1、 1 本科毕业论文外文翻译 出 处： Infosys Strategic Vision 原 文 ： Insights from Banking Simple By Ashok Vemuri Introduction “A simpler way of banking.We treat with you respect. No extraneous features. No hidden fees.” For the uninitiated, this is the mantra of BankSimple, a Brooklyn-based startup which has position
2、ed itself as a consumer-friendly alternative to traditional banks. BankSimple pushes a message of user experiencesophisticated personal finance analytics, a single “do-it-all” card, superior customer service, and no overdraft fees.Though branchless and primarily online-based, BankSimple is also plan
3、ning to provide some traditional customer service touches, including phone support and mail-in deposits. Interestingly, BankSimple will also likely not be a bankat least not in the technical, FDIC sense of the word. Rather, BankSimples strategy is to be a front-end focused on the customer experience
4、. The back-end core “bank” component will be FDIC-insured partner banks. Unfettered by years of IT investments and entrenched applications, BankSimples team has the freedom to build an innovative, user-friendly online interface, customer service program, and the associated mobile and social bells an
5、d whistles that more and more consumers are demanding. One way to look at it is as a wrapper insulating the consumer from the accounting, compliance, and technology challenges that many banks face. Like personal finance sites M and Wesabe before it, BankSimple is looking to tap into a perceived gap
6、between what major banks provide and what consumers want. A recent survey by ForeSee Results and Forbes found that consumers view online banking as more satisfying than banking done offline. Though good news for the industry as a whole, the survey also found that the five largest banks in the countr
7、y scored the lowest in the study. Cheaper and more customer friendly, digital banking is the future but many consumers are finding it is better done with credit unions, community banks, and (down-the-road) startups like BankSimple. As you read, significant investments are being made by banks to impr
8、ove their online, mobile, and IVR customer-friendliness. Major banks are embracing these channels, and customer satisfaction will likely improve over time. Even so, startups like Bank- Simple should be viewed as a learning opportunity. Their ideas are disruptive and often highlight pain points that
9、need to be addressed. BankSimples first two stated philosophies are a good place to start: “ A simpler way of banking” and “We treat you with respect.” Ask the Right Questions to Achieve Simplicity BankSimples “simpler way of banking” tenet is primarily driven by its business model.A relatively smal
10、l number financial products and services (bill pay, 2 savings/checking account, loans, account transfers) will allow BankSimple to declutter its offerings.This minimalist approach is embodied in the first planned producta single card providing checking, savings, rewards, and a line of credit. Obviou
11、sly, major banks have a much different business model. Higher wallet share is necessary to grow revenue and increase market share. Product innovation and cross selling are two methods used to achieve this. With banks in the midst of a reputation crisis, customer service has taken on more importance
12、Unfortunately, cross selling efforts often congest and complicate the banking experience. Consumers can get lost in a maze of clicks, confusing products, and fine print. Simplicity and straightforward banking are not easy to implement. If they were, we wouldnt be having this discussion. However, by
13、asking a few important questions you can set your bank on a path to simplicity: l Where are the headaches? Where are you receiving the most customer service complaints and queries? How long does it take to complete basic activities (i.e., open an account or enroll in online banking)? Once these pain
14、 points are identified, process reengineering can be undertaken to improve speed and customer satisfaction. l Are your customers happy with their channel of choice? Certain customers prefer using online banking or mobile banking. Others prefer phone and branch banking. Can all of their needs be met
15、through their channel of choice? Do predominantly mobile bankers have to make unnecessary trips to the bank branch? Availability of products and services through the channel of choice can be a powerful switching mechanism. The usability and simplicity of the online channel is another important consi
16、deration. How intuitive is your website? Can customers quickly find what they are looking for? Mapping customer activities while on the site, customer surveys (incentives help encourage participation), and focus groups are some techniques used to identify potential bottlenecks and pain points. l Are
17、 the benefits of your products and services clear and understandable? The burgeoning number of products banks offer can be a nightmare for many time and attention-strapped customers. A multitude of channels to navigate through often compounds the complexity. Side-by-side comparisons, easy to underst
18、and terms and conditions, and easy access can add a dash of simple to any bank. l Do you really know your customers? Intelligent and effective use of analytics can unlock what products and services are applicable to a given customer. The rise of unstructured analytics allows financial institutions t
19、o sift through data outside of the databaseblogs, social media sites, emails, wikis, and even audio and video. From unstructured data, banks can derive more complete profiles of their customers. Patterns and preferences can be pinpointedimproving the efficacy of marketing and customer service campai
20、gns. Online Banking: Increasing Adoption, Access, and Usage The report recommends that banks adopt a more aggressive strategy that will give financial institutions a competitive advantage with Internet-savvy and younger consumers who will fuel banks profits in the decade ahead. The report surveyed t
21、he top 30 U.S. full-service retail bank Web sites and identifies the appropriate level of 3 adoption of four key initiatives that the report recommends. The report also details the current level of Internet access, online banking adoption, and customer satisfaction with the online banking experience
22、. Highlights of this report include: . Internet access now stands at 74 percent and limits the universe of customers who can sign up for online banking. Its only a matter of time before the younger cohorts who have integrated the Internet into their day-to-day life become an important customer segme
23、nt and drive online banking adoption higher. Banks have been investing heavily in the online experience and have dramatically increased their online customer satisfaction scores over the past 10 years. Banks now outperform online retailers, once considered the gold standard for quality online experi
24、ences. Banks are executing a number of initiatives that are increasing online banking adoption, access, usage, and relationship depth. Continuing to promote online banking capabilities at every opportunity is essential for success, and, when successful, online banking creates additional “impressions
25、” that enhance brand and cross selling effectiveness. Mobile banking is an essential ingredient to an online banking strategy and broadens access, increases usage, and provides a platform for innovative products and services in the future. Banks need to expand the capability of their online banking
26、solutions to increase usage and deepen their relationships with customers. In addition to offering mobile banking, banks need to expand their EBPP capabilities with eBills, provide easy to use “lite” personal financial management solutions, and add consumer check image capture to capabilities. “ Onl
27、ine banking has continued to gain adoption over the past decade and will eventually outrank branch location in the list of decision criteria when a consumer chooses a bank,” said Bob Landry, vice president of Mercator Advisory Groups Banking Advisory Service. “ While the promise is clear, banks must
28、 continue to promote online banking to increase adoption, expand access with mobile banking, and increase usage by adding new capabilities,” Landry added. “Those banks that continue to execute an aggressive online banking strategy will not only reduce costs, they will also be the choice of the next
29、generation of consumers who have integrated the Internet into their lifestyle. They will naturally gravitate to the banks that meet them where they work and Most bank customers (36 percent) prefer to do their banking online compared to any other method, according to a new ABA survey. Last year, 25 p
30、ercent of customers favored online banking. The annual survey of more than 1,000 consumers was conducted for ABA by Ipsos-Public Affairs, an independent market research firm, on Aug. 14-15, 2010. Clearly, online banking has fully penetrated the market, says Nessa Feddis, ABA vice president, senior c
31、ounsel and retail banking expert. Online banking is the future of banking as more Generation Y-ers enter the marketplace. This means the industry will need to continue investing in technology that supports online banking because consumers see it as quick, convenient, accurate and safe. Survey result
32、s showed that the popularity of online banking was not exclusive to the youngest consumers: It was the preferred banking method for all bank customers under the age of 55. Consumers over 55 still prefer to visit their local branch (33 percent). Online banking for this age group was the second favorite way to conduct banking transactions (20 percent). Among all consumers, the preference for online banking
