GUIDE
ATM Monitoring
Technology for
Omnichannel
Banking Systems
DEVELOPED AND PUBLISHED BY:
By Robin Arnfield, contributing writer, ATMmarketplace.com
SPONSORED BY:
CONTE NTS
Page 4
Introduction
Page 10 Chapter 1 | ATM monitoring and management survey results
Page 24 Chapter 2 | Interviews with financial institutions
Page 35
Chapter 3 | Recommendations from consultants and vendors
Page 45
References
Published by Networld Media Group
© 2015 Networld Media Group
Written by Robin Arnfield, contributing writer,
ATMMarketplace.com
Tom Harper, president and CEO
Kathy Doyle, executive vice president and publisher
Suzanne Cluckey, editor
Brittany Warren, custom content editor
© 2015 Networld Media Group | Sponsored by Auriga
2
CONTRIBUTING ORGANIZATIONS
Auriga (Italy)
Co-op Financial Services (U.S.)
Alfa-Bank (Russia)
First Data (U.S.)
Andrew Martin, Retail Bank Consulting Group (U.K.)
First National Bank (South Africa)
ATMIA
Inetco Systems (Canada)
Banca Marche (Italy)
Kiwibank (New Zealand)
Banco Sabadell (Spain)
Mercator Advisory Group (U.S.)
BBVA Compass (U.S.)
National Bank of Canada
BECU (U.S.)
PNC Bank (U.S.)
BNL Gruppo BNP Paribas (Italy)
Raiffeisen Bank International (Austria)
Francesco Burelli, partner,
Innovalue Management Advisors (U.K.)
Danny Rogge, Rogge Consult (Belgium)
CaixaBank (Spain)
CartaSi (Italy)
© 2015 Networld Media Group | Sponsored by Auriga
Servizi Bancari Associati (Italy)
Jim Tomaney, managing director, Q-ATM (U.K.)
UBS (Switzerland)
3
INTRODUCTION
ATM Marketplace surveyed more than 100 FIs worldwide
and conducted detailed interviews with leading European
and North American banks and consultants to compile ATM
Monitoring Technology for Omnichannel Banking Systems.
This report examines how FIs use their existing ATM
monitoring and management platform, as well as how they
might integrate ATM monitoring technology into an omnichannel environment.
ATM Marketplace thanks Auriga for allowing us to bring
this publication to you at no cost. We also thank all the
participants in our survey.
Robin Arnfield
MobilePaymentsToday.com
Robin Arnfield has been a technology journalist since
1983. His work has been published in ATM Marketplace,
Mobile Payments Today, ATM & Debit News, ISO & Agent,
CardLine, Bank Technology News, Cards International
and Electronic Payments International. He has covered
the United Kingdom, European, North American and Latin
American payments markets.
ATM monitoring and management survey
From June to July 2015, ATM Marketplace conducted an
international survey of FIs on the topic of ATM monitoring technologies for use in conjunction with omnichannel
banking services platforms.
The survey received responses from 106 ATM-operating
FIs from around the world.
Respondents were asked, “How many ATMs do you have
in your fleet?”
A quarter (26 percent) of respondents have more than
2,000 ATMs, while 25 percent have fewer than 100 ATMs.
Just over one-fifth (21 percent) have 501-2,000 ATMs,
while 29 percent have 101-500 ATMs.
Siloed approach
The survey found that most respondents have a siloed approach to channel management and monitoring.
Nearly one-quarter of respondents (24 percent) have a
single omnichannel management system that manages all
their distribution channels (ATMs/kiosks, branches, mobile,
© 2015 Networld Media Group | Sponsored by Auriga
online, digital signage, etc.). The remaining respondents
(76 percent) manage their channels as siloes.
While one-third (34 percent) of respondents plan to migrate to a single omnichannel management system, 44
percent are unsure about their plans. The remainder (23
percent) don’t plan to migrate to a single omnichannel
management system.
More than one-quarter (27 percent) of respondents have a
single omnichannel monitoring system that enables them
to control all their existing channels.
More than one-quarter (28 percent) of respondents plan to
migrate to a single omnichannel monitoring system. However, more than one-half (53 percent) are unsure about
their plans, and the remainder (20 percent) don’t plan to
migrate to a single omnichannel monitoring system.
Suppliers
The survey found that three-quarters (74 percent) of
respondents use an external ATM monitoring system supplier, as opposed to in-house developed solutions.
4
ATM Monitoring Technology for Omnichannel Banking Systems
Nearly half (44 percent) of respondents answered yes
when asked whether they would use an external ATM
monitoring solution supplier.
Two-thirds (64 percent) of respondents said they wouldn’t
be willing to develop their own ATM monitoring solution.
Nearly two-thirds (60 percent) of respondents use an ATM
monitoring solution supplied by their ATM software vendor,
while nearly half (42 percent) use an ATM monitoring solution
from a third-party supplier that is also a hardware provider.
Just over one-third (36 percent) of respondents use a
monitoring solution from a vendor-independent ATM software supplier such as Auriga that provides ATM transactional software but not ATM hardware.
One-quarter (25 percent) of respondents answered yes
when asked whether they would be willing to use a monitoring tool from a vendor-independent ATM software supplier that provides ATM transactional software but doesn’t
provide ATM hardware. However, 69 percent said they
were neutral, and 6 percent said no.
Just over half (51 percent) of respondents use the same
company to provide their monitoring software and to operate and manage their ATM monitoring services.
Monitoring features
More than three-quarters (76 percent) of respondents
said their monitoring solution includes terminal monitoring
features that collect information about the terminal’s status
changes and indicate any potential or real problems.
In addition, 71 percent said their monitoring solution offers
monitoring of technical problems connected with ATM
hardware components as well as transactional monitoring.
Only 31 percent of respondents said their monitoring
solution includes proactive monitoring with automatic selfhealing capabilities, automated incident processing and
resolution flow. More than half (51 percent) answered no
to this question, and the remainder (18 percent) said they
didn’t know.
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Just over one-quarter (27 percent) said their monitoring
solution includes predictive maintenance features, while
51 percent answered no, and the remainder (22 percent)
said they didn’t know.
Nearly half (48 percent) said their monitoring solution
includes dashboards with a “bird’s eye” view ATM map
showing availability across their fleet, while 37 percent
answered no, and the remainder (15 percent) said they
didn’t know.
Only 11 percent of respondents said their monitoring
solution offers autonomous configuration of new key
performance indicators (KPIs) without input from the
supplier, while 57 percent said no, and 33 percent said
they didn’t know.
Improvements
Half (50 percent) of respondents said their monitoring
solution had made noticeable improvements to their ATM
availability levels compared to before they deployed the
solution. The remainder said they didn’t know what their
improved ATM service availability was.
Nearly one-quarter (24 percent) of respondents said their
improved ATM service availability had reduced their operational costs by up to 25 percent, while 14 percent said their
operational costs had been reduced by 26-50 percent.
No respondents had seen a reduction of more than 50
percent, and 62 percent said they didn’t know what the
reduction was.
Just over one-third (21 percent) of respondents said they
have been able to reduce field engineers’ on-site activities by up to 25 percent due to their improved ATM service
availability, while 17 percent said they had been able to
reduce field engineers’ visits by 26-50 percent. No respondents had seen a reduction of more than 50 percent, while
62 percent said they didn’t know what the reduction was.
More than half (57 percent) of respondents said they are
satisfied with their current monitoring solution. Asked
whether they plan to change their monitoring solution, 61
percent said yes.
5
ATM Monitoring Technology for Omnichannel Banking Systems
KPIs
Asked to identify the essential KPIs that need to be provided by a monitoring solution, respondents gave answers
such as:
• ATM down;
• Length of time ATM is down;
• Failed transaction;
• ATM uptime;
• Service level agreements (SLAs) monitoring;
• Customer availability of ATM by function or critical component, communications failure, out of cash, part failure,
mean time to repair, reports by region, district, city, etc.;
• Ability to view entire fleet at once, automated ticket
opening and predictive maintenance would be nice.
In-depth interviews
For this report, ATM Marketplace conducted in-depth interviews with innovative FIs in Europe and North America,
including U.S.-based BECU and BBVA Compass, Spain’s
Banco Sabadell and CaixaBank, Italy’s BNL Gruppo BNP
Paribas, Austria’s Raiffeisen Bank International and Switzerland’s UBS.
Interviews also were conducted with leading ATM management and monitoring consultants including Francesco
Burelli, a partner at Innovalue Management Advisors; Ed
O’Brien, director of Mercator Advisory Group’s Banking
Channels Advisory Service; Danny Rogge, owner of Rogge
Consult; and Jim Tomaney, managing director of Q-ATM.
None of the FIs interviewed in person by ATM Marketplace
said they had integrated omnichannel management and
monitoring systems, and many identified necessary organizational changes as a key barrier to moving from siloed
monitoring and management.
Best practice
“It’s almost foolhardy not to have ATM systems monitoring,” Mercator’s O’Brien said. “It’s like preventive maintenance for your home or car. Using ATM monitoring tech-
© 2015 Networld Media Group | Sponsored by Auriga
nology that gives you advance warning of problems means
you can take care of issues ahead of peak time. For
example, if you detect the receipt printer is about to fail,
and you know most people get paid on Friday and then
withdraw their pay packet at an ATM, you can do the repair
by Wednesday. This will ensure an optimum service level
for your customers.”
Running ATM monitoring means that ATM deployers can
save on field engineer costs, as they don’t need to send
field engineers out on routine maintenance inspections to
check every ATM, O’Brien says.
“A best practice in ATM monitoring is to use software that
puts a virtual agent on the ATM at the XFS (extensions for
financial services) level to monitor the machine,” Q-ATM’s
Tomaney said. “The virtual agent can take care of problems locally and send reports to the help desk.”
In a Payments Journal blog post, O’Brien wrote: “Recent
Mercator Advisory Group research on various banking
channels systems, including ATMs, branch, and mobile
banking systems, shows an increased interest — and
need — for systems monitoring and management systems. These capabilities go beyond traditional condition
monitoring systems, which often focus on system health
and potential downtime, and increasingly include application performance monitoring and threat monitoring and
management solutions. And while fraudsters will continue
to find ways to compromise banking systems, having such
pro-active, defensive solutions can help to reduce the
number and severity of attacks.”
With FIs increasingly deploying advanced, multifunction
ATMs as part of their branch transformation initiatives,
real-time and highly precise monitoring and management of
these sophisticated machines is important if FIs are to avoid
customer dissatisfaction due to downtime or malfunctions.
“When moving teller operations to self-service and
assisted-service devices, complexity and cost are added
to the self-service channel,” said Carmine Evangelista,
chief technology officer at Auriga. “The more complex the
channel becomes and the greater the variety of transactions performed, the bigger the challenge is for the monitoring solution.”
6
ATM Monitoring Technology for Omnichannel Banking Systems
“In the complex environment (of multifunction ATMs),
where ATMs are more than cash dispensers, it’s essential
to ensure not just cash and machine availability but the
availability of a complete range of services that customers require at all times in strict security conditions,” a
spokesperson for CaixaBank said. “To achieve this goal,
operations management isn’t enough. You need to study
at all times the behavior of each ATM and its users in order
to predict and detect any changes needing to be made
in order to continue offering the best service. Information received from other channels is essential in order to
maintain online contact with the ATM network in order to
exceed client expectations.
Omnichannel
In an omnichannel banking environment, customers interact with FIs via the channel of their choice — at branches
and call centers or via self-service channels such as
ATMs, the Web and mobile devices.
“True omnichannel includes not just integration but also
collaboration between the different channels, so banks can
have a 360-degree real-time view of customers’ needs and
behaviors,
and customers can start a transaction on one channel and
complete it on another and obtain real-time information,”
Mercator’s O’Brien said.
