第 1 章
The Digital Revolution Reshaping Banking Forever
In 2013, when Brett King published "Breaking Banks," few could have predicted how prophetic his vision would become. Now considered required reading at financial institutions worldwide, the book anticipated the seismic shifts we're witnessing in banking today. Endorsed by industry titans and frequently cited by publications like The Economist and Financial Times, King's work has become the definitive roadmap for banking's digital transformation. As the founder of neobank Moven and host of the world's #1 fintech podcast, King has earned his reputation as banking's digital prophet. What makes this book particularly fascinating is how many of its "radical" predictions have already come true-from the explosive growth of mobile banking to the rise of cryptocurrency. In a world where traditional banking continues to be disrupted daily, understanding King's insights isn't just interesting-it's essential for anyone connected to financial services or interested in how technology is reshaping our relationship with money.
第 2 章
Banking's Last Great Innovation Was the ATM... Until Now
The banking industry stands at a pivotal moment of disruption and reinvention unlike anything seen in centuries. While sectors like music, publishing, and communications have undergone multiple waves of innovation, banking has remained remarkably static. Paul Volcker, former Federal Reserve Chairman, famously claimed that the ATM was banking's last great innovation-a telling statement about an industry whose core branch model has persisted largely unchanged since the nineteenth century.
This stagnation is particularly striking given banking's fundamental role in our economic system. The basic structure of branches, tellers, and paper-based processes would be recognizable to a banker from 100 years ago. However, this century-old model is finally crumbling under the weight of technological and social change.
Several forces have converged to create this tipping point. The internet and mobile technology have dramatically altered how consumers interact with financial services. The global financial crisis severely undermined trust in traditional banking institutions, creating openings for alternatives. Social media has brought unprecedented transparency to banking practices, exposing inefficiencies and customer frustrations that were previously hidden.
Most significantly, new disruptive models are emerging that challenge fundamental banking assumptions. These innovators aren't merely digitizing existing processes-they're reimagining what banking could be without the constraints of physical branches, legacy technology systems, and outdated regulatory frameworks.
Traditional banks face enormous challenges in responding to these shifts. They're burdened by regulatory requirements that new entrants can sometimes avoid, massive capital requirements that limit agility, legacy infrastructure that's expensive to maintain and update, and organizational cultures resistant to change. The industry's long-standing conventions around customer acquisition, product design, and service delivery have created institutional blindness to emerging alternatives.
The transformation underway isn't just about technology-it's about fundamentally different approaches to solving customer problems. From peer-to-peer lending platforms that connect borrowers directly with investors to cryptocurrencies that reimagine the very nature of money, these innovations are challenging core banking functions that have remained unchanged for generations.
第 3 章
Reinventing Lending: When Communities Replace Credit Scores
Lending predates formal banking by thousands of years. Archaeological evidence from 3000 BC shows silver and barley loans using the same basic structure we still use today: principal, term, and interest rate. Despite this ancient lineage, our modern credit system suffers from poor transparency and decreased visibility on spending patterns.
Unlike the passbook era when consumers had clear awareness of their financial position, modern credit card transactions have reduced spending visibility. This is particularly problematic for the 68% of American households living paycheck-to-paycheck. The future demands greater transparency in lending costs and real-time credit decisioning based more on consumer behavior than historical defaults.
The modern credit scoring system often prioritizes scores over actual risk assessment, creating false negatives for financially responsible individuals with "thin" credit files. Despite having strong income, minimal credit exposure, and healthy savings, new residents to countries like the US find themselves unable to access credit without an established credit score history.
While automated credit assessment is necessary for real-time lending decisions, today's system generates erroneous credit reports 79% of the time. It rewards regular credit users rather than those who use credit sparingly and focuses on protecting lenders instead of facilitating responsible borrowers.
Peer-to-peer lending is revolutionizing this market by connecting people with spare money directly to borrowers, eliminating banks as intermediaries. Zopa, launched in 2005 as the world's first P2P lender, has achieved remarkable success with default rates below 0.8% over eight years-significantly outperforming traditional banks' 3-5% default rates.
