外文翻譯---做好隨時(shí)隨地的承諾

1、<p>　　Making good on the "anytime, anywhere" promise</p><p>　?。∕eleis, Sherie. ABA Banking ,2010.2 (4):36-38）</p><p>　　How some banks keep their web experience fresh and flexible,

2、 pushed by mobile developments</p><p>　　On a recent blustery, winter afternoon two staffers of nearly $160 million assets Legence Bank based in Eldorado, Ill., chatted on the phone with ABABJ about its fresh

3、 looking website. It makes use of a rotating center banner that features its Smart Business Checking, a charity oriented, third party checking brand called Kasasa, a Boomerang Bucks reward program, and a trade publicatio

4、n cover article trumpeting its can-do approach to making smart hires and motivating staff.</p><p>　　This was enough formation to sink a landing page of old, but with Flash and similar technologies, all of th

5、e messaging streamed along, staying long enough in the visual field only to tantalize. (Each product page features a "Tell me more" email generator or "Apply Now" link to generate leads or application

6、s.) When it searched for a partner to help update the site in 2007, Legence was interested in making the site look modern while signaling the bank's "with-it-ness." Transactions needed to be ke</p>&

7、lt;p>　　"If there's an opportunity to provide a useful service, we want to make it happen," she said. Wayne Garret, vice-president of IT chimed" in: "We're always on the hunt for good vendor

8、s to partner with to do more with the channel."</p><p>　　Big-bank sites not always better </p><p>　　Thanks to a face-off among internet vendors to improve product offerings as an extension

9、of their core processing services, the old divide between big bank and community bank capability is closing. Of the consolidated base of vendors that remain, channel products are meeting community bank needs.</p>

10、<p>　　Take Farmers State Bank of Munith, Mich. Laurie Goodlock, director of marketing-certified financial services at the $62 million assets community bank, says, "we don't have Flash or flashiness on our w

11、ebsite. It wouldn't fit our image and brand." Yet the simple exterior houses a sophisticated site. The bank offers internet banking, bill payment, and mobile banking from Funds Xpress First Data.</p><

12、p>　　Goodlock advertised Farmers State Bank's mobile banking with banners at branch locations and with a direct mailing. "We are just starting to get highspeed internet access and we need more towers to make m

13、obile service more widely adopted here," she says.</p><p>　　Still, the bank wanted to move slightly ahead of the technology curve in Goodlock's region because she thinks that such moves will reach t

14、omorrow's bank customers. For that reason, she is also thinking about experimenting with Twitter and Facebook. "Our official tagline is 'The bank where you feel at home'," Goodlock says. Naturally,

15、if tomorrow's customers feel at home in the so-called remote channels, then that's where she'd like to be.</p><p>　　Although site experiences vary, generally, mobile and internet channels are eac

16、h undergoing rapid incremental change. Once thought of as merely an extension of a website, mobile is beginning to be it's own "thing," literally and figuratively, certainly in the mind of the customer.<

17、/p><p>　　At the same time, the internet has flowered. In five short years, internet banking has been affected by Web 2.0, the rise of rich internet applications (RIA), and other advances that make the web exper

18、ience closer to what people expect from their computer desktop software.</p><p>　　Rapid change in small steps </p><p>　　As a result, static, crowded sites are giving way to something more flexib

19、le and informing. Yet, the hunt to add value never ceases nor should it, say experts.</p><p>　　Critics of these channels continue the call for a nonstop advancement in design and capabilities including doing

20、 more with actionable alerts as they urge banks to do more with technology and complain that change isn't coming fast enough, nor is it as significant as it could be.</p><p>　　The era of the banking tran

21、saction is out, they say; the time of the value play should be ushered in, including use of personal financial management (PFM) tools. "Banks need to be thinking about what, beyond storage of money, they can do for

22、customers," says Mark Schwanhausser, a research analyst with Javelin Strategy and Research, Pleasanton, Calif. (Nearly everyone mentioned the buzz around PFM and sites such as Mint.com a free online money management

23、 site that boasts more than one million use</p><p>　　Most banks tend to favor a more measured approach to their website upgrades, both for compliance reasons and because they don't like to disrupt custom

24、ers with unnecessary change.</p><p>　　"When you've trained your customers to step through a certain process, and then you change it, that can be the equivalent of when your local grocery store alter

