not only attributed to the strategies of the institution itself but also the role played by the people of Canada […]
• Comparison Between Saudi Hollandi Bank Suk vs. Bank Bonds Besides, another factor is that through investments in such bonds, the investor gains certain amount of ownership in the assets of the company in the extent of his investments, which unfortunately is not possible in […]
• UBS Investment Company in the Swiss Banking Sector The relation of the Swiss banking industry with Swiss economy and the future aspect of investment in the industry are discussed.
• Saudi Banking Industry and Riyad Bank’s Performance In this context this paper analyzes the performance of the Saudi banking sector during the period from 2003 to 2007 in general and that of Riyad Bank, one of the major players in the Saudi […]
• Fransi Bank’s Financial Analysis and Forecast The financial analysis reveals the financial performance of the bank and the key factors that help the bank to be a leading organization in the industry.
• UK Banking Sector Recovery Plan The objective of the analysis is to identify the possible benefits, weaknesses and implications of the plan to the British economy.
• Three Financial Ratios for Stock Investor and Bank However in the stock investor will be looking for a long-term capital gain, the equity debt becomes more important since the stability of the company would be more important than the current liquidity.
• Changes in the UK and US Banking Industry
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• Bank of America: Loans
• Kiboko Bank: Business Ethics Issue
• Grameen Bank’s Concertive Control Systems
• Bahrain’s Al Salam Bank’s Offer for Bahraini Saudi Bank
• IMF and World Bank: A Boon or a Bane for Developing Nations?
• Young Depositors and Face-To-Face Banking
• Threat of New Entrants to Commercial Banking Industry
• Oil Pricing and Demand in Connection With the US Banking System Position
• Production & Organization Management in a Refinancing Organization
• “Crossing the Green Line Between the West Bank and Israel” by Avram S. Bornstein
• The Banking Concept of Education
• World Bank – IMF and the United Arab Emirates
• Current Problems of the Banking Industry
• The United States Banking Industry: Economic Profile
• Biometric Scanners in Banking Industry
• Money and Banking. Financial Markets
• “Banking and SME Financing in the United States” Review
• Integration of E-Commerce Websites in Banking Systems
• Global Banking Secrecy Toolkit
• Interstate Banking and Its Beneficiaries
• Banking in Saudi Arabia: Main Facilities, History, and Future
• “Data Mining and Customer Relationship Marketing in the Banking Industry“ by Chye & Gerry
• Kuwait’s Banking Sector Overview
• Competitive Advantage in the Banking Sector
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• International Banking System
• Hongkong and Shanghai Banking Corporation in Qatar
• Banking and Finance in Australia: Preventing Collapses
• China-US Competition in the Banking Sector
• “A Century of US Central Banking” by Bernanke
• Gambling, Fraud and Security in Banking
• High-Risk Gambles Prevention in Banking
• Corporate Social Responsibility: JPMorgan Chase and Barclays Pls Banking Scandals
• Banking and Risk Management
• Banking Systems Success in Canada and Australia
• Banking and Monetary Policy During Recession of 2008-09
• Dubai Macroenvironmental Analysis for Banking
• Banking: Interest Rates and Credit Creation Process
• Banking in David Ashby’s “Money Mechanics”
• Banking Sector in the State of Kuwait
• International Banking Sector: Financial Regulation
• Kuwait Economy and Corporate Governance in Banking Sector
• Bond Market and Banking in Gulf Countries
• Customer Satisfaction Management in Banking Sector
• Westpac Banking Corporation Risk Management Policy
• Citigroup: Credit Default Swaps in the Banking Industry
• Risk in Banking Internal Control System
• Hong Kong and Shanghai Banking Corporation’s Entry Into Japan
• Banking Instability During the Global Financial Crisis
• Satisfaction Management in Banking Industry
• Hong Kong and Shanghai Banking Corporation Holdings
• Banking Industry Guidance
• Employee Turnover Rate in UAE Banking Sector
• Islamic Banking: Sales and Lease-Centered Models
• Arbitration in Islamic Banking and Finance Dispute
• Chief Information Officer’s Role in E-Banking
• The Shadow Banking System: Financial Crisis Source
• China Banking Supervision System: Defects and Improvement
• Online Activity of Banking Sector in the UAE
• Operational Risk in Conventional and Online Banking
• UAE Banking Industry’s Status in a Global Context
• Customer Engagement in the Greek Retail Banking Sector
• Landsbanki Banking Analysis and Bank Alternatives
• Kenya as a Leader in Mobile Banking of the World