Giles Andrews, Zopa's CEO, attributes their success to smarter credit modeling that emphasizes affordability, more intelligent use of data, and the psychological effect of borrowing from real people rather than institutions. Their community-based approach creates transparency and builds trust. The P2P model replaces the typical 10% bank spread with just 3% in fees and bad debt coverage, creating better rates for both borrowers and lenders while remaining profitable.
Community banking in America historically offered personalized risk assessment where bankers knew customers by name and could make qualitative lending decisions. As banks grew and centralized, this approach gave way to algorithmic "black-box" credit models that lack personal insight. The industry is now seeing a return to community-based assessment methods, but with modern data analytics.
Lenddo exemplifies this innovative approach, using social connections to assess credit risk in emerging markets. Their business emerged from the observation that hardworking, employable people in developing economies were consistently underserved by traditional financial institutions despite their reliability.
Looking 5-10 years ahead, peer-to-peer lending could eventually capture the majority of lending business from banks by focusing on specific niches and operating with less friction. The future belongs to customer-centric models that embed financing decisions directly into customer journeys rather than treating loans as separate product "events" requiring extensive application processes.
第 4 章
The Invisible Payment Revolution
The payments landscape is undergoing a virtual and digital revolution, largely driven by non-bank players. From PayPal to newer entrants like Dwolla, Square, Venmo, LevelUp, M-Pesa, and AliPay, payment options have multiplied beyond what bankers could have imagined just years ago.
The ultimate expression of modern payment technology isn't making payments flashy-it's making them invisible and frictionless. Like international phone calls built on complex systems that just work when you hit a button, payments are becoming an iceberg where the user experience is simple on top while complexity hides beneath. The friction that developed in payment systems over 60 years isn't value-it's unnecessary complexity that incumbents cling to because it protects them from competition.
Check usage is rapidly declining worldwide, with the U.S. seeing a dramatic shift from 17 billion checks in 2000 to about 5 billion today-projected to shrink another 50% by 2018. This represents a 95% reduction in personal check payments. No economy shows increasing check usage, raising the question of what will replace traditional payment systems.
Ben Milne, founder of Dwolla, created a payment network allowing anyone connected to the internet to send money without interchange fees. Dwolla emerged from his frustration paying $55,000 yearly in credit card fees on $1.5 million in e-commerce revenue. The company now has about 40 employees across multiple cities, 25,000 merchants, 800+ financial institutions in their network, and 200,000+ users. They charge just 25 per transaction or nothing for transactions under $10.
Despite generating nearly 20% of global GDP, the U.S. payment infrastructure lags behind the rest of the world. Two-thirds of global checks are still written in America, while the banking community recently voted down initiatives for real-time ACH payments. Until late 2012, only the U.S. and North Korea hadn't adopted the EMV standard for card payments-then North Korea adopted it, leaving the U.S. as the sole holdout.
The justification for resisting EMV is that America plans to leapfrog directly to mobile payments, but NFC adoption at point-of-sale has been painfully slow. Meanwhile, contactless transactions in Europe, Australia, and Asia are growing rapidly (25-80% range) compared to just 0.9% in the U.S.
Looking ahead, payments experts predict a frictionless experience where payments essentially disappear. Dan Schatt envisions consumers becoming "free-range chickens" rather than "cattle" pushed through checkout lanes, with technologies enabling shoppers to simply walk in, get what they want, and walk out. Dave Birch makes the profound observation that mobile phones, not plastic cards, represent the critical inflection point in payment history because phones transform both paying and getting paid-turning everyone into potential merchants.
The future of payments isn't about the mechanism itself but the contextual value it provides to customers and merchants. Mobile phones are the true game-changer in payment history, making transactions ubiquitous while simplifying the consumer experience and creating value before and after payment. Banks defending cash, checks, or plastic cards are fighting against overwhelming change.
