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市場調查報告書

無人銀行:最佳業務實踐和相關案例研究

Self-Service Banking: Best Practice and Case Studies

出版商 Retail Banking Research Ltd.
出版日期 2011年08月 商品編碼 206566
內容資訊 英文 148 Pages
價格
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無人銀行:最佳業務實踐和相關案例研究 是由出版商Retail Banking Research Ltd.在2011年08月所出版的。 這份英文市場調查報告書包含148 Pages。

簡介

本報告提供有效利用ATM等自助的銀行服務的實質與策略構築的相關調查，前半部分部以全球主要銀行的實例(尤其是各銀行的零售銀行策略之間的關聯性)為主，以及後半部各銀行的高層怎樣賦予自助服務策略的定位，有效利用的相關考察，並將其結果，為您概述為以下內容。

執行摘要

章節A:自助服務所扮演的角色

第1章 Absa Group(南非)

第2章 Credit Suisse(瑞士)

第3章 First National Bank (FNB)(南非)

第4章 HDFC Bank(印度)

第5章 HSBC(英國)

第6章 ING Group

第7章 La Caixa(西班牙)

第8章 The German Sparkassen 2001-2011

第9章 Wells Fargo(美國)

章節B:自助服務的效率最大化

第10章 「分店」的自助服務

第11章 智慧銀行

第12章 自助服務和生物識別技術(生物認證)

第13章 自助服務的功能和設備

第14章 自助服務有效地引導顧客

第15章 ATM產業協會(ATMIA: The ATM Industry Association)

第16章 自助服務策略的發展

第17章 結論

附錄:分店的業務和自助服務設備

目錄

Abstract

This new report in RBR' s Executive Reports series addresses self-service strategy in the context of retail banking strategy more broadly. It provides an overview of how self-service banking is being used and developed within an increasingly complex multi-channel delivery environment. The report aims to inform the thinking of senior executives on the critical issues that must be addressed in order to maximise the benefits that self-service can deliver.

The first part of the report considers the role of self-service in retail banking through a set of case studies from around the world. The second part reviews, with examples, the issues that contribute to the effectiveness of the self-service investment. It offers guidance on developing and implementing a comprehensive self-service strategy.

About RBR

RBR is widely recognised as the leading provider of strategic research and consulting services to organisations active in the areas of banking automation, ATMs, cards and payments.

Table of Contents

ACKNOWLEDGEMENTS

  • About the author: David J Cavell FCIB
  • About the publisher: Retail Banking Research (RBR)
  • Confidentiality
  • Disclaimer

TABLE OF CONTENTS

TABLE OF FIGURES

EXECUTIVE SUMMARY

  • Part A: The role of self-service
  • Self-service and the branch
  • Focus on the ATM service
  • Self-service and the multi-channel mix
  • Part B: Maximising self-service effectiveness
  • Self-service within the branch
  • New technologies
  • Functionality
  • Customer migration
  • Security
  • Self-service strategy development
  • Conclusions

INTRODUCTION

  • Objectives
  • Background
  • Parts A and B

SECTION A: THE ROLE OF SELF-SERVICE

  • 1. Absa Group, South Africa
    • 1.1. Background
    • 1.2. Channel strategy development
    • 1.3. Self-service and outreach
    • 1.4. Conclusion
  • 2. Credit Suisse, Switzerland
    • 2.1. Background
    • 2.2. Branch Excellence at Credit Suisse
    • 2.3. Self-service facilities (within Branch Excellence)
    • 2.4. Cash cycle management
    • 2.5. Conclusion
  • 3. First National Bank (FNB), South Africa
    • 3.1. Background
    • 3.2. Branch led channel strategy
    • 3.3. FNB and the ATM
    • 3.4. 3.5 Conclusion
  • 4. HDFC Bank, India
    • 4.1. Background
    • 4.2. Rapid targeted expansion
    • 4.3. Delivery channel strategy
    • 4.4. Focus on the HDFC Bank ATM
    • 4.5. The upgraded service
    • 4.6. Conclusion
  • 5. HSBC, UK
    • 5.1. Background
    • 5.2. The British retail business
    • 5.3. Self-service at the branch
    • 5.4. Conclusion
  • 6. ING Group
    • 6.1. Introduction
    • 6.2. The ING ‘Self Bank’ branch
    • 6.3. ING Belgium ‘Proxi’ branches
    • 6.4. Conclusion
  • 7. La Caixa, Spain
    • 7.1. Background
    • 7.2. Triple bottom line
    • 7.3. Delivery channel strategy
    • 7.4. Focus on the ATM
    • 7.5. The customer interface
    • 7.6. The Punt Groc (Yellow Dot) project
    • 7.7. Adding value at the ATM
    • 7.8. Customer relationship development
    • 7.9. Conclusion
  • 8. The German Sparkassen 2001-2011
    • 8.1. Background
    • 8.2. Self-service innovation across the group
    • 8.3. Sparkasse FForchheim - branch of the year
    • 8.4. Sparkasse Gifhorn - Wolfsburg - comprehensive self-service facilities
    • 8.5. Sparkasse Herford - customer migration strategy
    • 8.6. Sparkasse Berlin - self-service branches
    • 8.7. Conclusion
  • 9. Wells Fargo, USA
    • 9.1. Background
    • 9.2. A multi-channel delivery strategy
    • 9.3. The Wells Fargo ATM
    • 9.4. Automated deposits through the ATM
    • 9.5. Conclusion