25、s the layout and makes it harder to find your favorites," says Dan Fisher, a former banker and currently president and CEO of The Copper River Group, a financial services-targeted consulting organization based in Fa

26、rgo, N.D. Fisher may not be big on change for its own sake, yet he urges bankers to drop bank-centric views and get on with n</p><p>　　In a recent blog entry on ababj.com, Fisher wrote: "Cell phones hav

27、e morphed from emergency communication only to constant communication. Furthermore, the cell phone has become more important than the computer when it comes to getting things done and they're being used not only by y

28、our customers, but also your employees." As one example of the types of services a bank might consider using internally, Fisher offers a private chat room service called www.chatterous.com that banks can use as a wa

29、y </p><p>　　What goes on behind the firewall</p><p>　　The first bank website area generally in need of some renovation? That would be behind the firewall, within the authenticated site, where pl

30、acement of product information and buttons calling the user to action are often less than ideal, points out Ron Shevlin. A senior analyst with Boston-based Aite Group, Shevlin specializes in retail banking issues, includ

31、ing sales and marketing technologies.</p><p>　　"The idea is to guide the customer through each step in a process .it's about details in messaging and screen design," he says. "Some banks h

32、ave it down, but it's far from the norm."</p><p>　　"When you set expectations online, you need to deliver," confirms Emmett Higdon, senior analyst, eBusiness and Channel Strategy, Forreste

33、r Research, Cambridge, Mass.</p><p>　　While simple transactions such as bill payment have matured nicely and are fairly simple to execute, Higdon explains, more complex transactions such as wire transfers or

34、 account transfers or online account openings can leave customers stranded or on the phone to the bank, driving up costs. Or, as Shevlin put it, is your multi-step process anxiety-provoking or self-explanatory? "Ban

35、kers need to think of convenience in terms of ease-of-use," he adds.</p><p>　　Adding to the complexity is that development teams and designers tend to vary from the public site to the authenticated site

36、, resulting in a mishmash appearance that loses from a marketing perspective and can be confusing. Offering a seamless transition is a better idea.</p><p>　　This kind of thinking drove much of the developmen

37、t work at Royal Bank of Canada. Jim McGuire, vice-president of Online Strategy and Client Experience, says his award-winning site was partially the result of 18 months of customer experience research. "We work with

38、personas [an extension of psychographic, or behavioral, segmentation] in order to shape messaging and workflow," the banking executive explains.</p><p>　　During a slew of systematically introduced upgra

39、des, RBC also paid careful attention to consistency from the customer site, through to the authenticated site, and among product lines.</p><p>　　"It's important to standardize naming and navigation

40、conventions," says Mark Schwanhausser. "This should happen within the authenticated site. It should also happen from channel to channel. If you're calling a checking product one thing online and another thi

41、ng on the phone, you create confusion," he adds.</p><p>　　Mobile nudging internet banking along </p><p>　　Mobile banking has raced through several iterations. It's gone from text-based

42、alerts and balance-check via applications derived from niche vendors, toward easier to install and upgrade applications from a consolidated group of vendors including ORCC and Digital Insight.</p><p>　　Mobil

43、e, in some cases, has nudged the internet forward, particularly among the largest banks that tend to be bogged down with internal development for both channels. "The best mobile and internet services have landing pa

44、ges where multiple transactions can be done and which offer consolidated views of all product holdings with the bank, says Ron Shevlin.</p><p>　　In the case of Citibank says Javelin's Schwanhausser, mobi

45、le is edging out the internet site in terms of offering the customer consolidated views of account holdings. On the whole, mobile will probably pull all internet transactional capability into a schedule of more frequent

46、customer-friendly upgrades, he and others say.</p><p>　　Bank of America, which is known for leading in bill payment and, says Schwanhausser, "offers pockets of really impressive capabilities although so

47、me of the interior site is clunky," also supports services such as alerts to email and mobile devices.</p><p>　　The Javelin analyst believes that one consequence of bankers' renewed interest in keep

48、ing mobile relevant is that banks will finally give up batch systems once and for all. "There is this tendency to serve up stale information and banking customers increasingly will be impatient with this," Schw

49、anhausser explains.</p><p>　　Retail banks are facing a revenue drought, with slack loan demand, a flat rate environment and dwindling fee revenues in the face of new laws and regulations. Often, the best hop

50、e for growth is to serve established customers more fully essentially a person-by-person campaign to gain "share of wallet."</p><p>　　For winners in this quest, the opportunities are enormous. Toda

51、y's customer relationship "depth gauge" remains stuck at less than 20% at most banks. In other words, for any given individual or household served by the bank, typically more than 80% of the financial servi

52、ces needs are met by competitors. Changing this ratio by even a small amount across the entire customer base can have a huge financial upside.</p><p>　　One immediate challenge, however, is a widespread short

53、age of insight about the economics of customer relationships. Currently, for example, many retail banks are intent on retooling the checking business following the governmental crackdown on overdraft and debit card fees.

