外文翻譯---做好隨時隨地的承諾

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“隨時隨地”的承諾</p><p>　　在移動通信發(fā)展的推動下，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，慈善為導向的第三方檢查品牌，雄鹿獎勵計劃和一個宣揚貿(mào)易刊物封面的文章，它可以做出明智的雇傭和激勵員工的方法。</p><p>　　這已經(jīng)有足夠的信息去沉掉陳舊的頁面, 但與Flash和類似的技術(shù),所有的消息絡(luò)繹不絕,呆太久了在能見的視野范圍內(nèi)常讓人熱血沸騰。(產(chǎn)品每一頁的特點是:“告訴我更多"電子郵件或“現(xiàn)在就申請”鏈接到產(chǎn)生線索或應用。) 在2007年，當它不斷尋找

67、一個合作伙伴來幫助更新網(wǎng)站搜索，Legence對一些看上去很時尚的網(wǎng)中很有興趣, 同時預示著銀行的“帶有它性?！苯灰仔枰粩啾３种庇^。在2008年設(shè)計的第一投資回報率的網(wǎng)站，現(xiàn)在這些條款中運用的很成功，資深營銷和通訊律師等。</p><p>　　“如果有一個機會能提供有用的服務(wù),我們想讓這樣的事情發(fā)生的,”她說。Wayne Garret,一個資訊科技的副主席說：“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>　　多虧了面對面的互聯(lián)網(wǎng)供應商提高產(chǎn)品供應，擴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)民國家銀行,一個擁有6200萬美元資產(chǎn)的社區(qū)銀行的金融服務(wù)主任Laurie Goodlock說道

69、：“我們沒有在網(wǎng)站上運用動畫或浮華的東西。它不適合我們的形象和品牌”。然而簡單的外部房屋卻是一個復雜的網(wǎng)站。銀行提供網(wǎng)上銀行，賬單支付和在第一次數(shù)據(jù)中提供手機銀行業(yè)務(wù)。</p><p>　　Goodlock建議農(nóng)民國家銀行在分支機構(gòu)提供手機銀行服務(wù)，采取直接郵寄?！拔覀冎皇情_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實現(xiàn)廣泛的移動服務(wù)了，”她說。</p><p>　　不過，銀行想提

70、出略高于區(qū)域性的技術(shù)曲線，因為她認為這些措施將有利于獲得潛在的銀行客戶。出于這個原因，她還想著那個試驗?！拔覀兊墓俜娇谔柺恰般y行讓你有賓至如歸的感覺，”Goodlock說。當然，如果潛在的顧客感到這個所謂的遠程渠道，在那里就是他們渴望的。</p><p>　　雖然網(wǎng)站的經(jīng)驗不盡相同，但一般來說，不同的移動和因特網(wǎng)渠道都經(jīng)歷快速漸進的變化。一旦僅僅看作是一個網(wǎng)站的延伸，移動也開始成為它自己的“東西”，名副其實地抓住

71、了客戶的心。</p><p>　　與此同時,互聯(lián)網(wǎng)已經(jīng)普及了。在短短的五年時間內(nèi),網(wǎng)上銀行一直受網(wǎng)絡(luò)的影響,豐富的互聯(lián)網(wǎng)應用程序的崛起,以及其他技術(shù)進步,使網(wǎng)絡(luò)體驗更接近人們從他們的計算機桌面軟件上升的期望。</p><p><b>　　在細節(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

72、值搜索從未,也不應當停止,專家說。</p><p>　　這些渠道的批評者繼續(xù)在設(shè)計和功能方面不斷取得進步，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>　　銀行交易的時代已經(jīng)過去了，他們說，時間價值發(fā)揮作用的時機迎來了，包括個人財務(wù)管理的工具。“銀行需要什么，超越了金錢的存儲，他們可以為客戶做的，”Mark

73、Schwanhausser，一個加利福尼亞洲的研究分析師說。（幾乎每個研究分析師在PFM周圍的地點都提到，如一個叫Mint.com的免費在線理財網(wǎng)站，擁有超過100萬用戶和得到大多數(shù)專家的肯定，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他們的網(wǎng)站進行升級，都符合規(guī)定的理由，因為他們不喜歡在不必要的變化情況下去打擾到客戶。</p><p>　　“當你指引你的顧客

74、走進一個確定的流程,然后你改變它,那就等于是您使當?shù)氐碾s貨店改變布局,就很難找到你的最愛”， Dan Fisher現(xiàn)任總統(tǒng)和江銅集團，金融服務(wù)，有針對性的咨詢機構(gòu)的CEO說。Dan Fisher也許沒有足夠大的權(quán)利去改變，然而他敦促銀行家下降以銀行為中心的觀點和獲得對新技術(shù)的支持,然而這樣會讓他們感到很不舒服。“銀行家需要拋開自己的經(jīng)驗，想想能為他們做什么。”</p><p>　　在最近的一篇日志中費舍爾寫道:“

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

76、部業(yè)務(wù)，F(xiàn)isher提供了一個名為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)常進行改造嗎? 這將是在防火墻后面，在驗證的網(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，一個位于波士頓的艾特

