零售银行的渠道挑战与多渠道集成

零售银行业务在银行业的地位日渐显要，在未来数年，改善零售银行业绩将成为银行业的首要任务。渠道既是零售银行市场营销的载体，也是零售银行的核心竞争力。零售银行要能有效地运用多渠道集成来管理多样化的渠道，才能使多渠道发挥市场功效。为此，本文提出了一个多渠道集成的模型作为零售银行多渠道集成的实用性框架，此模型由五步骤组成，即识别细分客户群的渠道需求，设计产品的市场覆盖组合，改进渠道对客户群的适应性，制定渠道的功能迁移策略及管理渠道的迁移。另外，本文还以一个区域分行的年度汇款业务为案例，展示了运用该模型进行多渠道集成的成效。     

零售银行的渠道挑战与多渠道集成

随着时代和社会的不断发展,我国零售银行的社会地位日益凸显,改善零售银行的业绩问题,逐渐的成为了目前我国银行业的首要任务,在这个过程中,渠道是一个很关键的因素,也是提高零售银行市场竞争力的关键性因素。文章对零售银行的渠道挑战与多渠道集成进行了研究。     

零l售银行业务营销渠道的优化与整合

现代商业银行的白热化竞争,零售银行业务正逐步成为银行业的发展方向和竞争热点。作为载体的银行渠道竞争力是零售银行业务发展的核心竞争力,我国在零售银行渠道方面存在诸多不足,不利于商业银行整体竞争力的提高。本文通过分析网点分布、自助银行故障、电子渠道的营销和创新等方面的问题,提出零售银行多渠道的优化和整合建议。     

创新ICT技术功推零售银行“全渠道”战略

过去10余年间,中国居民对金融需求的巨大变化,推动各行将零售银行作为主要战略发展方向之一进行金融创新。麦肯锡中国发布的《中国零售银行业的新纪元》报告指出,到2015年,中国零售银行业总收入将达到8000亿人民币,成为超过日本、仅次于美国的第二大零售市场。渠道（网点、电话银行、手机银行、网上银行、自助银行等）作为银行接触客户的触角、维持客户关系和提供最终金融服务的重要窗口,将对客户体验和忠诚度产生最直接的影响,成为零售银行的核心竞争力。银行未来利润增长点的变化,以及客户不断提升的期望对银行渠道提出了新的要求：全面集成电话银行、柜面、自助设备、手机和网银等渠道产生的交易信息并一致呈现;     

法国巴黎银行的多渠道服务策略

随着银行服务方式的增加和客户需求的不断变化，银行与客户之间的关系面临着由单纯买卖”关系向服务关系的急剧转变。银行业为了应对这种改变及其所带来的挑战。需要重新整合原有的业务渠道，构建一个多种形式、多种手段的客户服务体系。法国国家巴黎银行在多渠道建设和管理方面提出：“多渠道零售银行业务不是一个简单的演变，而是一场革命。我们必须重新思考、定义一个能够确保银行与客户双赢的解决方案，我们需要利用各种间接和现实的方式．重新划分银行的零售业务。因此，多渠道零售银行项目不仅仅是一个技术项目．实质上是重新定义了银行和客户的关系。”     

离行式ATM在银行多渠道战略中的作用

当今银行基于成本管理的理念,已不仅仅局限于将传统营业网点的柜台服务作为其销售渠道.多渠道银行经营,已经成为帮助现代化零售银行有效整合其资源的主要途径,银行不仅可以降低成本,而且可以提高竞争力,增加银行利润.多渠道银行经营正逐渐成为银行整个渠道战略中的重要一环.     

我国社区银行的营销渠道研究

当市场利率化、金融脱媒、互联网金融对我国银行业冲击日益严峻的时候,建立社区银行、转型零售业务成为银行应对冲击最为有效的途径。社区银行如何在符合我国监管部门的规定下立足市场成为各家银行现阶段面临的最大挑战。本文拟从4Ps理论中的渠道视角,揭示社区银行现有渠道建设中的问题并给出相应的策略建议。     

我国社区银行的营销渠道研究

当市场利率化、金融脱媒、互联网金融对我国银行业冲击日益严峻的时候,建立社区银行、转型零售业务成为银行应对冲击最为有效的途径。社区银行如何在符合我国监管部门的规定下立足市场成为各家银行现阶段面临的最大挑战。本文拟从4Ps理论中的渠道视角,揭示社区银行现有渠道建设中的问题并给出相应的策略建议。     