54、 But this tight product focus tends to ignore the bigger picture of customer needs, and the lifetime economic potential of meeting them.</p><p>　　It is within this context that progressive banks are expandin

55、g the cross-sell viewfinder. Instead of just looking at the current-year profit potential of individual products, they are considering the full span of the customer relationship, from beginning to end. What are the top i

56、tems of mutual benefit to the customer and the bank?</p><p>　　As an example of how customer lifetime value makes a difference in decision-making, consider all of the recent controversy surrounding the checki

57、ng account. There's a widespread effort to "repair" free checking by attaching monthly service fees, to ease the profit drain from lost overdraft fee revenue.</p><p>　　succeeds in attracting ro

58、bust accounts with high cross-sell potential. With a potential CLV of between $3,000 and $5,000, for example, high-value customers will more than reward the bank for providing free checking as they use additional banking

59、 products.</p><p>　　To capitalize on such insights, it is helpful to begin with a three-step plan.In following through on these three steps, various kinds of preparation will be needed inside the bank. The m

60、arketing team will need to develop robust models that will accurately measure the total lifetime value of every customer. Individual product teams will need to collaborate with distribution in rolling out centrally desig

61、ned cross-sell propositions that branch and call center reps can sell within a relationship c</p><p>　　Meanwhile, executive management will need to resolve simmering issues with performance measurement, give

62、n the persistent bank emphasis on splintered metrics centered on individual products. Executives also will need to promote cooperation among the product, distribution and marketing teams so that the bank can proceed in a

63、 focused way that unlocks opportunity with a minimum of strife and wasted effort.</p><p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目： Making good on the "anytime, anywhere" promise　

64、 </p><p>　　出 處： ABA Banking ,2010.2 (4):36-38 </p><p>　　作 者： Meleis, Sherief </p><p>&l

65、t;b>　　譯 文：</b></p><p>　　做好“隨時(shí)隨地”的承諾</p><p>　　在移動(dòng)通信發(fā)展的推動(dòng)下，一些銀行如何保持他們的網(wǎng)絡(luò)信息新鮮和靈活？</p><p>　　一個(gè)冬天的下午, 在埃爾多拉多的一家市值近1.6億美元資產(chǎn)的銀行里，兩個(gè)職員在電話上與他們洽談關(guān)于伊利諾伊州與ABABJ有關(guān)其新鮮前瞻性網(wǎng)站的事宜。它使一個(gè)旋轉(zhuǎn)中

66、心的旗幟，具有其智能業(yè)務(wù)查核的方式，慈善為導(dǎo)向的第三方檢查品牌，雄鹿獎(jiǎng)勵(lì)計(jì)劃和一個(gè)宣揚(yáng)貿(mào)易刊物封面的文章，它可以做出明智的雇傭和激勵(lì)員工的方法。</p><p>　　這已經(jīng)有足夠的信息去沉掉陳舊的頁(yè)面, 但與Flash和類(lèi)似的技術(shù),所有的消息絡(luò)繹不絕,呆太久了在能見(jiàn)的視野范圍內(nèi)常讓人熱血沸騰。(產(chǎn)品每一頁(yè)的特點(diǎn)是:“告訴我更多"電子郵件或“現(xiàn)在就申請(qǐng)”鏈接到產(chǎn)生線索或應(yīng)用。) 在2007年，當(dāng)它不斷尋找

67、一個(gè)合作伙伴來(lái)幫助更新網(wǎng)站搜索，Legence對(duì)一些看上去很時(shí)尚的網(wǎng)中很有興趣, 同時(shí)預(yù)示著銀行的“帶有它性?！苯灰仔枰粩啾３种庇^。在2008年設(shè)計(jì)的第一投資回報(bào)率的網(wǎng)站，現(xiàn)在這些條款中運(yùn)用的很成功，資深營(yíng)銷(xiāo)和通訊律師等。</p><p>　　“如果有一個(gè)機(jī)會(huì)能提供有用的服務(wù),我們想讓這樣的事情發(fā)生的,”她說(shuō)。Wayne Garret,一個(gè)資訊科技的副主席說(shuō)：“我們一直在尋找良好的合作伙伴并與他們有更好的聯(lián)系溝

