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市場調查報告書

薄利環境中實現持續節省成本

Achieving Sustainable Cost-Savings in a Low-Margin Environment

出版商 Datamonitor
出版日期 2009年04月 商品編碼 87200
內容資訊 英文 23 pages
價格
US $ 2795 PDF by E-mail (Single User License)
US $ 6988 PDF by E-mail (Global Site License)


薄利環境中實現持續節省成本 是由出版商Datamonitor在2009年04月所出版的。 這份英文市場調查報告書包含23 pages 價格從美金2795起跳。

簡介

本報告書內容包括：受到信用危機大幅影響的金融機構在薄利環境為實現持續節省成本的成本管理調查分析。內容綱要摘記如下：

第1章 DATAMONITOR的觀點

  • 發展因素
  • 摘要

第2章 分析

  • 過去的行為困擾著許多零售銀行
    • 銀行的行為遭到嚴重的批判
    • 為了改變市民冷漠的態度，必須分別進行信用促銷
  • 銀行必須回到自己的商業模式，提高成本效率
    • 2007年至2008年英國主要銀行的成本效率除了Abbey之外都惡化
  • 危機是策略性進歩的機會
    • 節省成本策略必須由主管主導全面進行
  • 成本管理應集中在可達到明顯效果的地方
    • 節省成本的努力應放在適當的方向，讓所有人明白可持續下去
  • 持續節省成本應做為零售銀行成本管理計畫的目標
    • 行員也應參與節省成本計畫
    • 因工程再造達成的成本節省效果減少
    • 組合針對環保的努力及節省成本，提高行員改善企業經營內涵的意識
    • 委外雖也是減少事業費用的重要方法，但需審慎考慮
    • 強調委外將忽略掉顧客重視的需求
  • 銀行有更加拉近顧客，實現節省成本目標的機會
    • 銀行應利用可利用的技術，巧妙達成節省成本及定期與顧客聯絡的目的
    • 銀行可利用技術做到環保、節省成本並建立可靠的企業形象
    • 銀行應合理化商品結構及提供服務，進而節省成本
  • 零售銀行的新模式是減少分行的行員人數，擴充負責的業務範圍
    • 銀行應最大程度地利用人才，改善服務水準

附錄

目錄

Abstract

Introduction

Financial institutions struggling to survive the spiraling effects of the credit crunch need to look at rationalizing their costs in order to remain profitable in such a low-margin environment.

Scope of this research

  • The past actions of many retail banks have come back to haunt them and banks must revisit their business models to improve cost efficiency.
  • Cost management should be targeted to where it will really make a difference.
  • Sustainable cost-savings must be the goal of a retail bank cost management program.
  • There are opportunities for banks to bring employees and customers closer and achieve cost-savings.

Research and analysis highlights

Highlights how banks can revisit their business models to improve cost efficiency, emphasizing the need for an all encompassing cost-saving strategy.

Outlines specific strategy for identifying where cost savings can really make a difference in order that retail banks achieve sustainable cost-savings.

Identifies examples of programs being employed by banks in order to bring customers closer while at the same time saving costs.

Key reasons to purchase this research

  • Identify key areas where costs can be saved while still promoting a customer-centric banking model.
  • Highlights cost-savings measures that bring employees closer to the company and that are sustainable in the long-term.

Table of Contents

DATAMONITOR VIEW

  • CATALYST
  • SUMMARY

ANALYSIS

  • The past actions of many retail banks have come back to haunt them
    • Banks' behavior has drawn a huge amount of criticism
    • Changing the minds of a cynical public will require prudency and a significant campaign of goodwill
  • Banks need to revisit their business models to improve cost efficiency
    • The cost efficiency of all the major UK banks, except Abbey, deteriorated between 2007 and 2008
  • Crisis brings the opportunity for clear strategic gains
    • A cost-saving strategy needs to be board-driven and all encompassing
  • Cost management should be targeted to where it will really make a difference
    • Cost-savings efforts should be channeled appropriately so that they prove to be sustainable
  • Sustainable cost-savings must be the goal of a retail bank cost management program
    • Staff should be involved in cost-cutting measures
    • Significant cost-savings from process re-engineering are diminishing
    • Combine green initiatives with cost-savings to improve company profile and raise staff awareness
    • Outsourcing can be an important way to save on operational costs but it can be a sensitive issue
    • Emphasizing outsourcing can detract from the need for better customer focus
  • There are opportunities for banks to bring the customer closer and achieve cost-savings
    • Banks should utilize available technology to achieve cost-savings and stay in regular contact with their customers
    • Banks can utilize technology to ' go green' , save on costs and build a credible corporate image
    • Banks can reduce costs by rationalizing the portfolio of products and services offered
  • A new model of retail banking has less branch staff but greater diversity in the range of work they are able to do
    • Banks need to optimize their utilization of staff and refine service levels

APPENDIX

  • Tables
  • Bibliography
  • Further reading
  • Ask the analyst
  • Datamonitor consulting
  • Disclaimer

TABLES

  • Table: Lloyds TSB greenhouse gas emissions
  • Table: HSBC' s virtual forest saves the bank money and appeals to green customer sensibilities
  • Table: Cost/income ratios of major UK banks, 2007 - 08
  • Table: Total advertising expenditure by UK banks, 2008
  • Table: Number of customers per retail branch, 2008
  • Table: The number of retail branches and customers by bank

FIGURES

  • Figure: Most UK banks witnessed rising cost/income ratios between 2007 and 2008
  • Figure: Total advertising expenditure by banks and advertising expenditure per customer, 2008
  • Figure: Citi uses texts to connect with customers based on their individually-defined criteria
  • Figure: BNZ offers tailored packages to its customers from a limited range of products
  • Figure: There is a wide range of customers per retail branch in UK banks, 2008
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