2006年世界零售银行报告

世界著名咨询公司(Capgemini)、荷兰安泰集团(ING)和欧洲金融管理协会(EFMA)连续三年共同发布对全球零售银行市场的研究报告。报告提供了这一行业的动态综览,特别是调查了世界范围内银行产品和服务的定价结构与演变。报告对零售银行业的主要趋势——多服务渠道策略作了焦点分析。此外,在为客户开发远程渠道的同时,银行已开始采取主动措施重新定位分支行,但存在各种风险,因此报告提供了对银行改造其销售模式,并生成新客户关系模型的分析。本刊翻译并节选了报告的主要内容。     

零售金融商间的渠道执行：问题与对策

零售金融商运用和担当渠道商的现象日见增多,渠道关系也日趋复杂,使得零售金融商间的渠道问题更加突出.对于渠道设计的期望能否成为现实,取决于渠道执行能否有效地处理渠道冲突以顺畅渠道流.渠道冲突源于渠道成员目标的差异,这就要求具有渠道权力的成员促成合适的解决冲突的方式,采取适当的行为影响策略来改善渠道的绩效.本文给出了一个如何改善渠道执行的应用模型,并且以零售银行为例探讨了如何运用该模型来改进零售金融商问（包括银证、银基、银保及银信）的渠道执行,并提出了未来零售金融商间渠道的发展趋势.     

我国商业银行客户服务渠道的整合策略

目前,我国商业银行服务渠道种类与发达国家已基本相同,但各种服务渠道之间缺乏互联互通和相互支持,使得多渠道发展反而成为业务发展和创新的障碍,据此,作者提出解决这一问题的根本途径就是进行“渠道整合”。我国商业银行进行渠道整合应达到的目标是通过“渠道最优化”实现银行和客户的双赢。为达到这一目标,作者还建设性地给出了进行渠道整合的策略,包括在技术层面上建立一个统一的客户服务平台,以及要重点解决渠道、业务与客户的对应和配合渠道整合的组织结构变革等问题。     

Customer account relationships and e-retail banking usage<Superscript>1</Superscript>

Financial institutions are actively developing new electronic banking products for their retail customers. To date, the market leaders have drawn a disproportionably higher share of e-retail banking customers. In response, smaller institutions have become quite active in exploring ways to participate profitably in online banking. A major influence is from a customer relationship management (CRM) perspective, where institutions try to limit the outflow of current customers and direct high-value customers to potential products from a multi-product service offering array. These efforts can succeed only if retail bank marketers focus the promotion of the new products and services that can utilise this channel toward those customers who are most likely to find them attractive. The first aim of this study was to examine the role that online and electronic banking play in defining the customer's primary financial relationship. The analysis of 701 retail customers of a financial institution presented in this study suggests that banks and other institutions are highly vulnerable to loss of customers to rivals with extensive online services. A second aim was to examine to what extent information on banking relationships is able to extend CRM analysis beyond that offered by typical demographic and income data. Current customer account relationships are found to be highly predictive of use of electronic services use in general. And, interest in the use of specific online services is related to differing customer relationships in addition to ordinary demographic and balance information. These findings can be useful for retail banking in identifying potential high-value users from a customer relationship management perspective.     

Reflections on bank–customer interactions in the new millennium

Having relatively recently embraced the concept of marketing, banks approach the new millennium operating in an increasingly competitive and fragmented marketplace with financially literate consumers. This competition combined with the prevailing low interest rate environment means that traditional banks with extensive branch networks are having their profitability margins squeezed. New technology presents opportunities for banks to become both more efficient (in terms of cost reduction) and more effective (in terms of customer profiling and informed targeted selling). As many groups of customers become more content with interacting with their bank through remote technological channels (eg phone, Internet) the implications for bank–customer relationships are important. Recent research shows that new ‘electronic banking’ channels, while being keenly embraced throughout the industry, are being pursued more for their cost-based advantages than for their business development or relationship management capabilities. Given that the key power of the Internet arguably rests in its interactive capabilities, and that relationships are predicated upon interactively, it seems appropriate to conclude with some key issues for future electronic banking strategy with particular emphasis on staff–customer relationships.     