68、通?！?lt;/p><p>　　一些大銀行的網(wǎng)站并非都是最好的</p><p>　　多虧了面對(duì)面的互聯(lián)網(wǎng)供應(yīng)商提高產(chǎn)品供應(yīng)，擴(kuò)大了他們的核心加工服務(wù),大銀行和社區(qū)銀行老式的分割鴻溝正在縮小供應(yīng)商企業(yè)的綜合基地仍然存在，渠道的產(chǎn)品正在滿足社區(qū)銀行的需求。</p><p>　　農(nóng)民國(guó)家銀行,一個(gè)擁有6200萬(wàn)美元資產(chǎn)的社區(qū)銀行的金融服務(wù)主任Laurie Goodlock說(shuō)道

69、：“我們沒(méi)有在網(wǎng)站上運(yùn)用動(dòng)畫(huà)或浮華的東西。它不適合我們的形象和品牌”。然而簡(jiǎn)單的外部房屋卻是一個(gè)復(fù)雜的網(wǎng)站。銀行提供網(wǎng)上銀行，賬單支付和在第一次數(shù)據(jù)中提供手機(jī)銀行業(yè)務(wù)。</p><p>　　Goodlock建議農(nóng)民國(guó)家銀行在分支機(jī)構(gòu)提供手機(jī)銀行服務(wù)，采取直接郵寄?！拔覀冎皇情_(kāi)始接入高速因特網(wǎng)服務(wù),而且我們需要更多的塔在這里來(lái)實(shí)現(xiàn)廣泛的移動(dòng)服務(wù)了，”她說(shuō)。</p><p>　　不過(guò)，銀行想提

70、出略高于區(qū)域性的技術(shù)曲線，因?yàn)樗J(rèn)為這些措施將有利于獲得潛在的銀行客戶。出于這個(gè)原因，她還想著那個(gè)試驗(yàn)?！拔覀兊墓俜娇谔?hào)是“銀行讓你有賓至如歸的感覺(jué)，”Goodlock說(shuō)。當(dāng)然，如果潛在的顧客感到這個(gè)所謂的遠(yuǎn)程渠道，在那里就是他們渴望的。</p><p>　　雖然網(wǎng)站的經(jīng)驗(yàn)不盡相同，但一般來(lái)說(shuō)，不同的移動(dòng)和因特網(wǎng)渠道都經(jīng)歷快速漸進(jìn)的變化。一旦僅僅看作是一個(gè)網(wǎng)站的延伸，移動(dòng)也開(kāi)始成為它自己的“東西”，名副其實(shí)地抓住

71、了客戶的心。</p><p>　　與此同時(shí),互聯(lián)網(wǎng)已經(jīng)普及了。在短短的五年時(shí)間內(nèi),網(wǎng)上銀行一直受網(wǎng)絡(luò)的影響,豐富的互聯(lián)網(wǎng)應(yīng)用程序的崛起,以及其他技術(shù)進(jìn)步,使網(wǎng)絡(luò)體驗(yàn)更接近人們從他們的計(jì)算機(jī)桌面軟件上升的期望。</p><p><b>　　在細(xì)節(jié)上的迅速變化</b></p><p>　　因此，讓靜態(tài)的，擁擠的網(wǎng)站變得更靈活和寬敞一些。然而,增添價(jià)

72、值搜索從未,也不應(yīng)當(dāng)停止,專(zhuān)家說(shuō)。</p><p>　　這些渠道的批評(píng)者繼續(xù)在設(shè)計(jì)和功能方面不斷取得進(jìn)步，包括如何調(diào)用更多的可操作的警示，致使他們敦促銀行采取更多的技術(shù)和抱怨不是變化的速度不夠快也不是同等重要的關(guān)系。</p><p>　　銀行交易的時(shí)代已經(jīng)過(guò)去了，他們說(shuō)，時(shí)間價(jià)值發(fā)揮作用的時(shí)機(jī)迎來(lái)了，包括個(gè)人財(cái)務(wù)管理的工具?！般y行需要什么，超越了金錢(qián)的存儲(chǔ)，他們可以為客戶做的，”Mark

