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市場調査レポート

金融サービスにおけるソーシャルメディアの効果分析

Gauging the Effectiveness of Social Media in Financial Services

発行 Timetric 商品コード 245838
出版日 ページ情報 英文 154 Pages
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金融サービスにおけるソーシャルメディアの効果分析 Gauging the Effectiveness of Social Media in Financial Services
出版日: 2012年06月22日 ページ情報: 英文 154 Pages
概要

当レポートでは、金融サービス提供企業向けにソーシャルメディアの適合性について調査分析し、ソーシャルメディアの実践、現在のソーシャルメディアユーザーの人口動態、ソーシャルメディア戦略の潜在的なコストとROI、様々なプラットフォームと顧客との関与方法などについて検証し、American Express、Jyske Bank、Bank of America、BBVAのケーススタディも含めて、概略以下の構成でお届けいたします。

第1章 イントロダクション:ソーシャルメディアとは

第2章 金融の仲介業者の排除(中抜き)のリスク

  • 新参者の到来:ソーシャルバンキング
  • 独創的な新規事業立ち上げ例
  • 従来制度と直接競合
  • 原因
  • 流通チャネルにおけるPorterモデルの限界、イノベーターのジレンマ
  • 新参者を止めるためには
  • 結論:銀行が直面する新参者が提案する課題

第3章 ROI(投資収益率)の推定

  • イントロダクション
  • ROIの評価
  • ソーシャルメディアプロジェクトの予算
  • 販売とROI
  • アドボガシーとROI
  • 「ソーシャルメディアの真の価値」の研究
  • ROIとコスト削減
  • ROIのロードマップ
  • 分析
  • 結論:関係を活用することがROIを生む

第4章 金融サービス向けのソーシャルメディアプラットフォーム

  • ソーシャルメディアは世界企業、特に金融サービス向けか
  • 顧客は実際に関係を望んでいるか
  • Facebookの上位150銀行
  • Web 2.0の金融サービス

第5章 ソーシャルメディアの新たな顧客

  • ソーシャルメディアユーザーの人口動態
  • X世代、ブーマー、高齢者の分析
  • ソーシャルメディアユーザーがオンライン金融サービスに惹かれる理由
  • 性差
  • オンライン購入の理由:適正価格
  • マルチチャネルのアプローチ:ROPO効果
  • その他の要因
  • ソーシャル世界と現実:顧客ロイヤルティと囲い込み

第6章 金融サービス向けソーシャルメディアの利用

  • イメージ
  • ブランド構築
  • 小企業が健闘する
  • Jyske Bank:相違点
  • 顧客エンゲージメント/アドボカシー
  • リアルタイムの市場調査
  • 製品開発
  • サポートと顧客関係
  • コミュニティサポートと「クラウドソーシング」
  • 販売
  • 販売チャネルの排除(中抜き)
  • 販売チャネルのイノベーション
  • ネットワーキングと情報共有
  • 人材
  • リクルート
  • 結論

第7章 金融サービス向けソーシャルメディアの導入の難しさ

  • 限られたアピール
  • Web 2.0環境との不適合
  • 英国支店は銀行にとって強力な顧客リテーナー
  • コンプライアンスの制限
  • ソーシャルメディアにはビジョンがない

第8章 ソーシャルメディア戦略

  • イントロダクション:ソーシャルメディア戦略の範囲
  • ソーシャルメディアに進出する前に
  • 通信チャネルを最適化
  • 新しいスキルを獲得
  • 匿名性を打ち消す
  • 様々な形での参加を提案
  • 娯楽性のあるプロジェクトは慎重に考えるべき

第9章 推奨されるロードマップ

  • ソーシャルメディアの介入レベル
  • ソーシャルメディア戦略にフォーカスした要素
  • 考慮事項

第10章 来るべき動向

  • イントロダクション:行動を妨げる3つのフェーズ
  • モバイルやタブレットへの移行
  • モバイルやタブレットベースのサービスイノベーション
  • 販売とマーケティングの融合
  • ソーシャルメディアの価値

