Banks are trying to turn a rate-sensitive earnings problem into a monthly membership business, and the test is whether customers see value or just another fee with better branding.
A growing group of traditional banks and FinTechs is packaging financial services, insurance, rewards and lifestyle perks into paid monthly tiers, according to PYMNTS. The logic is clear: when interest margins become less predictable, recurring fee income starts to look cleaner.
Monthly bank subscriptions turn volatile deposits into a cleaner revenue story
The pressure point is simple. Net interest income moves with rate cycles, deposit competition and lending conditions. Subscription revenue does not move the same way. A customer either pays the monthly fee or cancels.
That’s why banks are borrowing from streaming, software and retail loyalty models. The product is no longer just a checking account. It’s a bundle: banking plus insurance, card perks, travel benefits, rewards and sometimes access to higher service tiers.
ING is the clearest signal in the PYMNTS report. Its newly announced subscription strategy across retail markets positions banking alongside insurance, travel benefits, loyalty programs and premium card features under tiered monthly plans. That shift matters because it moves the customer conversation away from “Is this account free?” toward “Does this plan justify the monthly charge?”
The risk is just as obvious. Free checking still works for many people. If a customer only wants direct deposit, debit spending and bill pay, a paid membership has to prove itself fast. Otherwise, the subscription becomes what banks are trying to escape: a fee customers resent.
The numbers banks are chasing: stable fees, lower churn and more activity
The economic appeal has three layers.
- Revenue visibility: Monthly fees give banks a recurring line that is easier to forecast than spread income.
- Customer retention: A customer using insurance discounts, rewards or travel perks may be less likely to leave.
- Relationship depth: A bundle can push more financial activity into one app or account relationship.
PYMNTS points to Revolut as evidence that customers will pay when the bundle feels useful. The company reported subscription revenue increasing 67% year over year, with premium memberships becoming a larger contributor to performance alongside payments activity.
That doesn’t prove every bank can copy Revolut. It shows the threshold. A paid bank plan has to feel like a working product, not a wrapper around services customers already expect for free.
The usage data helps explain why banks are trying now. PYMNTS Intelligence research cited in the report found the banking pillar accounts for more than 21 average activity days per month across surveyed users. That gives banks repeated chances to surface benefits inside a place customers already visit.
This is where execution gets hard. A subscription only works if customers notice and use the benefits. Unused perks turn into silent churn risk.
From free checking to paid bundles, the fee model gets a softer pitch
Bank subscriptions are not a brand-new idea. FinTech Insights says banks have experimented with subscription plans since the 1990s, but digital-only banks and FinTechs have brought them back into focus.
The current version looks different because the customer relationship has moved into mobile apps. Banks can now place perks, offers, budgeting tools and card features inside the same workflow as payments and balances. That makes the bundle feel more immediate.
FinTech Insights data shows 16.5% of banks and FinTechs in its database offer subscription tiers. Among firms offering those tiers, 58% are digital-only banks and FinTechs, 35% are legacy banks and about 7% are credit unions.
That split says a lot. Challengers need more ways to monetize engagement. Legacy banks want steadier fee income and stronger retention. Both are converging on the same model, even if they start from different revenue bases.
For readers tracking digital banking niches, this follows the broader shift toward specialized financial products, including tools we covered in 9 Digital Banks for Freelancers That Cut Tax Chaos. The common thread is packaging banking around use cases rather than around a generic account.
The strongest paid memberships sell money back, not vague perks
The best subscription bundles have a blunt proposition: pay us monthly, and we’ll save you money, raise your limits or give you benefits you’ll actually use.
FinTech Insights found the most common perk category is higher transaction limits and lower fees, offered by 79.1% of firms with tiered plans. Discounts and cashback came next at 46.5%. The least common categories were financial advice from an advisor at 9.3%, subscriptions at 9.3% and giveaways at 4.7%.
| Subscription feature | Why it can work | Where it can fail |
|---|---|---|
| Lower fees and higher limits | Easy to understand and compare | Weak if the customer rarely hits limits |
| Cashback and discounts | Feels tangible | Can be ignored if redemption is awkward |
| Travel and insurance perks | Valuable for frequent users | Poor fit for customers who don’t travel |
| Priority support | Useful during stressful moments | Risky if basic support feels degraded |
| Lifestyle add-ons | Can widen appeal | Often feels padded or replaceable |
Revolut, Monzo, N26 and SoFi all appear in the PYMNTS report as examples of firms using different combinations of pricing and benefits. FinTech Insights describes Revolut as offering benefits across 8 out of 10 categories it tracks, with travel perks, lower fees, loyalty rewards, priority chat support and some third-party subscriptions depending on tier.
Monzo UK spans 6 out of 10 categories in that research, with travel-related perks, virtual cards and deeper credit report access. SoFi Plus is described as focusing more directly on financial optimization, including higher savings rates, cashback, member-only rewards and bonuses.
That distinction matters. A bank can add a long list of perks and still miss the point. The bundle has to answer a customer’s monthly question: “Did this save me money, time or stress?”
As banks add third-party services into financial products, product design becomes more than a marketing issue. We’ve seen the same dependency in embedded finance, where execution can determine whether a launch works or stalls, as covered in Embedded Finance Platforms Can Make or Break Your Launch.
Customers will judge value faster than banks can explain it
Customers don’t evaluate subscriptions the way banks model them. Banks see recurring revenue, lower churn and more engagement. Customers see another monthly charge.
That gap is the whole story.
A 2024 EY-Parthenon survey cited by FinTech Insights found 45% of respondents considered banking fees unreasonable, especially commodity-like fees such as ATM withdrawal fees and bill-payment charges. That supports the case for bundles that convert unpredictable charges into a clearer monthly cost. It also warns banks not to dress up unpopular fees as premium access.
FinTech Insights also cites a Wildfire survey where 78% of respondents said they prefer cashback over other rewards and 85% said they want their bank to offer a cashback program. That points toward a simple hierarchy: cash beats complexity.
Regulatory and investor reactions are not established in the supplied sources, so the stronger near-term read is practical rather than institutional. If banks make terms confusing, make cancellation painful or load plans with benefits customers don’t use, the subscription model loses credibility. If the value is obvious, the fee has a chance.
Paid bank memberships will split between useful tools and forgettable bundles
The likely split is already visible in the source data. Plans built around lower fees, higher limits, cashback, meaningful insurance and daily-use tools have a credible path. Plans built around vague lifestyle discounts and recycled perks will struggle to survive the first cancellation review.
The evidence to watch is not how many benefits banks list. It’s whether paid members keep using them after the first few months, whether subscriptions keep growing as a share of revenue and whether customers move more activity into the provider’s app.
Revolut’s 67% subscription revenue growth shows the model can work when customers perceive utility. ING’s move shows large banks are taking the structure seriously. The next test is harsher: proving a monthly bank membership can feel less like a fee and more like a financial product that earns its place in the budget.
Disclaimer: This XOOMAR analysis is for informational and educational purposes only. It is not financial, investment, legal, tax, or professional advice. It does not provide buy, sell, hold, price-target, portfolio, or personalized recommendations. Verify information independently and consult qualified professionals before making decisions.
The Bottom Line
- Banks are looking for steadier revenue as net interest income becomes less predictable.
- Customers may face more paid tiers for services that were once bundled into standard accounts.
- The success of these plans depends on whether perks feel valuable enough to justify monthly fees.
Originally published on XOOMAR. For more news and analysis, visit XOOMAR.
