A New Look at Merchant Remote Deposit Capture
Remote Deposit Capture (RDC) is an easy three-step process of scanning, verifying, and depositing a check. It reduces the time required to deposit checks and simultaneously facilitates savings by eliminating the cost of going to the bank, photocopying checks, purchasing deposit slips, dedicating employees for depositing checks, and many other business activities.
Our research reveals that the money lost by having checks sit around outweigh the costs of merchant RDC. The benefits also include improved cash flow, same day ledger transaction, enhanced customer service, and the convenience of depositing checks in-house.
RDC has become a necessity because paper checks still form one of the most popular methods of payment; accounting for around 75% of initial B2B payments. Around 30 billion checks were written in 2006 alone. The conventional process of depositing checks means that a business loses a lot of time and money. As RDC can drastically reduce the time and cost of depositing checks, almost every bank is now offering RDC to cater to new customers as well as to retain existing ones.
RDC has shown an impressive growth rate of 70% from 2004 to 2008. The process was initially adopted by banks and financial institutions as branch deposit capture. This was followed by the adoption of the bank’s commercial base wherein the major targeted segment was big businesses where banks held their core deposit and asset base. As banks turned their focus to merchants, they initially targeted small and medium size businesses with annual revenue of $1 million to $25 million.
While RDC adoption has lagged behind expectations with 2% in 2007, this market segment is now on the upswing with its current adoption rate at around 30%. Micro business segments with annual revenue of $25,000 to $1 million account for 70% of all printed checks, and promise to be an attractive market if banks can learn how to crack it.
Early adoption of large established treasury and cash management customers provided ‘low hanging fruit’ for banks. But these customers represented a small percentage of the bank’s total commercial base. Banks were content with their initial efforts that RDC was available for customers who required the solution. The smaller banks, community banks, and credit unions saw the opportunity missed by the larger FIs and slowly began to enter this market by first becoming a referral bank for their core processor and eventually becoming a processing bank.
With the systems in place, banks began focusing on small businesses. As the technology stabilized, the cost dropped and banks could be innovative with the business model, placing RDC with almost any customer. Realizing that one size does not fit all, large banks also launched solutions for small businesses.
Banks can benefit by viewing RDC as a means to an end. Electronic payments have increased at an annual growth rate of 12.5%, while the use of checks is declining at a rate of 6.5%. The pot of gold at the end of the rainbow is not how many scanners the banks can deploy; rather, RDC is the first step to expand into other merchant payment solutions. This is an area in which banks wish they could do better.
As most banks have realized that one size does not fit all, the development of solution for businesses or merchants with low volume checks or low deposit amounts can create a niche segment for RDC adoption. Thus, innovative product offerings will play a major role in the development of the RDC market. Moreover, the integration of industry participants, i.e., the banks, scanner manufacturers, and application service providers will help them to provide more effective and cost saving solutions.
Scope of the report
Strategy formulation
This section seeks to provide a schematic of the marketplace under study; and to enable the report user to determine their competitiveness and positioning in the market. Through our in-depth understanding of the financial services industry, we size the market, identify the trends and drivers, and develop the right framework for strategy formulation to help users maintain or enhance their market position.
Business Model
This section seeks to identify the already existing business models; and to optimize these models in order to help FIs enter new and lucrative markets.
Vendor Selection
This section seeks to profile the companies supporting the market under study. We profile the top vendors and analyze user perspectives to help you make the best decision for your financial institution. Every report includes in-depth reviews of the top vendors.
What makes our report unique?
A strong heritage of providing cutting-edge research:
MarketsandMarkets provides clients with ground breaking marketing research. M&M’s unique research methodology and expert analytical capabilities will provide you the tools to apply the best marketing practices to your Financial Institution.
Ensure that your strategy is viable:
Our study will help you examine the breadth of possibilities you may encounter when planning future strategies and product launches. It will help you create plans that are resilient enough to meet the full range of unanticipated events.