図表

目次
Product Code: VR0831MR

Synopsis

Examining the suitability of social media for financial service providers, this report:

  • Provides insight into social media practices
  • Details the demographics of current social media users
  • Examines the potential costs, and ROI, of social media strategy
  • Examines different platforms and methods of engaging with customers
  • Includes case studies including American Express, Jyske Bank, Bank of America and BBVA

Summary

Social media and Web 2.0 are characterised by

  • Access to direct contact with virtually anyone, person or institution, connected to the Internet
  • Access to print/publication and wide potential dissemination
  • Quick responses
  • Permanency (all content published at any date and by any publisher can easily be found through simple research)

These factors have generated

  • A new code of social interaction and communication
  • By extension, because social media is becoming the predominant medium of interaction between people, new demands from customers

Scope

  • A best seller from 2011, this report has been updated to take account of the frenetic activity in social media into 2012
  • It examines the future use of social media in financial services, as well as prospective trends
  • A wealth of data and case studies are provided
  • This report examines in detail the difference between Web 2.0 and 1.0 which preceded it
  • The elephant in the room is also discussed - can social media ever become profitable?

Reasons To Buy

  • Be brought up to speed on the latest thinking, data and trends in this highly visible, specialist area of social media
  • Social media is consumer led. Find out how consumers and financial institutions are reacting to each other
  • See what direction the interaction is heading with tablets and smart phones
  • Find out what the key metrics should be

Table of Contents

Executive Summary

Table of Contents

Table of Figures

List of Tables

1. Introduction: What is social media?

  • 1.1. Definition
  • 1.2. Penetration
  • 1.3. Categories
    • 1.3.1. Blogs / Wikis
    • 1.3.2. Social networking
    • 1.3.3. Case study: Facebook
    • 1.3.4. Case study: LinkedIn
    • 1.3.5. Case study: Twitter
    • 1.3.6. Case study: YouTube
  • 1.4. Is Web 2.0 a Revolution?
    • 1.4.1. Web 1.0
    • 1.4.2. Web 2.0
  • 1.5. Summary

2. The risk of financial disintermediation

  • 2.1. Arrival of newcomers - social banking
  • 2.2. Creative start-up examples
    • 2.2.1. Leveraging collective intelligence to provide curated financial information
    • 2.2.2. Case study: seeking alpha
    • 2.2.3. Ex. SumZero
    • 2.2.4. Why contributing / sharing?
    • 2.2.5. Proven efficiency?
    • 2.2.6. Case study: Fool.com
    • 2.2.7. Case study: value investors club
  • 2.3. Direct competition with traditional institutions
    • 2.3.1. Case study: theflyonthewall.com
    • 2.3.2. Social money
    • 2.3.3. Peer-to-Peer lending
    • 2.3.4. Currency exchange P2P
    • 2.3.5. The big players
  • 2.4. Causes
    • 2.4.1. Transparency
    • 2.4.2. The customer is more knowledgeable
    • 2.4.3. Technological progress and adoption rate
  • 2.5. Limits of the Porter model in terms of distribution channels and the innovator's dilemma
    • 2.5.1. Porter model perspective
    • 2.5.2. Innovator's dilemma perspective
    • 2.5.3. Characteristics
  • 2.6. What could stop these newcomers?
    • 2.6.1. FS regulated, risk disintermediation limited
    • 2.6.2. Customer retention: What they say and what they do
  • 2.7. Conclusion: how can banks face the challenges newcomers propose?

