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市場調查報告書
零售銀行業務之非傳統型企業市場機會
Non-Traditional Players in Retail Banking: The Customer Opportunity
| 出版商 |
Datamonitor |
| 出版日期 |
2009年12月 |
商品編碼 |
107853 |
| 內容資訊 |
英文 86 pages |
| 價格 |
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零售銀行業務之非傳統型企業市場機會 是由出版商Datamonitor在2009年12月所出版的。
這份英文市場調查報告書包含86 pages 價格從美金4495起跳。
本報告中除分析新加入零售銀行業務之非傳統型企業機會之外，也統整出加入非傳統型新企業如超市等的優點，應該改善的弱點，市場機會，應該注意的威脅，已加入業者之案例研究等 以下為構成之摘要。
摘要
總論概述
- Datamonitor(公司)的總論：預估新供應商在市場中有限的影響力
- 摸索參與的非傳統型企業：綜合性展望
- 非傳統型企業之認可與不認可
序論
未來展望
- 優點
- 數家非傳統型供應商已成功加入金融服務
- 獨立型供應商
- 策略性合作
- 新供應商在開拓現有的顧客資料庫上處於有利的立場
- 零售商：在販售金融商品上，能夠開發現有顧客的忠誠方案
- 零售商：能夠藉由許多途徑接觸潛在客戶等
- 弱點
- 工作人員得到的代價相當高
- 零售商：預測將於提供房貸或其他複雜性商品上陷於苦戰
- 對希望加入支票帳戶市場的零售商而言、顧客的取得是困難的
- IT基礎設施：難以應付不可預測的挑戰
- 新銀行的行銷及難以創造立足點等
- 市場機會
- 依據外在因素，現有銀行對新興企業毫無防備的狀態
- 銀行帳戶的提供創造出極大的交叉兜售之市場機會
- 現有的IT系統讓新加入企業得以從頭開始建造基礎設施
- 新參與銀行：可聘用遭銀行解雇的工作人員等
- 威脅
- 市場狀況會隨著發表業務開始及實際開始時期而改變
- 銀行業務：母公司核心財務的出口功能
- 新供應商：可能敗於往非核心的多角化商業活動
- 因過去的多樣化而產生問題之案例
- 銀行業務的問題有可能降低組織的核心商業評估
- 零售商的核心商業問題：有可能妨礙銀行業務的成功
- 母公司的過度擴張增長消費者的疑慮
- 新建設銀行難以提供多様化商品及服務
- 浮現出有關合作文化的爭論
附錄
圖表
Abstract
Introduction
The financial crisis has had a huge impact upon the banking world. Many
established banks have been weakened, subject to tougher regulation, and
suffering from diminished trust. This has created an opening for
non-traditional providers to move in and take advantage of their stronger
reputations. However, they also need to be aware of obstacles, such as
customer inertia, that stand in their way.
Scope of this research
- Strengths that can provide non-traditional entrants with a competitive
edge over established banks, such as expertise in customer analytics.
- Weaknesses that such providers need to deal with, such as high levels of
customer inertia and the difficulties faced in selling advice-led products.
- Opportunities that will benefit these institutions, for example
technological developments lowering the costs of entry.
- Threats that exist to the wellbeing of new, non-traditional providers,
such as lack of expertise in the provision of financial services.
Research and analysis highlights
Expertise in database management and customer analytics gives supermarkets and
other retailers a competitive advantage over the banks when it comes to
marketing products and services.
Non-traditional providers will find it extremely difficult to overcome the
high degree of inertia in the current account market.
Not having launched operations in the immediate aftermath of the banking
crisis means that prospective entrants may have missed their best window of
opportunity to win over disaffected customers.
Key reasons to purchase this research
- Presents case studies of providers who have already entered, or are in the
process of entering, the financial services industry.
- Highlights the main strengths that new entrants to retail banking can
exploit, as well as the weaknesses they need to contend with.
- Discusses the opportunities that exist in the market for non-traditional
providers, and the threats to their prospects for success.