第 5 章
Building Banks Without Branches
Most banks still rely heavily on branch infrastructure for revenue and customer acquisition, clinging to face-to-face identification requirements and legacy signature processes. However, some innovative banks are already generating most or all of their revenue from non-branch sources.
While mobile banking usage explodes globally-growing even faster in developing markets like Mexico, China, India, and Russia than in the West-most traditional banks still view web and mobile platforms as cost centers rather than revenue generators. This perspective seems increasingly outdated when pure-play online companies like Alibaba, Amazon, and Facebook have created over half a trillion dollars in value.
Early websites in the 1990s began as simple publishing platforms before evolving into sales channels by 1995. However, banks took a fundamentally different approach, using the web primarily for cost reduction rather than revenue generation. By 2000, most banks still had a fractured digital presence-marketing teams controlled public websites focused on messaging but with limited sales capabilities, while IT departments managed secure online banking portals with virtually no revenue focus.
Unlike Amazon and other retailers that built their websites for revenue generation, banks maintained the assumption that customers would read about products online but visit branches to apply. This approach persisted because of the perceived need to justify substantial branch investments, along with resistance from risk and compliance departments.
As we enter a pro-digital channel era, banks must recognize that no revenue is "bad revenue" regardless of channel origin. The practice of favoring branch-derived revenue over digital channels makes little sense except to justify branch existence. By decade's end, retail banks in developed markets will need to deliver at least half their revenue via digital channels to remain viable.
USAA Bank demonstrates how a financial institution can thrive without branches. Founded in 1922 as an auto insurance collective for military officers who couldn't find coverage elsewhere, USAA has grown into a Fortune 100 company offering banking, investments, and insurance services with $51 billion in deposits despite having just one physical branch in San Antonio.
The bank's growth accelerated with the internet revolution and then mobile banking, which became their single largest channel by November 2012, handling over 40% of customer interactions with 25% of members being mobile-first each month. USAA pioneered remote check deposit, launching scanner-based home deposits in 2006 and mobile check deposits in 2008, offering immediate funds access.
UBank, launched by NAB in Australia in 2008, represents another pure-play digital bank success story. Despite launching during the Global Financial Crisis, UBank achieved its first-year targets within six weeks. The bank operates exclusively online with no branches, a single contact center, and no intermediary sales channels.
UBank invented a way to meet know-your-customer regulations using online databases, cross-referencing multiple data sources to verify identity without requiring branch visits. This innovation allowed customers to complete applications online, receive login details immediately, and begin banking within 10 minutes. Within just three years, UBank reached $10 billion in assets, becoming Australia's ninth-largest deposit-taking institution independent of parent NAB.
As Alex Twigg noted, banking's past focused on optimizing physical real estate for foot traffic, but the future requires optimizing digital presence to capture revenue in the digital sphere. USAA and UBank have demonstrated that branches are unnecessary for a growing segment of customers who simply want efficient banking services.
第 6 章
The Social Media Revolution in Banking
Social networking platforms are transforming how brands engage with consumers, creating challenges for banks accustomed to traditional, controlled messaging. This shift raises fundamental questions about how brands can thrive in an environment where consumers trust peer recommendations more than corporate communications.
Social media continues its explosive growth, with Facebook reaching 1.5 billion users, smartphone penetration exceeding 70% in developed markets by 2016, and platforms like Instagram growing 500% in 18 months. Despite this, many businesses still question social media's ROI and business value.
The chapter draws parallels between social media's adoption and previous media revolutions like radio and television, which faced similar skepticism before becoming essential business platforms. While early social media monetization focused on network ownership (Facebook, Twitter) and advertising, the truly disruptive businesses are those building on top of the social layer-companies like Kickstarter, Airbnb, and Uber that leverage community as the foundation for entirely new business models.
Citi's journey with social media illustrates how banking's relationship with social platforms has evolved. Initially viewing social media as a threat to brand control in 2007, Citi quickly pivoted to become one of the first major U.S. banks with a formal social media team by 2009.