73、Schwanhausser，一個(gè)加利福尼亞洲的研究分析師說(shuō)。（幾乎每個(gè)研究分析師在PFM周?chē)牡攸c(diǎn)都提到，如一個(gè)叫Mint.com的免費(fèi)在線理財(cái)網(wǎng)站，擁有超過(guò)100萬(wàn)用戶和得到大多數(shù)專(zhuān)家的肯定，它將得到快速的發(fā)展）</p><p>　　多數(shù)銀行傾向于贊成有條不紊地對(duì)他們的網(wǎng)站進(jìn)行升級(jí)，都符合規(guī)定的理由，因?yàn)樗麄儾幌矚g在不必要的變化情況下去打擾到客戶。</p><p>　　“當(dāng)你指引你的顧客

74、走進(jìn)一個(gè)確定的流程,然后你改變它,那就等于是您使當(dāng)?shù)氐碾s貨店改變布局,就很難找到你的最?lèi)?ài)”， Dan Fisher現(xiàn)任總統(tǒng)和江銅集團(tuán)，金融服務(wù)，有針對(duì)性的咨詢機(jī)構(gòu)的CEO說(shuō)。Dan Fisher也許沒(méi)有足夠大的權(quán)利去改變，然而他敦促銀行家下降以銀行為中心的觀點(diǎn)和獲得對(duì)新技術(shù)的支持,然而這樣會(huì)讓他們感到很不舒服?！般y行家需要拋開(kāi)自己的經(jīng)驗(yàn)，想想能為他們做什么?！?lt;/p><p>　　在最近的一篇日志中費(fèi)舍爾寫(xiě)道:“

75、手機(jī)已經(jīng)搖身一變,只有不斷應(yīng)急通訊交流。此外,移動(dòng)電話已經(jīng)成為比電腦更重要的工具,它們就會(huì)把事情搞定?！便y行的內(nèi)部業(yè)務(wù)種類(lèi)，考慮運(yùn)用一個(gè)叫做www.chatterous.com的私人聊天室。</p><p>　　在最近的博客上，F(xiàn)isher寫(xiě)到：手機(jī)已經(jīng)從應(yīng)急通信演變到持續(xù)溝通。此外手機(jī)已變得比電腦更重要了，當(dāng)處理事情時(shí)不僅被你的客戶使用,而且你的員工也是用到它們。舉個(gè)例子，作為提供一種服務(wù)，銀行可能會(huì)考慮使用內(nèi)

76、部業(yè)務(wù)，F(xiàn)isher提供了一個(gè)名為www.chatterous.com的私人聊天室的服務(wù)，銀行可以使用作為一種舉辦用IM虛擬會(huì)議，發(fā)電子郵件或短信選擇的服務(wù)。</p><p>　　防火墻后面發(fā)生了些什么</p><p>　　第一銀行的網(wǎng)站需要經(jīng)常進(jìn)行改造嗎? 這將是在防火墻后面，在驗(yàn)證的網(wǎng)站，那里的產(chǎn)品信息和用戶呼叫按鈕安置措施往往不太理想，Ron Shevlin指出，一個(gè)位于波士頓的艾特

77、集團(tuán)的高級(jí)分析師，Shevlin專(zhuān)門(mén)從事零售銀行業(yè)務(wù)的問(wèn)題，包括銷(xiāo)售和營(yíng)銷(xiāo)技術(shù)。</p><p>　　“我們的想法是引導(dǎo)顧客通過(guò)程序中的每一個(gè)步驟。它是關(guān)于信息和屏幕的設(shè)計(jì)細(xì)節(jié)，”他說(shuō)。“一些銀行已經(jīng)在做了，但它離常態(tài)還很遠(yuǎn)?！?lt;/p><p>　　“當(dāng)你在線設(shè)定了期望，你就需要提供工具?！弊罱芯抗倦娮由虅?wù)和渠道策略的高級(jí)分析師Emmett Higdon證實(shí)。</p>&