3. Estimation of ROI

  • 3.1. Introduction
  • 3.2. ROI measurements
    • 3.2.1. Social ROI: measure what matters
    • 3.2.2. Finding the right key performance indicators
    • 3.2.3. Quantitative measurements
    • 3.2.4. Qualitative measurement
    • 3.2.5. Competitive measurement
  • 3.3. Budgeting a social media project
    • 3.3.1. Case study: social media project basic budget
    • 3.3.2. Internal changes and ROI
  • 3.4. Sales and ROI
  • 3.5. Advocacy and ROI
  • 3.6. A study of "The true value of social media"
  • 3.7. ROI and cost savings
    • 3.7.1. ROI and PR/advertisement
  • 3.8. ROI and communication costs
  • 3.9. ROI roadmap
    • 3.9.1. Establishing a baseline
    • 3.9.2. Create activity timelines / compare with sales revenues and number of transactions
    • 3.9.3. Measure transactional precursors - Analyse sentiment
  • 3.10. Overlay for analysis and look for patterns
  • 3.11. Conclusion: leveraging relationships creates ROI

4. Are social media platforms made for financial services

  • 4.1. Is social media made for the corporate world, especially financial services?
  • 4.2. Do customers really want a relationship?
  • 4.3. The top 150 banks on Facebook
  • 4.4. Financial services on Web 2.0
    • 4.4.1. Reluctance
    • 4.4.2. Inexperience
    • 4.4.3. Global objectives
    • 4.4.4. Actions taken

5. The New customer of social media

  • 5.1. Demographics of social media users
    • 5.1.1. Gen Y is not the largest segment
    • 5.1.2. Social media in banking
    • 5.1.3. Private banks lagging behind in social media
  • 5.2. Look for Gen X, Boomers, and Seniors
    • 5.2.1. A few key findings on social media by Nielsen, May 2011
    • 5.2.2. The rise of women
  • 5.3. Why are social media users drawn to financial services online?
    • 5.3.1. Reasons to look for financial services online: information
    • 5.3.2. Reasons to engage with companies: discounts and promotions
  • 5.4. Gender differences
  • 5.5. Reasons for buying online: a better price
  • 5.6. A multichannel approach: ROPO effect
  • 5.7. Other key facts
    • 5.7.1. Google is the portal
    • 5.7.2. Familiarity matters
    • 5.7.3. Trust and customer advocacy
  • 5.8. The social world and the reality: customer loyalty and retention

6. Uses of social media for financial services

  • 6.1. Image
    • 6.1.1. Live image management
    • 6.1.2. Corporate communication
  • 6.2. Branding
    • 6.2.1. Case study: Smartypig.com
  • 6.3. Smaller players fare better
  • 6.4. Jyske Bank: Differences - how to create a strong brand identity
    • 6.4.1. Empowered branch staff for empowered customers
    • 6.4.2. Branch design
    • 6.4.3. Building brand awareness - Jyske Bank
    • 6.4.4. Jyske: A cultural overhaul
  • 6.5. Customer engagement / advocacy
    • 6.5.1. Advocacy
    • 6.5.2. Case study: Facebook
  • 6.6. Real-time market research
    • 6.6.1. Case study: Procter & Gamble
    • 6.6.2. Case study: Bankrate.com
  • 6.7. Product Development
    • 6.7.1. Case study: Priority Club rewards credit card product.
  • 6.8. Support & customer relations
    • 6.8.1. Complaint resolution
  • 6.9. Community support and "crowdsourcing"
    • 6.9.1. Case study: E*TRADE
    • 6.9.2. Case study: American Express OPEN small business online community
  • 6.10. Sales
    • 6.10.1. Improvement of sales channel
  • 6.11. Disintermediation of sales channel
    • 6.11.1. Case study: Myrate.com
  • 6.12. Innovation of sales channel
    • 6.12.1. Case study: tu cuentas BBVA
    • 6.12.2. Case study: Kasasa
  • 6.13. Networking and Information Sharing
    • 6.13.1. Case study: Investment banking IM / Twitter
    • 6.13.2. Case study: Twitter and farmers
  • 6.14. Human resources
    • 6.14.1. Foster innovation and improvement
  • 6.15. Recruitment
    • 6.15.1. Case study: UPS
  • 6.16. Conclusion

7. Difficulty of implementation of social media for financial services

  • 7.1. Limited appeal
    • 7.1.1. Boring content - limited audience
    • 7.1.2. Time constraints
  • 7.2. Poor fit with a web 2.0 environment
    • 7.2.1. Loss of control
    • 7.2.2. Trust
  • 7.3. UK branches are a powerful customer-retainer for banks
  • 7.4. Compliance limitations
    • 7.4.1. Case study: Twitter
    • 7.4.2. Case study: Bank of America Merrill Lynch
  • 7.3. No vision of social media
    • 7.3.1. Wrong perception of social media
    • 7.3.2. Lack of consistency
    • 7.3.3. No long term vision.

