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市場調查報告書

最合適的客戶服務、CRM的保證:最佳業務實踐

Insight Report: Best Practice - Ensuring Optimal Customer Service and Relationship Management

出版商 Timetric 商品編碼 298223
出版日期 內容資訊 英文 60 Pages
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最合適的客戶服務、CRM的保證:最佳業務實踐 Insight Report: Best Practice - Ensuring Optimal Customer Service and Relationship Management
出版日期: 2014年03月21日 內容資訊: 英文 60 Pages
簡介

客戶滿意度是銀行及結算企業來說最優先考量的事項。技術進步及競爭刺激化、客戶喜好的變化等、展開效果性的客戶服務及CRM、既存客戶的維持及新客戶的取得之重要性變得更大。各企業已有各種最佳業務實踐--既存的CRM平台的修改及新平台的引進、線上/社群網路、平台的活用等--採用、來應對客戶的抱怨。此外、透過客戶服務、CRM的活用、成功的提供每一個客戶所需的服務。再者、也有使用CRM的新商品開發的趨勢。全球的零售銀行CRM的支出額、2012年合計達到19億美金、相當CRM市場整體的14.0%。支出金額今後仍增加、預測2013年達21億美金、2017年達30億美金。

本報告書內容為、全球的銀行及結算企業(卡片發行企業等)的客戶服務及客戶關係管理(以下CRM)功能的活用狀況分析、技術引進的主要促進因素及、目前的活用狀況和主要傾向、效果活用的必要各因素和其最佳業務實踐、效率引進的策略、代表性企業的先前事例資訊、概述如下。

第1章 實施摘要

第2章 銀行、結算企業的客戶服務、CRM

  • 背景事情
    • 主要促進因素
    • 新的傾向
    • 規範的發展

第3章 客戶服務、CRM的最佳業務實踐

  • CRM(客戶關係管理)用應用程式
    • 各地區分析:零售銀行的CRM應用程式引進狀況
    • 歐洲
    • 南北美
    • 亞太地區
    • 中東、非洲
  • 客服中心的管理
  • 多通路、銀行服務提供客戶便利性
    • 自助式銀行分行、模式
    • 線上/社群媒體/其他數位通路
  • 客戶分類及個別化的服務內容
    • 人口結構、所得水準為基準的客戶分類
    • 配合關係性的客戶分類

第4章 引進策略和事例

  • 客戶服務、CRM的策略指南
    • 關係性為基礎的服務內容、費用設定
    • 重點節目來改善與客戶的關係性
    • 配送網路的擴大、提供到「客戶家中」的服務
    • 與客戶接觸有效成本方法為活用數位網路
    • 技術活用的客戶經驗改善
  • 個案研究(全10件)

第5章 附錄

圖表一覽

目錄
Product Code: VR1059MR

The report discusses in detail the best practices adopted by banks and other card issuers for effective customer service and relationship management.

  • It provides insights into key drivers that have changed the dynamics of the cards and payments industry, as banks and other payment companies are now increasingly focusing on providing improved services and building long-term relationships with customers.
  • It captures insights into emerging operations, technology and regulatory trends with regard to customer service and relationship management in the global cards and payments industry.
  • Provides case examples to highlight strategies and actions taken by banks and card issuers when implementing customer service and relationship management strategies.

Summary

Customer satisfaction has always been a priority for banks and payment companies. With the advancement of technology, rising competition and changing consumer preferences, it has become even more important to have effective customer service and relationship management (CRM) to retain existing customers as well as acquire new ones.

Companies have adopted a number of best practices, including strengthening existing CRM platforms and installing new ones, managing contact center operations effectively, offering customized products and pricing at an individual level, and using online and social networking platforms to address customers' complaints.

Banks and payment companies have adopted CRM applications to improve customer services and provide suitable products, indicating a positive outlook for successfully understanding customers. Companies in the Americas and Europe were early adopters of CRM applications, and are using them as a platform to develop new products.

The Asia-Pacific region is at an intermediate level in terms of use of CRM solutions, while it is still a relatively new concept in the Middle-East and Africa. Overall global spending on CRM applications by retail banks reached US$1.9 billion in 2012, accounting for 14.0% of the overall global spending on CRM. Spending is expected to accelerate further over the forecast period (2013-2017), increasing from US$2.1 billion in 2013 to US$3.0 billion in 2017 at a CAGR of 10.10%.

Scope

  • This report provides insights into best practices adopted by banks and payment companies to ensure optimal customer service in the cards and payments industry.
  • This report discusses the key elements that are vital in helping banks and payment companies build strong relationships with customers, including the integration of CRM applications into IT systems, effective contact center management, multi-channel consumer banking, segmenting customers, and offering customized products and pricing.
  • This report discusses key regulatory developments in the retail banking and payments industry and also outlines the regulatory challenges faced by companies in utilizing online and social media as mainstream consumer-engagement channels.
  • The report discusses case studies to illustrate how the adoption of best practices has enabled companies to strengthen their relationships with customers.