• Resistance to Change in Banking Orhanisations
• Resistance to Change in the Banking Sector
• Customer Service in the UAE Banking Sector
• Australia and New Zealand Banking Group Management
• Corruption and Ethics in China’s Banking Sector
• Islamic Banking Principles and Relevance
• Islamic Banking: Tools and Techniques
• The Banking Industry and Interest Rates
• Islamic Banking and Financial Markets Critical Issues
• JP Morgan Chase’ Banking Analysis
• Money’s and Banking’ Concepts
• The Basel Committee Role in Banking
• China’s Banking Sector Analysis
• Greenbelt Banking Company’s Human Resource Management
• Islamic Banking Principles
• Boosting Sales in Retail Banking for 2012
• Banking Regulation and Taxation
• UAE’s Banking Industry Analysis
• Money and Banking: The Economic Recession of 2007
• The Russian Banking Sector
• The Use of CRM in Australian Banking Industry
• Money and Banking: David S. Ashby’s Perspective
• Sustainable Development: The Banking Sector
• Big Four: Banking in China
• Banking Credit Risk Management
• How to Keep Customers Loyal to Online Banking
• Banks, Bank Firms and Financial Intermediaries
• Market-Based Versus Bank-Based Financial Systems
• Bank Mergers and Cost of Capital
• Managing People in the Bank of America
• Projected Customers Maintaining Strategies in Banking Industry
• The Banking Industry in the United Arab Emirates
• IPScape in the Australian Banking Sector
• Bonus Banking: Case of UBS
• Crossvergence in the Banking Industry
• Safaricom’s Mobile Banking
• Ameribank and Online Banking
• Benchmarking in the Investment and Banking Sector
• Overcoming the Debt Crisis by European Banking Sector
• National Bank of Kuwait: Employee Appraisal Problem
• An Investigation of the Sustainable Benefits of Agency Banking in Kenya
• HSBC Bank’s Kenyan Entry Strategy
• Bank of America and Silver A-Plus Card
• An Evaluation of the Economic Issues Identified in the ICB Report on Banking
• Comparison of the United States and Saudi Arabian Banking Sector
• Crisis in the Banking System of Korea
• Financial Industry Analysis on MCU Sustainable Banking
• Problems in Banking Regulation
• Central Banking and the Money Supply
• The Different Roles Played By the Central Bank, Depository Institutions, and Depositors in the Determination of Money Supply
• The UK Banking Practice That Led to Financial Crisis
• Is Bonus Banking the Answer?
• Human Resource Management at the Bank Alfalah
• Bank of America: Realizing Servant Leadership
• Citibank’s E-Business Strategy and Competences
• A Marketing Research on Mobile Banking
• The Too Big to Fail Phenomena in the Banking Sector
• A Report on Customer Driven Marketing Strategy for Easy-Pay Mobile Banking Service
• HSBC Holdings: Chinese Banking Sector
• RBS Citizen Bank Culture and Change
• Federal Reserve; Money and Banking
• Employee Motivation Factors in Banking
• Crisis Management: Online Banking Security Breach
• Mobile Banking in Saudi Arabia: Towards Understanding the Factors that Affects the Sector
• Société Générale Bank: Effective Security Controls
• Banking Industry Analysis
• The History of U.S. Banking Crises: Cause and Effect
• What Is Current Research in Money and Banking?
• What Is the Study of Money and Banking?
• What Are the Advantages of Banking?
• U.S. Money and Banking: What Is the Key Issue Facing Us?
• What Are the Main Topics of Money and Banking?
• What Is the Best Research Topic in Money and Banking?
• What Is the Divergence Between Accounting Standards and Banking Regulation?
• What Were the Causes of the Banking Crisis of the 1930s?
• What Are the Types of Banking?
• What Is the Biggest Problem in Money and Banking?
• How Do I Choose a Topic for Research in Money and Banking?
• What Are the Most Important Money and Banking Services?
• What Is the Banking System Like in South Korea?
• What Are Some Good Thesis Topics in Finances and Banking?
• What Are the Money and Banking?
• What Are the Types of Money and Banking?
• Why Is Banking Research Important?
• What Are the Main Functions of Money and Banking?
• What Is the Main Role of Banking?
• What Do You Study in Banking?
• What Are Money and Banking Used For?
• Who Invented Banking?
• What Are Basic Money and Banking Skills?
• What Does Mobile Banking Need?
• What Are the Categories of Money and Banking?
• What Is the Purpose of Money and Banking?
• How Does Islamic Banking Work?
• What Is the Connection Between Accelerating Inflation and Decreasing Effectiveness of Banking Regulation?
• What Is the Role of Money and Banking in the Economy?
• What Are the Current Trends in Banking Industry?
• Chicago (A-D)
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IvyPanda. (2024, March 2). 350 Banking Essay Topic Ideas & Examples. https://ivypanda.com/essays/topic/banking-essay-topics/