Frank Eliason, Citi's Director of Global Social Media, explains that crisis often drives companies toward social media adoption. He argues that banking and social media are natural partners because "the banking industry has always been about relationships. Social media is about relationships."
ASB Bank in New Zealand demonstrates how even smaller institutions can excel at social media engagement. Despite New Zealand's small population of 4.5 million and ASB holding just 20% market share, they've become the country's most social bank, outperforming larger global competitors. Their approach was galvanized during the Christchurch earthquake crisis, which demonstrated social media's value for crisis communication, customer support, and community engagement.
In social media, banks must embrace dialogue rather than control. Both ASB and Citi have learned through years of participation that social media isn't merely an add-on department but an organizational competency requiring genuine engagement. Social media teams can't function like call centers waiting for Facebook inquiries or simply as marketing units-they represent a new approach to customer dialogue where the brand identity develops symbiotically with the community.
While control isn't possible, participation is essential to demonstrate genuine interest in customers. The community can become a bank's greatest ally, as satisfied customers become powerful brand advocates, particularly for new brands that build solutions based on demonstrated customer needs. Both ASB and Citi have built credibility by listening and adapting-changing processes, policies and products based on social media feedback. When brand advocates defend a bank within the community, it represents the ultimate success.
第 7 章
The De-Banked Generation: New Banking Behaviors
The chapter opens by contrasting the banking preferences of different generations. Baby Boomers and Generation-X share a need for tactile experiences and face-to-face interactions when making purchases, including banking transactions. They value touching and feeling products before buying them. However, a significant shift is occurring with Gen-Y and Gen-Z/digital natives (sometimes collectively called Generation-M or the multitasking generation).
Generation-M has fundamentally shifted from "touch and feel" to "see and hear" brand connections. Unlike Baby Boomers and Gen-X who needed physical validation, digital natives connect through visual platforms like Instagram, Pinterest, and YouTube. They share 750 million photos daily across platforms, making visual content their primary mode of brand engagement. Their shopping decisions aren't driven by in-store experiences but through online advocacy, content sharing, and trusted network recommendations.
As smartphone adoption increased 50% globally in just 12 months, reaching 1.5 billion users, our interaction with technology is accelerating. Ron Shevlin from Aite Group identifies an emerging "de-banked" segment-educated, employed young adults who are willingly opting out of traditional banking. Unlike previous generations who automatically opened checking accounts upon reaching adulthood, this group has calculated that alternatives like prepaid cards can be more economical than "free" checking accounts with punitive overdraft fees.
Branch economics are fundamentally shifting as customer behavior evolves. Novantas research shows in-branch transactions declining steadily at 3% annually for seven to eight years, now accelerating to 5-7% as technologies like image-enabled ATMs reduce branch visits. Meanwhile, two-thirds of consumers now shop exclusively online for financial products, with over 75% using online channels at some point in their decision journey.
Banks spend more on IT than any other industry-7.3% of their budgets versus the 3.7% industry average-yet deliver remarkably poor returns per employee. While bankers defend these costs citing compliance requirements, security measures, and legacy system maintenance, the profit disparity is stark. The four largest US banks together generated $51 billion in profit in 2012 with over 1 million employees-approximately $48,517 profit per employee. By contrast, tech giants Google, Apple, Microsoft and Oracle delivered $85.2 billion with just 341,777 employees-about $249,285 per employee, over five times more efficient.
While tech giants could theoretically outperform banks, they're unlikely to want the regulatory overhead and capital requirements of becoming actual banks. Instead, they're positioning to sell banking products and services to consumers while expanding ownership of payment instances for high-frequency, low-margin revenue and advertising opportunities.
Industry experts predict fundamental shifts in banking's competitive landscape. Ron Shevlin suggests competition is moving from branch locations to rates and fees, and now to performance-who best helps manage your financial life. The concept of a "primary financial institution" will evolve into having "primary financial apps" that could come from various providers.
第 8 章
Bitcoin and the Future of Money
This chapter explores whether physical cash will eventually become obsolete. While cash usage is slowly declining in markets like the US, UK, and Australia, its complete disappearance isn't imminent. However, looking 20-30 years ahead, cash may not remain a major player in commerce as payment methods continue to evolve and our concept of money itself changes.