78、lt;p>　　雖然簡(jiǎn)單，如帳單支付交易已經(jīng)很成熟了，并且執(zhí)行也是相當(dāng)簡(jiǎn)單， Higdon解釋說(shuō)，如電匯或轉(zhuǎn)賬或網(wǎng)上開(kāi)戶更復(fù)雜的交易能夠給客戶擱淺，或給銀行打電話，哄抬成本?；蛘撸鏢hevlin所說(shuō)的那樣，是您助燃劑多步驟的過(guò)程或自我解釋?zhuān)俊般y行家們需要思考的方便易用的使用條件，”他補(bǔ)充道。</p><p>　　增加復(fù)雜性是研發(fā)團(tuán)隊(duì)和設(shè)計(jì)師從不同的公共網(wǎng)站的認(rèn)證網(wǎng)站變化,導(dǎo)致失去在一個(gè)混雜的外觀，從營(yíng)銷(xiāo)的角

79、度讓人捉摸不定。提供一個(gè)無(wú)縫過(guò)渡是一個(gè)更好的主意。</p><p>　　這種思維驅(qū)使加拿大皇家銀行改進(jìn)了許多工作。Jim McGuire, 一個(gè)在線戰(zhàn)略和客戶經(jīng)驗(yàn)的副總統(tǒng)，說(shuō)他的獲獎(jiǎng)網(wǎng)站是部分客戶18個(gè)月經(jīng)驗(yàn)的研究結(jié)果?！拔覀児ぷ鞯慕巧玔一個(gè)消費(fèi)心理，行為，分割擴(kuò)展名]，以形成信息和工作流程的工作，”銀行長(zhǎng)官解釋說(shuō)。</p><p>　　在系統(tǒng)地介紹了一個(gè)升級(jí)轉(zhuǎn)換，RBC依然小心注意客戶網(wǎng)

80、站的一致性，并在產(chǎn)品線通過(guò)對(duì)網(wǎng)站的認(rèn)證。</p><p>　　“這是非常重要的命名和導(dǎo)航公約規(guī)范說(shuō):“Schwanhausser標(biāo)志?！斑@應(yīng)該發(fā)生在認(rèn)證的網(wǎng)站。它也應(yīng)該頻道到發(fā)生。如果你正在叫支票產(chǎn)品網(wǎng)上有一件事在電話里還有另外一件事,你就會(huì)產(chǎn)生混亂,”他補(bǔ)充說(shuō)。</p><p>　　“這是非常重要的規(guī)范命名和導(dǎo)航公約”，Mark Schwanhausser說(shuō)，“這應(yīng)該發(fā)生在認(rèn)證的網(wǎng)站。它

81、還會(huì)在頻道與頻道之間發(fā)生。如果你一邊在網(wǎng)上檢查一個(gè)產(chǎn)品一邊在電話上講另一件事情，你會(huì)制造混亂，”他補(bǔ)充道。</p><p><b>　　手機(jī)與網(wǎng)上銀行結(jié)合</b></p><p>　　手機(jī)銀行已通過(guò)多次變革。它經(jīng)歷了從基于文本的警報(bào)和平衡檢查的應(yīng)用，到廠商通過(guò)對(duì)衍生應(yīng)用的安裝和升級(jí)，包括ORCC和數(shù)字的洞察力。</p><p>　　移動(dòng),在某些

82、情況下,把互聯(lián)網(wǎng)推向前進(jìn),尤其在最大的銀行,他們會(huì)陷入兩個(gè)通道與內(nèi)部發(fā)展的困境。“最好的移動(dòng)和網(wǎng)絡(luò)服務(wù)是能夠同時(shí)完成多個(gè)交易，這與銀行提供的所有產(chǎn)品的綜合意見(jiàn)的網(wǎng)頁(yè)結(jié)合。Ron Shevlin說(shuō)。</p><p>　　花旗銀行的情況下, Javelin Schwanhausser說(shuō)，移動(dòng)是在向客戶提供帳戶持有方面的綜合意見(jiàn)及互聯(lián)網(wǎng)站點(diǎn)而獲勝的。整體來(lái)說(shuō)，移動(dòng)會(huì)把所有互聯(lián)網(wǎng)在事務(wù)處理能力的時(shí)間表變?yōu)楦l繁的客戶升級(jí)

83、,他和其他人都說(shuō)。</p><p>　　美國(guó)銀行,這就是領(lǐng)導(dǎo)在比爾付款,Schwanhausser說(shuō)了些許的真正給人留下好印象的能力盡管一些內(nèi)部網(wǎng)站是笨重,”也支持服務(wù),如警報(bào)發(fā)電子郵件給和移動(dòng)設(shè)備。</p><p>　　美國(guó)銀行，在帳單支付方面被人所知，Schwanhausser說(shuō)，“真正令人印象深刻是提供口袋功能，雖然某些內(nèi)政部網(wǎng)站的非常笨拙”，也支持諸如電子郵件和移動(dòng)設(shè)備的警報(bào)服務(wù)。

