{"id":10381,"date":"2026-08-15T02:50:07","date_gmt":"2026-08-14T18:50:07","guid":{"rendered":"https:\/\/www.moneythor.com\/?p=10381"},"modified":"2026-08-15T02:50:49","modified_gmt":"2026-08-14T18:50:49","slug":"enrichissement-des-donnees-financieres-bancaires","status":"publish","type":"post","link":"https:\/\/www.moneythor.com\/fr\/blog\/enrichissement-des-donnees-financieres-bancaires\/","title":{"rendered":"Les banques n'ont pas de probl\u00e8me d'engagement. Elles ont un probl\u00e8me d'activation."},"content":{"rendered":"

Gamification,\u00a0loyalty\u00a0and\u00a0personalisation\u00a0can all improve digital banking engagement. But their effectiveness depends on the same thing: turning financial data into context a bank can act on.<\/span>\u00a0<\/span><\/p>\n

Moneythor\u00a0and\u00a0Soluix\u00a0recently brought retail banking leaders together in Jakarta for a closed-door discussion on AI adoption and customer engagement.<\/span>\u00a0<\/span><\/p>\n

Four assumptions came up often enough to be worth examining.<\/span>\u00a0<\/span><\/p>\n

Can gamification create lasting engagement? Do engagement\u00a0programmes\u00a0make sense for customers with little disposable income? Does loyalty only become valuable as customers grow their balances? And when customers choose a primary bank, does the best offer\u00a0ultimately win?<\/span>\u00a0<\/span><\/p>\n

Each question points to a different part of the customer experience.<\/span>\u00a0<\/span><\/p>\n

But underneath them sits the same constraint: a bank’s ability to understand what is happening in a customer’s financial life and act on it at the right moment.<\/span>\u00a0<\/span><\/p>\n

That starts with the data.<\/span>\u00a0<\/span><\/p>\n

Gamification works when it builds a financial habit<\/span><\/b>\u00a0<\/span><\/h2>\n

Gamification can lift engagement in banking when it is attached to a useful financial mechanic. When it is attached only to a reward, its effect tends to decay.<\/span>\u00a0<\/span><\/p>\n

For banks serving younger customer bases, that distinction matters.<\/span>\u00a0<\/span><\/p>\n

Indonesia’s median age is 30.7, with Gen Z and Millennials together accounting for\u00a0roughly half\u00a0of the population. Digital bank customer bases often skew younger still, making sustained engagement after acquisition\u00a0a real challenge.<\/span>\u00a0<\/span><\/p>\n

But there are two reasons banks should be careful about\u00a0equating to\u00a0a younger audience with more games.<\/span>\u00a0<\/span><\/p>\n

First, attention and financial value are not necessarily held by the same customers.\u00a0<\/span>Generational research in Indonesia<\/span><\/a>\u00a0suggests\u00a0that brands chasing Gen Z’s attention can overlook Millennials, who are currently at a life stage with greater consumer spending power and household financial influence.<\/span>\u00a0<\/span><\/p>\n

Second, the mechanic matters more than the interface.<\/span>\u00a0<\/span><\/p>\n

Research into mobile banking gamification consistently points to positive effects on engagement and financial\u00a0behaviour. But badges, one-time bonuses and tier\u00a0unlocks\u00a0are not substitutes for genuine habit formation. Once the novelty or reward disappears, some of the\u00a0behaviour\u00a0it created disappears with it.<\/span>\u00a0<\/span><\/p>\n

That gives banks a useful test before committing engineering time to a gamification initiative:\u00a0if the mechanic were switched off tomorrow, would the customer still have a reason to continue the\u00a0behaviour?<\/span>\u00a0<\/span><\/p>\n

Indonesia’s own market\u00a0provides\u00a0good examples.\u00a0Superbank’s\u00a0Kartu Untung, built with\u00a0KakaoBank, and Bank Saqu’s\u00a0Tabungmatic\u00a0round-up feature wrap engagement around genuine financial mechanics rather than points for points’ sake.\u00a0<\/span>\u00a0<\/span><\/p>\n

In each case, the game layer sits on top of something useful.\u00a0Gamify the habit, not just the interface.<\/span>\u00a0<\/span><\/p>\n

