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セルフサービス銀行業務:ベストプラクティスとケーススタディ

Self-Service Banking: Best Practice and Case Studies (2nd Edition)

発行 Retail Banking Research 商品コード 206566
出版日 ページ情報 英文 142 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1GBP=146.92円で換算しております。
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セルフサービス銀行業務:ベストプラクティスとケーススタディ Self-Service Banking: Best Practice and Case Studies (2nd Edition)
出版日: 2014年06月02日 ページ情報: 英文 142 Pages
概要

当レポートでは、ATMなどを活用したセルフサービスによる銀行サービスの実体と戦略構築について調査し、前半部では世界の主要銀行における実例(特に、各銀行のリテール・バンキング戦略との関連性)を取り上げるとともに、また後半部では各銀行の首脳がセルフサービス戦略をどう位置づけ、その有効活用を図っているのかを考察し、それらの結果を概略以下の構成でお届けします。

エグゼクティブ・サマリー

セクションA:セルフサービスの役割

第1章 Absa Group(南アフリカ)

第2章 Caixabank (スペイン)

第3章 Credit Suisse(スイス)

第4章 First National Bank (FNB)(南アフリカ)

第5章 HDFC Bank(インド)

第6章 HSBC(英国)

第7章 ING Group

第8章 The German Sparkassen

第9章 Wells Fargo(米国)

セクションB:セルフサービスの効率性の最大化

第10章 「支店」におけるセルフサービス

第11章 俊敏な銀行

第12章 セルフサービスとバイオメトリクス(生体認証)

第13章 セルフサービスの機能性と設備

第14章 セルフサービスへの顧客の効果的な誘導

第15章 ATM産業協会(ATMIA: The ATM Industry Association)

第16章 セルフサービス戦略の発展

第17章 結論

付録:支店の業務とセルフサービス設備

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目次

This second edition of “Self-Service Banking: Best Practice and Case Studies” 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.

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

  • 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. Caixabank, Spain
    • 2.1. Background
    • 2.2. Triple bottom line
    • 2.3. Delivery channel strategy
    • 2.4. Focus on the ATM
    • 2.5. The customer interface
    • 2.6. The Punt Groc (Yellow Dot) project
    • 2.7. Adding value at the ATM
    • 2.8. Customer relationship development
    • 2.9. Conclusion
  • 3. Credit Suisse, Switzerland
    • 3.1. Background
    • 3.2. Branch Excellence at Credit Suisse
    • 3.3. Self-service facilities (within Branch Excellence)
    • 3.4. Cash cycle management
    • 3.5. Conclusion
  • 4. First National Bank (FNB), South Africa
    • 4.1. Background
    • 4.2. Branch led channel strategy
    • 4.3. FNB and the ATM
    • 4.4. The cellphone... and the ATM
    • 4.5. Conclusion
  • 5. HDFC Bank, India
    • 5.1. Background
    • 5.2. Rapid targeted expansion
    • 5.3. Delivery channel strategy
    • 5.4. Focus on the HDFC Bank ATM
    • 5.5. The upgraded service
    • 5.6. Conclusion
  • 6. HSBC, UK
    • 6.1. Background
    • 6.2. The British retail business
    • 6.3. Self-service at the branch
    • 6.4. Conclusion
  • 7. ING Group
    • 7.1. Introduction
    • 7.2. The ING Belgium ‘Self Bank’ branch
    • 7.3. The ING Belgium ‘Proxi’ branches
    • 7.4. Conclusion
  • 8. The German Sparkassen
    • 8.1. Background
    • 8.2. Self-service innovation across the group
    • 8.3. Sparkasse Forchheim 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
    • 9.1. 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. Access for all
    • 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: A modern La Caixa frontage
  • Figure 4: 24 hour service at Passeig de Gracia in Barcelona
  • Figure 5: Punt Groc twin screens
  • Figure 6: The modern frontage within the Branch Excellence programme
  • Figure 7: The 24 hour lobby facility
  • Figure 8: ATMs in the 24 hour lobby facility
  • Figure 9: HSBC branch in Glasgow
  • Figure 10: ExpressBanking at Belgravia branch in London
  • Figure 11: Proxi branch self-service, reception and consulting booths
  • 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: New generation of Helm Bank branches
  • Figure 18: Helm bank's eyecatching self-service facilities
  • Figure 19: Postbank branch-based self-service
  • Figure 20: A new Postbank self-service branch
  • Figure 21: PNC Pop-Up branch transportation and interior
  • 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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