Discover new opportunities:
This market research study will forecast the future roles, uses, and acceptances of new products, services, and applications emerging in the marketplace. It will identify opportunities where companies can get a leg up on the competition.
Key questions answered
The analysts working with MarketsandMarkets come from renowned publishers and market research firms globally, adding their expertise and domain understanding. We get the facts from over 22,000 news and information sources, a huge database of key industry participants and draw on our relationships with more than 900 market research companies.
Our research reveals that the money lost by having checks sit around outweigh the costs of merchant RDC. The benefits also include improved cash flow, same day ledger transaction, enhanced customer service, and the convenience of depositing checks in-house.
RDC has become a necessity because paper checks still form one of the most popular methods of payment; accounting for around 75% of initial B2B payments. Around 30 billion checks were written in 2006 alone. The conventional process of depositing checks means that a business loses a lot of time and money. As RDC can drastically reduce the time and cost of depositing checks, almost every bank is now offering RDC to cater to new customers as well as to retain existing ones.
RDC has shown an impressive growth rate of 70% from 2004 to 2008. The process was initially adopted by banks and financial institutions as branch deposit capture. This was followed by the adoption of the bank’s commercial base wherein the major targeted segment was big businesses where banks held their core deposit and asset base. As banks turned their focus to merchants, they initially targeted small and medium size businesses with annual revenue of $1 million to $25 million.
While RDC adoption has lagged behind expectations with 2% in 2007, this market segment is now on the upswing with its current adoption rate at around 30%. Micro business segments with annual revenue of $25,000 to $1 million account for 70% of all printed checks, and promise to be an attractive market if banks can learn how to crack it.
Early adoption of large established treasury and cash management customers provided ‘low hanging fruit’ for banks. But these customers represented a small percentage of the bank’s total commercial base. Banks were content with their initial efforts that RDC was available for customers who required the solution. The smaller banks, community banks, and credit unions saw the opportunity missed by the larger FIs and slowly began to enter this market by first becoming a referral bank for their core processor and eventually becoming a processing bank.
With the systems in place, banks began focusing on small businesses. As the technology stabilized, the cost dropped and banks could be innovative with the business model, placing RDC with almost any customer. Realizing that one size does not fit all, large banks also launched solutions for small businesses.
Banks can benefit by viewing RDC as a means to an end. Electronic payments have increased at an annual growth rate of 12.5%, while the use of checks is declining at a rate of 6.5%. The pot of gold at the end of the rainbow is not how many scanners the banks can deploy; rather, RDC is the first step to expand into other merchant payment solutions. This is an area in which banks wish they could do better.
As most banks have realized that one size does not fit all, the development of solution for businesses or merchants with low volume checks or low deposit amounts can create a niche segment for RDC adoption. Thus, innovative product offerings will play a major role in the development of the RDC market. Moreover, the integration of industry participants, i.e., the banks, scanner manufacturers, and application service providers will help them to provide more effective and cost saving solutions.
Scope of the report
Strategy formulation
This section seeks to provide a schematic of the marketplace under study; and to enable the report user to determine their competitiveness and positioning in the market. Through our in-depth understanding of the financial services industry, we size the market, identify the trends and drivers, and develop the right framework for strategy formulation to help users maintain or enhance their market position.
Business Model
This section seeks to identify the already existing business models; and to optimize these models in order to help FIs enter new and lucrative markets.
Vendor Selection
This section seeks to profile the companies supporting the market under study. We profile the top vendors and analyze user perspectives to help you make the best decision for your financial institution. Every report includes in-depth reviews of the top vendors.
What makes our report unique?
A strong heritage of providing cutting-edge research:
MarketsandMarkets provides clients with ground breaking marketing research. M&M’s unique research methodology and expert analytical capabilities will provide you the tools to apply the best marketing practices to your Financial Institution.
Ensure that your strategy is viable:
Our study will help you examine the breadth of possibilities you may encounter when planning future strategies and product launches. It will help you create plans that are resilient enough to meet the full range of unanticipated events.