A key driver for investing in omnichannel integration is to
improve the customer experience. “C-level bank executives realize the importance of offering good customer
experience if their bank is to remain a primary FI for their
customers,” O’Brien said. “Banks are moving to omnichannel so they can compete more effectively against the direct
banks and the new innovative payment companies as well
as against other incumbent banks.”
“A key barrier to omnichannel integration is legacy systems,” said Lamberto Spadari, systems manager at Italy’s
Banca Marche.
Management constraints caused by organizational siloes
also represent a key barrier to omnichannel integration,
according to the ATM Industry Association (ATMIA) report
© 2015 Networld Media Group | Sponsored by Auriga
“It’s almost foolhardy
not to have ATM systems
monitoring. It’s like preventive
maintenance for your home or
car. … [ATM monitoring] will
ensure an optimum service
level for your customers.”
— Ed O’Brien, director of Mercator Advisory Group’s Banking
Channels Advisory Service
“Best Practice for Developing and Deploying the ATM in a
Multi-Channel Retail Banking Delivery System.”
O’Brien says it’s especially the case with smaller FIs that
their various channels may be siloed.
“Consumers expect banks to provide a consistently great
experience,” said Ron Hemming, senior vice president, IT
director of ATM operations/network/enterprise monitoring,
at U.S.-based BBVA Compass. “Consumers will want their
bank to allow them to complete transactions where and
when they want, which means providing a strong brand
across all technologies. The barriers to an omnichannel
experience are more likely to appear within the bank itself
than with consumers. Getting the bank to focus on a holistic view of the customer experience can be difficult.”
“Having team members change their view of building their
widget and instead look at the entire experience from
branch, ATM, online banking to mobile apps is the key to
being successful,” Hemming said. “Consumers change the
way they bank perhaps several times a day using smartphones, tablets, online banking websites and ATMs, so
these all need to be consistent.”
ATM growth forecast
U.K.-based consultancy RBR predicts the global ATM
installed base will increase to almost four million ATMs
by 2019.
7
ATM Monitoring Technology for Omnichannel Banking Systems
Growth patterns will vary widely over the forecast period,
RBR’s “Global ATM Market and Forecasts to 2019” report
says. Several Asia-Pacific and Middle East and Africa
(MEA) countries will see double-digit annual growth rates,
while a small number of markets — primarily in Western
Europe — will contract.
The Nigerian market will almost triple in size between
2013 and 2019, as banks ramp up levels of off-site deployment to compete for a share of the increasing transaction
volumes. Other major MEA markets will experience strong
growth as well, driven by both customer demand and government requirements.
RBR forecasts growth of installed bases in almost all
Central and Eastern Europe (CEE) and Latin American
countries, though at a fairly slow rate. The availability of
low-cost ATMs will help boost CEE installations, while
Latin American deployers will expand their fleets to meet
demand from newly banked customers.
RBR says deployers in the majority of markets remain
cautiously optimistic about the potential for further growth,
with possible inhibitors — particularly cost-related factors
— continuing to weigh on ATM strategies. Even in the few
countries where a decline in numbers is expected, this is
likely to occur slowly and possibly even reverse in the latter years of the forecast period, RBR says.
Regional breakdown
The Asia-Pacific region accounted for more than 40
percent of the 2.8 million ATMs installed worldwide at the
end of 2013, RBR says. China now has the largest ATM
installed base, having surpassed the U.S. in 2013.
to the shared Banco24Horas network as an alternative to
increased off-site deployment. Elsewhere in Latin America,
four of the region’s seven major markets grew by 5 percent or
more in 2013, with cost-cutting and strong demand from new
customers among the principal drivers of new installations.
It’s a different story in more established markets, with
more than half of the 20 major markets in North America
and Western Europe contracting in 2013. The only notable exception to sluggish growth in these two regions
is Turkey, the youngest of Western Europe’s major ATM
markets; much of Turkey’s growth came from state-owned
banks, as these began to replicate the private banks’
recent expansion.
Off-site ATMs
Off-site ATMs make up almost half of the global installed
base, although their share declined slightly in 2013, RBR
says. In some countries, high off-site shares can be attributed to the presence of independent ATM deployers
(IADs); this is the case in the U.S. and the U.K., which
have well-developed IAD sectors. Overall, IAD ATMs make
up 16 percent of the global installed base, RBR says.
Globally, the lobby was the only location type to see its
share rise in 2013, RBR says. One reason for this is the
increasing implementation of automated deposit technology, as lobby ATMs offer the convenience of extendedhours availability, with transactions in a secure branchlike environment.
ATM share by location, end of 2013
MEA is the second-fastest growing region, and is the only
region in which all of the countries surveyed by RBR saw
an increase in ATM numbers in 2013. In Russia — where
the first ATMs were installed in the early 1990s — the
installed base continues to grow strongly and far outstrip
other countries in CEE, as Russian banks bring ATMs to
underserved rural areas.
An important emerging market whose growth has slowed
in the last few years is Brazil, where banks now are turning
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8
ATM Monitoring Technology for Omnichannel Banking Systems
Improving existing operations
According to RBR’s “ATMs in Europe 2014: Hardware, Software and Services report,” European banks increasingly
are focusing on improving their existing ATM operations
rather than on deploying more terminals.
The report says that, with the exception of the Russian
and Turkish markets, which saw significant growth, the European installed base shrank by more than 15,000 ATMs in
2013. Despite this, the market saw a significant increase in
the number of automated deposit ATMs featuring cashrecycling technology.
In Europe as a whole, the number of ATMs featuring cashrecycling technology increased by 18 percent in 2013 to
28,000, of which nearly half were installed in Germany.
© 2015 Networld Media Group | Sponsored by Auriga
9
CHAPTER 1
ATM monitoring and
management survey results
In July 2014, ATM Marketplace surveyed FIs worldwide about their deployment of
ATM-mobile integration technology and their multichannel banking strategies.
The survey received responses from 106 banks and other types of FIs from around
the world. Non-FI ATM operators, ATM vendors and other non-FI respondents were
not included in the survey results.
1. In which region is your headquarters located?
2. How many ATMs do you have in your fleet?
3%
Australia
Canada
7%
7%
United States
28%
Western Europe
9%
While 29 percent of respondents have 101-500 ATMs,
25 percent have 1-100 ATMs, 21 percent have 501-2,000
ATMs and 26 percent have more than 2,000 ATMs.
Latin America/
South America
Eastern
Europe
11%
Asia
20%
Middle East/
Africa
16%
More
than 2,000
26%
501-2,000
The U.S., with 28 percent, accounted for the largest share
of respondents answering this question.
21%
1-100
25%
101-500
29%
One-fifth (20 percent) of respondents have their headquarters in Asia, followed by the Middle East and Africa
with 16 percent, Eastern Europe with 11 percent and Latin
America/South America with 9 percent. Western Europe
accounted for 7 percent, Canada for 7 percent and Australia for 3 percent.
© 2015 Networld Media Group | Sponsored by Auriga
10
ATM Monitoring Technology for Omnichannel Banking Systems
3. Do you have a single omnichannel management
system to manage all your distribution channels
(ATMs/kiosks, branches, mobile, PC Internet,
digital signage, etc.), or do you manage your
channels as silos?
5. Do you have a single omnichannel monitoring
system so you can control all your existing
channels and ensure high service availability
for all your customers’ contact points?
24%
Yes
76%
27%
Omnichannel
management system
Silo management
No
73%
Nearly one-quarter (24 percent) said they have a single
omnichannel management system, while 76 percent have
siloed channel management systems.
Only 27 percent of respondents have a single omnichannel
monitoring system, while the remainder (73 percent) have
siloed monitoring systems.
4. Do you plan to migrate to a single omnichannel
management system?
Only 34 percent of respondents plan to migrate to a
single omnichannel management system, while 23 percent have no plans to do so. Nearly half (44 percent)
said they aren’t sure.
6. Do you plan to migrate to a single omnichannel
monitoring system?
53%
Yes
34%
28%
20%
Not sure
44%
No
23%
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Just over one-quarter (28 percent) of respondents said
they plan to migrate to a single omnichannel monitoring
system. However, 20 percent said they don’t plan to do
so, and 53 percent said they don’t know.
11
ATM Monitoring Technology for Omnichannel Banking Systems
7. From which of the following platforms do you
access your monitoring system?
Web-based operational management console accessible
from any device used to connect to the internet
44%
Desktop operational management console
56%
Just over half (56 percent) of respondents use a desktop
operational management console to access their monitoring system, while 44 percent use a Web-based operational management console accessible from any device used
to connect to the Internet.
None of the respondents use a native application for
smartphones and/or tablets enabling staff to access their
monitoring system.
8. From which of the following platforms would you like to be able to access your monitoring system:
desktop operational management console; Web-based operational management console accessible
from any device used to connect to the Internet; a specific native application for smartphones; a
specific native application for tablets?
No
6%
No
No
20%
No
27%
Yes
Yes
Yes
80%
30%
73%
94%
Yes
70%
Of those who answered this question:
• 64 respondents said they would like to access their monitoring system via a Web-based operational
management console and four said they would not;
• 47 said they would like to use a desktop operational management console and 12 said they would not;
• 41 said they would like to use a specific native application for smartphones and 15 said they would not;
• and 40 said they would like to use a specific native application for tablets and 17 said they would not.
9. Do you think deploying meeters and greeters within your branches who have a monitoring app
on their smartphones/tablets could help reduce out-of-service time and costs?
57%
Yes
No
13%
I don't know
30%
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More than half (57 percent) of respondents to this question said deploying meters and greeters in branches with
a monitoring app on their smartphones/tablets could help
reduce out-of-service time and costs. Nearly one-third (30
percent) said they didn’t know, and 13 percent said they
would not help reduce out-of-service time and costs.
12
ATM Monitoring Technology for Omnichannel Banking Systems
10. How much integration did you require for
your ATM monitoring solution with your
existing architecture?
Strong integration with your existing
central system and ATM software
12. Do you use an ATM monitoring solution from
an external supplier, or do you use your own
monitoring solution that was developed and
managed in-house?
46%
Light integration with your existing
central system and ATM software
In-house
monitoring
solution
26%
54%
External supplier
74%
More than half (54 percent) said they required light
integration with their existing central system and ATM
software, while 46 percent required strong integration.
Nearly three-quarters (74 percent) of respondents said they
use an external ATM monitoring solution supplier, and the
remainder (26 percent) use an in-house monitoring solution.
13. Would you use an ATM monitoring solution
from an external supplier?
11. How important a criterion for you is the cost of
integrating your ATM monitoring solution into
your existing architecture?
44%
56%
Low
9%
Yes
No
Of the respondents to this question, 44 percent said they
would use an ATM monitoring system from an external
supplier, and 56 percent said they would not.
High
46%
Medium
46%
Nearly half (46 percent) of respondents said the cost of
integrating their ATM monitoring system into their existing
ATM architecture is highly important, while 46 percent said
it is of medium importance. Nine percent said the cost is of
low importance.
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14. Do you use an ATM monitoring solution
supplied by your ATM software vendor, e.g.,
NCR ATM monitoring software and NCR
ATM software?
60%
Yes
40%
No
Just under two-thirds (60 percent) of respondents use an
ATM monitoring solution supplied by their ATM software
vendor, while 40 percent said they do not.
13
ATM Monitoring Technology for Omnichannel Banking Systems
15. Do you use an ATM monitoring solution from
a third-party supplier that is also a hardware
provider, e.g., NCR ATM monitoring software
with Wincor Nixdorf ATM software?
17. Do you use a monitoring solution from a vendorindependent ATM software supplier such as
Auriga that provides ATM transactional software
but doesn’t provide ATM hardware?
64%
42%
58%
Yes
36%
No
While 42 percent of respondents to this question said
they use an ATM monitoring solution from a third-party
supplier that is also a hardware provider, 58 percent said
they do not.
16. Would you be willing to use a third-party ATM
monitoring solution supplier that is also a
hardware provider?
