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市場調查報告書

數位分店:最佳業務實踐和案例研究

Digital Branches: Best Practice and Case Studies

出版商 Retail Banking Research 商品編碼 311022
出版日期 內容資訊 英文 147 Pages
商品交期: 最快1-2個工作天內
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數位分店:最佳業務實踐和案例研究 Digital Branches: Best Practice and Case Studies
出版日期: 2014年08月25日 內容資訊: 英文 147 Pages
簡介

銀行的數位分店之開設、營運時分店的設計及行員的教育也非常重要,但成功與否的關鍵幾乎皆是分店的型態及地點。

本報告分析全球各國的銀行業的「數位分店」概要和問題點,為您彙整主要銀行的案例(企業概要,產業策略,具體的方式等)同時,再調查、考察數位分店開設時的諸課題(分店的形態·設計,銀行職員·客戶的教育等等)的解決辦法·最佳業務實踐,今後的市場發展的方向性等問題。

摘要整理

簡介

A部分:案例研究

第1章 Allied Irish Bank (AIB):愛爾蘭

第2章 Banco Bilbao Vizcaya Argentaria (BBVA):西班牙

第3章 BECU:美國

第4章 Banco Bradesco (Bradesco):巴西

第5章 BT:英國

第6章 Commerzbank:德國

第7章 FNB:南非

第8章 Fraunhofer-Gesellschaft:德國

第9章 ICICI Bank:印度

第10章 ING Group:比利時

第11章 Mashreq Bank:杜拜

第12章 Nationwide Building Society:英國

第13章 National Bank of Greece (NBG):希臘

第14章 Nedbank:南非

第15章 PNC Financial Services Group:美國

第16章 Wells Fargo:美國

B部分:策略性課題

第17章 零售·分枝·網路:主要的成功因素

  • 背景
  • 位置
  • 分店的設計
  • 銀行職員的能力
  • 分店水準的品牌強度
  • 資產的分店監測
  • 結論

第18章 分店的設計

  • 背景
  • 主要課題
  • 結論

第19章 分店的變化

  • 廣泛的選擇
  • 技術和標的分店
  • 可交換的代表窗口(demountable representation)
  • The Citibank Smart Banking machine
  • 移動銀行窗口車
  • 結論

第20章 數位分店客戶和銀行職員

  • 重要的成功要素
  • 物理的環境
  • 銀行職員的技術
  • 客戶教育
  • 銀行職員的動機
  • 「適合所有人」使用
  • 結論

第21章 數位·流通管道的發達

  • 背景
  • 知識取得和願景
  • 協調實施
  • 結論

第22章 結論

  • 經營模式
  • 標的分店模式
  • 研究開發(R&D)
  • 結論

附錄:投稿者一覽

目錄

This executive report sets out to highlight and discuss best practice in branch design and staff behaviours, with a specific focus on new technology, in what has become known as the “digital branch”. Some elements of good branch design and staff behaviours are specific to local circumstances, but many of the key principles are valid wherever the branch is located. This report sets out twelve conditions that characterise a branch that has been designed through best practice, and acts as a checklist for addressing the critical issues in the development of the new digital branch model.

Table of Contents

ACKNOWLEDGEMENTS

  • About the author: David J Cavell FCIB
  • About the publisher: RBR
  • Confidentiality
  • Disclaimer

TABLE OF CONTENTS

TABLE OF FIGURES

EXECUTIVE SUMMARY

  • The branch channel
  • Digital branch business models
  • Customer facing technology
  • Thought leadership, research and development
  • The case studies
  • Management issues
  • Strategy development and management
  • Conclusions

INTRODUCTION

  • The role of the branch
  • Developing models
  • The benefits of a digital branch

SECTION A: CASE STUDIES

1. Allied Irish Bank (AIB), Ireland

  • 1.1. Background
  • 1.2. Location and objectives
  • 1.3. Key features
  • 1.4. Products
  • 1.5. The first floor
  • 1.6. Other areas/zones
  • 1.7. Conclusions

2. Banco Bilbao Vizcaya Argentaria (BBVA), Spain

  • 2.1. Background
  • 2.2. The BBVA Innovation Centre
  • 2.3. At the branch
  • 2.4. ABIL and Drivethru
  • 2.5. Conclusions