Discover new opportunities:
This market research study will forecast the future roles, uses, and acceptances of new products, services, and applications emerging in the marketplace. It will identify opportunities where companies can get a leg up on the competition.
Key questions answered
- Which are the high-growth segments and how is the market segmented in terms of applications, products, services, ingredients, technologies, stakeholders?
- What are market estimates and forecasts; which markets are doing well and which are not?
- Where are the gaps and opportunities; what factors are driving market growth?
- What are the key playing fields and winning-edge imperatives?
- What is the competitive landscape; who are the main players in each segment; what are their strategic directives, operational strengths, key selling products, and product pipelines? Who is doing what?
The analysts working with MarketsandMarkets come from renowned publishers and market research firms globally, adding their expertise and domain understanding. We get the facts from over 22,000 news and information sources, a huge database of key industry participants and draw on our relationships with more than 900 market research companies.
EXECUTIVE SUMMARY
WITH EVERYTHING IN PLACE MERCHANT CAPTURE YET TO TAKE OFF
REASONS FOR SLOW ADOPTION OF RDC:
UNMET DEMAND FOR MULTIPLE ACCOUNT DEPOSIT FACILITY
SEGMENTED PRODUCT
CONCLUSION
1 INTRODUCTION
1.1 REPORT PURPOSE
1.1.1 REPORT CATALYST
1.1.2 REPORT STRUCTURE
1.2 RESEARCH OBJECTIVES
1.3 STUDY METHODOLOGY
2 MARKET OVERVIEW
2.1 MARKET SEGMENTATION
2.2 DEFINING MERCHANT CAPTURE
2.3 OPERATIONAL PROCESS OF MERCHANT RDC
2.4 FACTORS INFLUENCING MARKET GROWTH
2.4.1 MARKET DRIVERS
2.4.1.1 Benefits of merchant RDC fuels demand
2.4.1.2 Product innovations and reduced cost of scanners
2.4.1.3 RDC awareness initiatives by banks and ISOs
2.4.1.4 Large volume and value of check transactions
2.4.1.5 Hike in paper check processing fees
2.4.2 MARKET RESTRAINTS
2.4.2.1 Decreasing use of checks
2.4.2.2 Lack of optimal solution
2.4.2.3 Lack of awareness and training
3 STRATEGY FORMULATION
3.1 INTRODUCTION
3.2 CHANNELS OF MERCHANT RDC
3.2.1 BANK CENTRIC MODEL – THE EXISTING CHANNEL
3.2.2 BANK AGNOSTIC MODEL – THE UPCOMING CHANNEL
3.2.3 HYBRID MODEL - REALIZED BUT YET TO BE UTILIZED
3.3 MARKET OPPORTUNITIES
3.3.1 OPPORTUNITY GAP
3.3.2 CUSTOM-BUILT SOLUTION FOR DISCRETE DEMANDS
3.4 BANK/VENDOR STRATEGIES RELATED TO VITAL COMPONENTS OF RDC