Yes
No
Just over one-third (36 percent) of respondents said they
use a monitoring solution from a vendor-independent
ATM software supplier that provides ATM transactional
software but doesn’t provide ATM hardware. However,
64 percent answered no to this question.
18. Would you be willing to benefit from hardware
agnosticity and use a monitoring tool
from a vendor-independent ATM software
supplier such as Auriga that provides ATM
transactional software but doesn’t provide
ATM hardware?
Yes
31%
Yes
25%
Neutral
52%
No
17%
Just under one-third (31 percent) of respondents said they
would be willing to use a third-party ATM monitoring solution
supplier that is also a hardware provider, but 17 percent said
they do not, and 52 percent said they were neutral.
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No
Neutral
69%
6%
One-quarter (25 percent) of respondents said they would be
willing to use a monitoring tool from a vendor-independent
ATM software supplier that provides ATM transactional
software but doesn’t provide ATM hardware. However,
69 percent said they were neutral, and 6 percent said no.
14
ATM Monitoring Technology for Omnichannel Banking Systems
19. Do you use a monitoring solution from a software supplier that just provides monitoring
software and doesn’t provide ATM transactional software?
More than three-quarters (78 percent) of respondents
said they don’t use a monitoring solution from a software supplier that just provides monitoring software
and doesn’t provide ATM transactional software. The
remainder (22 percent) answered yes to the question.
22%
78%
Yes
No
20. Would you be willing to use a monitoring tool from a software
supplier that doesn’t provide any ATM transactional software?
15%
21%
Yes
No
Two-thirds (64 percent) of respondents said
they were neutral on this issue, while 15
percent said yes, and 21 percent said no.
64%
Neutral
21. Would you be willing to develop your own monitoring solution?
Two-thirds (64 percent) of respondents
said they wouldn’t be willing to develop
their own monitoring solution, while the
remainder (36 percent) said they would.
36%
Yes
64%
No
22. Do you use the same company to provide your monitoring software
and to operate and manage your ATM monitoring services?
Yes
No
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52%
49%
Just over half (52 percent) of respondents said
they use the same company to provide their
monitoring software and to operate and manage their ATM monitoring services. However,
49 percent answered no to this question.
15
ATM Monitoring Technology for Omnichannel Banking Systems
23. Would you be willing to use the same company to
provide your monitoring software and to operate
and manage your ATM monitoring services?
25. Is your monitoring solution management
service multi-time-zone?
42%
Yes
56%
36%
No
44%
I don't know
22%
Less than half (42 percent) of respondents said their
monitoring solution is multi-time-zone, while 36 percent
said no, and 22 percent said they didn’t know.
Yes
No
More than half (56 percent) of respondents said they
would be willing to use the same company to provide
their monitoring software and to operate and manage
their ATM monitoring services. However, 44 percent
answered no to this question.
26. Does your monitoring solution include terminal
monitoring features that collect information
about the terminal’s status changes and
indicate any potential or real problems?
76%
18%
24. Is your monitoring solution multibank, i.e.,
able to monitor different ATM networks
owned by different bank subsidiaries within
the same group?
I don't know
16%
Yes
No
6%
I don't know
Three-quarters (76 percent) of respondents said their
monitoring solution includes terminal monitoring features that collect information about the terminal’s status
changes and indicate any potential or real problems.
Only 18 percent answered no to the question, and six
percent said they don’t know.
Yes
44%
27. Does your monitoring solution offer monitoring of
technical problems connected with ATM hardware
components as well as transactional monitoring?
No
40%
71%
Yes
While 44 percent of respondents said their monitoring
solution is multibank, 40 percent answered no, and 16
percent said they didn’t know.
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18%
No
I don’t know
Nearly three-quarters (71 percent) of respondents said
their monitoring solution offers monitoring of technical problems connected with ATM hardware components as well as
transactional monitoring. While 18 percent answered no to
this question, 11 percent said they didn’t know.
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ATM Monitoring Technology for Omnichannel Banking Systems
28. Does your solution include proactive monitoring
with automatic self-healing capabilities, automated
incident processing and resolution flow?
I don't know
18%
Yes
31%
No
51%
29. Does your solution include predictive
maintenance capabilities?
22%
66%
24%
11%
No
I don't know
Yes
Half (51 percent) of respondents to this question said their
solution doesn’t include proactive monitoring with automatic self-healing capabilities, automated incident processing and resolution flow. Just under one-third (31 percent)
answered yes, and 18 percent said they didn’t know.
I don't know
30. Does your solution include remote
management operations capabilities enabling
a remote operator to send commands from
the central system to the terminal in order to
avoid engineers’ field visits?
Two-thirds (66 percent) of respondents said their solution includes remote management operations capabilities that allow a remote operator to send commands
from the central system to the ATM. One-quarter (24
percent) answered no to the question, and 11 percent
said they didn’t know.
31. Does your solution include an incident
management ticketing system using all the
messages and data from the terminals to
automatically trigger a process in compliance
with a predefined tracking and alerting workflow?
Yes
27%
No
51%
9%
67%
Yes
More than half (51 percent) of respondents said their solution doesn’t include predictive maintenance capabilities,
while 27 percent answered yes to the question, and 22
percent said they didn’t know.
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24%
No
I don’t know
Two-thirds (67 percent) of respondents said their solution
includes an incident management ticketing system, while 24
percent said it does not, and 9 percent said they didn’t know.
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ATM Monitoring Technology for Omnichannel Banking Systems
32. Do you have to integrate your monitoring solution with an external ticketing system?
Less than one-third (31 percent) of respondents said they have to integrate their
monitoring solution with an external ticketing
system, while 54 percent said they did not
know, and 15 percent said they didn’t know.
31%
Yes
54%
No
I don't know
15%
33. Is your monitoring solution able to connect to external hardware
vendors’ ticketing systems?
Nearly half (46 percent) of respondents said
their monitoring solution is able to connect
to external hardware vendors’ ticketing systems, while 24 percent said it was not able to
do so, and 30 percent said they didn’t know.
30%
46%
24%
Yes
No
I don’t know
34. Does your monitoring solution offer real-time engineer tracking and supervision?
More than one-third (37 percent) of respondents said their monitoring solution offers realtime engineer tracking and supervision, while
33 percent said it does not, and 30 percent said
they didn’t know.
I don't know
30%
Yes
37%
No
33%
35. Does your monitoring solution provide statistics in tables and graphical formats?
59%
26%
Yes
No
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15%
More than half (59 percent) of respondents
said their monitoring solution provides statistics in tables and graphical formats, while 26
percent said it does not, and 15 percent said
they didn’t know.
I don't know
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ATM Monitoring Technology for Omnichannel Banking Systems
36. Does your solution include dashboards and a “bird’s eye view” ATM map giving a clear
view of service availability in your fleet according to different regions, bank IDs, etc.?
48%
Yes
37%
No
I don't know
15%
Nearly half (48 percent) of respondents
said their solution includes dashboards
and a “bird’s eye view” ATM map, while
37 percent said no, and 15 percent said
they didn’t know.
37. What are the essential KPIs (key performance indicators)
that need to be provided by a monitoring solution?
Respondents gave answers such as:
• Service level agreements (SLAs) monitoring;
• ATM down;
• Availability, time to arrive, time to fix;
• Customer availability of ATM by function or critical
component, communications failure, out of cash,
part failure, mean time to repair, reports by region,
district, city, etc.;
• Length of time ATM is down;
• Transaction per day; average transaction time;
• Failed transaction;
• Reliable error messaging, 24x7 availability of
monitoring, link into accurate reporting;
• Downtime, return to service rates;
• ATM uptime;
• Ability to view entire fleet at once, automated ticket
opening and predictive maintenance would be nice.
• Real-time cash, communications and fault monitoring;
38. Does your monitoring solution offer autonomous configuration of
new KPIs without input from the supplier?
Only 11 percent of respondents said their
monitoring solution offers autonomous
configuration of new KPIs without supplier input. More than half (57 percent)
said it does not, and 33 percent said they
didn’t know.
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11%
33%
57%
Yes
No
I don’t know
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ATM Monitoring Technology for Omnichannel Banking Systems
39. Does your solution include autonomous and ondemand electronic journal collection, storage
and consulting?
41. Does your solution offer complete hardware
and software terminal inventory capabilities
that collect and report on any configured
management information available locally on
the ATM?
I don't know
17%
Yes
48%
35%
Yes
37%
No
No
28%
I don't know
35%
Just over one-third (35 percent) of respondents said
their solution offers complete hardware and software
terminal inventory capabilities, while 37 percent said it
does not, and 28 percent said they didn’t know.
Nearly half (48 percent) of respondents said their solution
includes autonomous and on-demand electronic journal
collection, storage and consulting. One-third (35 percent)
said it does not, and 17 percent said they didn’t know.
40. Would you be willing to use a single provider
for terminal monitoring and for electronic
journal collection, storage and consulting?
42. Would you be willing to have a single provider for
monitoring and for terminal inventory capabilities?
Neutral
29%
Yes
Yes
25%
Neutral
63%
No
No
59%
12%
12%
One-quarter (25 percent) of respondents said they would
be willing to use a single provider for terminal monitoring
and for electronic journal collection, storage and consulting. Two-thirds (63 percent) were neutral, and 12 percent
said they would not be willing to use a single provider.
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More than half (59 percent) of respondents said they would
be willing to have a single provider for monitoring and for
terminal inventory capabilities, while 12 percent said they
would not, and 29 percent said they were neutral.
20
ATM Monitoring Technology for Omnichannel Banking Systems
43. Does your monitoring solution offer software
distribution and release management
technology that links your central system
and terminals in order to deploy files on the
terminals, retrieve files from the terminals and
distribute packages to the terminals?
52%
I don’t know
More than half (52 percent) of respondents said their
monitoring solution offers software distribution and
release management technology that links their central system and terminals. One-third (20 percent) said
they didn’t know, and 28 percent said it does not offer
such technology.
44. Is your software distribution and release
management technology a separate product
from your monitoring solution?
I don't know
8%
31%
23%
28%
No
8%
46%
20%
Yes
No
45. Would you be willing to have a single provider
for monitoring, software distribution and
release management?
Nearly half (46 percent) of respondents said they would
be willing to have a single provider for monitoring,
software distribution and release management, while 23
percent said they would not be willing, and 31 percent
said they were neutral.
46. Do you use a terminal handling solution and
monitoring solution that are both provided by
the same supplier?
I don't know
17%
Yes
No
31%
52%
Yes
85%
The majority (85 percent) of respondents said their software distribution and release management technology
are a separate product from their monitoring solution,
while 8 percent said it was not separate, and 8 percent
said they didn’t know.
© 2015 Networld Media Group | Sponsored by Auriga
Just over half (52 percent) of respondents use a terminal
handling solution and monitoring solution that are both
provided by the same supplier, while 31 percent said they
do not, and 17 percent said they didn’t know.
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ATM Monitoring Technology for Omnichannel Banking Systems
47. Do you use a monitoring solution and a fraud
management solution that are both provided by
the same supplier?
49. Are you satisfied with your current
monitoring solution?
I don't know
12%
Yes
26%
57%
43%
Yes
No
62%
No
More than half (57 percent) of respondents said they
were satisfied with their current monitoring solution,
while 43 percent answered no.
Two-thirds (62 percent) of respondents don’t use a monitoring solution and a fraud management solution that are
both provided by the same supplier, while 26 percent said
they do, and 12 percent said they didn’t know.
48. Would you say your monitoring solution
has noticeably improved your ATM service
availability levels compared with before you
deployed the solution?
50. Are you planning to change it?
No
39%
Yes
61%
I don't know
50%
Yes
50%
Half (50 percent) of respondents said that their monitoring solution had improved their ATM service availability
levels noticeably compared with before they deployed
the solution. The remainder said they didn’t know what
their improved ATM service availability was.
