For Consumer Market Research Professionals

Technographics® Survey Highlight: North American Technographics Banking Online Survey, Q1 2009 (US)  (718 KB PPT)

by Corina Matiesanu, June 22, 2009

This highlight deck summarizes the key findings from Forrester’s North American Technographics Banking Online Survey, Q1 2009 (US).

For eBusiness & Channel Strategy Professionals

Dutch Savings Buyers Want Simplicity And Speed

The Credit Crisis Increases Competition In The Dutch Savings Market

by Alexander Hesse, Vanessa Niemeyer, Ph.D., October 27, 2008

Almost nine out of 10 Dutch consumers have a savings or deposit account — the highest penetration in Europe. Dutch savings account buyers mainly use the Net to research and buy savings products: More than half of them have either used financial companies' . . .

For eBusiness & Channel Strategy Professionals

Building Better Transfers: Best Practices For Account-To-Account Transfers

by Emmett Higdon, March 21, 2008

The ability for online banking customers to quickly and easily move funds into and out of their accounts has dramatically altered how users manage their funds. The availability of account-to-account (A2A) transfers has also reshaped the account opening . . .

For Consumer Market Research Professionals

Technographics® Survey Highlights: NA Consumer Technographics Financial Services And Automotive Online Survey, Q3 2007  (330 KB PPT)

by Ted Schadler, February 15, 2008

This highlight deck reviews the key findings from the Q3 2007 Financial Services and Automotive Online Survey. This survey covered questions given to US adults around their experience with researching automotive and financial servicse products and services.

North American Technographics® Financial Services And Automotive Online Survey, Q3 2007

North American Consumer Technographics Technographics Survey, September 5, 2007

For eBusiness & Channel Strategy Professionals

The Sources Of ING Direct's Success

How ING Direct Won 17 Million Customers While Still Making A Profit

by Benjamin Ensor, April 5, 2007

ING Direct first opened for business in Canada 10 years ago. In the decade since, the company has become the most successful direct bank in the world with more than 17 million customers in nine countries. ING Direct's strategy of simple products, aggressive . . .

Selling High-Yield Online Savings Accounts Takes More Than Just A Great Rate

by Catherine Graeber, September 25, 2006

The battle is on for garnering deposit balances with high-yield online savings accounts. But pricing alone won't win the game. High-yield online savings account providers need to focus on enhancing the customer experience to guide prospects through researching . . .

Who Will Win The Battle For High-Yield Online Savings Account Balances?

by Catherine Graeber, September 6, 2006

ING DIRECT exploded onto the scene in 2000 using the Web to reinvent the savings account — and the high-yield online savings account was born. Traditional banks scoffed at the notion that consumers would electronically move their deposit balances to an . . .

Available For the Taking: $28 Billion In Deposit Balances

by Ron Shevlin, January 10, 2006

Consumers are sitting on a ton of uninvested cash — opening the door for firms looking to grow deposit balances by offering superior rates on savings, certificates of deposit (CDs), and money market accounts. Forrester segmented online consumers by the . . .

Who Researches And Buys Savings Accounts Online?

by Tim van Tongeren, Benjamin Ensor, December 8, 2005

The Internet plays an important role for researching and buying savings accounts. The number of consumers researching savings accounts online has grown significantly since 2002; a fifth of them now use the Net to buy savings accounts directly. Although . . .

How ING DIRECT Lured Away $17 Billion In Bank Deposits

by Catherine Graeber, March 9, 2004

While traditional banking institutions focus on stealing checking accounts from one another, upstart ING DIRECT has plucked $17 billion in deposit balances from banks and credit unions in the past three years. We think that the firm's strategies of simple . . .