"350 Banking Essay Topic Ideas & Examples." IvyPanda , 2 Mar. 2024, ivypanda.com/essays/topic/banking-essay-topics/.

IvyPanda . (2024) '350 Banking Essay Topic Ideas & Examples'. 2 March.

IvyPanda . 2024. "350 Banking Essay Topic Ideas & Examples." March 2, 2024. https://ivypanda.com/essays/topic/banking-essay-topics/.

1. IvyPanda . "350 Banking Essay Topic Ideas & Examples." March 2, 2024. https://ivypanda.com/essays/topic/banking-essay-topics/.

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IvyPanda . "350 Banking Essay Topic Ideas & Examples." March 2, 2024. https://ivypanda.com/essays/topic/banking-essay-topics/.

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Our approach

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RECOMMENDED READS

• 5 Steps to Getting Started with Llama 2
• The Llama Ecosystem: Past, Present, and Future
• Introducing Code Llama, a state-of-the-art large language model for coding
• Meta and Microsoft Introduce the Next Generation of Llama
• Today, we’re introducing Meta Llama 3, the next generation of our state-of-the-art open source large language model.
• Llama 3 models will soon be available on AWS, Databricks, Google Cloud, Hugging Face, Kaggle, IBM WatsonX, Microsoft Azure, NVIDIA NIM, and Snowflake, and with support from hardware platforms offered by AMD, AWS, Dell, Intel, NVIDIA, and Qualcomm.
• We’re dedicated to developing Llama 3 in a responsible way, and we’re offering various resources to help others use it responsibly as well. This includes introducing new trust and safety tools with Llama Guard 2, Code Shield, and CyberSec Eval 2.
• In the coming months, we expect to introduce new capabilities, longer context windows, additional model sizes, and enhanced performance, and we’ll share the Llama 3 research paper.
• Meta AI, built with Llama 3 technology, is now one of the world’s leading AI assistants that can boost your intelligence and lighten your load—helping you learn, get things done, create content, and connect to make the most out of every moment. You can try Meta AI here .

Today, we’re excited to share the first two models of the next generation of Llama, Meta Llama 3, available for broad use. This release features pretrained and instruction-fine-tuned language models with 8B and 70B parameters that can support a broad range of use cases. This next generation of Llama demonstrates state-of-the-art performance on a wide range of industry benchmarks and offers new capabilities, including improved reasoning. We believe these are the best open source models of their class, period. In support of our longstanding open approach, we’re putting Llama 3 in the hands of the community. We want to kickstart the next wave of innovation in AI across the stack—from applications to developer tools to evals to inference optimizations and more. We can’t wait to see what you build and look forward to your feedback.