© 2015 Networld Media Group | Sponsored by Auriga
Nearly two-thirds (61 percent) of respondents are planning
to change their ATM monitoring solution, while 39 percent
don’t plan to do so.
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ATM Monitoring Technology for Omnichannel Banking Systems
51. By what percentage has your improved ATM service
availability reduced your operational costs?
52. By what percentage have you been able to
reduce field engineers’ on-site activities due
to your improved ATM service availability?
Up to 25%
24%
I don't know
62%
26-50%
14%
Nearly one-quarter (24 percent) of respondents said their
improved ATM availability had reduced their operational
costs by up to 25 percent, while 14 percent said 26-50
percent, no one said above 50 percent, and 62 percent
said they didn’t know.
© 2015 Networld Media Group | Sponsored by Auriga
Up to 25%
21%
I don't know
62%
26-50%
17%
Just over one-third (21 percent) of respondents said
they had been able to reduce field engineers’ on-site
activities by up to 25 percent due to their improved
ATM service availability, while 17 percent said by 26-50
percent, no one said above 50 percent, and 62 percent
said they didn’t know.
23
CHAPTER 2
Interviews with
financial institutions
For this report, ATM Marketplace conducted in-depth interviews with executives from 13 innovative FIs in Europe,
New Zealand, North America and South Africa, as well as
with Italy’s CartaSi and Servizi Bancari Associati and with
U.S. credit union-owned ATM network Co-op Financial Services and First Data.
Alfa Bank
In 2014, Moscow-based Alfa Bank’s ATM network included
3,100 ATMs that it owned and 12,000 ATMs owned by its
partner banks.
“We have siloed channel management systems,” said
Maxim Daryoshin, head of Alfa Bank’s self-service systems development department, retail business. “We don’t
plan to migrate to a single omnichannel management
system, as we don’t have a single point of strategic view
for all channels and have one independent point of view
per channel.”
Daryoshin says Alfa Bank doesn’t have a single omnichannel monitoring system, as the bank sees no need for a
single system. “Moving to omnichannel management and
monitoring would require Alfa Bank to make organizational
changes, and this is a cornerstone of the problem,” he said.
Alfa Bank uses an externally supplied ATM monitoring
system that staff access from a Web-based operational
management console, Daryoshin says.
The bank uses different companies to provide its monitoring software and to operate and manage its ATM monitoring services. Its monitoring solution offers autonomous
configuration of new KPIs without input from the supplier.
© 2015 Networld Media Group | Sponsored by Auriga
“I would be willing to use a single provider for terminal
monitoring and for electronic journal collection, storage
and consulting, in order to provide a single ‘window’ for
engineers,” Daryoshin said. “For the same reason, I would
also be willing to use a single provider for monitoring,
software distribution and release management. Our software distribution and release management technology is a
separate product from our monitoring solution.”
Daryoshin says he is satisfied with Alfa Bank’s current
monitoring solution because of its convenience, reliability
and stability. The improvement the bank has seen in ATM
availability has led to field engineers’ on-site visits being
reduced by up to 25 percent, he says.
“The essential KPIs that need to be provided by a monitoring solution are uptime, customer availability and cash-intransit (CIT) operations effectiveness,” Daryoshin said.
Alfa Bank’s monitoring solution and fraud management
solutions are both provided by the same supplier, Daryoshin adds.
Banca Marche
Banca Marche operates approximately 300 branches in
Central Italy. “We have silo-based channel management
systems and have no plans to migrate to an omnichannel
management system,” said Lamberto Spadari, the bank’s
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ATM Monitoring Technology for Omnichannel Banking Systems
systems manager. “The different platforms are based on
specific functional choices, with integration difficulties.”
Banca Marche also has siloed channel monitoring systems, and currently has no plans to migrate to a single
monitoring system due to the “difficulties in undertaking
innovative projects,” Spadari said. “This would also require
us to make organizational changes.”
Currently, Banca Marche staff use desktop operational
management browsers to access their monitoring system,
but Spadari says he would like to use Web-based operational management consoles.
Banca Marche uses the same company to provide its ATM
monitoring software and to manage its ATM monitoring
services, Spadari says. Its monitoring solution doesn’t
offer autonomous configuration of new KPIs without input
from the supplier.
“I’m satisfied with our current monitoring solution, as the
quality of the service is in line with expectations,” Spadari
says. “We have no plans to change it.”
Spadari says his requirements for effective ATM management and monitoring are “speed in the analysis and
resolution of problems.”
like to be able to access our monitoring system through
native applications for smartphones and for tablets,” the
spokesperson said.
“We think that deploying meeters and greeters within bank
branches who have a monitoring app on their smartphones/tablets would help to align staff to the bank’s
goals and help reduce out-of-service time and costs,” the
spokesperson said.
Banco Sabadell uses an ATM monitoring solution from an
external supplier. “We think it’s better to have a marketsupplied tool because the functionality is standard,” the
spokesperson said. The bank doesn’t think it is necessary
to have a single provider for monitoring, software distribution and release management, the spokesperson says.
According to the spokesperson, the essential KPIs that
need to be provided by a monitoring solution are:
• Percentage of time available over total time;
• Average response time by transaction;
• Number of unavailable ATMs.
Banco Sabadell isn’t satisfied with its current monitoring
solution, as it doesn’t allow the bank to customize KPIs
that it needs, the spokesperson says.
Banco Sabadell
“We think it’s better to have an integrated ATM monitoring
system that gives a global view of all the channels you manage,” a spokesperson for Spain’s Banco Sabadell said.
Currently, Banco Sabadell has siloed management solutions for its various channels. “We would like to have a
more integrated channels management, but at the moment
we are developing applications based on big data systems,” the spokesperson said.
Banco Sabadell has siloed channel monitoring systems.
“Moving to omnichannel monitoring and management would
require organizational changes,” the spokesperson said.
To access the bank’s monitoring systems, staff use desktop operational management consoles as well as Webbased operational management consoles. “We would also
© 2015 Networld Media Group | Sponsored by Auriga
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ATM Monitoring Technology for Omnichannel Banking Systems
BBVA Compass
Birmingham, Alabama-based BBVA Compass is the U.S.
subsidiary of Spain’s BBVA.
Ron Hemming, BBVA Compass’ senior vice president of
IT director ATM operations/network/enterprise monitoring,
says important KPIs are:
• Repeat failures (which ATMs are having repeat performance issues within a certain timeframe);
• Average first-time resolve percentage;
• Average availability time;
• Maintenance vendor response time to resolve an issue;
• Maintenance vendor average ATM failure resolve time;
• ATM parts supply stock availability.
“Consumers expect banks to provide a consistently great
experience,” Hemming said. “Consumers will want their
bank to allow them to complete transactions where and
when they want, which means providing a strong brand
across all technologies. The barriers to an omnichannel
experience are more likely to appear within the bank itself
than with consumers. Getting the bank to focus on a holistic
view of the customer experience can be difficult. Having
team members change their view of building their widget
and instead look at the entire experience from branch, ATM,
online banking to mobile apps is the key to being successful. Consumers change the way they bank perhaps several
times a day using smartphones, tablets, online banking
websites and ATMs, so these all need to be consistent.”
Hemming recommends that FIs ensure “their staff are dedicated to the customer experience vision. Secondly, have
a work environment that truly supports a unified culture,
and that attempts to knock down the siloes,” he said. “The
omnichannel world comprises many different components
and requires all hands on deck to support customers and
their ability to do their business with the bank. A network
team that has the same customer experience vision as the
customer-facing channels is imperative. The importance
of a robust and reliable network is often overlooked. Make
certain to interact with all lines of business that impact an
omnichannel environment; everyone needs to be engaged
© 2015 Networld Media Group | Sponsored by Auriga
in order to be successful. Communication is a simple goal
and yet is often missed. Make sure to communicate with
the bricks-and-mortar locations. The staff at these locations are often your first line of defense for the customer
who has an issue using an ATM.”
The need to have a monitoring system in place that will
work across all machine types within an ATM fleet is essential, Hemming says. “The ability for your monitoring
staff to be able to trust the reliability of the monitoring tool
allows the staff to quickly and confidently troubleshoot
issues and resolve quickly,” he said. “The hardest part of
ATM monitoring is separating fact from customer perception. When a customer has a bad experience at an ATM,
they often think the ATM is down when that isn’t the case.
Being successful at understanding what the customer is
truly feeling and experiencing go hand in hand. The customer doesn’t care that the ATM can deposit money if they
are trying to deposit a check and the deposit function isn’t
available right now. Having the proper staff and tools to
do in-depth trend analysis along with the ATM monitoring
tools is a must.”
BECU
Seattle-based BECU, the fourth-largest U.S. credit union,
operates 211 ATMs and has 43 branches. “We don’t drive
our own ATMs, but we do all the monitoring, dispatching
and reporting in-house,” said Shirley Taylor, ATM channel
manager at BECU. “So we have a hybrid approach.
For several years, BECU has used NCR Aptra Vision (it
previously used NCR Gasper Vision), accessing the system via desktop and laptop consoles. “NCR Aptra Vision
gives us insight into our ATM availability,” Taylor said. “Of
our 43 branches, only two have a traditional teller line, so
ATM availability is key for us. In the other branches, the
ATMs act as tellers.”
Taylor says BECU has no plans to deploy interactive teller
machines with video links to remote staff. She adds that
BECU’s ATMs are 100 percent image-enabled so customers can deposit checks.
26
ATM Monitoring Technology for Omnichannel Banking Systems
“Our ATMs act as tellers
for our organization, so
availability is critical.”
— Shirley Taylor, ATM channel manager at BECU
“Across our entire ATM fleet including off-premises ATMs,
we average 7,200 monthly transactions,” Taylor said. “At
our financial centers, we average 12,000 to 15,000 ATM
transactions a month. These are just traditional standard
ATM transactions. Not all our branches hit the 12,000 to
15,000 mark, but a good majority do, and a good number
of our off-premise ATMs are also hitting those numbers.”
BECU uses Inetco Systems’ Inetco Insight software to
integrate data into NCR Aptra Vision, as well as Inetco
Analytics customer analytics software. “From an overall
channel-management perspective, it’s critical to pick up on
customer trends as part of ATM monitoring,” says Taylor.
Taylor says BECU’s ATM division is somewhat siloed. “We
monitor our ATMs and do escalations from our ATM operations group, not from our IT group,” she said. “We looked
at omnichannel monitoring, but don’t think that moving
to omnichannel monitoring would buy us anything at this
point in time.”
“We don’t put monitoring software on our branch staff’s tablets,” Taylor said. “But, if there is a problem at an in-branch
ATM or an off-premises ATM, we send a system-generated
email to branch staff to alert them before they get complaints from customers. If you have downtime too often at
your ATMs, you will lose the customer relationship, which
means losing long-term revenue from that customer.”
“We don’t have plans to migrate to omnichannel monitoring, as we think technology and application monitoring must
be ‘channel specific,’” Iannucci said. “Organizational and
channel structures are the main barriers to moving to an
omnichannel system.”
BNL uses a desktop operational management console to
access its monitoring system, but also would like to use
Web-based operational management consoles and native applications for tablets. “Our in-branch staff don’t have
monitoring duties,” Iannucci said. “But it could be useful to
deploy meeters and greeters within bank branches who
have a monitoring app on their smartphones or tablets to
help reduce out-of-service time and costs.”
BNL uses an ATM monitoring solution from an external supplier, and uses the same company for its monitoring software as well as for operation and management of its ATM
monitoring services. “We have an outsourced full-service
approach,” Iannucci said. “Developing our own solutions isn’t
our business, so we look for third parties committed to providing results. In our ATM environment, the supplier attaches
the monitoring system to our ‘application ports,’ and we don’t
influence the choice of the specific monitoring product.”