SECTION B: MAXIMISING SELF-SERVICE EFFECTIVENESS

  • 10. Self-service in the ‘branch’
    • 10.1. Introduction
    • 10.2. In the branch of the future
    • 10.3. New branch concepts
    • 10.4. The self-service branch
    • 10.5. The segmented branch
    • 10.6. Demountable representation
    • 10.7. Mobile vans
    • 10.8. The green self-service machine
    • 10.9. Securing the self-service environment
  • 11. The Agile Bank
    • 11.1. The future is integration
    • 11.2. The use of branch ‘scenarios’
    • 11.3. The latest generation facilities
    • 11.4. Conclusion
  • 12. Self-service and biometrics
    • 12.1. A maturing science
    • 12.2. Finger vein identification
    • 12.3. Palm vein authentication
    • 12.4. Biometrics facilitating expansion
    • 12.5. Conclusion
  • 13. Self-service functionality and facility
    • 13.1. Introduction
    • 13.2. Alternative solutions - automated deposits
    • 13.3. Alternative solutions - online access to accounts and other services
    • 13.4. Adjacent applications
    • 13.5. Self-service marketing
    • 13.6. Payment cards and self-service
  • 14. Effective customer migration to self-service
    • 14.1. Critical success factors
    • 14.2. The physical environment
    • 14.3. Staff skills
    • 14.4. Staff motivation
    • 14.5. On the shop floor
    • 14.6. Self-service capacity
    • 14.7. Understanding the transaction flows
    • 14.8. The workshop
    • 14.9. Conclusion
  • 15. The ATM Industry Association (ATMIA)
    • 15.1. Introduction
    • 15.2. Context
    • 15.3. Security best practices guide overview
    • 15.4. The checklist
    • 15.5. Conclusion
  • 16. Self-service strategy development
    • 16.1. Strategy definition and scope
    • 16.2. Knowledge based management
    • 16.3. Convergence - the next challenge
    • 16.4. Conclusion
  • 17. Conclusions
    • 17.1. Self-service and the branch
    • 17.2. Emerging technologies
    • 17.3. Migration to self-service
    • 17.4. The final word!

APPENDIX 1: BRANCH TRANSACTIONS & SELF-SERVICE FACILITIES

  • A. Customer engagement
  • B. Teller Transactions
  • C. At the enquiry desk
  • D. Beyond banking

APPENDIX 2: CONTRIBUTORS

TABLE OF FIGURES

  • Figure 1: The Absa branch at Eastgate mall
  • Figure 2: The Absa portable branch
  • Figure 3: The latest style of frontage within the Branch Excellence programme
  • Figure 4: The 24 hour lobby facility
  • Figure 5: ATMs in the 24 hour lobby facility
  • Figure 6: HSBC branch in Glasgow
  • Figure 7: ExpressBanking at Belgravia branch in London
  • Figure 8: Proxi branch self-service, reception and consulting booths
  • Figure 9: A modern La Caixa frontage
  • Figure 10: 24 hour service at Passeig de Gracia in Barcelona
  • Figure 11: Punt Groc twin screens
  • Figure 12: Frontage of Potsdamer Platz Arkaden branch in Berlin
  • Figure 13: Self-service branch Potsdamer Platz Arkaden in Berlin
  • Figure 14: A modern Wells Fargo branch
  • Figure 15: A personalised ATM screen for users
  • Figure 16: Barclays Piccadilly self-service facilities
  • Figure 17: Barclays Piccadilly ' Being London' digital wall
  • Figure 18: New generation of Helm Bank branches
  • Figure 19: Helm bank' s eyecatching self-service facilities
  • Figure 20: Postbank branch-based self service
  • Figure 21: A new Postbank self-service branch
  • Figure 22: A new generation of mobile banking facilities
  • Figure 23: A mobile through the wall ATM
  • Figure 24: The latest generation of BT Agile Bank
  • Figure 25: Self service banking for DBS clients
  • Figure 26: Extensive POSB self-service facilities
  • Figure 27: Automated deposit and change facilities at Commonwealth Bank of Australia
  • Figure 28: The new RBC Retail Store
  • Figure 29: Technology providing education and advice at RBC
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