Our goals for Llama 3

With Llama 3, we set out to build the best open models that are on par with the best proprietary models available today. We wanted to address developer feedback to increase the overall helpfulness of Llama 3 and are doing so while continuing to play a leading role on responsible use and deployment of LLMs. We are embracing the open source ethos of releasing early and often to enable the community to get access to these models while they are still in development. The text-based models we are releasing today are the first in the Llama 3 collection of models. Our goal in the near future is to make Llama 3 multilingual and multimodal, have longer context, and continue to improve overall performance across core LLM capabilities such as reasoning and coding.

State-of-the-art performance

Our new 8B and 70B parameter Llama 3 models are a major leap over Llama 2 and establish a new state-of-the-art for LLM models at those scales. Thanks to improvements in pretraining and post-training, our pretrained and instruction-fine-tuned models are the best models existing today at the 8B and 70B parameter scale. Improvements in our post-training procedures substantially reduced false refusal rates, improved alignment, and increased diversity in model responses. We also saw greatly improved capabilities like reasoning, code generation, and instruction following making Llama 3 more steerable.

*Please see evaluation details for setting and parameters with which these evaluations are calculated.

In the development of Llama 3, we looked at model performance on standard benchmarks and also sought to optimize for performance for real-world scenarios. To this end, we developed a new high-quality human evaluation set. This evaluation set contains 1,800 prompts that cover 12 key use cases: asking for advice, brainstorming, classification, closed question answering, coding, creative writing, extraction, inhabiting a character/persona, open question answering, reasoning, rewriting, and summarization. To prevent accidental overfitting of our models on this evaluation set, even our own modeling teams do not have access to it. The chart below shows aggregated results of our human evaluations across of these categories and prompts against Claude Sonnet, Mistral Medium, and GPT-3.5.

Preference rankings by human annotators based on this evaluation set highlight the strong performance of our 70B instruction-following model compared to competing models of comparable size in real-world scenarios.

Our pretrained model also establishes a new state-of-the-art for LLM models at those scales.

To develop a great language model, we believe it’s important to innovate, scale, and optimize for simplicity. We adopted this design philosophy throughout the Llama 3 project with a focus on four key ingredients: the model architecture, the pretraining data, scaling up pretraining, and instruction fine-tuning.

Model architecture

In line with our design philosophy, we opted for a relatively standard decoder-only transformer architecture in Llama 3. Compared to Llama 2, we made several key improvements. Llama 3 uses a tokenizer with a vocabulary of 128K tokens that encodes language much more efficiently, which leads to substantially improved model performance. To improve the inference efficiency of Llama 3 models, we’ve adopted grouped query attention (GQA) across both the 8B and 70B sizes. We trained the models on sequences of 8,192 tokens, using a mask to ensure self-attention does not cross document boundaries.

Training data

To train the best language model, the curation of a large, high-quality training dataset is paramount. In line with our design principles, we invested heavily in pretraining data. Llama 3 is pretrained on over 15T tokens that were all collected from publicly available sources. Our training dataset is seven times larger than that used for Llama 2, and it includes four times more code. To prepare for upcoming multilingual use cases, over 5% of the Llama 3 pretraining dataset consists of high-quality non-English data that covers over 30 languages. However, we do not expect the same level of performance in these languages as in English.

To ensure Llama 3 is trained on data of the highest quality, we developed a series of data-filtering pipelines. These pipelines include using heuristic filters, NSFW filters, semantic deduplication approaches, and text classifiers to predict data quality. We found that previous generations of Llama are surprisingly good at identifying high-quality data, hence we used Llama 2 to generate the training data for the text-quality classifiers that are powering Llama 3.

We also performed extensive experiments to evaluate the best ways of mixing data from different sources in our final pretraining dataset. These experiments enabled us to select a data mix that ensures that Llama 3 performs well across use cases including trivia questions, STEM, coding, historical knowledge, etc.