Table of Contents
OVERVIEW
- Catalyst
- Summary
- Methodology
EXECUTIVE SUMMARY
- Datamonitor concludes that new providers will have only a limited impact
on the market
- Non-traditional players seeking to enter the banking market face mixed
prospects
- Recent history does not provide cause for much optimism in relation to
new entrants
- New players can take a number of steps to increase their chances of
success
- There are several measures that established banks can take to combat the
threat from new providers
- The case for non-traditional players
- The banking crisis has greatly diminished the public' s trust in
established banks
- Retailers have proved themselves to be extremely proficient at
exploiting their customer databases
- Outside factors have combined to leave the established banks in a
weakened state
- Advances in technology have reduced some of the costs of entry
- The case against non-traditional players
- Customer acquisition could prove tricky for new providers
- Lack of expertise and experience could prove to be the undoing of market
entrants
- The future climate may not be as amenable to new entrants
- Existing banks will work hard to defend their market share
INTRODUCTION
- The banking crisis has created an ideal climate for new entrants
- Non-traditional players have catered to a niche market for a long time
- Until now, market conditions have conspired against the emergence of new
providers
- The lack of trust in the banking industry has created an opportunity for
new entrants untarnished by the crisis
THE FUTURE DECODED
- Strengths
- Several non-traditional providers have already successfully branched out
into financial services
- Stand-alone providers
- Strategic partnerships
- The banking crisis has created a more conducive environment for new
players to win business
- New providers are well-placed to exploit existing customer databases
- Retailers can exploit existing customer loyalty schemes to market
financial products
- Retailers can reach potential customers through a variety of channels
- Weaknesses
- Staff acquisition costs can be very high
- Retailers will struggle to offer mortgages and other complex products
- Customer acquisition may prove problematic for retailers wishing to
enter the current account market
- IT infrastructures may be unable to cope with unforeseen problems
- Marketing and positioning a new bank could prove extremely challenging
- Opportunities
- External factors are leaving existing banks vulnerable to new competitors
- The provision of bank accounts will create golden opportunities for
cross-selling
- Off-the-shelf IT systems allow new entrants to start infrastructure from
scratch
- New entrants can recruit staff that have been made redundant by the banks
- Restrictions on bank lending leaves the field open to new providers
- Threats
- Market conditions could change between announcement to launch and the
launch itself
- Banking operations may act as a drain on the core finances of the parent
company
- New providers may come unstuck if they diversify into non-core business
activities
- Companies have encountered problems in the past when branching out into
new areas
- The reputation of an organization' s core business may be damaged in the
event of problems with its banking operation
- Problems at a retailer' s core business may jeopardize the success of its
banking arm
- Established players may try to make life difficult for new entrants
- Public concern may mount that the parent company will be too big or
powerful
- Their small size may leave new entrants vulnerable to market downturn
- New banks may be unable to offer a full range of products and services
- Tensions may arise over corporate culture
APPENDIX
- Supplementary data
- Definitions
- Aggregator site
- Asset Protection Scheme (APS)
- Prepayment card
- Methodology
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
TABLES
- Table: New providers at a glance
- Table: Tesco outlets in the UK, as of November 2009
- Table: Impact of fall in trust with primary bank on likelihood to
investigate other banks
- Table: Current account market share in the UK
- Table: Products consumers are willing to purchase from supermarkets
- Table: Impact of fall in trust with banking industry on likelihood to shop
around for financial products
- Table: Extent of fall in trust in banking industry
- Table: Customer satisfaction with credit card providers
- Table: Popularity of non-financial providers for financial products
- Table: Extent of trust in financial institutions (rated on five-point
scale)
- Table: ING Direct: savings rates and deposits
- Table: Extent of cross-selling
- Table: Change in availability of credit over time
- Table: Nationwide Consumer Confidence Index 2004 - 2009
- Table: HBOS: value of total deposits over 2004-2009
FIGURES
- Figure: Consumers with diminished trust in their main bank are willing to
look elsewhere
- Figure: Sainsbury' s is using its Nectar loyalty scheme to entice customers
- Figure: Current account market share is concentrated in very few hands
- Figure: Only a minority claim they are willing to purchase financial
products from supermarkets
- Figure: Consumers with diminished trust in their main bank are willing to
look elsewhere
- Figure: There is a strong link between falling levels of trust in industry
and likelihood to shop elsewhere
- Figure: Consumer trust in banks has been badly hit, especially in the US
and northern Europe
- Figure: Tesco already offers a wide array of financial products and
services
- Figure: As well as having an online presence, Tesco also offers in-store
banking facilities
- Figure: Alior is the largest ever bank launch in Polish history
- Figure: The US fashion retailer Nordstrom offers full banking to its
customers
- Figure: Through its Greenbee brand, John Lewis markets a wide range of
insurance policies
- Figure: O2 has recently introduced two new payment cards
- Figure: Customer satisfaction with credit card providers is much higher
for non-bank institutions
- Figure: Sainsbury' s is using its Nectar loyalty scheme to entice customers
- Figure: Tesco has effectively integrated its credit card into its wider
loyalty program
- Figure: Is this an appropriate environment in which to sell mortgages and
pensions?
- Figure: Current account market share is concentrated in very few hands
- Figure: Non-financial providers currently hold limited appeal for consumers
- Figure: Only a minority claim they are willing to purchase financial
products from supermarkets
- Figure: Banks still enjoy levels of trust comparable to other
organizations, in the UK and globally
- Figure: ING Direct: When saving doesn' t feel so good
- Figure: Tesco Compare has failed to make inroads into the price comparison
market
- Figure: RBS could be forced to sell off its branches in England
- Figure: Across all markets, the current account drives cross-selling of
other products
- Figure: There has been a severe contraction in the availability of secured
and unsecured credit
- Figure: Deposits held at HBOS fell in 2008, along with consumer confidence
- Figure: Prudential sold Egg to Citi in 2007, having failed to make a
success of the venture
- Figure: Marks & Spencer' s Lifestore concept failed to attract customers in
sufficient numbers
- Figure: National Savings & Investments prominently emphasizes its 100%
Treasury-backed guarantee
- Figure: Abbey is launching a fee-free bank account for its mortgage holders
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