BNL’s monitoring solution offers autonomous configuration
of new KPIs without input from the supplier. “The essential
KPIs that need to be provided by a monitoring solution are
uptime, cash usage, downtime per type, vendor and machine,” Iannucci said.
“I would be willing to use a single provider for terminal
monitoring and for electronic journal collection, storage and
consulting,” Iannucci said. “But I wouldn’t be willing to have
a single provider for monitoring, software distribution and
release management. Software distribution is managed by
an internal department and isn’t outsourced.”
BNL Gruppo BNP Paribas
Iannucci says BNL’s monitoring solution has had a very positive effect on ATM service availability since its deployment. .
However, BNL isn’t satisfied with its current monitoring solution, as it isn’t XFS-based, and plans to change the solution.
Mauro Iannucci, network innovation manager at BNL, the Italian subsidiary of France’s BNP Paribas, says the bank has a
siloed approach to channel management and monitoring.
The improved ATM availability BNL has experienced from
its monitoring solution has reduced its operational costs by
up to 25 percent, Iannucci says. The bank has been able to
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27
ATM Monitoring Technology for Omnichannel Banking Systems
reduce field engineers’ on-site activities due to its improved
ATM service availability by 26-50 percent.
number of existing infrastructures is high. Overcoming this
situation needs deep systems re-engineering to face future
technology changes.”
CaixaBank
CaixaBank accesses its monitoring system from desktop
operational management consoles, but also would like to
use Web-based operational management consoles.
Spain’s CaixaBank has 9,724 ATMs, including more
than 1,000 Punt Groc (“yellow point”) advanced multifunction ATMs.
“In a complex environment like CaixaBank’s, where ATMs
are more than cash dispensers, it’s essential to ensure the
availability of the range of services that customers require
at all times,” a CaixaBank spokesperson said. “To achieve
this, performance management isn’t enough. You need to
study at all times the behavior of each ATM and its users
to predict and detect any changes needing to be made in
order to continue offering the best service.”
CaixaBank has silo-based management systems and monitoring systems. “Moving to omnichannel management and
monitoring would require us to make organizational changes, because of siloed business units,” the spokesperson
said. “Since each channel is managed by its own team, the
“We think deploying meeters and greeters within branches
who have a monitoring app on their smartphones/tablets is
a good idea,” the spokesperson said. “Branches are the first
level of service, so ensuring that [branch staff] can predict
and solve as many situations as possible helps our bank
improve customer service and reduce costs.”
CaixaBank uses an in-house-developed ATM monitoring
solution which the spokesperson says fulfills all the bank’s
requirements.
“We use the same company to monitor and operate our
ATMs,” the spokesperson said. “This ensures faster service
and less downtime.”
CaixaBank’s ATM monitoring services supplier also provides electronic journal collection, storage and consulting.
However, CaixaBank manages its own terminal inventory,
as this is part of the bank’s assets.
For CaixaBank, the essential KPIs that need to be provided
by a monitoring solution are:
• Lack of cash;
• Technical non-availability;
• Operational non-availability.
The spokesperson says CaixaBank would be willing to have
a single provider for monitoring, software distribution and release management. “In an organization like our bank, ATMs
are only a part of all the activities, so the fewer providers,
the easier to manage,” the spokesperson said.
CaixaBank’s monitoring solution has improved its ATM
service availability levels significantly since deployment. But
CaixaBank isn’t satisfied with its current monitoring solution
and plans to change it, “as it is individual ATM-oriented, and
manual data treatment is need for a network view.”
© 2015 Networld Media Group | Sponsored by Auriga
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ATM Monitoring Technology for Omnichannel Banking Systems
CaixaBank’s requirements for effective ATM management
and monitoring are:
• Individual ATM performance KPIs;
• Zone performance KPIs;
• Total ATM network performance KPIs;
• Ability for online new KPI definitions;
• Proactive and predictive downtime management.
CartaSi
Milan-based CartaSi manages and monitors around 10,000
ATMs on behalf of Italian banks.
“CartaSi is a service provider,” said Denis Gotti, manager of
CartaSi’s ATM and POS operations. “The ATMs are installed
at the banks, which are our customers.”
“Our service offer includes ATM processing, hardware
rental, network services, management and maintenance,
monitoring services and application software. We use
Auriga’s monitoring services and ATM application software,”
Gotti said. “Most of the banks use our processing, network,
monitoring and software application services, and 35 percent use other components too.”
Gotti says CartaSi has a silobased channel management
approach and doesn’t have an omnichannel monitoring
system. “We don’t plan to migrate to a single omnichannel
management and monitoring system, as each bank uses
different channels, and a single omnichannel management and monitoring system isn’t possible in our business
model,” he said.
CartaSi accesses Auriga’s monitoring system from a Webbased operational management console, Gotti says.
Gotti’s recommendation for best practice for ATM management and monitoring in an omnichannel environment is to
improve monitoring systems with operating system errors
and ATM driver errors. “My requirement for effective ATM
management and monitoring is an affordable and flexible
software platform with a Web-based architecture and thin
client technology,” he said.
“I think deploying meeters and greeters within bank branch-
© 2015 Networld Media Group | Sponsored by Auriga
es who have a monitoring app on their smartphones/tablets
could help reduce out-of-service time and costs,” Gotti said.
“It could support the maintenance process and increase the
branches’ responsibilities.”
CO-OP Financial Services
“My recommendations for best practice for ATM management and monitoring in an omnichannel environment are
holistic management and monitoring that includes hardware, software applications, cash management and transaction processing to maximize the availability and reliability
of ATMs,” said Terry Pierce, senior product manager at
Rancho Cucamonga, California-based credit union ATM
network operator CO-OP Financial Services.
Because it operates disparate systems, Co-op Financial
Services doesn’t plan to migrate to omnichannel management from its current siloed management systems, Pierce
says. For the same reason, it has no plans to migrate its
siloed monitoring systems to an omnichannel system.
29
ATM Monitoring Technology for Omnichannel Banking Systems
“We use desktop operational management consoles to
access our monitoring system, but would also like to use
Web-based operational management consoles and native
applications for smartphones and tablets,” Pierce said.
“I think deploying meeters and greeters within bank branches who have a monitoring app on their smartphones or tablets could help reduce out-of-service time and costs,” Pierce
said. “Proactive instead of reactive monitoring is good credit
union member (i.e., customer) service.”
CO-OP Financial Services’ ATM monitoring software and
services are supplied by FIS using NCR’s Gasper Vantage
monitoring system. NCR Aptra Vision is the new version
of Gasper Vantage, but CO-OP Financial Services hasn’t
migrated to Aptra Vision.
“We aren’t satisfied with our current monitoring solution and
are planning to change it,” Pierce said.
“The essential KPIs that need to be provided by a monitoring solution are availability, incidents, transactions (approved and declined), cash management and status code
summaries,” Pierce said. “Our current monitoring solution
doesn’t offer autonomous configuration of new KPIs without
input from the supplier.”
Pierce says the barriers to moving to an omnichannel system are disparate systems and legacy infrastructure. “My
requirements for effective ATM management and monitoring
are a configurable and flexible system and robust reporting,” Pierce said.
First Data
U.S.-based First Data provides outsourced ATM monitoring
and management services to FIs, including PNC Bank.
“Our ATM driving and monitoring are outsourced to First
Data,” said Ken Justice, senior vice president and ATM
executive at U.S.-based PNC Bank. “We provide oversight
and have a lot of our own reporting, but we don’t own and
operate our own ATM monitoring technology.”
“Legacy infrastructure and operational silos are contributors to the challenges many FIs will face in bringing an
omnichannel experience to their customer base,” said
© 2015 Networld Media Group | Sponsored by Auriga
John Balose, director of ATM product management at
First Data. “As ATM hardware and software vendors don’t
provide switching and processing services, as well as the
diversity of online, mobile and tablet technology providers,
common standards don’t exist for the exchange of information between channels. So data and hierarchy protocols
for channel preference and a common way to manage that
experience can present a unique set of obstacles. With
the myriad of technology solutions available to FIs to support each channel and the obvious challenge of each silo
wanting to control their consumer experience, selecting a
vendor to develop and deliver a common user experience
that meets the needs of each channel will be a challenge.”
Balose says many metrics can be measured by an ATM
channel monitoring solution. “However, essential components must include the basic answers to the high-level
questions of ATM availability, transaction monitoring and
fraud prevention,” he said. “These metrics provide the
fundamental answers an FI must understand about its
ATM channel performance: ‘Are my ATMs up and available
to consumers or do they need to be serviced?’; ‘How many
transactions are the ATMs processing so I know they are
at useful locations?’; ‘Are my ATMs getting hit by fraudsters and causing losses for my FI?’”
“As a technology provider for the ATM channel, we think
that, in addition to the KPIs related to ATM monitoring, the
big ability that many FIs need is the capability for remote
management and settlement of their ATM fleet,” Balose
said. “The ability to solve problems remotely, such as
faulty security keys, or settle their ATM cash position at the
end of the day enables FIs to manage many ATMs without
the need for support from their branch counterparts or
service provider.”
First National Bank (FNB)
Abdul Aziz Cassim, Head of Self-Service Delivery at South
Africa’s FNB, has the following recommendations for best
practice for ATM management and monitoring in an omnichannel environment:
• Provide a simple, compelling, and consistent customer
experience across all channels;
30
ATM Monitoring Technology for Omnichannel Banking Systems
• Optimize existing investments in people as well as
technology,
• Help your bank transform itself from delivering transactions to delivering personalized financial advice;
• Deliver services in a secure environment that establishes and maintains customer trust;
• Security will be at the forefront of all these solutions.
FNB manages its distribution channels as siloes, says
Cassim, and the bank plans to continue to operate in
siloes for the time being.
“Within our SSD ATM environment we plan on rolling out
a single monitoring system,” Cassim says. “Each silo has
its own monitoring capabilities. Migrating to a single omnichannel monitoring system isn’t on the cards yet.”
Moving to omnichannel management and monitoring
would require FNB to make organisational changes. “Historically, we have operated in a silo mentality, but we are
slowly moving towards integrating all our channels to have
an all-round improved customer experience,” says Cassim.
FNB is rolling out a new monitoring system offering access
via a desktop operational management console from an
external supplier. The system will replace a platform provided by a different vendor. “We will manage and run this
new system in-house,” says Cassim. “Configurations and
customization will be carried out internally.”
The bank would like to be able to access its monitoring
system from desktop operational management consoles,
Web-based operational management consoles, and specific native applications for smartphones and tablets.
FNB’s monitoring solution doesn’t really offer autonomous
configuration of new KPIs without input from the supplier.
“To an extent, we have an internal configuration capability,
but any big changes to code are outsourced,” Cassim says.
FNB would be willing to use a single provider for terminal
monitoring and for electronic journal collection, storage
and consulting. “Transactional monitoring and hardware
monitoring are both commodities that we will outsource as
long as we have full control and transparency,” says Cas-
© 2015 Networld Media Group | Sponsored by Auriga
sim. “We wouldn’t be willing to have a single provider for
monitoring and for terminal inventory capabilities, as these
parts of the business are kept separate. Also, we wouldn’t
be willing to have a single provider for monitoring, software
distribution and release management. This is because we
build our own software, and these parts of the business
are kept separate.”
Integration between the back-end systems and processes
will provide the biggest hurdle to overcome in moving to an
omnichannel system, Cassim says. “The lack of current integration makes it a massive task,” he says. “Also, some systems are in-house and others are outsourced, and integration
between third-party vendors can be sometimes tricky.”
Kiwibank
“Kiwibank doesn’t have an omnichannel banking environment at this stage, but, from a self-service perspective, we
would like to move into this space,” said Neesha Vasan,
channel manager of self-service at New Zealand’s Kiwibank, a subsidiary of New Zealand Post. “Our technology
platform will need to be developed to make this happen.”
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ATM Monitoring Technology for Omnichannel Banking Systems
Moving to a single omnichannel management system is
also on Kiwibank’s roadmap for some point in the future.