Scaling up pretraining

To effectively leverage our pretraining data in Llama 3 models, we put substantial effort into scaling up pretraining. Specifically, we have developed a series of detailed scaling laws for downstream benchmark evaluations. These scaling laws enable us to select an optimal data mix and to make informed decisions on how to best use our training compute. Importantly, scaling laws allow us to predict the performance of our largest models on key tasks (for example, code generation as evaluated on the HumanEval benchmark—see above) before we actually train the models. This helps us ensure strong performance of our final models across a variety of use cases and capabilities.

We made several new observations on scaling behavior during the development of Llama 3. For example, while the Chinchilla-optimal amount of training compute for an 8B parameter model corresponds to ~200B tokens, we found that model performance continues to improve even after the model is trained on two orders of magnitude more data. Both our 8B and 70B parameter models continued to improve log-linearly after we trained them on up to 15T tokens. Larger models can match the performance of these smaller models with less training compute, but smaller models are generally preferred because they are much more efficient during inference.

To train our largest Llama 3 models, we combined three types of parallelization: data parallelization, model parallelization, and pipeline parallelization. Our most efficient implementation achieves a compute utilization of over 400 TFLOPS per GPU when trained on 16K GPUs simultaneously. We performed training runs on two custom-built 24K GPU clusters . To maximize GPU uptime, we developed an advanced new training stack that automates error detection, handling, and maintenance. We also greatly improved our hardware reliability and detection mechanisms for silent data corruption, and we developed new scalable storage systems that reduce overheads of checkpointing and rollback. Those improvements resulted in an overall effective training time of more than 95%. Combined, these improvements increased the efficiency of Llama 3 training by ~three times compared to Llama 2.

Instruction fine-tuning

To fully unlock the potential of our pretrained models in chat use cases, we innovated on our approach to instruction-tuning as well. Our approach to post-training is a combination of supervised fine-tuning (SFT), rejection sampling, proximal policy optimization (PPO), and direct preference optimization (DPO). The quality of the prompts that are used in SFT and the preference rankings that are used in PPO and DPO has an outsized influence on the performance of aligned models. Some of our biggest improvements in model quality came from carefully curating this data and performing multiple rounds of quality assurance on annotations provided by human annotators.

Learning from preference rankings via PPO and DPO also greatly improved the performance of Llama 3 on reasoning and coding tasks. We found that if you ask a model a reasoning question that it struggles to answer, the model will sometimes produce the right reasoning trace: The model knows how to produce the right answer, but it does not know how to select it. Training on preference rankings enables the model to learn how to select it.

Building with Llama 3

Our vision is to enable developers to customize Llama 3 to support relevant use cases and to make it easier to adopt best practices and improve the open ecosystem. With this release, we’re providing new trust and safety tools including updated components with both Llama Guard 2 and Cybersec Eval 2, and the introduction of Code Shield—an inference time guardrail for filtering insecure code produced by LLMs.

We’ve also co-developed Llama 3 with torchtune , the new PyTorch-native library for easily authoring, fine-tuning, and experimenting with LLMs. torchtune provides memory efficient and hackable training recipes written entirely in PyTorch. The library is integrated with popular platforms such as Hugging Face, Weights & Biases, and EleutherAI and even supports Executorch for enabling efficient inference to be run on a wide variety of mobile and edge devices. For everything from prompt engineering to using Llama 3 with LangChain we have a comprehensive getting started guide and takes you from downloading Llama 3 all the way to deployment at scale within your generative AI application.

A system-level approach to responsibility

We have designed Llama 3 models to be maximally helpful while ensuring an industry leading approach to responsibly deploying them. To achieve this, we have adopted a new, system-level approach to the responsible development and deployment of Llama. We envision Llama models as part of a broader system that puts the developer in the driver’s seat. Llama models will serve as a foundational piece of a system that developers design with their unique end goals in mind.

