科技创新引领银行业发展转型

正随着银行业新的信息技术应用不断增加、互联网金融方兴未艾,信息科技已经成为提升银行核心竞争力的重要手段和载体。自2012年提出"自主可控、持续发展、科技创新"三大战略以来,我国银行业科技创新力度不断加大,科技引领作用进一步加强。信息科技工作年度回顾银行信息化自主可控工作进展较快。自2012年年末至今,来自各方面的信息表     

科技创新与金融业务全面发展

围绕金融信息化建设的中心任务,打造优秀金融科技项目,引领金融技术全面健康发展金融科技是金融业提供客户服务、实现风险防范、完善综合管理的技术基础支撑,在提高行业管理能力和服务水平等方面发挥着不可或缺的重要作用。1992年设立的银行科技发展奖是人民银行履行协调行业科技管理职能、落实国家科技兴国战略的一项重要激励措施。近20年来,银行科技发展奖始终致力于激励行业科技从业人员、表彰优秀     

银行信息科技风险的治理途径

信息化建设一直是现代银行发展战略的重要组成部分。最近十年,银行信息化建设一直在高速向前发展。随着数据大集中工程的启动及完成,银行信息化从信息基础设施到业务系统的建设,都取得了较为明显的成效,信息化总体架构已经成熟,各类业务应用系统已经初具规模。各类信息系统已经成为银行提供客户服务、获取     

数据存储管理在银行IT建设中的作用

由深圳发展银行自主开发的"操作型数据存储(ODS)系统"获得中国人民银行2011年度"银行科技发展奖"二等奖,标志着近年来深圳发展银行在信息化建设和应用方面取得了新的突破,同时充分展现了操作型数据存储在数据管理、数据治理方面对银行管理分     

金融科技助推全面建设现代化强行

党的十九届五中全会提出的"十四五"规划建议,将"坚持创新驱动发展"作为首要任务。银行作为科技密集型行业,深化金融科技创新既是我行把握新发展阶段、贯彻新发展理念、落实党中央决策部署的重要体现,也是提升金融服务新发展格局水平、全面开启现代化强行建设的重要举措。     

规范IT外包 增强科技力量

近年来,我国银行业信息化建设成果丰硕,一方面依赖于银行自身资源,另一方面外部社会化的IT专业资源也起到重要作用.在一些银行,IT外包不再仅仅是一种辅助,逐渐成为银行信息化建设的重要手段.笔者将结合在中国光大银行的管理实践,就IT外包的相关问题进行探讨.     

浅谈银行信息化建设

信息化建设与银行的业务发展关系越来越密切,已成为银行不可忽视的重要力量。在推进网点转型、提升服务水平的形势下,信息化建设发挥了极大的作用,促进了网点业务的发展。本文分析了银行信息化建设的背景,界定了银行信息化的概念与内涵,回顾了银行信息化建设的历程,剖析其在业务发展中的作用,并提出了发展展望。     

坚持“科技兴行”发展战略加强信息科技风险管理

当前,信息技术已经渗透到商业银行经营管理的各个领域,成为商业银行生存和发展的重要支撑力量。伴随我国银行信息化建设步伐的加快,信息科技在促进业务发展的同时,信息科技风险也已经成为影响银行业稳健发展的重要因素。     

银行业信息科技有效性评估

正近年来,国内银行业的快速发展带动了银行信息化建设水平不断提高。在这个快速发展过程中,信息化建设的重点和银行管理层对信息科技工作的关注点都在不断地变化。从2011年开始,对信息科技有效性的评估逐渐成为了众多银行管理层关注的焦点。评估有效性是必然大多数银行信息化建设工作都开始于对基础设施与核心系统     

数据管理迈向精细化

在商业银行转变发展方式,实现战略转型的关键时期,信息化也需要探寻新的模式,逐步从"对业务支持"走向"与业务融合",实现从"银行信息化"向"信息化银行"的转变,在此过程中数据将发挥核心作用。     

The impact of the magnitude of service failure and complaint handling on satisfaction and brand credibility in the banking industry