Further reading:\u00a0<\/span>Unpacking gamification in digital banking<\/span><\/a>.<\/span>\u00a0<\/span><\/p>\n

Mass-market engagement does not wait for a growing balance<\/span><\/b>\u00a0<\/span><\/h2>\n

Engagement\u00a0programmes\u00a0can work for customers whose income is flat. In Indonesia, those customers are not a niche segment. They\u00a0represent\u00a0a substantial part of the market.<\/span>\u00a0<\/span><\/p>\n

Two assumptions from the Jakarta discussion belong together here. The first is that loyalty and engagement only pay off once a customer’s income or savings are growing.<\/span>\u00a0<\/span><\/p>\n

The second is that mass-market customers with limited disposable income need different use cases.<\/span>\u00a0<\/span><\/p>\n

Read side by\u00a0side,\u00a0the second answers the first.<\/span>\u00a0<\/span><\/p>\n

Research drawing on World Bank and BPS figures<\/span><\/a>\u00a0finds Indonesia’s middle class shrank from 21.45% of the population in 2019 to 17.13% in 2024, while the aspiring middle class and groups below it\u00a0represented\u00a0a combined 185 million people by 2023.<\/span>\u00a0<\/span><\/p>\n

The thin-margin customer is therefore not a segment requiring a side feature. It\u00a0represents\u00a0a huge part of the addressable retail banking market.\u00a0<\/span>OJK’s 2025 survey<\/span><\/a>\u00a0highlights another dimension of the problem. Financial inclusion stands at 80.51%, compared with financial literacy of 66.46%.<\/span>\u00a0<\/span><\/p>\n

Most Indonesians now have access to financial services. A smaller share\u00a0has\u00a0the understanding and tools\u00a0required\u00a0to make the most of them.\u00a0Access was the last decade’s problem, while usage is this one’s. That changes the role of engagement.<\/span>\u00a0<\/span><\/p>\n

J-PAL’s review of savings interventions<\/span><\/a>\u00a0across low- and middle-income countries found that commitment savings products, voluntary arrangements people create to help themselves save, can help people living in poverty build savings even without rising incomes.<\/span>\u00a0<\/span><\/p>\n

Grameen Foundation’s work with CARD Bank in the Philippines<\/span><\/a>\u00a0illustrates\u00a0why.\u00a0The bank initially\u00a0assumed\u00a0account opening was the problem. But\u00a0acquisition\u00a0was already working. The real problem came afterwards: 58% of newly opened accounts recorded zero transactions after opening.<\/span>\u00a0<\/span><\/p>\n

What helped change\u00a0behaviour\u00a0was not simply a better financial incentive, but\u00a0goal-setting and vivid,\u00a0personalised\u00a0savings goals.\u00a0There is therefore\u00a0a strong case\u00a0that useful engagement matters more when income is constrained.\u00a0A customer with a significant surplus can absorb a mistimed bill or an unexpected expense. Someone\u00a0operating\u00a0with\u00a0little\u00a0margin cannot.<\/span>\u00a0<\/span><\/p>\n

The mechanics\u00a0consequently\u00a0need to change.\u00a0Micro-goals can do the work that wealth accumulation does for customers with a surplus.\u00a0Round-ups\u00a0can replace large\u00a0lump-sum\u00a0contributions.\u00a0<\/span>Spend-pattern visibility, cash-flow forecasting and bill-timing nudges<\/span><\/a>\u00a0can provide more value than another cross-sell campaign.<\/span>\u00a0<\/span><\/p>\n

That is not a lesser engagement strategy. It is a different one, designed around a different financial reality.<\/span>\u00a0<\/span><\/p>\n

Why customers choose a bank: trust and convenience outrank rate<\/span><\/b>\u00a0<\/span><\/h2>\n

Does the best banking offer\u00a0ultimately win?\u00a0Usually, not by itself.<\/span>\u00a0<\/span><\/p>\n

EY’s NextWave Global Consumer Banking Survey<\/span><\/a>\u00a0found trust in the primary financial relationship among Indonesian respondents was driven strongly by personal relationship factors, ahead of product-related factors.<\/span>\u00a0<\/span><\/p>\n