Instruction fine-tuning also plays a major role in ensuring the safety of our models. Our instruction-fine-tuned models have been red-teamed (tested) for safety through internal and external efforts. ​​Our red teaming approach leverages human experts and automation methods to generate adversarial prompts that try to elicit problematic responses. For instance, we apply comprehensive testing to assess risks of misuse related to Chemical, Biological, Cyber Security, and other risk areas. All of these efforts are iterative and used to inform safety fine-tuning of the models being released. You can read more about our efforts in the model card .

Llama Guard models are meant to be a foundation for prompt and response safety and can easily be fine-tuned to create a new taxonomy depending on application needs. As a starting point, the new Llama Guard 2 uses the recently announced MLCommons taxonomy, in an effort to support the emergence of industry standards in this important area. Additionally, CyberSecEval 2 expands on its predecessor by adding measures of an LLM’s propensity to allow for abuse of its code interpreter, offensive cybersecurity capabilities, and susceptibility to prompt injection attacks (learn more in our technical paper ). Finally, we’re introducing Code Shield which adds support for inference-time filtering of insecure code produced by LLMs. This offers mitigation of risks around insecure code suggestions, code interpreter abuse prevention, and secure command execution.

With the speed at which the generative AI space is moving, we believe an open approach is an important way to bring the ecosystem together and mitigate these potential harms. As part of that, we’re updating our Responsible Use Guide (RUG) that provides a comprehensive guide to responsible development with LLMs. As we outlined in the RUG, we recommend that all inputs and outputs be checked and filtered in accordance with content guidelines appropriate to the application. Additionally, many cloud service providers offer content moderation APIs and other tools for responsible deployment, and we encourage developers to also consider using these options.

Deploying Llama 3 at scale

Llama 3 will soon be available on all major platforms including cloud providers, model API providers, and much more. Llama 3 will be everywhere .

Our benchmarks show the tokenizer offers improved token efficiency, yielding up to 15% fewer tokens compared to Llama 2. Also, Group Query Attention (GQA) now has been added to Llama 3 8B as well. As a result, we observed that despite the model having 1B more parameters compared to Llama 2 7B, the improved tokenizer efficiency and GQA contribute to maintaining the inference efficiency on par with Llama 2 7B.

For examples of how to leverage all of these capabilities, check out Llama Recipes which contains all of our open source code that can be leveraged for everything from fine-tuning to deployment to model evaluation.

What’s next for Llama 3?

The Llama 3 8B and 70B models mark the beginning of what we plan to release for Llama 3. And there’s a lot more to come.

Our largest models are over 400B parameters and, while these models are still training, our team is excited about how they’re trending. Over the coming months, we’ll release multiple models with new capabilities including multimodality, the ability to converse in multiple languages, a much longer context window, and stronger overall capabilities. We will also publish a detailed research paper once we are done training Llama 3.

To give you a sneak preview for where these models are today as they continue training, we thought we could share some snapshots of how our largest LLM model is trending. Please note that this data is based on an early checkpoint of Llama 3 that is still training and these capabilities are not supported as part of the models released today.

We’re committed to the continued growth and development of an open AI ecosystem for releasing our models responsibly. We have long believed that openness leads to better, safer products, faster innovation, and a healthier overall market. This is good for Meta, and it is good for society. We’re taking a community-first approach with Llama 3, and starting today, these models are available on the leading cloud, hosting, and hardware platforms with many more to come.

Try Meta Llama 3 today

We’ve integrated our latest models into Meta AI, which we believe is the world’s leading AI assistant. It’s now built with Llama 3 technology and it’s available in more countries across our apps.

You can use Meta AI on Facebook, Instagram, WhatsApp, Messenger, and the web to get things done, learn, create, and connect with the things that matter to you. You can read more about the Meta AI experience here .

Visit the Llama 3 website to download the models and reference the Getting Started Guide for the latest list of all available platforms.

You’ll also soon be able to test multimodal Meta AI on our Ray-Ban Meta smart glasses.

As always, we look forward to seeing all the amazing products and experiences you will build with Meta Llama 3.

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