What are digital banking platforms?

How many of you can remember when you visited your bank physically? We now do most of our banking activities on our mobile devices or PCs. What we are doing is described as Digital Banking, where traditional banking services are digitized. Note that it is digital banking and not mobile banking. Because Mobile Banking is just one type of digital banking. The types of digital banking are:

1.      Online banking: This is your traditional banking that swaps the physical location for the bank’s website. It allows the users to perform traditional banking activities like checking balance, transferring funds, and paying bills.

2.      Mobile banking: This is the ubiquitous type that allows users to perform banking activities through smartphone apps.

3.      Neobanks: These are digital-first banking platforms with little or no branch presence. Some well-known neo banks include Chime, Revolut, Monzo, and N26.

4.      Challenger banks: These are digital banks that directly compete with traditional banks using newer technology, digital-first service, and lighter branch networks.

Or ATM

5.      UPI-based real-time payments: These are instant bank-to-bank payments through apps using UPI IDs, QR codes, or linked bank accounts. This type of digital banking is especially central in India.

What about ROI Benchmark Framework™?

Buying software is an investment. It is but natural that the buyers want to know about the Return On Investment (ROI). Digital banking software ROI is usually expected in four areas: lower operating costs, better customer acquisition and conversion, higher revenue from deeper digital engagement, and faster internal processes like onboarding and servicing. So instead of looking for one fixed ROI percentage, banks usually ask whether the software can reduce cost-to-serve, improve digital sales, speed up operations, and strengthen customer retention enough to justify the investment. Vendors should help clients achieve optimum ROI by making digital banking software easier to integrate, easier to adopt, easier to govern, and easier to connect to hard business outcomes.

If the vendors are using ROI as a part of their sales pitch, the model, or framework, must be grounded in the client’s real business conditions, not generic promises. It should start with a clear baseline: current onboarding time, servicing costs, digital adoption, conversion rates, branch dependency, and call-center volumes. It must also include the full cost of ownership, covering software, implementation, integration, migration, training, testing, and support. On the benefit side, the calculator should quantify outcomes that matter to banks, such as faster onboarding, lower servicing costs, better activation, stronger cross-sell, and higher digital sales. A strong model should present proper financial outputs like ROI, NPV, payback period, and multi-year cash flow, ideally over three to five years. It should also use risk-adjusted assumptions, scenario analysis, and full formula transparency. Otherwise, the calculator is just a sales aid, not a credible decision-making tool. It should let buyers challenge assumptions and tailor inputs to reality.