零售銀行的商業智慧

本報告已在2011年07月19日停止出版。

簡介

目錄

Abstract

Overview

Introduction

Growth of data volumes in disparate sources, ongoing regulatory changes and growing technology capabilities are driving financial services organizations to increase investment in business intelligence technologies. Banks must align intelligent technology with data management techniques in order to improve their decision-making processes.

Scope

• Covers retail banks in Western Europe, Central and Eastern Europe, North America, Asia-Pacific and the Middle East
• Examines the market, strategic and technology drivers impacting retail banks business intelligence technology investments.
• Forecasts global retail banking business intelligence IT spending until 2012.

Highlights

Datamonitor believes that an effective compliance solution requires a strategic investment in infrastructure that embraces assimilating business intelligence with advanced analytic tools for risk modeling and other key technologies, such as business process, change and content management.

BI has come a long way from its origins in the early decision support systems. It is currently in charge of turning transactional data into actionable information and delivering reports to an ever-growing number of information-hungry executives and managers across all lines of business.

The value of information decays over time, therefore the real-time ability is promoting business intelligence tools from their status as decision support applications into the domain of decision automation.

Reasons to Purchase

• Gain visibility into the dynamics of the retail banking business intelligence market
• Gain market insight to assist in your strategic planning and go-to-market strategy

Table of Contents

• Overview
  • Catalyst
  • Summary
• Executive Summary
  • Introduction
  • Business Intelligence in Retail Banking (Market Focus)
  • Business Intelligence in Retail Banking (Strategy Focus)
  • Business Intelligence in Retail Banking (Technology Focus)
  • Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)
• Table of Contents
• Table of figures
• Table of tables
• Business Intelligence in Retail Banking (Market Focus)
  • Summary
  • Introduction to the market brief
  • Compliance requirement is keeping focus squarely on reporting and monitoring functionality
    • Need to retain accurate customer records and full transaction details
    • Pressure to implement advanced monitoring and measurement systems
    • Lack of comprehensive compliance strategy deteriorates the enterprise-wide visibility
  • Sales and service effectiveness requires ability to predict customer requirements as well as fully understand customer relationship
    • Greater customer understanding requires detailed segmentation and analysis
    • Sales forces need to be able to offer a quicker and more accurate decision making process than its competition
    • Predictive bank to customer relationship entails coherent data for accurate and full customer analysis
  • Strong management necessitates deep insight and control of banking operations
    • Improved business agility requires constant monitoring
    • Access to precise and reliable information enables accurate decision making processes
    • Banks must closer control their business relationships
• Business Intelligence in Retail Banking (Strategy Focus)
  • Summary
  • Introduction to the strategy brief
  • BI must be fully aligned with business processes
    • Business intelligence for revenue generation activities
    • Increasing use of performance measurements techniques
    • Business intelligence supporting financial visibility
    • Using business intelligence to fight fraudsters
    • Leveraging business intelligence to minimize risks
    • Achieving compliance requirements
  • Ability to respond faster to customers, to regulators or to management generates need for real-time automation
• Business Intelligence in Retail banking (Technology Focus)
  • Summary
  • The sourcing strategy must be aligned with needs and resources
    • Best-of-breed
    • Best-of-suite
    • It is a necessity to start BI projects with a proper data foundation
  • Banks must develop a comprehensive end-to-end BI platform
    • BI tools are spreading out among various banking applications
    • End-to-end business intelligence platform becomes a necessity
  • Banks require a consistent and standardized approach to developing an integrated and fully automated BI platform
    • Required architecture for automated delivery
    • End-to-end integration
    • Conclusion for vendors and banks
• Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)
  • Introduction
  • Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
  • West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
  • West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  • West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
  • North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  • North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  • Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  • Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  • Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • Definitions: Sources
    • Internal
    • Hardware
    • Packaged software
    • Systems integration
    • Services
  • Definitions: Solution areas
    • Customer intelligence
    • Performance management
    • Financial analysis
    • Fraud detection
    • Risk Management
    • Compliance
  • Definitions: Geographies
  • Methodology
• APPENDIX
  • Definitions
  • Methodology
  • Further reading
  • Ask the analyst
  • Datamonitor consulting
  • Disclaimer
  • List of Tables
    • Table 1: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
    • Table 2: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
    • Table 3: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Table 4: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Table 5: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
    • Table 6: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Table 7: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Table 8: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Table 9: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Table 10: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Table 11: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Table 12: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Table 13: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)
  • List of Figures
    • Figure 1: What compliance and regulatory issues are driving increased IT expenditure in 2007?
    • Figure 2: Banks progressing towards a data driven customer service
    • Figure 3: Aligning BI solutions with business requirements
    • Figure 4: Business intelligence solution adoption within the retail banking industry, H1 2007
    • Figure 5: (Near) real time and no (near) real time requirements for business intelligence solution areas
    • Figure 6: Best-of-breed versus best-of-suite strategies and associated risks and rewards.
    • Figure 7: Business intelligence platform in retail banking
    • Figure 8: Example of a reporting tool - Operational dashboard delivered by Cognos (IBM)
    • Figure 9: Gathering, analysing and utilising data should be an automatic and continuous exercise
    • Figure 10: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
    • Figure 11: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
    • Figure 12: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Figure 13: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Figure 14: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
    • Figure 15: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Figure 16: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Figure 17: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Figure 18: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Figure 19: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Figure 20: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)
    • Figure 21: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
    • Figure 22: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)

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