3.5 GO-TO-MARKET STRATEGIES
3.5.1 CREATING AWARENESS
3.5.2 MARKETING PRODUCT NAME INSTEAD OF BRAND NAME
3.5.3 SEGMENTED APPROACH
3.5.4 COMPLIMENTARY SERVICES
4 BUSINESS CASE STUDIES
4.1 COST-BENEFIT ANALYSIS OF RDC
4.1.1 OBJECTIVE
4.1.2 CONCLUSION
4.2 US BANK SELECTS PANINI SCANNERS FOR ITS RDC SOLUTION
4.2.1 OBJECTIVE
4.2.2 CHALLENGES
4.2.3 SOLUTION
4.2.4 CONCLUSION
4.3 BANK OF ALAMEDA INCREASES GEOGRAPHICAL PRESENCE THROUGH RDC
4.3.1 OBJECTIVE
4.3.2 CHALLENGES
4.3.3 BANK OF ALAMEDA COLLABORATES WITH FISERV
4.3.4 CONCLUSION
4.4 NORWAY SAVINGS BANK PARTNERS FISC FOR RDC SERVICE
4.4.1 OBJECTIVE
4.4.2 NORWAY SAVINGS BANK SELECTS FISC FOR ITS MERCHANT CAPTURE SERVICE
4.4.3 CONCLUSION
5 VENDOR ANALYSIS
5.1 VENDOR BENCHMARKING
5.1.1 STRATEGIC BENCHMARKING
5.1.2 FUNCTIONAL BENCHMARKING
5.1.3 TECHNOLOGICAL BENCHMARKING
5.2 COMMERCIAL BENCHMARKING
5.3 BANK PROFILES
5.3.1 BANK OF NEW YORK MELLON
5.3.1.1 Product description
5.3.1.2 Recent developments
5.3.2 BRANCH BANKING AND TRUST
5.3.2.1 Product description
5.3.2.2 Recent developments
5.3.3 CITIBANK
5.3.3.1 Product description
5.3.3.2 Recent developments
5.3.4 MANSFIELD BANK
5.3.5 ORANGE COUNTY BUSINESS BANK
5.3.5.1 Product description
5.3.6 WELLS FARGO COMPANY
5.3.6.1 Product description
5.3.6.2 Recent developments
5.4 PROFILES OF INDEPENDENT SALES ORGANIZATIONS
5.4.1 FISERV
5.4.1.1 Product description
5.4.1.2 Recent developments
5.4.2 METAVANTE TECHNOLOGIES
5.4.2.1 Product description
5.4.2.2 Recent developments
5.4.3 NET DEPOSIT
5.4.3.1 Product description
5.4.3.2 Recent developments
5.4.4 PROFITSTARS
5.4.4.1 Product description
5.4.4.2 Recent developments
5.4.5 RDM
5.4.5.1 Product description
5.4.5.2 Recent developments
5.4.6 WAUSAU FINANCIAL SYSTEMS
5.4.6.1 Product description
5.4.6.2 Recent developments
5.5 CONCLUSION
WITH EVERYTHING IN PLACE MERCHANT CAPTURE YET TO TAKE OFF
REASONS FOR SLOW ADOPTION OF RDC:
UNMET DEMAND FOR MULTIPLE ACCOUNT DEPOSIT FACILITY
SEGMENTED PRODUCT
CONCLUSION
1 INTRODUCTION
1.1 REPORT PURPOSE
1.1.1 REPORT CATALYST
1.1.2 REPORT STRUCTURE
1.2 RESEARCH OBJECTIVES
1.3 STUDY METHODOLOGY
2 MARKET OVERVIEW
2.1 MARKET SEGMENTATION
2.2 DEFINING MERCHANT CAPTURE
2.3 OPERATIONAL PROCESS OF MERCHANT RDC
2.4 FACTORS INFLUENCING MARKET GROWTH
2.4.1 MARKET DRIVERS
2.4.1.1 Benefits of merchant RDC fuels demand
2.4.1.2 Product innovations and reduced cost of scanners
2.4.1.3 RDC awareness initiatives by banks and ISOs
2.4.1.4 Large volume and value of check transactions
