开创金融服务新蓝海

当前,国内电子银行逐渐从产品竞争向价格竞争演变,如何跳出产品同质化和价格战的“红海”成为当前各商业银行所共同面临的问题。本文从分析当前国内外电子银行业务发展状况、战略地位、以及湖北农行电子银行业务情况,结合电子银行未来发展趋势,提出要积极把握当前整个经济社会变化趋势,推动电子银行科学创新发展,增强电子银行对市场核心优质资源客户占有能力。     

借助科技创新提高电子银行综合服务能力——访华夏银行电子银行部总经理刘琇臣

作为提供金融服务的重要渠道,电子银行在现代生活中扮演着越来越重要的角色。加大电子银行产品创新、提升服务能力,探索电子商务领域新的增长点已经成为各商业银行的共识。     

科技提升客户体验

在产品同质化的大环境下,差异化竞争无疑是角逐市场的最佳手段.金融企业需要通过差异化服务,为客户提供良好的体验从而增强客户忠诚度(客户黏性).传统的人工渠道的交互能力自不必说,新兴的电子渠道(如自助银行、网上银行、手机银行、家居银行等)需要通过提升交互能力,以使客户获得更好的体验.     

实体渠道管理系统助力光大银行网点转型

眼下，我们常常看到银行好的金融产品无法到达最合适的客户手中，而银行除了铺天盖地的广告宣传好像也没找到其他更好的手段。在银行业产品同质化严重的时代，如何实现差异化，最重要的有效途径之一就是管理好渠道。     

浅析我国商业银行营销渠道的改进

随着银行产品的不断创新，营销渠道也日趋多样化。但目前我国四大国有商业银行网点服务的同质化程度仍然较高，如何改进商业银行的渠道管理已成为商业银行改革的重点。     

以“善”育人,培养银行网点复合型人才——商业银行营业部人才培育模式初探

复合型人才培养的现实意义银行业对于复合型人才的需求当前,金融机构之间竞争日趋激烈,金融服务和金融产品呈现同质化的趋势,虽然受银行电子渠道的影响,但银行的物理网点并不会暂时消失,银行网点之间的竞争也会因电子渠道的存在而更加激烈,客户的需求也不在简单的仅限于存取款,而更多的会要求专业的理财、量身订制的融资方案、安全便捷的国际汇款路径选择等专业化需求,为客户营造一个能走出去营销。坐下来理财现代全功能型网点。在这种情况下,网点人员就不能仅是操作型的人手,而因更多的是具备现     

电子银行在百花齐放中迅猛发展

随着金融业竞争的加剧,提高核心竞争力是各商业银行的执著追求。打造核心竞争力的关键因素是品牌、产品、渠道、服务等。作为近几年快速发展起来的电子银行,在各商业银行的品牌建立、产品创新、渠道拓展、服务提升等方面发挥了重要作用。     

IT与业务如何有效融合——招商银行金融创新实践

目前,国内传统银行的普通特点是产品同质化、盈利模式单一、服务渠道缺乏、客户忠诚度不高等。因此,传统银行必须进行业务转型,其一是改善盈利模式,提升中间业务收入占比。其二是提供差异化的产品策略。在电子银行领域,各家银行可以根据各自优势和基础为客户提供不同服务。其三是提供交叉销售机会,利用银行作为金融机构平台角色实现多元化经营。     

发展电子银行业务的建议

一是要结合传统的物理网点，整合银行整体资源进行业务创新。将电子银行业务作为对网点服务的补充，在产品创新上更多地考虑方便性和实用性。使客户能够通过多种渠道获得银行服务。二是加快打造电子银行品牌。通过对电子银行产品广度和深度加以开发，打造特色产品。广度是指加强业务功能的多元化，     

浅析以“客户为中心”的可用性测试在银行产品服务开发流程中的应用

随着网络的迅速普及,未来几年内电子银行将在银行产品服务中扮演更加重要的角色,发展电子银行业务是银行拓展新客户,推动整体业务发展的有效手段。在服务日趋同质化、市场竞争日趋激烈的形势下,银行想要争取到更多的客户．必须遵循以“客户为中心”的理念,引入科学的产品服务设计流程。     

以新思路新举措抢抓股改战略机遇

作为基层行，如何以更加开拓的思路，更加钠新的举措，认真贯彻落实上级行的决策部署，奋力抢抵千载难逢的股改战略机遇，继续保持良好的发展态势，努力实现既快又好又优的发展，是当前亟待解决的首要问题。     

Modelling the behaviour of the new issue market

This paper analyses the time series behaviour of the initial public offering (IPO) market using an equilibrium model of demand and supply that incorporates the number of new issues, average underpricing, and general market conditions. Model predictions include the existence of serial correlation in both the number of new issues and the average level of underpricing, as well as interactions between these variables and the impact of general market conditions. The model is tested using 40 years of monthly IPO data. The empirical results are generally consistent with predictions.     

Revisiting the new normal hypothesis

The paper estimates the impact of crises on output growth, augmenting Cerra and Saxena's (2008) analysis by extending the data until 2010, and by taking into account globalization and contagion effects. The paper finds that the decline in output growth rates following currency, banking and stock market crises are much larger in the sample ending in 2010, than in the one ending in 2001. The results are robust across different specifications and crisis databases. The paper finds that globalization, estimated using a factor augmented panel, has benefitted economic growth in the long run, but those gains have been diminishing in the new millennium. Moreover, globalization also amplifies the negative effects of crises, especially for upper middle and high income OECD countries, starting with the new millenium. As such, lower output growth is to be expected as the new norm, especially in these more advanced economies for a lot longer than what would have been expected in an usual cyclical recovery, confirming El-Erian and PIMCO's (2009) statement of a “new normal.” Last, but not least, the estimation using a factor augmented panel leads to results consistent with thresholds effects of finance and growth, and of globalization on growth.     