Reasons To Buy

  • Gain an insight into strategies adopted and actions taken by banks and card issuers in various parts of the world to build long-term relationships with customers.
  • Gain an understanding on key factors that drive the banks and payment companies across the world to utlize CRM practices.
  • Gain an understanding of emerging operational, technological and regulatory trends and developments with regard to customer service and relationship management in the global cards and payments industry.
  • Gain insights into best practices adopted by banks and payment companies while implementing customer service and relationship management strategies, with case examples.

Table of Contents

1. Executive Summary

2. Customer Service and Relationship Management by Banks and Payment Companies

  • 2.1. Background
    • 2.1.1. Key drivers
    • 2.1.2. Emerging trends
    • 2.1.3. Regulatory developments

3. Best Practices in Customer Service and Relationship Management

  • 3.1. Customer Relationship Management Applications
    • 3.1.1. Regional analysis - adoption of CRM applications in retail banking
    • 3.1.2. Europe
    • 3.1.3. Americas
    • 3.1.4. Asia-Pacific
    • 3.1.5. The Middle East and Africa
  • 3.2. Contact Center Management
  • 3.3. Multi-Channel Banking Channels Proving Consumer Convenience
    • 3.3.1. Self-service branch banking models
    • 3.3.2. Online, social media and other digital channels
  • 3.4. Customer Segmentation and Personalized Offerings
    • 3.4.1. Customer segmentation based on demographics and income level
    • 3.4.2. Customer segmentation based on relationships

4. Implementation Strategies and Case Examples

  • 4.1. Strategic Roadmap for Customer Service and Relationship Management
    • 4.1.1. Relationship-based services and pricing
    • 4.1.2. Reward programs will improve customer relationship
    • 4.1.3. Expansion of distribution network to offer services at customers' door step
    • 4.1.4. Use of digital channels as a cost-effective means of reaching customers
    • 4.1.5. Utilizing technology to improve customer experience
  • 4.2. Case Studies
    • 4.2.1. Barclays introduced an online platform allowing customers to share ideas
    • 4.2.2. Chirpify - reinventing payments through social media
    • 4.2.3. Citibank's launch of time-based relationship pricing with the Citi Prestige Card in Hong Kong
    • 4.2.4. HDFC Bank adopted a CRM application to streamline customer services
    • 4.2.5. Starbucks improved customer convenience by allowing mobile payments
    • 4.2.6. Royal Bank of Canada introduced self-service kiosks with video-enabled assisted services
    • 4.2.7. La Caixa's introduction of the world's first contactless ATMs in Spain
    • 4.2.8. Alpha Bank's instant rewards through POS terminals
    • 4.2.9. Russian Standard Bank (RSB) benefited from an analytics platform
    • 4.2.10. Westpac offering quality service via its speech recognition solution

5. Appendix

  • 5.1. Methodology
  • 5.2. Contact Timetric
  • 5.3. About Timetric
  • 5.4. Timetric's Services
  • 5.5. Disclaimer

List of Tables

  • Table 1: Commercial Bank Branches (per 100,000 Adults), 2008-2012
  • Table 2: Global Spending on CRM Applications (US$ Billion), 2012-2017
  • Table 3: Spending on CRM Applications in Retail Baking in Europe (US$ Million), 2012-2017
  • Table 4: Spending on CRM Applications in Retail Baking in the Americas (US$ Million), 2012-2017
  • Table 5: Spending on CRM Applications in Retail Baking in Asia-Pacific (US$ Million), 2012-2017
  • Table 6: Spending on CRM Applications in Retail Baking in the Middle East and Africa (US$ Million), 2012-2017
  • Table 7: Internet and Mobile Penetration Across Developed and Emerging Economies, 2011

List of Figures

  • Figure 1: Global Spending on CRM Applications in the Retail Banking Industry, 2012
  • Figure 2: Shift From Product-Centric to Customer-Centric Approach
  • Figure 3: Global Spending on CRM Applications (US$ Billion), 2012-2017
  • Figure 4: Regional Spending on CRM Applications in Retail Banking (%), 2012 and 2017
  • Figure 5: Spending on CRM Applications in Retail Baking in Europe (US$ Million), 2012-2017
  • Figure 6: Spending on CRM Applications in Retail Baking in the Americas (US$ Million), 2012-2017
  • Figure 7: Spending on CRM Applications in Retail Baking in Asia-Pacific (US$ Million), 2012-2017
  • Figure 8: Spending on CRM Applications in Retail Baking in the Middle East and Africa (US$ Million), 2012-2017
  • Figure 9: Development of Self-Service Channels in Retail Banking Industry
  • Figure 10: Self-Service Branch Banking Models
  • Figure 11: Broadband Internet Users on Mobile Devices (Million), 2009-2013
  • Figure 12: Growth of HNWIs in Key Countries, 2008-2012
  • Figure 13: Young Populations (Aged 15-24) in Key Countries, 2010-2020
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