商业银行交叉销售的现状分析与策略建议

新世纪以来,银行、保险、投资等多领域金融产品的交叉销售成为各家金融机构获取客户、服务、扩张和盈利的重要工具。文章分析了当前商业银行交叉销售的现状,指出国内银行业已取得基本确立交叉销售的经营理念和经营模式、初步建立CRM系统为交叉销售提供技术支持等成效,但仍存在市场定位不明、销售手段单一、产品缺少重点等不足。文章从客户策略、产品策略、渠道策略、服务策略、队伍策略、激励策略等方面就推进我国商业银行交叉销售提出建议。     

中资银行迎接外资银行全面竞争的策略研究

随着中国银行业市场不断扩大对外资银行的开放程度,在华外资银行已在市场份额、客户营销、业务经营及人才吸引等方面对中资银行的经营形成挑战。中资银行只有加快改革进程,进一步提升自身的竞争力,才能在2006年底中国银行业全面开放后从容应对外资银行的激烈竞争。本文结合当前中国银行业的改制过程,提出了中资银行的应对策略,即通过与外资银行的业务及股权合作来弥补自身不足,通过调整经营结构实现经营战略的转型,通过完善公司治理培育自身的核心竞争力,通过解决经营中的实际问题提高市场应变力,通过落实“以人为本”的理念切实提升人力资源价值。     

第三方支付的基金营销渠道分析

我国基金销售各渠道间发展不平衡,银行渠道垄断特征显著,渠道成本高,客户体验不佳,不利于基金行业发展。第三方支付作为基金交易的资金流转方式,是一种便捷的支付工具,通过第三方支付进行基金申购或交易存在市场发展空间。本文顺应政府对行业监管的需要,结合实践介绍第三方支付企业与基金管理公司的合作模式,提出引入第三方支付平台作为基金销售渠道,通过电子商务的形式完善基金的多元化销售模式。     

对银行信用卡业务转型及市场营销新突破的思考

信用卡最早诞生于20世纪50年代的美国，经过近六十年的发展，已经在全球范围内实现了广泛的普及和受理，是目前最为流行的银行卡支付和消费信贷金融工具。同时，作为商业银行向零售客户提供服务的重要载体和渠道，信用卡为银行源源不断地提供着丰厚且稳定拓展、维护和绑定客户关系方面发挥着重要的战略作用，被誉为最具价值的零售银行产品线。     

Determinants of customer loyalty and share of wallet in retail banking

Previous research has investigated the determinants and consequences of customer loyalty, but, in banking, a critical measure largely neglected in previous studies is the customer's ‘share of wallet’. This study, based on a survey of 1,924 retail banking customers, suggests that a large proportion of the variance in stated behavioural intentions can be predicted, in particular, by customers' attitude measures. More importantly, the study shows that a substantial amount of the variance in share of wallet can be predicted, allowing banks to identify and focus on customer segments where there is most potential for growth. In recognition of the fact that dissatisfied customers are a distinct segment, the study models actual behaviour in terms of share of wallet for dissatisfied customers. Implications for research and for business are discussed.     

Contact management and customer loyalty

This paper is concerned with examining how contact management influences customer loyalty in the retail banking industry. The concept of contact management is explored and developed with reference to the literature on retention, service quality and loyalty. Customer experiences with contacting their bank and their intentions were obtained by means of an online survey, in which consumers were asked about their points of contact with their banks and their intentions to continue their custom and make recommendations. The findings of the survey suggest that contact management plays a significant role in customers' stated intentions. The study concludes that banks and building societies need to manage customer contacts to achieve high levels of customer satisfaction levels and so that loyalty is strengthened.     

The return to retail and the performance of US banks

The US banking industry is experiencing a renewed focus on retail banking, a trend often attributed to the stability and profitability of retail activities. This paper examines the impact of banks’ retail intensity on performance from 1997 to 2004 by developing three complementary definitions of retail intensity (retail loan share, retail deposit share, and branches per dollar of assets) and comparing these measures with both equity market and accounting measures of performance. We find that an increased focus on retail banking across US banks is linked with significantly lower equity market and accounting returns for all banks, but lower volatility for only the largest banking companies. We conclude that retail banking may be a relatively stable activity, but it is also a low return one.