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银行业客户关系管理CRM英文文献及翻译 第5页

更新时间:2010-9-8:  来源:毕业论文
银行业客户关系管理CRM英文文献及翻译 第5页
1. 3 Trend: Creating deep business insight into customer preferences
Customer loyalty that drives organic growth can only be built through a consistent customer experience. This means under-standing each individual customer’s needs and preferences. One of the largest challenges banks face is how to better understand their customers and provide personalized customer service.
A “one-size-fits-all” customer strategy no longer works. Banks need to serve the rapidly diverging needs of all markets: aging baby-boomers, time-stressed mid-lifers and younger technophiles (i.e., Gen-X and Gen-Y). Banks must move out of their “comfort zone” and develop services and products that address the specific needs of different market segments.
It is clear that financial service providers can no longer sustain growth and profitability targets through mass direct mail campaigns that deliver less than 1 percent response rates. Those that do will lose out to competitors implementing personalized communications that target the right customer, at the right time, with the right product or service.
To optimize customer relationships and loyalty, banks need to integrate processes and technologies that enable them to build-and then act upon-a detailed view of what each customer wants. This will require highly skilled customer service professionals, with the right combination of linguistic, culturally aligned and financial services skills, as well as the ability to deploy customer service strategies quickly, efficiently and cost-effectively.

1. 4 Trend: Responding to intensifying competition through revitalized offerings
The need to revitalize a company’s portfolio of offerings happens in every industry. Examples in high-tech manufacturing, consumer industries and transportation show how important new offerings are in order to stay competitive as products and services become more “commoditized” The same is true in the financial services industry.
Today’s retail banks face a relentless stream of new competitors, eager to take a share of the market’s revenues. Three major competitors offering differentiated products, services or distribution models have emerged over the past decade:
•Brokerage and insurance firms, expanding their offering portfolios into banking product beyond their traditional product sets.
•Nontraditional players such as PayPal (expanding through technology-led channels of services) or telecommunications companies (expanding by bundling of payments for “like” services) are growing by becoming payment aggregators.
•Nonbanking companies looking to (if not already) enter the market by offering banking products and services. The entry of nontraditional players will not only affect bank growth rates as they compete for consumers, but will also place downward pressure on operating margins and profitability created through their nonbanking business models.
An example of a nonbanking competitor is Wal-Mart, which is currently renewing its push into banking. If Wal-Mart does obtain this status and if they choose to provide expanded banking services in its 3,500 U.S .stores (Wal-Mart already offers money transfers, check cashing and credit services), Wal-Mart would immediately become one of the largest retail banks (by branch count) in the United States. Their international potential would be, subject to numerous political governance and cultural issuesforexpansion,anadditional1,500stores throughout the world, including in China.
Renewing and reinvigorating product offerings and customer service strategies are essential ways to stay competitive in a changing marketplace. Proactive banks will respond to market opportunities and competitive threats by launching new products, entering new markets and acquiring new customer segments. A proactive CRM solution is the foundation that can help support this without disrupting current services that would put existing
1. 5 Trend: Improving distribution and channel management论文网http://www.751com.cn
How are retail banks responding to intensified market competition? To take themselves to the next level of improved sales and service, banks are focusing on developing, implementing and integrating their channels more rapidly and efficiently.本文来自辣-文'论-文'网
Their goal is to meet three objectives:
•Improved and more consistent service based on a full customer view
•Increased revenue through adoption of new products
•Improved profitability through lower product development and service costs
Forward-looking banks will simultaneously improve customer service quality and profitability by deploying an integrated CRM strategy. Deepening relationships with their customers means that banks must offer their products and services through appropriate delivery channels that appeal to their customers.
Deploying multiple channels and integrating them at the enterprise level give banks a consistent and full view of the customer. To be successful, this must include all service channels-both physical and virtual-including, call center, Web, branch, kiosk, ATM, phone and mobile devices.
To achieve this, banks need to develop technology, operational processes and customer strategies to make their channels more effective in reaching and serving their customers. By tailoring products or services to specific customers or market segments, banks will be able to increase their product adoption rate, revenues and return on investment (ROI) for new product development.
1. 6 Trend: Safeguarding customer information
Adding to this complexity, customer privacy and information security are under attack as never before. The threats come from many quarters - including increasingly sophisticated identity thieves, constant phishing expeditions by criminals seeking to trap unwary customers, and even “inside jobs” where staff sell customer data to criminals.
Expanding legislative and industry requirements for customer security are also increasing costs for financial services companies. Compliance with customer information regulations is becoming increasingly complex as regulations are growing at all operating

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