Bitcoin has emerged as the world's largest digital cryptocurrency, surpassing previous virtual currencies like Linden Dollars, QQ Coins, and World of Warcraft Gold. By November 2013, Bitcoin reached a market cap exceeding $12 billion-larger than the currency of countries like Ghana and Ukraine, placing it among the top 100 currencies globally. Despite regular media predictions of its demise and characterizations as a threat to modern states, Bitcoin has persisted.
Regulatory responses have varied globally. Thailand's central bank couldn't make Bitcoin "legal" because existing frameworks couldn't encompass virtual currencies. China allows consumer Bitcoin trading "at their own risk" but prohibits banks from holding Bitcoin deposits. In the United States, a significant Texas court ruling determined that Bitcoin qualifies as "money" that can purchase goods, services, and be exchanged for conventional currencies-making it subject to SEC regulation.
The fundamental regulatory dilemma is that Bitcoin can't be both illegal and subject to prosecution simultaneously. Judge Mazzant's ruling highlighted that attempting to broadly outlaw virtual currencies would inadvertently make all non-local currencies illegal, including legitimate initiatives like Canada's Mint Chip and even airline miles. As David Birch notes, all currencies are essentially virtual, ascribed value only by community trust-the fact that central banks issue paper doesn't make traditional currencies inherently more legitimate than any other value exchange vehicle.
Physical cash use has already peaked in countries like the UK, Australia, and the US, now accounting for just 34% of global consumer spending. While cash won't disappear completely before 2025, its long-term future is uncertain. Money itself is a relatively recent technology-physical cash only emerged in the 6th-7th century BC, with European paper banknotes appearing in 1661 and the gold standard developing in the 18th-19th centuries.
David Wolman, author of "The End of Money," identifies three factors accelerating cash's decline: First, cash is more expensive than commonly understood, with hidden costs to businesses, governments and society. Second, technology exposes cash as slow and inefficient compared to digital alternatives. Third, there's growing innovation and interest in alternative currencies.
Mark Hochstein notes that all money is essentially virtual now-"It's all ones and zeros... There's no gold backing it." Bitcoin's pseudonymous nature has made it attractive for various uses, from speculation to legitimate commerce to illicit transactions.
Jon Matonis, Executive Director of the Bitcoin Foundation, explains that Bitcoin's main advantage is being "nonnational and nonpolitical in nature," similar to gold with its fixed supply. Unlike previous digital currencies, Bitcoin solved the double-spend problem in a decentralized manner through its blockchain technology, eliminating the need for third-party intermediaries to clear and settle trades.
第 9 章
The Rise of Neo-Banks
The banking landscape is shifting dramatically with the rise of "neo-banks"-innovative, digital-first banking alternatives that are growing while traditional banking shrinks. Prepaid debit cards have seen 25% year-on-year growth over four years in the US, now representing a $300 billion deposit business, while checking accounts have declined by 4%.
These neo-banks-including Moven, Simple, GoBank, and Bluebird in the US, and Knab, Fidor, mBank and Hello in Europe-differ from traditional banks by offering low-friction engagement, strong digital support, and unconventional user experiences without branches. Unlike the internet banks of the dot-com era, these players focus on multichannel experiences and often deliberately avoid looking like conventional banks, embracing higher levels of innovation.
The financial technology community debates whether neo-banks represent true disruption or merely renegade upstarts destined to fail. While there's no single "Amazon of banking" yet, significant shifts in consumer behavior suggest neo-banks are successfully attracting customers from mainstream institutions. The US banking landscape has contracted dramatically-from over 12,000 FDIC institutions in 1990 to just 6,878 by 2013, representing a 20% reduction in just five years.