2.4.1.5 Hike in paper check processing fees
2.4.2 MARKET RESTRAINTS
2.4.2.1 Decreasing use of checks
2.4.2.2 Lack of optimal solution
2.4.2.3 Lack of awareness and training
3 STRATEGY FORMULATION
3.1 INTRODUCTION
3.2 CHANNELS OF MERCHANT RDC
3.2.1 BANK CENTRIC MODEL – THE EXISTING CHANNEL
3.2.2 BANK AGNOSTIC MODEL – THE UPCOMING CHANNEL
3.2.3 HYBRID MODEL - REALIZED BUT YET TO BE UTILIZED
3.3 MARKET OPPORTUNITIES
3.3.1 OPPORTUNITY GAP
3.3.2 CUSTOM-BUILT SOLUTION FOR DISCRETE DEMANDS
3.4 BANK/VENDOR STRATEGIES RELATED TO VITAL COMPONENTS OF RDC
3.5 GO-TO-MARKET STRATEGIES
3.5.1 CREATING AWARENESS
3.5.2 MARKETING PRODUCT NAME INSTEAD OF BRAND NAME
3.5.3 SEGMENTED APPROACH
3.5.4 COMPLIMENTARY SERVICES
4 BUSINESS CASE STUDIES
4.1 COST-BENEFIT ANALYSIS OF RDC
4.1.1 OBJECTIVE
4.1.2 CONCLUSION
4.2 US BANK SELECTS PANINI SCANNERS FOR ITS RDC SOLUTION
4.2.1 OBJECTIVE
4.2.2 CHALLENGES
4.2.3 SOLUTION
4.2.4 CONCLUSION
4.3 BANK OF ALAMEDA INCREASES GEOGRAPHICAL PRESENCE THROUGH RDC
4.3.1 OBJECTIVE
4.3.2 CHALLENGES
4.3.3 BANK OF ALAMEDA COLLABORATES WITH FISERV
4.3.4 CONCLUSION
4.4 NORWAY SAVINGS BANK PARTNERS FISC FOR RDC SERVICE
4.4.1 OBJECTIVE
4.4.2 NORWAY SAVINGS BANK SELECTS FISC FOR ITS MERCHANT CAPTURE SERVICE
4.4.3 CONCLUSION
5 VENDOR ANALYSIS
5.1 VENDOR BENCHMARKING
5.1.1 STRATEGIC BENCHMARKING
5.1.2 FUNCTIONAL BENCHMARKING
5.1.3 TECHNOLOGICAL BENCHMARKING
5.2 COMMERCIAL BENCHMARKING
5.3 BANK PROFILES
5.3.1 BANK OF NEW YORK MELLON
5.3.1.1 Product description
5.3.1.2 Recent developments
5.3.2 BRANCH BANKING AND TRUST
5.3.2.1 Product description
5.3.2.2 Recent developments
5.3.3 CITIBANK
5.3.3.1 Product description
5.3.3.2 Recent developments
5.3.4 MANSFIELD BANK
5.3.5 ORANGE COUNTY BUSINESS BANK
5.3.5.1 Product description
5.3.6 WELLS FARGO COMPANY
5.3.6.1 Product description
5.3.6.2 Recent developments
5.4 PROFILES OF INDEPENDENT SALES ORGANIZATIONS
5.4.1 FISERV
5.4.1.1 Product description
5.4.1.2 Recent developments
5.4.2 METAVANTE TECHNOLOGIES
5.4.2.1 Product description
5.4.2.2 Recent developments
5.4.3 NET DEPOSIT
5.4.3.1 Product description
5.4.3.2 Recent developments
5.4.4 PROFITSTARS
5.4.4.1 Product description
5.4.4.2 Recent developments
5.4.5 RDM
5.4.5.1 Product description
5.4.5.2 Recent developments
5.4.6 WAUSAU FINANCIAL SYSTEMS
5.4.6.1 Product description
5.4.6.2 Recent developments
5.5 CONCLUSION
LIST OF TABLES
TABLE 1 U.S. BUSINESSES, BY REVENUES (2007)
TABLE 2 VITAL COMPONENT – PRODUCT ENHANCEMENTS