“Our technology roadmap for an omnichannel system will
need to be developed,” Vasan said. “My understanding from
an ATM perspective is that we need a technology platform
to enable an omnichannel system for our ATMs. Currently,
we have Diebold ATMs that have layers of different software
that don’t integrate well. Therefore, robust ATM error diagnostics has been a challenge. We need to upgrade our ATM
software stack and introduce a technology platform that will
enable omnichannel benefits.”
Kiwibank has a siloed approach to channel monitoring, Vasan says. “NCR monitors our ATMs via its Gasper system,”
she said. “We would like to be able to access our monitoring
system via Web-based operational management consoles.”
“We have access to NCR Aptra Vision, but we haven’t been
using the application a lot, as we’re currently receiving training for the application,” Vasan said.
National Bank of Canada
“National Bank of Canada has a siloed approach to channel
management,” said Chantal Morel, enterprise architect at
National Bank of Canada, one of Canada’s largest banks.
“We don’t plan to migrate to an omnichannel management
system, as we think we can have a better management and
alert console for our ATM fleet when we use a system specifically built for the ATM channel. It’s important to manage
your ATMs and banking kiosks in a single system, but not all
your channels.”
In addition, National Bank of Canada has siloed channel
monitoring systems, Morel says. “We use an externally
supplied ATM monitoring system, which we’re satisfied
with,” she said. “We use the same company to provide our
monitoring software and to operate and manage our ATM
monitoring services.”
Raiffeisen Bank International
“With all the available options (for example, cash deposits,
full self-service terminal, bill payments), choosing the right
ATM strategy is complicated,” said Ingrid Krenn-Ditz, a
© 2015 Networld Media Group | Sponsored by Auriga
spokeswoman for Vienna, Austria-based Raiffeisen Bank
International. “Besides, the ATM strategy has to fit with the
overall omnichannel strategy such as what is the role of
branches, e-channels, etc. That’s the hardest part. Later on,
it’s easier to decide on ATM management and monitoring
solutions. Furthermore, all channels have to fit together, so
the ATM (or, in our case, the self-service) strategy has to be
aligned with the bank’s overall strategy.”
Currently, Raiffeisen has siloed channel management
systems. “For the moment, we don’t plan to migrate to an
omnichannel management system,” Krenn-Ditz said. “We
are still in design discussions, such as what do we mean by
omnichannel management in the first place.”
Raiffeisen doesn’t have a single omnichannel monitoring
system and doesn’t plan to migrate to a single omnichannel
monitoring system.
“Migrating to omnichannel management and monitoring wouldn’t require us to make organizational changes,”
Krenn-Ditz said. “This is because the infrastructure is
operated by a single business unit, and the channels
shouldn’t be affected by a monitoring or management
system. The barrier to moving to an omnichannel system
is mainly our central software solution, which is at this time
only silo-based.”
Raiffeisen uses a Web-based ATM operational management and monitoring system that is currently accessible
only via PCs inside its corporate network. The bank also
would like to access the Web-based system via tablets and
smartphones.
Krenn-Ditz notes that the bank’s ATM management and
monitoring system handles all of its self-service equipment,
such as statement printers, cash-recycling units and billpayment terminals.
“We don’t think deploying meeters and greeters within
bank branches who have a monitoring app on their
smartphones or tablets is a good idea,” Krenn-Ditz said.
“Meeters and greeters have to take care of customers and
shouldn’t fix machines.”
Raiffeisen uses an ATM monitoring solution from an external
supplier that also provides the client software for its ATMs.
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ATM Monitoring Technology for Omnichannel Banking Systems
“This means integration and interoperability are perfect, and
we’re very satisfied with the solution,” Krenn-Ditz said. “ATM
operations and management are done by our own staff.”
Servizi Bancari Associati
“We don’t have a single omnichannel management system,
nor do we have an omnichannel monitoring system,” said
Guido Lingua, e-banking services manager at Italy’s Servizi
Bancari Associati. The company provides IT services including ATM and POS terminal management services to Italian
cooperative banks and small FIs. It currently has 563 ATMs
under management.
“We use a Web-based operational management console
to access our monitoring system,” Lingua said. “I would
like to be able to use native application for smartphones
and tablets.”
“Deploying meeters and greeters within bank branches who
have a monitoring app on their smartphones or tablets is a
good idea, as they would be accessible at any time,” he said.
Servizi Bancari uses an ATM monitoring solution from
Auriga which also operates and manages the bank’s
ATM monitoring service. In addition, Servizi Bancari’s
monitoring modules for digital and mobile banking are provided by Auriga.
Lingua says that since deployment, the company’s monitoring solution has improved ATM service availability levels
significantly. “The monitoring system is effective, efficient and low cost,” he says.
ing to omnichannel management and monitoring isn’t in
focus today,” the spokesperson said. “We are focusing
now on transforming and building up our channels — for
example, the rollout of a new generation of non-cash terminals in 2016.”
However, moving to omnichannel management and monitoring wouldn’t require UBS to make any organizational
changes, as its organizational setup would fit already, the
spokesperson says.
UBS staff access the bank’s monitoring system from desktop operational management consoles. “We would like to
be able to also use Web-based operational management
consoles and native apps for tablets and smartphones,” the
spokesperson said.
UBS deploys meeters and greeters equipped with mobile
devices in its branches. “We haven’t put monitoring apps on
their smartphones or tablets, as the current low complexity
of functionality and the availability of the systems doesn’t
justify such an investment,” the spokesperson said.
Currently, UBS uses an internally developed monitoring
solution, but its future strategy involves using an off-theshelf system.
UBS would be willing to use the same company to provide
its monitoring software and to operate and manage its
ATM monitoring services. “The current strategic thinking in
The company has been able to reduce field engineers’ onsite activities due to its improved ATM service availability by
up to 25 percent.
“My requirement for effective ATM management and monitoring is automatic controls with SMS and email alerts,”
Lingua said.
UBS
Switzerland’s UBS takes a siloed approach to channel
management and monitoring, a spokesperson says. “Mov-
© 2015 Networld Media Group | Sponsored by Auriga
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ATM Monitoring Technology for Omnichannel Banking Systems
Switzerland in the ATM business is to outsource as much as
possible of services such as that,” the spokesperson said.
In addition, UBS would be willing to use a single provider
for terminal monitoring and for electronic journal collection,
storage and consulting, and also for monitoring and for
terminal inventory capabilities. “This is the current strategic
roadmap thinking in Switzerland with Project ATM Futura,”
the spokesperson said.
Project ATM Futura is open to all Swiss banks, and participation is optional. Two of its goals are the standardization
of ATM software and the creation of a buying syndicate to
establish a joint ATM monitoring system for Swiss banks.
“Our current ATM monitoring solution isn’t really a stateof-the-art solution, and we are planning to change it,” the
spokesperson said.
The essential KPIs in a monitoring solution are availability
(processes, services), transactions, volumes, events, stock
and alerts, the spokesperson says.
© 2015 Networld Media Group | Sponsored by Auriga
34
CHAPTER 3
Recommendations from
consultants and vendors
Carmine Evangelista,
chief technology officer at Auriga
Q. Can you estimate the benefits in terms of increased
ATM availability and greater operational efficiency that FIs
have seen from using Auriga’s WWS Proactive Monitoring
Manager software?
A. In a medium-size ATM fleet (2,000-3,000 ATMs), after
nine months of using the WWS Proactive Monitoring Manager system, we observed an automatic problem resolution
success rate of nearly 12 percent. This was reflected in:
• An average 5 percent reduction in site visits by the
hardware maintenance provider;
• An increase that can reach 4 percent (in some cases,
5 percent) in the average availability of terminals in the
customer’s ATM fleet.
These figures relate to the Italian market, where FARO, a
performance monitoring entity set up by Banca d’Italia, the
Italian Central Bank, measures banks’ ATM service levels,
and there are penalties for each bank that falls below the
minimum service level of 95 percent.
The adoption of a proactive system such as WWS Monitoring results in a big reduction of the number of out-ofservice ATMs due to conditions that can be managed by
branches, such as banknote shortages, paper out, simple
jam resolution, etc.
Operational efficiency is positively influenced by our
system, as it enables the staff who directly manage an
FI’s ATMs to efficiently identify and solve problems on the
devices, and they know their supervisor can verify if this
© 2015 Networld Media Group | Sponsored by Auriga
has been done. This generates a positive loop in the FI’s
operational activities.
Using Auriga’s WWS Monitoring, FIs typically improve their
self-service network availability by a full percentage point
over previous levels. Thus, several of Auriga’s clients have
achieved more than 98.5 percent network availability as
confirmed through independent testing.
Q. What are your views of the return on investment that
banks can achieve with your solution?
A. There are several benefits banks can expect to achieve
with a solution such as WWS Proactive Monitoring Manager, and these benefits directly affect the costs of the FI’s
ATM infrastructure management:
• The number of on-site maintenance operations will
decrease, with an immediate benefit in terms of the cost
of the service. This is dramatically affected by the proactivity of the monitoring system, where some “signals”
can be used to diagnose future faults in advance.
• The ATMs’ increased availability allows a greater
number of operations, and, using the same number
of ATMs, the FI can add different functions with a high
ROI value.
• The positive loop described above increases the FI’s
operational efficiency, with an ROI in terms of fewer
total hours spent by operational staff managing their
ATM fleet.
Q. Can you give me a brief overview of the key features
of Auriga’s ATM monitoring solution?
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ATM Monitoring Technology for Omnichannel Banking Systems
A. WWS Proactive Monitoring Manager is a robust,
complete and proven monitoring solution for self-service
networks, including ATMs, kiosks and assisted service
devices, which generates meaningful data anytime and
anywhere and enables FIs to make empowered decisions
that increase business performance and drive better consumer experience, attraction and retention.
Far beyond a simple reporting tool, due to its data-gathering correlation and analysis functions, our system provides
proactive monitoring rather than reactive monitoring. Some
of the key features of the solution are:
• Holistic and accurate reporting view;
• Statistics and graphics;
• Technical monitoring and transactional monitoring;
• Remote operations management and commands;
• Alarm management;
• Ticketing system related to incident management;
• Self-healing capabilities;
• Monitoring user activity
• Alert system;
• Complete terminal inventory management system;
• Software upload/download and release management;
• Electronic journal storage, collection and consultation;
• Self-service terminal handling/driving;
• Preventive maintenance and real-time engineer tracking activities.
WWS Proactive Monitoring Manager is already deployed
on a large scale by European banks, including multibank
institutions. The system can be deployed as part of a fully
integrated Auriga WWS Omnichannel solution or integrated directly with the bank’s existing infrastructure.
WWS Proactive Monitoring Manager is highly modular, not
only in terms of the service channels it supports — such
as ATMs, assisted-service devices and kiosks, but also as
it relates to the shared business services available through
each channel — from basic monitoring features to proactive monitoring, software downloading and electronic journal management. Banks can deploy any combination of
© 2015 Networld Media Group | Sponsored by Auriga
WWS Monitoring capabilities to augment or replace their
existing infrastructure in order to optimally balance their
functionality, time to market and investment objectives.
Q. What is your view of the business case for deploying
proactive ATM monitoring technology?
A. When moving teller operations to self-service and
assisted-service devices, complexity and cost are added
to the self-service channel. The more complex the channel becomes and the greater the variety of transactions
performed, the bigger the challenge is for the monitoring
solution. A large part of this comes from the data FIs will
require to understand — not just which physical aspects of
their network are working, but also what the customers are
using and how they are using it.
Consequently, banks must move toward more integrated
solutions that provide a holistic view of the network, encompassing hardware status, cash management, transaction data, etc. Choosing the right monitoring solution
to manage your self-service network means significant
advances in availability, customer experience and business performance.