Separate research into Indonesian bank selection points in a similar direction, while McKinsey research has highlighted the continuing importance of convenience even as digital adoption grows.<\/span>\u00a0<\/span><\/p>\n

Rate\u00a0still matters.\u00a0Promotional savings rates can be extremely effective for gathering deposits, and they have helped fuel rapid growth among digital banks.<\/span>\u00a0<\/span><\/p>\n

But there is a difference between attracting a balance and owning a relationship.\u00a0Promotional-rate deposits can be rented rather than earned. When another provider offers a better return, rate-sensitive balances can move with them.\u00a0The best offer can win a customer’s spare balance. It is less reliable at winning their primary financial relationship.<\/span>\u00a0<\/span><\/p>\n

Convenience and ecosystem fit are increasingly important instead.\u00a0EY found 70% of Indonesians\u00a0are\u00a0very or extremely interested in super-app-style, all-in-one financial experiences. Meanwhile, QRIS and open banking are making connected financial experiences increasingly normal.<\/span>\u00a0<\/span><\/p>\n

Customers want fewer reasons to move between providers and applications to understand and manage their financial lives.\u00a0The institution that becomes the place a customer understands,\u00a0manages\u00a0and acts on their money has a stronger opportunity to own that relationship.<\/span>\u00a0<\/span><\/p>\n

A loyalty\u00a0programme\u00a0built primarily around competing on price is therefore competing on only one dimension of why customers stay.<\/span>\u00a0<\/span><\/p>\n

Further reading:\u00a0<\/span>Launching loyalty programmes and campaigns that change behaviour<\/span><\/a>.<\/span>\u00a0<\/span><\/p>\n

The constraint underneath all three: activating financial data<\/span><\/b>\u00a0<\/span><\/h2>\n

These examples look like three different banking challenges.\u00a0One is about gamification, another is about mass-market engagement, while the third one is about loyalty and the primary banking relationship.<\/span>\u00a0<\/span><\/p>\n

But look at what each\u00a0requires.\u00a0A habit-forming savings experience needs to\u00a0understand\u00a0when the customer gets paid, their recurring commitments, their spending\u00a0patterns,\u00a0and what is likely to remain after those commitments.\u00a0Engagement designed for volatile cash flow needs\u00a0categorised\u00a0transactions, detected recurring\u00a0payments\u00a0and a forward view of the month.\u00a0Becoming the place where a customer manages their financial life requires a coherent picture assembled from accounts, cards,\u00a0wallets\u00a0and, increasingly, external financial sources.<\/span>\u00a0<\/span><\/p>\n

Banks do not have a data problem. They have an activation problem.<\/span>\u00a0<\/span><\/p>\n

The signals already exist inside transaction and customer data: they reveal intent,\u00a0behaviour,\u00a0habits\u00a0and emerging needs.\u00a0The challenge is turning those signals into context quickly enough to do something useful with them.<\/span>\u00a0<\/span><\/p>\n

That is why\u00a0<\/span>financial data enrichment<\/span><\/a>\u00a0matters.\u00a0A raw transaction description tells a\u00a0personalisation\u00a0engine\u00a0relatively little.\u00a0Enrichment can turn it into a\u00a0recognised\u00a0merchant, a spending category, a recurring subscription, a salary\u00a0payment\u00a0or a meaningful event within the customer’s monthly cash flow.<\/span>\u00a0<\/span><\/p>\n

That context creates the foundation for the next decision.\u00a0And every downstream experience\u00a0inherits\u00a0the quality of that foundation.<\/span>\u00a0<\/span><\/p>\n

If a transaction is incorrectly\u00a0categorised, the resulting insight can be irrelevant.\u00a0If a recurring payment goes undetected, a cash-flow prediction becomes weaker.\u00a0If financial context is incomplete, a supposedly\u00a0personalised\u00a0nudge begins to feel like another broadcast.<\/span>\u00a0<\/span><\/p>\n

The\u00a0objective\u00a0is therefore not enrichment for enrichment’s sake.\u00a0It is the journey from data to action.<\/span>\u00a0<\/span><\/p>\n

