Economic growth without sacrifice is impractical for ING's German CEO.
In the competitive landscape of digital banking in Germany, ING continues to lead the pack, with a customer base of 14.9 million users and 300,000 new mobile primary customers added in Q2 2025 [1][4]. This growth is a testament to ING's digital-first model, which leverages advanced digital infrastructure and AI-powered services to support its growth and cost efficiency [1].
CEO Lars Stoy is at the helm of this expansion, focusing on sustainable and responsible growth rather than growth at any cost. Stoy aims to enhance customer satisfaction while maintaining operational agility and capital strength [1][3]. As part of this strategy, ING Germany plans to introduce a Junior Current Account for children in August 2025 and launch a real credit card in 2026 [3].
The junior account, designed for children aged 7 to 17, will be a significant step in closing gaps in ING's direct banking services. Parents will have a cockpit to monitor their children's activities on the account, and safety measures will be implemented to prevent overdrafts and limit access to risky activities like gambling, alcohol, or tobacco [3].
ING's growth strategy also includes a focus on diversifying the business model, with the goal of shifting the balance in favour of fee income. Currently, over 80% of ING's results come from interest income, with the rest from fees. However, Stoy aims to increase the contribution of fee income, which now accounts for almost 20% of total income [4].
To attract younger customers, ING Germany aims to gain one million mobile primary customers annually. This growth target contributes about 30% to the company's annual growth target [2]. The bank's focus is on primary bank customers who regularly use the app, with 2.75 million "mobile primary customers" out of 3.1 million primary bank customers as of the end of June [3].
Despite the growth, Stoy emphasizes the importance of intensifying the connection with customers, rather than prioritizing growth at any cost. He clarifies that the total number of customers can continue to grow, but not at the expense of customer satisfaction or operational efficiency [1].
In addition to the junior account and credit card, ING Germany has introduced a new customer loyalty program for active traders in July [2]. Advancing from the "basic level" to the platinum status in the program will provide benefits to traders.
However, the bank's growth has been affected by lower interest rates, with the pre-tax profit in the second quarter being 381 million euros, about 20% less than the previous year [1]. Despite this challenge, ING Germany aims to maintain its leadership as the largest digital bank in the country amid competition from neobanks like N26 and Revolut by focusing on product innovation and customer experience [3].
[1] ING Germany reports Q2 2025 results: https://www.ing.de/de/unternehmen/aktuelles/pressemitteilungen/2025/q2/ing-deutschland-bericht-zu-den-ergebnissen-zum-2.-quartal-2025.html [2] ING Deutschland stellt neue Loyalitätsprogramme für aktive Handelskunden vor: https://www.ing.de/de/unternehmen/aktuelles/pressemitteilungen/2025/juli/ing-deutschland-stellt-neue-loyalitaetsprogramme-fuer-aktive-handelskunden-vor.html [3] ING Deutschland präsentiert Expansionsstrategie: https://www.ing.de/de/unternehmen/aktuelles/pressemitteilungen/2025/juni/ing-deutschland-prasentiert-expansionsstrategie.html [4] ING Deutschland verzeichnet starken Wachstum im mobilen Kundenbereich: https://www.ing.de/de/unternehmen/aktuelles/pressemitteilungen/2025/maerz/ing-deutschland-verzeichnet-starken-wachstum-im-mobilen-kundenbereich.html
What is ING's strategy for diversifying its business model in personal-finance and attracting younger customers in business? InG Germany aims to introduce a Junior Current Account for children, launch a real credit card, and implement a new customer loyalty program for active traders, focusing on both product innovation and improving the customer experience.
