银行业客户关系管理CRM英文文献及翻译 第6页
•At the global level – The Payment Card Industry (PCI) Act requires a single set of information security standards and requirements for all payment organizations.
•At the national level –The Gramm•Leach•Bliley Act not only requires that financial institutions ensure the security and confidentiality of customer records and information but also requires companies to protect against anticipated threats and unauthorized access, which could result in substantial harm or inconvenience to a customer.
•At the state level – The California Information Practice Act requires businesses in California to disclose any security breach that occurs to any California resident whose unencrypted personal information was, or is reasonably believed to have been, acquired by an unauthorized person.
Against this ever-expanding background, it is vital that banks ensure their customer data is secure from both internal and external threats.
The following are three key reasons why this is so important:
•If a bank loses a customer’s information, it invariably loses the customer as well.
•A security breach has an immense negative impact on the value of the bank's brand and reputation, hindering the bank's ability to acquire new customers.
•Under Basel II, banks without required client data security as a part of their risk management program must maintain higher levels of capital reserves-reducing the amount of funds available to invest in the marketplace and generate revenue.
By preventing security breaches and avoiding losses, banks can actually realize a ROI from investing in security. This makes protecting customer data a prerequisite for competing effectively in the retail financial services market.
Banks must balance the cost of security against the need to share information and service the customer, while at the same time finding ways to secure vital customer and financial data for the purposes of risk management planning.
3 Reaping the benefits of a CRM solution
Faced with these numerous and varied trends, retail banks are reshaping the way they must interact with their customers. A fully integrated, enterprise wide CRM platform ensures banks have the core capabilities to take full advantage of their customer relationships and capitalize on these market dynamics, rather than losing out because of them.
Based on decades of experience in developing CRM solutions for our clients, EDS has developed best practice business requirements for CRM systems. These best practices reflect business results a financial services company must obtain by implementing its CRM solution.
3.1 Gaining sales momentum
In today's increasingly competitive environment, where maximizing organic growth is a bank's priority, sales momentum is essential. To build this momentum, banks need to focus simultaneously on:
•Increasing acquisition rates of new and emerging customer segments, such as the Hispanic population in the U.S.
•Improving retention of existing customers and saving "at risk" customers
•Increasing profitability of customer relationships, either at the top-line through increased sales, or at the bottom-line through more cost-effective service论文网
http://www.751com.cn•Improving integrated channel distribution strategies to get the right product, to the right client, at the moment the customer has the need
•Maximizing the value and return from CRM investments that have already been made
3.2 Increasing acquisition of new customers
A CRM solution should help a bank target customers based on the "value" they bring to the bank, now and throughout the life of the customer (and beyond through "next generation" marketing). Banks need to ensure that their value propositions have traction with the right market segments.
This will enable the bank to identify, target and capture new customers. Clearly, customer insight and strategy are the core differentiators for the bank. CRM solutions (people, applications, systems and processes) must support these strategies to get the right products and services to the right customers.
3.3 Improving retention of existing customers本文来自辣-文'论-文'网
Customer retention can be achieved by enhancing customer satisfaction and loyalty, improving problem resolution, and creating the ability to identify and save "at-risk" customers. In fact, an "at-risk" customer actually represents a major opportunity for additional revenue－if handled correctly. However, the greatest danger for banks is either not identifying "at risk" customers or not having the capabilities to do anything to recover them.
For example, a customer makes a large withdrawal from his or her account. This may signal that the customer is switching funds to another bank. Or the customer may be buying a house, a boat, or paying college tuition, in which case there are clear opportunities to sell additional products or investments. The identification and treatment of this customer should reflect his or her lifetime value. CRM-driven techniques will help retain customers and can migrate mere "account holders" into loyal, long-term, profitable customers.
3.4 Increasing the profitability of customer relationships
Boosting revenues requires improving the product pipeline and close rates, while reducing sales and service costs. On the revenue side, the bank's CRM solution should use customer intelligence to target specific offers and manage marketing campaigns for a high likelihood of acceptance. Customer treatment strategies should be fully integrated with a CRM platform and the processes to support them. On the cost side, better channel management, CRM automation and integration will help increase the efficiency and effectiveness of sales and service.
3.5 Improving distribution and channel management
To win profitable customers and build long-term relationships with them, banks need to have the right insight, products and services for the right customer at the lowest possible cost. From call centers to Web sites, every one of a bank's multiple channels must be scalable, flexible, low-cost and fully integrated with all the other channels. This is the only way to consolidate customer information and provide consistent treatment across the enterprise. Each of the bank's channels must also be able to accommodate change and adapt to future trends in the marketplace.
上一页 [1] [2] [3] [4] [5] [6]
银行业客户关系管理CRM英文文献及翻译 第6页下载如图片无法显示或论文不完整，请联系qq752018766