84、</p><p>　　分析師認(rèn)為，銀行家的一個(gè)后果, 是保持了一個(gè)新的與移動(dòng)相關(guān)的興趣。銀行將最終放棄一勞永逸的批處理系統(tǒng)?！斑@樣的趨勢(shì)來(lái)提供過(guò)時(shí)的信息，銀行的客戶對(duì)此會(huì)越來(lái)越表現(xiàn)出不耐煩，”Schwanhausser解釋說(shuō)。</p><p><b>　　多關(guān)注客戶</b></p><p>　　零售銀行的收入日益減少，貸款需求疲弱，在面對(duì)新的法

85、律法規(guī)，平穩(wěn)的環(huán)境和費(fèi)用收入的減少。通常情況下，經(jīng)濟(jì)增長(zhǎng)的最大希望是為客戶提供更全面的一對(duì)一的服務(wù)，以獲得“錢(qián)包份額”。</p><p>　　對(duì)于這個(gè)任務(wù)的勝利者來(lái)說(shuō),機(jī)會(huì)是巨大的。今天的客戶關(guān)系繼續(xù)堅(jiān)守“深度表” 在大多數(shù)銀行仍停留在低于20%。換句話說(shuō),對(duì)于任意給定的個(gè)人或家庭提供的銀行,典型的80%以上的金融服務(wù)需要遇見(jiàn)競(jìng)爭(zhēng)對(duì)手。改變這個(gè)比率哪怕是一點(diǎn)點(diǎn)，整個(gè)客戶群就會(huì)產(chǎn)生巨大的金融優(yōu)點(diǎn)。</p>

86、;<p>　　然而，一個(gè)直接的挑戰(zhàn)是一種普遍的客戶經(jīng)濟(jì)學(xué)關(guān)系的短缺。目前,例如, 許多零售銀行在業(yè)務(wù)上重新檢查裝備，在透支和借記卡收費(fèi)上打擊政府的意圖，但這種緊密的產(chǎn)品焦點(diǎn)往往忽略了客戶的需求及他們對(duì)經(jīng)濟(jì)壽命的期望。</p><p>　　正是在這一背景下，銀行正在逐步擴(kuò)大交叉銷(xiāo)售取景器。而不只是去看個(gè)別產(chǎn)品當(dāng)年的利潤(rùn)潛力，他們正在考慮全面的客戶關(guān)系跨度，從開(kāi)始到結(jié)束。什么是對(duì)客戶和銀行來(lái)講的那種互惠

87、互利的向最高的項(xiàng)目？</p><p>　　例如，如何使客戶的終身價(jià)值在作出決定，考慮周邊所有的支票賬戶時(shí)有所差別，這就需要通過(guò)每月的免費(fèi)服務(wù)努力去修復(fù)檢查，以便通過(guò)透支收入來(lái)減少利潤(rùn)損失。</p><p>　　這種方法是短期的，但是，免費(fèi)檢查在吸引高交叉銷(xiāo)售賬戶上取得了巨大的成功。潛在CLV在3000美元到5000美元之間，例如，高價(jià)值的客戶在使用其他銀行的產(chǎn)品時(shí)將更多希望銀行給他們提供免

88、費(fèi)檢查。</p><p>　　利用這樣的認(rèn)識(shí)，將有利于三步走計(jì)劃。在下面這三個(gè)步驟，在銀行內(nèi)部需要編制各種資料。營(yíng)銷(xiāo)團(tuán)隊(duì)需要發(fā)展強(qiáng)大的模式，將精確地測(cè)量每一位顧客的終身價(jià)值總額。個(gè)別產(chǎn)品團(tuán)隊(duì)將需要與分銷(xiāo)合作，設(shè)計(jì)推出了集中交叉銷(xiāo)售的命題科和呼叫中心，銷(xiāo)售代表可以在一個(gè)關(guān)系中。</p><p>　　與此同時(shí)，執(zhí)行管理需要解決的問(wèn)題與業(yè)績(jī)相衡量，鑒于銀行對(duì)以個(gè)別產(chǎn)品為中心的分裂指標(biāo)的重視。管理