77、集團的高級分析師，Shevlin專門從事零售銀行業(yè)務(wù)的問題，包括銷售和營銷技術(shù)。</p><p>　　“我們的想法是引導顧客通過程序中的每一個步驟。它是關(guān)于信息和屏幕的設(shè)計細節(jié)，”他說?！耙恍┿y行已經(jīng)在做了，但它離常態(tài)還很遠。”</p><p>　　“當你在線設(shè)定了期望，你就需要提供工具?！弊罱芯抗倦娮由虅?wù)和渠道策略的高級分析師Emmett Higdon證實。</p>&

78、lt;p>　　雖然簡單，如帳單支付交易已經(jīng)很成熟了，并且執(zhí)行也是相當簡單， Higdon解釋說，如電匯或轉(zhuǎn)賬或網(wǎng)上開戶更復雜的交易能夠給客戶擱淺，或給銀行打電話，哄抬成本。或者，如Shevlin所說的那樣，是您助燃劑多步驟的過程或自我解釋？“銀行家們需要思考的方便易用的使用條件，”他補充道。</p><p>　　增加復雜性是研發(fā)團隊和設(shè)計師從不同的公共網(wǎng)站的認證網(wǎng)站變化,導致失去在一個混雜的外觀，從營銷的角

79、度讓人捉摸不定。提供一個無縫過渡是一個更好的主意。</p><p>　　這種思維驅(qū)使加拿大皇家銀行改進了許多工作。Jim McGuire, 一個在線戰(zhàn)略和客戶經(jīng)驗的副總統(tǒng)，說他的獲獎網(wǎng)站是部分客戶18個月經(jīng)驗的研究結(jié)果。“我們工作的角色[一個消費心理，行為，分割擴展名]，以形成信息和工作流程的工作，”銀行長官解釋說。</p><p>　　在系統(tǒng)地介紹了一個升級轉(zhuǎn)換，RBC依然小心注意客戶網(wǎng)

80、站的一致性，并在產(chǎn)品線通過對網(wǎng)站的認證。</p><p>　　“這是非常重要的命名和導航公約規(guī)范說:“Schwanhausser標志。“這應該發(fā)生在認證的網(wǎng)站。它也應該頻道到發(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,你就會產(chǎn)生混亂,”他補充說。</p><p>　　“這是非常重要的規(guī)范命名和導航公約”，Mark Schwanhausser說，“這應該發(fā)生在認證的網(wǎng)站。它

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

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

83、,他和其他人都說。</p><p>　　美國銀行,這就是領(lǐng)導在比爾付款,Schwanhausser說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),如警報發(fā)電子郵件給和移動設(shè)備。</p><p>　　美國銀行，在帳單支付方面被人所知，Schwanhausser說，“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設(shè)備的警報服務(wù)。

84、</p><p>　　分析師認為，銀行家的一個后果, 是保持了一個新的與移動相關(guān)的興趣。銀行將最終放棄一勞永逸的批處理系統(tǒng)。“這樣的趨勢來提供過時的信息，銀行的客戶對此會越來越表現(xiàn)出不耐煩，”Schwanhausser解釋說。</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，在面對新的法

85、律法規(guī)，平穩(wěn)的環(huán)境和費用收入的減少。通常情況下，經(jīng)濟增長的最大希望是為客戶提供更全面的一對一的服務(wù)，以獲得“錢包份額”。</p><p>　　對于這個任務(wù)的勝利者來說,機會是巨大的。今天的客戶關(guān)系繼續(xù)堅守“深度表” 在大多數(shù)銀行仍停留在低于20%。換句話說,對于任意給定的個人或家庭提供的銀行,典型的80%以上的金融服務(wù)需要遇見競爭對手。改變這個比率哪怕是一點點，整個客戶群就會產(chǎn)生巨大的金融優(yōu)點。</p>

86、;<p>　　然而，一個直接的挑戰(zhàn)是一種普遍的客戶經(jīng)濟學關(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上打擊政府的意圖，但這種緊密的產(chǎn)品焦點往往忽略了客戶的需求及他們對經(jīng)濟壽命的期望。</p><p>　　正是在這一背景下，銀行正在逐步擴大交叉銷售取景器。而不只是去看個別產(chǎn)品當年的利潤潛力，他們正在考慮全面的客戶關(guān)系跨度，從開始到結(jié)束。什么是對客戶和銀行來講的那種互惠

87、互利的向最高的項目？</p><p>　　例如，如何使客戶的終身價值在作出決定，考慮周邊所有的支票賬戶時有所差別，這就需要通過每月的免費服務(wù)努力去修復檢查，以便通過透支收入來減少利潤損失。</p><p>　　這種方法是短期的，但是，免費檢查在吸引高交叉銷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，高價值的客戶在使用其他銀行的產(chǎn)品時將更多希望銀行給他們提供免

88、費檢查。</p><p>　　利用這樣的認識，將有利于三步走計劃。在下面這三個步驟，在銀行內(nèi)部需要編制各種資料。營銷團隊需要發(fā)展強大的模式，將精確地測量每一位顧客的終身價值總額。個別產(chǎn)品團隊將需要與分銷合作，設(shè)計推出了集中交叉銷售的命題科和呼叫中心，銷售代表可以在一個關(guān)系中。</p><p>　　與此同時，執(zhí)行管理需要解決的問題與業(yè)績相衡量，鑒于銀行對以個別產(chǎn)品為中心的分裂指標的重視。管理