3. BECU, USA

  • 3.1. Background
  • 3.2. The BECU Eastside Financial Center
  • 3.3. The role of digital
  • 3.4. Conclusions

4. Banco Bradesco (Bradesco), Brazil

  • 4.1. Background
  • 4.2. Delivery channel strategy
  • 4.3. Bradesco Next
  • 4.4. Conclusions

5. BT, UK

  • 5.1. Background
  • 5.2. The Agile Bank
  • 5.3. Future Vision digital in the Branch of the Future
  • 5.4. Youbiquity Finance lessons for digital branches
  • 5.5. Conclusions

6. Commerzbank, Germany

  • 6.1. Background
  • 6.2. Delivery channel innovation
  • 6.3. The flagship branch
  • 6.4. Conclusions

7. FNB, South Africa

  • 7.1. Background
  • 7.2. Delivery channel strategy
  • 7.3. The dotFNB store
  • 7.4. dotFNB technology
  • 7.5. Conclusions

8. Fraunhofer-Gesellschaft, Germany

  • 8.1. Background
  • 8.2. The Urban Living Lab
  • 8.3. The primacy of personal data
  • 8.4. Know your customer!
  • 8.5. Conclusions

9. ICICI Bank, India

  • 9.1. Background
  • 9.2. Delivery channel strategy
  • 9.3. The Touch Banking Branches
  • 9.4. The digital inventory
  • 9.5. Locating and staffing the branch
  • 9.6. Conclusions

10. ING Group, Belgium

  • 10.1. Background
  • 10.2. Pioneering the branch
  • 10.3. The Proximity branch
  • 10.4. Proximity staff and service
  • 10.5. Conclusions

11. Mashreq Bank, Dubai

  • 11.1. Background
  • 11.2. eCube: its objective and development
  • 11.3. Implementation
  • 11.4. The technology
  • 11.5. The staff
  • 11.6. Conclusions

12. Nationwide Building Society, UK

  • 12.1. Background
  • 12.2. A history of innovation
  • 12.3. Nationwide and video
  • 12.4. Conclusions

13. National Bank of Greece (NBG), Greece

  • 13.1. Background
  • 13.2. The role of the i-bank store
  • 13.3. Creating the i-bank store
  • 13.4. Other i-bank store concepts
  • 13.5. Conclusions

14. Nedbank, South Africa

  • 14.1. Background
  • 14.2. Repositioning strategy
  • 14.3. Branches the Nedbank rationale
  • 14.4. Branch customer facing technology
  • 14.5. Staffing implications
  • 14.6. Conclusions

15. PNC Financial Services Group, USA

  • 15.1. Background
  • 15.2. A commitment to innovation
  • 15.3. A new generation of branches
  • 15.4. Conclusions

16. Wells Fargo, USA

  • 16.1. Background
  • 16.2. Delivery channel strategy
  • 16.3. The Neighbourhood Bank
  • 16.4. Neighbourhood Bank technology
  • 16.5. Conclusions

SECTION B: STRATEGIC ISSUES

17. Retail branch networks critical success factors

  • 17.1. Background
  • 17.2. Location
  • 17.3. Branch design
  • 17.4. Staff competence
  • 17.5. The brand at the branch
  • 17.6. The monitoring of the branch as an asset
  • 17.7. Conclusions

18. Branch design

  • 18.1. Background
  • 18.2. Key issues
  • 18.3. Conclusions

19. Branch variations

  • 19.1. A wide range of options
  • 19.2. Technology and targeted branches
  • 19.3. Demountable representation
  • 19.4. The Citibank Smart Banking machine
  • 19.5. Mobile vans
  • 19.6. Conclusions

20. Customer and staff in the digital branch

  • 20.1. Critical success factors
  • 20.2. The physical environment
  • 20.3. Staff skills
  • 20.4. Customer education
  • 20.5. Staff motivation
  • 20.6. Access for all
  • 20.7. Conclusions

21. The development of digital channels

  • 21.1. Background
  • 21.2. Knowledge acquisition and vision
  • 21.3. Coordinated execution
  • 21.4. Conclusions

22. Conclusions

  • 22.1. Business models
  • 22.1. The target branch model
  • 22.2. Research and development
  • 22.3. The final word

APPENDIX: CONTRIBUTORS

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