The present research aims to investigate the effects of service failure and complaint handling on customer satisfaction with complaint handling which consequently impacts overall satisfaction and brand credibility. To examine the objectives of the present research, the authors deployed a sample of 384 respondents in Persian banks within Iran. Structural equation modeling has been used to analyze the data. The findings suggest that the magnitude of service failure negatively effects customer satisfaction with complaint handling. Complaint handling positively affects customer satisfaction with complaint handling. In addition, the results suggest that customer satisfaction with complaint handling positively influences brand credibility and overall satisfaction. Finally, overall satisfaction positively impacts brand credibility. The results revealed that if the complaint handling occurs instantly at the right time, it would have been a positive influence on customer satisfaction and ultimately develop brand credibility. Therefore, banks can adopt customer relationship management systems and processes which enable quick responses to customer complaints. Bank managers could find the results of the present study useful and beneficial in developing complaint handling efforts and expanding appropriate service recovery and brand credibility strategies.     

On the potential for Twitter to add value in retail bank relationships

It is argued that research within financial services marketing has omitted to pay sufficient attention to social media in banking contexts generally and its potential impact on retail bank relationships in particular. At a general level, this research study explores the advent of social media and the manner of its deployment in financial services. Specifically, this article reports on the deployment of Twitter in bank–customer communications. Accordingly, a content analysis of 400 Tweets sent from a range of financial service providers to their customers was conducted. A literature-based model allowed for the classification of these Tweets as either customer acquisition, engagement or retention-oriented. Findings indicate that Twitter is mainly used for customer engagement, but scope is identified for their more meaningful deployment in relation to customer acquisition and retention.     

基于因子与回归分析的商业银行顾客满意度研究——以某上市银行长沙市支行为例

对某上市银行长沙市支行顾客满意度的调查数据进行因子分析，建立以顾客满意度为因变量、公共因子为自变量的回归分析方程，且方程和回归系数分别通过显著性水平为0．01的F检验和t检验。研究表明，对该银行顾客满意的影响，服务质量居首位，银行环境、产品、追踪服务居中间位，价格居末位。据此，提出了具有针对性的对策建议。     

Accounting for organizational performance: The construction of the customer in the privatized water industry

The concept of the customer exercising market power to obtain the desired combination of attributes in terms of price and quality of the product to be purchased has been integral to the Conservative Government's justification of privatization. However the practical import of giving effect to customer sovereignty was problematic if it was not accompanied by an increase in competition and choice for customers. This is particularly true of the recently privatized Water industry, where the monopoly character of the industry has remained unaltered. To give effect to its claims that customers would benefit, and to prevent overcharging and to protect standards of service, the Government had to introduce a new regulatory system operated by the Office of Water Services (Ofwat). In pursuing these objectives the Director General of Ofwat has stated that his aim is to secure for the customer a place that he/she would have were the companies operating in a competitive market. This paper, drawing on Miller and Rose's analysis of Governing economic life, examines the attempts that have been made to give effect to this “place for customers”. In doing so much of the analysis focuses on exploring how notions of “the customer”, and “customer service”, have been constructed through new forms of accounting and accountability, and how this new accounting for customer service has enabled the concept of “the customer” to be made operational within the newly privatized Water plcs, even though their monopoly status has remained unaltered. Central to this has been Ofwat's determination of performance indicators on levels of service to customers, its measurement of company performance against these indicators, and assessments based on these measures of companies' success in “serving customers”. The paper seeks to demonstrate how these new accounts of organizational performance required of the Water plcs by Ofwat have only been made possible by rendering “customer service” a calculable and comparable entity. The paper also looks at some of the ways in which this accounting for customer service has been incorporated into other accounts of managerial and organizational performance.     