TABLE 3 VITAL COMPONENT – MAXIMIZING DEPOSITS & ADOPTION RATES
TABLE 4 VITAL COMPONENT – REDUCING OPERATIONAL RISK
TABLE 5 VITAL COMPONENT – ENHANCING CUSTOMER SERVICE
TABLE 6 VITAL COMPONENT – ENSURING REGULATORY COMPLIANCE
TABLE 7 COST BENEFIT ANALYSIS OF RDC FOR THREE DIFFERENT BUSINESSES
TABLE 8 MARKETING STRATEGIES OF COMMERCIAL BANKS
TABLE 9 MARKETING STRATEGIES OF COMMUNITY BANKS
TABLE 10 FUNCTIONAL BENCHMARKING OF ISO
TABLE 11 TECHNOLOGICAL BENCHMARKING OF ISO
TABLE 12 TECHNOLOGICAL BENCHMARKING OF COMMERCIAL BANKS
TABLE 13 BENCHMARKING SCANNERS
TABLE 1 U.S. BUSINESSES, BY REVENUES (2007)
TABLE 2 VITAL COMPONENT – PRODUCT ENHANCEMENTS
TABLE 3 VITAL COMPONENT – MAXIMIZING DEPOSITS & ADOPTION RATES
TABLE 4 VITAL COMPONENT – REDUCING OPERATIONAL RISK
TABLE 5 VITAL COMPONENT – ENHANCING CUSTOMER SERVICE
TABLE 6 VITAL COMPONENT – ENSURING REGULATORY COMPLIANCE
TABLE 7 COST BENEFIT ANALYSIS OF RDC FOR THREE DIFFERENT BUSINESSES
TABLE 8 MARKETING STRATEGIES OF COMMERCIAL BANKS
TABLE 9 MARKETING STRATEGIES OF COMMUNITY BANKS
TABLE 10 FUNCTIONAL BENCHMARKING OF ISO
TABLE 11 TECHNOLOGICAL BENCHMARKING OF ISO
TABLE 12 TECHNOLOGICAL BENCHMARKING OF COMMERCIAL BANKS
TABLE 13 BENCHMARKING SCANNERS
LIST OF FIGURES
FIGURE 1 MARKET FORCES MODEL
FIGURE 2 PRE-RDC & POST-RDC WORKFLOWS
FIGURE 3 RDC MARKET SEGMENTATION
FIGURE 4U.S. BUSINESSES, BY SIZE (2007)
FIGURE 5MERCHANT CAPTURE PROCESS
FIGURE 6BENEFITS OF MERCHANT CAPTURE
FIGURE 7VOLUME AND AMOUNT OF CHECK TRANSACTIONS IN U.S. (2006)
FIGURE 8NUMBER OF E-PAYMENT TRANSACTIONS
FIGURE 9MERCHANT REMOTE DEPOSIT CAPTURE FORECAST (2007-2014)
FIGURE 10COMMERCIAL BANKS OFFERING RDC
FIGURE 11COMMUNITY BANKS OFFERING RDC
FIGURE 12FLOW OF BANK CENTRIC CHANNEL
FIGURE 13FLOW OF BANK AGNOSTIC CHANNEL
FIGURE 14FLOW OF HYBRID CHANNEL
FIGURE 15OPPORTUNITY GAP FOR RDC
FIGURE16PRODUCT MATRIX OF MERCHANT RDC
FIGURE 1 MARKET FORCES MODEL
FIGURE 2 PRE-RDC & POST-RDC WORKFLOWS
FIGURE 3 RDC MARKET SEGMENTATION
FIGURE 4U.S. BUSINESSES, BY SIZE (2007)
FIGURE 5MERCHANT CAPTURE PROCESS
FIGURE 6BENEFITS OF MERCHANT CAPTURE
FIGURE 7VOLUME AND AMOUNT OF CHECK TRANSACTIONS IN U.S. (2006)
FIGURE 8NUMBER OF E-PAYMENT TRANSACTIONS
FIGURE 9MERCHANT REMOTE DEPOSIT CAPTURE FORECAST (2007-2014)
FIGURE 10COMMERCIAL BANKS OFFERING RDC
FIGURE 11COMMUNITY BANKS OFFERING RDC
FIGURE 12FLOW OF BANK CENTRIC CHANNEL
FIGURE 13FLOW OF BANK AGNOSTIC CHANNEL
FIGURE 14FLOW OF HYBRID CHANNEL
FIGURE 15OPPORTUNITY GAP FOR RDC
FIGURE16PRODUCT MATRIX OF MERCHANT RDC
