银行业客户关系管理CRM英文文献及翻译 第4页
Customer Relationship Management (CRM) in Banking
－CRM Software Solution & Consulting
1 Introduction
Retail banks are facing greater challenges than ever before in executing their customer management strategies. Intensifying competition, proliferating customer contact channels, escalating attacks on customer information, rising customer expectations and capitalizing on new market opportunities are at the top of every bank executive's agenda.
In looking for ways to drive growth, banks need to evaluate their customer management strategy. Do they currently have a CRM solution that is capable of delivering:
•Consistent and cost-effective customer service?
•Customer-aligned products and services?
•Enhanced customer loyalty and long-term value?
EDS' deep experience in implementing CRM solutions for global financial services clients has positioned us as a recognized leader in the CRM industry. We optimize the customer experience and increase satisfaction and profitability, while dramatically reducing our clients' operating costs.
We have applied this deep practical expertise to develop a full suite of CRM offerings, including Contact Center Management Services, Contact Center Outsourcing, Customer Intelligence Services and Customer Self-Services. Alone or in combination, these offerings create real business benefits to our global financial service clients and their customers.
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2 CRM in retail banking: current trends and dynamics
Today, more than ever before, the ability to maximize customer loyalty through close and durable relationships is critical to retail banks' ability to grow their businesses. As banks strive to create and manage customer relationships, several emerging trends affect the approach and tools banks employ to achieve sustainable growth. These trends reflect a fundamental change in the way banks interact with the customers they Have-and those they want to acquire.
1.1 Trend: Focusing on organic growth
How can a retail bank drive growth? Traditionally, banks have grown through an aggressive strategy of acquiring direct competitors and taking over their branch networks. Today, that strategy is no longer sufficient, since it doesn't create organic growth for the financial institution.
To build stronger customer loyalty, banks need improved customer knowledge to develop products and deliver services targeted at specific market segments; resulting in more directed marketing, sales and service tactics.
This is not to say M & As will not continue to be an effective way to expand product offerings and service capabilities. However, retail banks will focus on acquiring businesses that have essential products or capabilities to complete the bank's portfolio of offerings. The goal? To gain greater wallet share of current customers and support their organic growth. A recent example of this is the acquisition of Providian by Washington Mutual that expanded its credit card offering for both banking and mortgage customers.论文网
http://www.751com.cn1.2 Trend: Seeking out and better serving emerging customer segments
One of the ways banks can achieve improved organic growth is by focusing on new markets. Emerging demographic segments represent untapped revenue streams that can fuel a bank's growth. In the U.S., the Hispanic market represents a major opportunity. This fast-growing and underserved customer segment offers new potential revenue for retail banks.
Some of the recent 2000 U.S. Census demographics about this market are impresswe:
•The United States is the fifth largest Spanish-speaking country in the world.
•Between 1990 and 2000, the Hispanic population grew four times faster than the population as a whole (57.9 vs.13.2 percent)
•Hispanics now exceed 35 million people with 9.9 million households.
•An estimated 40 percent of U.S. Hispanics have no relationship with any financial services institution.
As this demographic group continues to pass through different stages of cultural assimilation into the United States market, financial services companies need to address how to maximize their share of this emerging market segment.
While it would be ideal to have a 12-month timeframe and $50 million to establish Spanish-speaking capabilities like call centers or financial product lines, these are luxuries virtually no bank can afford in today's market. The need every bank has is how to respond quickly and at low cost. And this need is increasing all the time.
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