A structural equation modelling of the antecedents of relationship quality in the Malaysia banking sector

The intense competition among firms in the new global environment has made it inevitable for firms to seek ways to create and maintain quality relationship with customers, and Malaysia banks are no exception. However, little is understood from empirical viewpoint about the antecedents of relationship quality specifically, the actual influence of overall customer satisfaction and its indicators. Based on data collected from 220 customers of 15 retail banks in Malaysia and analysed using the structural equation modelling technique, findings are that overall customer satisfaction is a key determinant of relationship quality. The indicators of customer satisfaction include trust, commitment, communication, service quality, service satisfaction and conflict handling. These results are not confounded by any service differential among the participating banks. Important theoretical and managerial implications of the findings are discussed.     

顾客价值导向的服务品牌构建路径研究

顾客价值需求是服务品牌构建的源点,服务品牌中的价值感知、传播、让渡和传递等关键维度应与顾客价值需求密切相关,基于顾客价值的服务品牌构建的路径包括:确立以品牌为核心的企业愿景和价值;从顾客视角出发进行品牌规划;建立服务品牌战略;360度服务品牌整合营销传播计划与执行;完善服务品牌资产评估系统;持续投资服务品牌。     

Where does the customer fit in a service operation?

While management skills can improve service systems, a manager is better off if he or she first has a clear understanding of the operating characteristics that set one service system apart from another. This author offers one view of services, which, if followed, results in a "rational approach to the rationalization" of services. His view, quite simply, is that the less direct contact the customer has with the service system, the greater the potential of the system to operate at peak efficiency. And, conversely, where the direct customer contact is high, the less the potential that exists to achieve high levels of efficiency. This distinction between high- and low-contact systems provides a basis for classifying service production systems that can enable the manager to develop a more effective service operation.     

Customer retention and cross-buying in the banking industry: An integration of service attributes,satisfaction and trust

Most previous studies have focused on customer retention and have ignored the importance of customers’ cross-buying behaviour. Customer retention seems to be the result of a kind of repetitive decision by the customers, but their decision to cross-buy involves a more complicated process. In this study, the authors examine the effects of locational convenience, one-stop shopping convenience, firm reputation, firm expertise, and direct mailings on both customer retention and cross-buying. The mediating roles of satisfaction and trust in the relationships between service attributes, customer retention, and cross-buying are also examined. The results indicate that banks can use different service attributes to influence customer retention and cross-buying. Trust and satisfaction play different mediating roles in the relationships between service attributes, customer retention, and cross-buying.     

The effect of automated service quality on bank financial performance and the mediating role of customer retention

The impact of automated service quality on bank financial performance and the mediating role of customer retention have received little attention, as scholars have focused on issues of usability and measurement. This study begins by showing the impact of technology on the way banks conduct business and proceeds to discuss automated service quality definitions and the potential influence of automated service quality on retention and financial performance. A mediating model that links service quality to bank financial performance through customer retention in the automated service context is proposed. The results of this empirical study confirm the role of customer retention as a mediator in the effect of automated service quality on financial performance. Implications of the findings are discussed and the limitations of the study and the potential for future research are considered.     

Is your company ready for one-to-one marketing?

One-to-one marketing, also known as relationship marketing, promises to increase the value of your customer base by establishing a learning relationship with each customer. The customer tells you of some need, and you customize your product or service to meet it. Every interaction and modification improves your ability to fit your product to the particular customer. Eventually, even if a competitor offers the same type of service, your customer won't be able to enjoy the same level of convenience without taking the time to teach your competitor the lessons your company has already learned. Although the theory behind one-to-one marketing is simple, implementation is complex. Too many companies have jumped on the one-to-one band-wagon without proper preparation--mistakenly understanding it as an excuse to badger customers with excessive telemarketing and direct mail campaigns. The authors offer practical advice for implementing a one-to-one marketing program correctly. They describe four key steps: identifying your customers, differentiating among them, interacting with them, and customizing your product or service to meet each customer's needs. And they provide activities and exercises, to be administered to employees and customers, that will help you identify your company's readiness to launch a one-to-one initiative. Although some managers dismiss the possibility of one-to-one marketing as an unattainable goal, even a modest program can produce substantial benefits. This tool kit will help you determine what type of program your company can implement now, what you need to do to position your company for a large-scale initiative, and how to set priorities.