From raw data to Deep Banking<\/span><\/b>\u00a0<\/span><\/h2>\n

Creating deeper banking relationships requires several capabilities to work together.<\/span>\u00a0<\/span><\/p>\n

First, financial data needs to become context through enrichment,\u00a0categorisation, recurring-payment detection, spend\u00a0analysis\u00a0and\u00a0behavioural\u00a0understanding.<\/span>\u00a0<\/span><\/p>\n

Then, intelligence needs to interpret that context, evaluating events against the customer’s history and\u00a0anticipating\u00a0what might happen next.<\/span>\u00a0<\/span><\/p>\n

Finally, the bank needs to act on that intelligence, orchestrating a relevant experience through the channel the customer is already using.<\/span>\u00a0<\/span><\/p>\n

The sequence is simple:<\/span> Data \u2192 Context \u2192 Intelligence \u2192 Action \u2192 Outcome<\/span>\u00a0<\/span><\/p>\n

A signal arrives.\u00a0The underlying data is enriched and the customer’s financial context changes.\u00a0Intelligence evaluates the signal against that context.\u00a0A relevant experience is selected and delivered.\u00a0The outcome feeds what happens next.<\/span>\u00a0<\/span><\/p>\n

This is the infrastructure behind what Moneythor calls\u00a0<\/span>Deep Banking<\/span><\/a>: banking experiences that become more\u00a0personalised, more\u00a0proactive\u00a0and capable of extending beyond traditional transactional banking.<\/span>\u00a0<\/span><\/p>\n

Moneythor’s platform<\/span><\/a>\u00a0brings together financial data enrichment,\u00a0<\/span>predictive and generative AI<\/span><\/a>, real-time decisioning and customer engagement capabilities so banks can move from detecting a financial event to acting on it within the same customer journey.<\/span>\u00a0<\/span><\/p>\n

The distinction matters because customers do not experience “data enrichment”, “AI” or “decisioning” as separate technologies. They experience a bank noticing something relevant and helping at the right moment.<\/span>\u00a0<\/span><\/p>\n

That might mean\u00a0identifying\u00a0surplus cash after payday and helping a customer move part of it towards a savings goal. It might mean\u00a0recognising\u00a0a recurring subscription and surfacing it before the next\u00a0payment, or\u00a0adjusting a savings target because a customer’s income is irregular.<\/span>\u00a0<\/span><\/p>\n

Or it might mean triggering a relevant challenge,\u00a0reward\u00a0or recommendation based on something the customer has\u00a0actually done.<\/span>\u00a0<\/span><\/p>\n

Deep Banking begins when financial data stops being something a bank stores and becomes something it can act on.<\/span>\u00a0<\/span><\/p>\n

What this means for a banking\u00a0personalisation\u00a0roadmap<\/span><\/b>\u00a0<\/span><\/h2>\n

For banks planning their next phase of\u00a0personalisation, the sequence matters.<\/span>\u00a0<\/span><\/p>\n

A common approach is to start with the experience: design the campaign, interface, loyalty\u00a0mechanic\u00a0or AI interaction and then\u00a0determine\u00a0what data is needed to make it work.<\/span>\u00a0<\/span><\/p>\n

The stronger approach is the reverse.\u00a0Start with the financial context\u00a0required\u00a0to make a useful decision.\u00a0Then build the mechanic and design the experience around it.<\/span>\u00a0<\/span><\/p>\n

Two practical steps can help.<\/span>\u00a0<\/span><\/p>\n

    \n
  1. \n

    Measure enrichment quality before designing the experience<\/span><\/b><\/h3>\n<\/li>\n<\/ol>\n

    Take a representative sample of transactions and\u00a0establish\u00a0how reliably they resolve to\u00a0recognised\u00a0merchants, correct\u00a0categories\u00a0and meaningful financial events.<\/span>\u00a0<\/span><\/p>\n

    That\u00a0establishes\u00a0the quality of the foundation on which\u00a0personalisation\u00a0will\u00a0operate.<\/span>\u00a0<\/span><\/p>\n

    The\u00a0objective\u00a0is not simply to improve a data-quality metric. Ask what decisions become possible once the data can be trusted.<\/span>\u00a0<\/span><\/p>\n