Communicating the new benefits deal

Communication is critical to changing employees' attitudes toward increased responsibility for benefit decisions and health and wellness. As employers shift responsibility, they not only must provide the right decision-making tools; employers must also maintain a safety net for those who don't want the responsibility. This article discusses the experience of four organizations that implemented the "new deal" of increased employee responsibility while also balancing employee needs.     

Clusters and the new economics of competition

Economic geography in an era of global competition poses a paradox. In theory, location should no longer be a source of competitive advantage. Open global markets, rapid transportation, and high-speed communications should allow any company to source any thing from any place at any time. But in practice, Michael Porter demonstrates, location remains central to competition. Today's economic map of the world is characterized by what Porter calls clusters: critical masses in one place of linked industries and institutions--from suppliers to universities to government agencies--that enjoy unusual competitive success in a particular field. The most famous example are found in Silicon Valley and Hollywood, but clusters dot the world's landscape. Porter explains how clusters affect competition in three broad ways: first, by increasing the productivity of companies based in the area; second, by driving the direction and pace of innovation; and third, by stimulating the formation of new businesses within the cluster. Geographic, cultural, and institutional proximity provides companies with special access, closer relationships, better information, powerful incentives, and other advantages that are difficult to tap from a distance. The more complex, knowledge-based, and dynamic the world economy becomes, the more this is true. Competitive advantage lies increasingly in local things--knowledge, relationships, and motivation--that distant rivals cannot replicate. Porter challenges the conventional wisdom about how companies should be configured, how institutions such as universities can contribute to competitive success, and how governments can promote economic development and prosperity.     

The new work of the nonprofit board

Too often, the board of a nonprofit organization is little more than a collection of high-powered people engaged in low-level activities. But that can change, the authors say, if trustees are willing to discover and take on the new work of the board. When they perform the new work, a board's members can significantly advance the institution's mission and long-term welfare. Doing the new work requires a board to engage in new practices. First, the board must go beyond rubber-stamping management's proposals and find out what issues really matter to the institution. It can do that by making the CEO paint the big picture of the organization's strategic concerns, by understanding key stakeholders, by consulting experts, and by deciding what needs to be measured in order to judge the institution's performance. Second, a board doing the new work must take action: the board must not only set policy but also work with management to implement it. Third, the board must go beyond strictly functional organization: the new work requires flexibility and encourages ad hoc arrangements. Finally, board meetings--where boards underperform most visibly--should be driven by goals, not by processes. The authors give many examples of boards that have successfully embraced the new work. The stakes are high: if boards demonstrate that they can change effectively, the professional staff at the institutions they serve just may follow suit.     

Optimism and the perceptions of new risks

While many risks, especially new ones, are not objectively quantifiable, individuals still form perceptions of risks using incomplete or unclear evidence about the true nature of those risks. In the case of well known risks, such as smoking, individuals perceive risks to be smaller for themselves than others, exhibiting ‘optimism bias’. Although existing evidence supports optimism bias occurring in the case of risks about which individuals are familiar, evidence does not yet exist to suggest that optimism bias applies for new risks. This paper addresses this question by examining the gap in perceptions of risks individuals have for themselves versus society and the environment, conceptualised as social and/or environmental optimism biases. We draw upon the 2002 UEA‐MORI Risk Survey to examine the existence of optimism bias and its effects on risk perceptions and acceptance regarding five science and technology‐related topics: climate change, mobile phones, radioactive waste, GM food and genetic testing. Our findings provide evidence of social and environmental optimism bias following similar patterns and optimism bias appearing greater for those risks bringing sizeable benefit to individuals (e.g. mobile phone radiation) rather than those more acutely affecting society or the environment (e.g. GM food or climate change). Social optimism bias is found to reduce risk perceptions for risks that have received large amounts of media attention, namely, climate change and GM food. On the other hand, optimism bias appears to increase risk perceptions about genetic testing.     

Strategy and the new economics of information

We are in the midst of a fundamental shift in the economics of information--a shift that will precipitate changes in the structure of entire industries and in the ways companies compete. This shift is made possible by the widespread adoption of Internet technologies, but it is less about technology than about the fact that a new behavior is reaching critical mass. Millions of people are communicating at home and at work in an explosion of connectivity that threatens to undermine the established value chains for businesses in many sectors of the economy. What will happen, for instance, to dominant retailers such as Toys "R" Us and Home Depot when a search through the Internet gives consumers more choice than any store? What will be the point of cultivating a long-standing supplier relationship with General Electric when it posts its purchasing requirements on an Internet bulletin board and entertains bids from anybody inclined to respond? The authors present a conceptual framework for approaching such questions--for understanding the relationship of information to the physical components of the value chain and how the Internet's ability to separate the two will lead to the reconfiguration of the value proposition in many industries. In any business where the physical value chain has been compromised for the sake of delivering information, there will be an opportunity to create a separate information business and a need to streamline the physical one. Executives must mentally deconstruct their businesses to see the real value of what they have. If they don't, the authors warn, someone else will.     

积极探索业务监管工作新思路

几年来,我们始终把业务监管作为协会工作重中之重,找准监管工作的定位,坚持监督与指导相结合、处罚与教育相结合、管理与服务相结合,不断深化业务监管体系建设,积极探索行业监管工作新思路.