Simple was one of the first banking startups to emerge after the Web 2.0 boom with mobile as a core component of its strategy. Co-founder Shamir Karkal explains that Simple was born from frustration with traditional banking's antagonistic nature-with numerous fees, outdated technology, and unhelpful customer service. Simple created an online banking service focused on helping customers spend and save smarter without penalty fees. Despite taking 2.5 years to launch, they've grown to over 100,000 customers who appreciate features like "goals" that automatically save small amounts daily toward specific objectives.
Moven, founded by Brett King and Alex Sion, positions itself as a "mobile money app" rather than just another bank account. Alex explains that Moven is now live in app stores with plans for a completely downloadable bank account in 2014 where customers won't need to wait for physical cards. The service can function as a companion to existing bank relationships, allowing users to link multiple accounts and social networks (which 80% of customers do). Moven's core innovation is transforming the payment experience with real-time feedback and financial insights.
Looking 5-10 years ahead, banking experts envision significant transformation. Jon Rosner of Bluebird predicts complete device-agnosticism where interactions will be seamless across computers, phones, watches, glasses and other form factors. Alex Sion of Moven sees banking becoming less about banking and more about lifestyle management and decision support, where payments fade into the background while commerce facilitation and contextual decision-making take center stage.
The explosive growth of prepaid debit cards signals widespread dissatisfaction with traditional checking accounts. Neo-banks are fundamentally changing what customers expect from financial relationships-moving beyond simply "storing money" to providing information-rich experiences with data, control, and context. While major banks like Chase and Wells Fargo may weather this disruption initially, the 6,000+ smaller banks with under $1 billion in assets face existential threats.
第 10 章
Rebooting Banking for the Digital Age
You can't fix what's fundamentally broken. Despite banks' profitability, the banking experience needs a complete reboot. The disruptors and innovators featured throughout this book demonstrate how key elements of the system are being reengineered.
Banking's traditional funnel is failing despite years of refinement. Acquisition costs are climbing ($350+ per checking account, $800-1000 for personal loans, $2500 for mortgages), while advertising effectiveness plummets. Distribution costs remain unnecessarily high, making banks vulnerable to digital disruptors. All branch metrics show decline as customer behavior shifts toward digital channels.
Most checking accounts lose money today due to bloated distribution costs and failed cross-selling promises. Ryan Caldwell highlighted how banks want to be customers' primary financial institution (PFI) but aren't prepared to deliver the comprehensive financial management customers expect from a PFI. Companies like Green Dot, Simple, and Moven compete effectively because they operate with dramatically lower cost structures.
Organizational silos destroy customer value. Product and departmental divisions prevent information sharing that would enable meaningful customer relationships. The ability to analyze data across the organization to understand customer behavior is becoming a critical competency. Banks must move beyond basic identity verification or demographic targeting to truly understand what makes customers tick.
While banks maintain branches partly to provide financial advice, customers rarely recall receiving meaningful advice during branch visits. The timing of advice is crucial-advice given too late has little value. Today's customers expect more than product recommendations; they want tools for better day-to-day financial decisions.
Disruptors target the most friction-laden processes where competitors struggle to change quickly. Building great customer experiences requires removing unnecessary barriers, but many banks resist this due to perceived regulatory risks. The statistical likelihood of problems from streamlining processes like signature requirements is minimal compared to the benefits of smoother customer experiences.
Banking is experiencing its most significant shift since the Middle Ages. From mobile payments in developing regions to prepaid programs and banking startups worldwide, the industry is transforming rapidly. While banking practices remained relatively static for centuries, the period from 2010-2020 will likely be viewed historically as revolutionary.
The title "Breaking Banks" isn't about destroying the banking system, but rather about breakthroughs and breaking traditional thinking cycles. This is arguably the most exciting time to be in banking-a positioning most bankers wouldn't recognize. New roles emerging include data scientists finding moments of value, storytellers creating compelling experiences, behaviorists and psychologists understanding the why and how of banking experiences, compliance consultants working creatively within regulations, and community builders engaging in customer dialogue.
For those leading this transformation, you're blazing a trail that will redefine the industry's future. For those frightened by these changes, you might be among the banks that end up truly broken.