Q. What are the barriers or challenges faced by ATM deployers wanting to deploy ATM monitoring solutions in an
omnichannel environment?
A. One of the big challenges is that there is a strong
pressure to maximize the lifecycle of legacy infrastructure
investments.
WWS Proactive Monitoring Manager has been designed
to be easily deployed to protect and complement existing
legacy systems. As it’s based on an “agent-server architecture,” WWS Monitoring can be easily integrated into
the FI’s existing environment, as it is easily integrated with
third-party ATM software applications as well as third-party
trouble ticketing systems. The WWS architecture and
standardized connector components ensure that new data
providers can be connected to the system without disruption to the existing business services.
Q. What are the essential KPIs that need to be provided
by an ATM monitoring solution?
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ATM Monitoring Technology for Omnichannel Banking Systems
A. Some standard KPIs must be provided by default by a
monitoring system in order to provide a summary of the
performance of the whole ATM network or of a specific
ATM. The goals of these performance metrics are twofold:
to provide a real-time indication about specific management issues, and to compare the current situation with a
similar one in the past, in order to evaluate improvements
or identify deterioration in performance.
• Field Engineer App — a mobile and tablet app that provides support for field engineer dispatching, tracks the
field engineer’s actions step by step, provides calculations for optimal routes and feeds data into an assetmanagement system.
Standard KPIs normally are related to the service level
and to the volumes that the ATM network is able to reach,
such as availability, number of incidents and number of
cash-outs, but several KPIs can be marketing oriented.
Another class of KPIs is related to qualitative performance,
such as:
• Average transaction time;
• Number of transactions aborted (i.e., “Is my transaction
procedure simple and appropriate?”)
Q. What are your recommendations to ATM deployers
with regard to best practice for ATM monitoring in an omnichannel environment?
A. FIs can derive many benefits from choosing a proven,
vendor-independent solution to monitor the performance of
their network and increase availability. For example, there
is no cross-vendor conflict of interest, and the solution’s
performance on the self-service network is achieved with
complete neutrality on the hardware components.
In addition, a set of integrated tools can increase the power
of the whole monitoring system in an omnichannel environment. For example, Auriga provides two integrated apps:
• Branch Staff Tablet App — a productivity tool that
combines marketing and sales opportunities that can be
addressed by meeters and greeters, with real-time information about the branch’s self-service hardware and
the customer’s transaction history. Thus, branch staff
receive all the necessary information directly from their
tablet in order to increase the availability of in-branch
self-service devices and reduce the costs of unnecessary engineering callouts;
© 2015 Networld Media Group | Sponsored by Auriga
DAVID SMITH, business development manager
at Auriga
1. Improvements in ATM availability
ATM availability is a combination of several factors. ATM
monitoring software is certainly very important, but operational procedures and the SLAs (service level agreements)
defined with hardware maintenance teams and CIT providers are also important also.
Auriga’s customers have typically improved their ATM availability by up to one percentage point after deploying WWS
Proactive Monitoring Manager. If you have a big ATM fleet
and your availability increases from 98 to 99 percent, this
is a very significant improvement. Moreover, in Italy banks
are required to guarantee ATM availability of at least 95
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ATM Monitoring Technology for Omnichannel Banking Systems
percent or face penalties, so it is a major effort to increase
this percentage by half or by one percentage point.
software distribution tools can discontinue the license fees
on these tools.
Our customers also have reported significant improvements in efficiency. In many cases, the size of the operational team required to manage the ATM fleet has been
reduced by 50 percent or more. However, a significant
element of these efficiency savings are more attributable
to Auriga’s WWS ATM Smart Client technology rather than
purely its monitoring software.
3. Key features
For example, one of our largest customers had 56 different versions of ATM software prior to installing WWS.
These software variations were the result of different
vendor hardware, different models, different peripherals,
etc. Once WWS was installed, all the customer’s ATMs ran
the same version of WWS ATM Smart Client. As a result,
the system’s complexity was significantly reduced (56 ATM
software versions reduced to one). This had a profoundly
positive impact on the reduction of downtime even before
the monitoring advantages of WWS Monitoring were taken
into account.
2. ROI
The remote management facilities within WWS Proactive
Monitoring Manager generate substantial savings due
to reduced on-site maintenance costs. These facilities
include the ability to issue device/ATM reset commands
from the central location, automated (self-healing) rules
that can respond immediately to various event and status
messages with escalation to human operators if needed
and a variety of remote diagnostic services. It’s estimated
that between 30 percent and 40 percent of on-site maintenance costs can be eliminated through remote (central)
resolutions.
The WWS Monitoring’s trouble ticketing system can be
integrated with a hardware maintenance firm’s service desk
so tickets can be automatically opened on the maintenance
vendor’s system for increased efficiency and traceability.
Auriga provides ATM monitoring and maintenance services
for a number of its customers in Italy. As a consequence,
Auriga continues to enhance WWS Monitoring through
direct practical experience.
WWS Monitoring is modular, so customers can have
terminal driving and monitoring as a package, or they can
use their existing terminal driving software and just use
Auriga’s monitoring software as a stand-alone tool.
4. Dashboarding
You need dashboarding in order to see the state of health
of your ATM fleet. WWS Monitoring’s dashboard is divided
into different views for different types of problems that
occur, such as low cash or out of cash. It can also provide
geographical views.
Using WWS Monitoring, customers can view ATM problems either graphically or in report form, and can see what
kind of service levels they are achieving from vendors for
their network.
Further ROI gains can be achieved by virtue of the integrated tools within WWS Proactive Monitoring Manager.
For example, some customers use third-party tools for
software distribution to their ATMs. WWS Monitoring
includes an integrated software download manager for
the installation of operating system patches, smart client upgrades, delivery of removable files and retrieval of
electronic journals. As a result, customers using third-party
© 2015 Networld Media Group | Sponsored by Auriga
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ATM Monitoring Technology for Omnichannel Banking Systems
STACY GORKOFF, vice president of marketing
at Inetco Systems
Q. What are the key issues in ATM monitoring and management?
A. In today’s self-service environments, it’s more likely to
be the dynamic applications, networks or back-end connections that cause consumer interactions to fail or slow down
– not the ATM itself.
So it’s questionable for FIs to base their success on the
metric of overall ATM availability. Although it’s still common
to measure the percentage of time ATMs can dispense
cash, this metric alone doesn’t take into account parameters
such as location, time of day or peak transaction times. This
means that, with the overall ATM availability metric, we don’t
get true insight into how the consumer is affected, or what
the impact of lost opportunities is.
Today’s FIs are putting a greater emphasis on understanding and analyzing the consumer experience. How many
transactions weren’t completed? How many negative customer experiences occurred at an ATM during an outage?
How did this impact my brand, and what was the impact on
customer acquisition and retention costs?
FIs are interested in customer impact metrics such as:
• Impact of lost opportunities – still considering ATM
availability, but based on parameters such as location
of ATM tiers/groups, time of day or peak transaction
times;
• Transaction completion rates and failed customer interactions – this gives a better measurement of how ATM
network performance directly relates to the customer
experience;
• Transaction slowdowns – how many transactions didn’t
complete as expected by the customer, and as regulated or agreed to by the service provider;
• Cash usage rates – to predict cash in/out;
• Average queuing times at ATMs.
It could be an FI’s ATM network is available 98 percent of
the time, but most of the outages or performance issues occur at peak usage times. Also, maybe the ATM network is at
© 2015 Networld Media Group | Sponsored by Auriga
89 percent availability, but the FI is operating at 99 percent
during peak usage times. By incorporating customer impact
metrics into their success criteria, FIs can maximize the
investment in ATM and real-time transaction monitoring
technologies as a customer loyalty and incremental revenue
generation tool.
Q. What is your view of the business case for deploying
proactive ATM monitoring technology?
A. ATM deployers face major challenges. In addition to
maximizing their ATM uptime, they need to manage security
risks, deliver optimal customer experience and generate
meaningful data about their ATMs and customers to make
better management decisions. But this is becoming more
difficult to do, due to:
• Larger volumes and more diverse electronic transactions
ATM channel managers are facing an explosion
in the volumes and types of electronic consumer
interactions and service types they must support.
High-value transactions are now mixed with lowvalue transactions – everything from checking bank
balances to depositing six- or seven-figure checks.
Obtaining complete, real-time “actionable intelligence” is more challenging than ever before.
• Greater infrastructure complexity
There are a greater number of multivendor
devices, fraud and security applications, EFT networks and channel options to manage, including
connections to third-party bill payment processors,
remittance services, etc.
Many of today’s consumer transactions are often
cross-channel or cross-institution, where start and
end points are different. A transaction may start at
an ATM but end at a mobile phone, or it may be
that the back-end approvals are coming from any
number of value-added service and host authorization connections.
Best practices such as active/active switch deployment are becoming the norm, and so are distributed
data centers, meaning that consumer transactions
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ATM Monitoring Technology for Omnichannel Banking Systems
now follow multiple paths – some go to various payments switches, and more go to external applications servers and third-party service providers.
• New application and system architectures
Many ATM channels now consist of multivendor
ATMs, third-party Software-as-a-Service, virtual,
mobile and Web-based application services,
where real-time performance monitoring is often
limited by lack of support for all transaction types
and protocols.
• Greater consumer expectations
Transactions need to complete within cut-off times
or response time targets to meet customer (and in
some cases regulatory) expectations.
All this makes the task of monitoring integrated channel delivery and the end customer experience increasingly difficult.
For ATM deployers, the ability to fix problems faster, increase transaction-based revenue opportunities and deliver
an amazing customer experience starts behind the scenes,
and indeed may have begun with ATM monitoring.
But transactions now take multidimensional journeys
through the ATM environment. They move through many
links, servers and applications on their journey through the
network. Whether there is risk of critical customer transactions failing or slowing down when you least expect them to,
depends on the ability to achieve a real-time, holistic view
into the end-to-end transaction journey, not just the individual software, hardware or networking components.
Real-time transaction monitoring solutions overcome many
of the data collection and ownership challenges that are
worsening due to infrastructure complexity and growing
transaction types and volumes. Some of the key solutions
provided by real-time transaction monitoring include:
• You don’t have to worry about trying to access and
piece together fragmented data that is owned by multiple teams.
• With automated end-to-end transaction correlation,
visibility into a multivendor, multiprotocol payments
environment isn’t an issue.
© 2015 Networld Media Group | Sponsored by Auriga
• You can significantly reduce the operational costs
associated with time and resources to find the root
cause of issues that need repair. With a more proactive
approach to performance isolation, you can find and
resolve issues before your customers complain.
Q. What are the barriers or challenges faced by ATM
deployers wanting to deploy ATM monitoring solutions in an
omnichannel environment?
A. The main barrier for people wanting to deploy ATM
monitoring solutions is proving the value proposition to executives who hold the buying power in their FI. This is why
the more scalable a monitoring solution is, beyond the ATM
channel, the better.
It’s also why the centralized capture and correlation of customer transaction data is becoming so important. It instantly
widens the value proposition by making it easy for channel
managers, marketers, operations teams and data analysts
to instantly access the transaction data and customer analytics they need to deliver more value to existing customers,
acquire new ones and improve profitability through better
ATM placement and service offerings.
FRANCESCO BURELLI, partner at Innovalue
Management Advisors
Q. Can you estimate the benefits FIs have seen from using
the new generation of proactive ATM monitoring systems?
A. ATM availability is the outcome of several factors, including the type of monitoring systems deployed and how these
are leveraged to take preventive or remedial action. Overall,
we’re seeing three trends taking place:
• The increased investment in and sophistication of ATM
monitoring systems;
• The increasing use of third-party/not-OEM ATM monitoring systems;
• An ongoing wave of internalization where ATM operators move the ATM monitoring functions in-house. This
is particularly the case when the same outsourcer manages the ATM monitoring as well as the ATM support.
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ATM Monitoring Technology for Omnichannel Banking Systems
Based on our experience, we’re seeing increased availability, improved ATM security and an overall optimization
of ATM operations through the implementation of proactive
ATM monitoring systems.
Q. What are the barriers or challenges faced by ATM deployers wanting to deploy ATM monitoring solutions?
A. Legacy ATM infrastructure is by far the most significant
barrier to the deployment of ATM monitoring solutions.
While siloed business units can potentially prove a challenge, the nature of the ATM business is such that a unified
channel management approach is the best viable approach
to ATM fleet management, regardless of the ownership of
the service being deployed through the ATM.
A unified ATM monitoring solution owned by the ATM
channel management unit is in the best position to share
information and work together with the other parts of the
business in order to optimize the services provided through
the ATM.
Q. What are the essential KPIs that need to be provided by
an ATM monitoring solution?
A. The list of indicators can be summarized in two categories: real-time and historical indicators.
Real-time indicators include:
• Status indicators – for example, the actual ATM status
(e.g., idle versus dispensing versus providing other services), cash levels and other dynamic indicators (e.g.,
number of withdrawal operations completed and value
of cash dispensed). Some of these indicators should be
referenced against historical trends (e.g., daily seasonality trends) in order to highlight anomalies of changes
in behavioral patterns that could either require some
optimization and adjustment or require investigation of
unusual behaviors.
Q. What are your recommendations to ATM deployers with
regard to best practice for ATM monitoring in an omnichannel environment?
A. ATM monitoring is a mission-critical function of any ATM
management that has an impact both in terms of ATM performance as well as in spotting and limiting fraud and crime
losses. From our perspective, the best practices are:
1. ATM monitoring is best performed by a single function/unit monitoring the whole set of ATM services and
capable of providing regular feedback to the other functions. ATM monitoring should be jointly designed and
regularly revised as a service unit that is supplied to
other strategic business units within the wider organization. KPIs should be designed and set in a way to best
serve both the spot management of the channel as well
as to provide input to each service’s strategic planning.
2. Adopt a unified and comprehensive monitoring approach to the ATM channel. This includes any thirdparty performance across all services that are provided
through the ATM fleet.
3. Adopt a real-time monitoring platform capable of providing a view down to a single transaction level. This has
to be scalable, highly configurable and easily connected
to analytics software solutions.
4. Integrate and automate. Performance monitoring should
be tightly integrated with a analytics platform as well as
with a workflow solution whose reach should extend to
the other units providing services through the ATM as
well as to key internal and external strategic suppliers.
• Fault information – for example, type of fault and time
since fault occurrence.
Historical indicators include statistical data about status and
fault information that can be used for real-time benchmarking as well as for planning purposes.
© 2015 Networld Media Group | Sponsored by Auriga
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ATM Monitoring Technology for Omnichannel Banking Systems
ED O’BRIEN, director of Mercator Advisory
Group’s Banking Channels Advisory Service
“It’s almost foolhardy not to have ATM systems monitoring,”
O’Brien said. “It’s like preventive maintenance for your home
or car. Using ATM monitoring technology that gives you
advance warning of problems means you can take care of issues ahead of peak time. For example, if you detect that the
receipt printer is about to fail, and you know that most people
get paid on Friday and then withdraw their pay packet at an
ATM, you can do the repair by Wednesday. This will ensure
an optimum service level for your customers.”
Running ATM monitoring systems means that ATM deployers can save on field engineer costs, as they don’t need to
send field engineers out on routine maintenance inspections to check every ATM, O’Brien says.
“ATM monitoring that feeds into a dashboard is very useful
for bank executives,” O’Brien said. “They can tell how whether they are getting 99.99 percent or 99.9 percent availability.”
Newer ATMs have more functionality, so they are more
complex and need to be monitored more closely, O’Brien
says. “Being able to monitor not just ATMs but also network
performance is important, as network uptime is critical,” he
said. “For example, if there is a network feed problem and
you operate ATMs with a video teller function, then you can
redirect the video feed to another call center.”
Systems monitoring helps to provide an outstanding
customer experience, O’Brien stresses. “A bank executive
once told me that the worst thing is when a customer of
your bank calls you to say an ATM isn’t working,” he said.
“If you have too much downtime at your ATMs, you will
lose your customers.”
ANDREW MARTIN, CEO of Retail Bank
Consulting Group
Q. Can you give an estimate of the benefits FIs have seen
from using the new generation of proactive ATM monitoring systems?
© 2015 Networld Media Group | Sponsored by Auriga
A. Proactive maintenance is a world apart from the tradi-
tional world of ATM monitoring, as even simple tasks such
as remote reboot become the norm, which minimizes the
need for field services. Indeed, we see remote diagnostic
tools removing the need for FLM (first line maintenance),
as this can now be performed remotely. The benefits to the
ATM estate owner are reduced cost of ownership, better
service levels and greater uptime for the ATM estate. The
ROI for the estate owner is immense.
Q. What are the barriers or challenges faced by ATM
deployers wanting to deploy ATM monitoring solutions in an
omnichannel environment?
A. The cost of change is large for banks and IADs, as they
must change not only their monitoring tool but also the processing platform to one that allows remote interaction with
the ATM. There is then also a knock-on effect on the communication infrastructure, as this must be aligned as well.
Q. What are the essential KPIs that need to be provided by
an ATM monitoring solution?
A. The essential KPIs are time to fix, uptime and cost of
ownership linked to maintenance costs. All of these lead to
higher uptime and lower cost of ownership.
Q. What are your recommendations to ATM deployers with
regard to best practice for ATM monitoring in an omnichannel environment?
A. Several benchmarks exist. However, the key ones for us
at Retail Bank Consulting Group are moving from an average 18 FLM and SLM (second line maintenance) visits per
annum to six to nine visits, along with availability rising from
98 percent to 99 percent.
The traditional method of managing ATMs through physical
contact is the same as diagnosing a faulty car by dismantling key elements, whereas today cars are diagnosed
through computer links. The world of managing ATMs has
changed totally, and estates can now be managed remotely very efficiently with field visits only required in extreme
circumstances.
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ATM Monitoring Technology for Omnichannel Banking Systems
We at Retail Bank Consulting Group manage ATMs remotely in Europe and the U.S. from a 24/7 help desk in the U.K.
This couldn’t happen in the old world of ATM monitoring.
JIM TOMANEY, managing director of Q-ATM
“Many banks have legacy ATM systems and legacy ATM
driving switches that are 15-20 years old,” Tomaney said. “So
they have an old-fashioned approach to ATM monitoring.”
Tomaney recommends that ATM deployers include upgraded monitoring technology when adding new features
or new infrastructure to their ATMs. “When banks upgrade
their ATM switches from Base24 to Base24 EPS or upgrade from Windows XP to Windows 7, that’s a good time
to upgrade their monitoring system,” he said.
The vast majority of the effort in upgrading ATMs is not
the technology itself, but rather the implementation of it,
Tomaney says. “I think the process changes are the real
barrier to implementing new monitoring technology,” he
said. “Most banks aren’t organized in such a way as to
take advantage of omnichannel monitoring from a single
platform. For example, the ATM business unit will monitor
its ATM channel and the online banking department will
look after the online channel.”
“A best practice in ATM monitoring is to use software that
puts a virtual agent on the ATM at the XFS level to monitor
the machine,” Tomaney said. “The virtual agent can take
care of problems locally and send reports to the help desk.
In the past, ATMs were monitored by data being put into
the messages sent to the transaction host. So the Base24
system would get a transaction request that included data
for monitoring purposes, which is a very 1990s approach.
In the XFS world, you can have multivendor software.
This means that any application can register with the XFS
layer, including transaction monitoring programs from
third-party vendors.”
As an alternative to fixing a problem locally, the virtual
agent can send the event to the help desk, which will
have rules for interpreting incoming events and for sending commands to the agent, Tomaney says. This means
© 2015 Networld Media Group | Sponsored by Auriga
that the help desk can instruct the agent via XFS to reset
whatever isn’t working.
“Very few banks can add value to monitoring by doing it
themselves,” Tomaney said. “They do better to outsource
ATM monitoring to a third-party organization that can
automate the process. Real success in monitoring involves
linking monitoring to remedial action as soon as possible
so that responses can be automated where possible, and,
if not, a field engineer is dispatched to fix the problem.”
DANNY ROGGE, owner of Rogge Consult
Q. Can you estimate the benefits that FIs have seen
from using the new generation of proactive ATM monitoring systems?
A. In modern branches where human cash tellers no
longer operate, it’s mandatory that self-service equipment
is highly available. Unavailability means customers cannot
be served with cash.
Operational efficiency delivers a tangible benefit. In a
major bank with 2,500 ATMs, a state-of-the-art monitoring
system will easily generate savings of 32,500 hours per
year. That’s the equivalent of 20 full-time employees.
Q. What are the essential KPIs that need to be provided
by an ATM monitoring solution?
• End-to-end availability of customer functions such as
cash withdrawal, cash deposits;
• Technical availability of self-service systems (e.g.,
card reader out of service);
• End-to-end reasons for unavailability of customer
functions (e.g., network unavailable, out-of-cash);
• Incident rate;
• Call rate.
As well as availability-oriented KPIs, it’s useful to provide
several business-related KPIs such as:
• Average transaction times;
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ATM Monitoring Technology for Omnichannel Banking Systems
• Average amount withdrawn, deposited;
• Number of notes;
• Transaction frequency related to time of day, time of
week, time of month.
These business KPIs will allow FIs to install the right type
and number of ATMs in the right locations, which could in
turn lead to savings of up to 10 percent and more in the
number of systems installed.
Cash deposit and cash recirculation systems add a significant number of KPIs, including:
• Jam rate;
• L1 (invalid note), L2 (false note), L3 (suspect note)
and L4b (genuine but unfit for recirculation) rates
per denomination;
• Cassette fill levels.
About the sponsor:
Auriga, with office in Italy, the UK, France and Germany,
is one of the leading European suppliers of software and
solutions for omnichannel banking. It provides financial
institutions with products, services and consultancy
for managing self-service, Internet, mobile and branch
banking. Auriga has a proven ability to help banks improve
their efficiency and competitiveness. For more information,
visit http://www.aurigaspa.com/eng/
ATMmarketplace.com, owned and operated by Louisville,
Ky.-based Networld Media Group, is the world’s largest
online provider of information about and for the ATM
industry. The content, which is updated every business
day and read by business and industry professionals
throughout the world, is free.
Q. What are your recommendations to ATM deployers
with regard to best practice for ATM monitoring in an omnichannel environment?
A. Include as many business-oriented KPIs as possible,
and provide business-oriented monitoring at the branch
level.
Integrate as much as possible with other channels’ monitoring systems (e.g., if a self-service banking channel
uses the Internet banking backend for transfers, then the
unavailability of that backend function will lead to unavailability of the transfer function at the ATM. So ATM users
can be warned upfront that the function is unavailable).
Integrate ATM monitoring with incident and problem management systems, and with cash management systems.
© 2015 Networld Media Group | Sponsored by Auriga
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RE FE RE NCE S
ATMIA
www.ATMIA.com
“ATM Future Trends 2015”
ATM Marketplace report sponsored by Auriga
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“ATM - Mobile Integration Guide: Strategies for Successful
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“EMV Migration Guide,” by Robin Arnfield,
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“EMV, PCI and the ATM Industry,” by Robin Arnfield,
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“Getting More Money Out of the ATM,” by Robin Arnfield,
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“Mobile Banking and Payments Security,” by
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“Mobile Wallets: Moving Beyond Pilots”
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“Windows 7 ATM Migration Guide,” by Robin Arnfield,
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“Four Benefits of Using a Multichannel Architecture to
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ATM Marketplace white paper sponsored by Auriga
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ATM Marketplace white paper sponsored by Auriga
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“WWS Proactive Monitoring Manager”
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“Global ATM Market and Forecasts to 2020” by RBR
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