8. Social media strategy

  • 8.1. Introduction: The range of a social media strategy
  • 8.2. Before venturing into social media
    • 8.2.1. Listen
    • 8.2.2. Engage and organize conversations
    • 8.2.3. Set up a communications policy
    • 8.2.4. Prepare for a variety of content and an efficient handling
    • 8.2.5. Set correct expectations on the users' side
  • 8.3. Optimize the communication channels
    • 8.3.1. Blogging
    • 8.3.2. Social networking
    • 8.3.3. Rating and reviews
  • 8.4. Acquire new skills
    • 8.4.1. Accept to cede some control
  • 8.5. Counteract the anonymity
    • 8.5.1. Adopt a new tone
    • 8.5.2. Case study: National Australia Bank
  • 8.6. Propose different kinds of participation
    • 8.6.1. Give exclusive content
    • 8.6.2. Give entertainment and/or prizes
    • 8.6.3. A word of caution
  • 8.7. Projects involving entertainment should be carefully conceived
    • 8.7.1. The right team
    • 8.7.2. Overcome the silos
    • 8.7.3. Protect and comply

9. Suggested Roadmap

  • 9.1. Several levels to social media action
    • 9.1.1. Minimum presence: public relations / CRM (basic)
    • 9.1.2. Raise visibility and profile: become a news provider
    • 9.1.3. Start conversations to get to know customers: business intelligence /marketing /product development
    • 9.1.4. Immersion in social media: advanced social media use
  • 9.2. Elements to concentrate on in developing a social media strategy
  • 9.3. Considerations to keep in mind

10. Trends to come

  • 10.1. Introduction: 3 phases of behavioural disruption
  • 10.2. The move to mobile and tablets
    • 10.2.1. Smartphones
    • 10.2.2. Tablets
  • 10.3. Mobile and tablet-based innovation in service
  • 10.4. Sales and marketing merge
  • 10.5. Values of social media

List of Tables

  • Table 1.1: Facebook subscriber growth between 2011 and 2012
  • Table 3.1: Leading banks with Facebook likes

List of Figures

  • Figure 1.1: Years for technology to reach mass adoption
  • Figure 1.2: Social Media: Technologies & Trends
  • Figure 1.3: Facebook/Twitter - Growth of users (In millions)
  • Figure 1.4: Number of visitors Facebook/MySpace/Twitter/LinkedIn
  • Figure 1.5: Region wise growth of Facebook over past five years (2007-2011)
  • Figure 1.1: Obstacles and solutions for online payment in Russia
  • Figure 1.2: Lending via bank or P2P
  • Figure 1.3: Worldwide examples of social lending - past & present
  • Figure 1.4: Currency Fair advertisement
  • Figure 1.5: Hyves Payment logo
  • Figure 1.6: Do you shop around for financial products? EU customers
  • Figure 2.1: What percentage of your financial institution's budget is allocated to online/digital marketing?
  • Figure 2.2: To what extent are the following business objectives of your firm's social media efforts in 2010 and 2012?
  • Figure 2.3: Does your strategy include business fundamentals like cost saving and revenue generation
  • Figure 2.4: The Social Media Measurement Compass
  • Figure 2.5: Methods of Measuring social Media Marketing
  • Figure 2.6: Social media programs and metrics can demonstrate ROI
  • Figure 2.7: What metrics are you using to measure the value of your social marketing activities
  • Figure 2.8: Example of Conversion Metrics
  • Figure 2.9: Return on Investment
  • Figure 2.10: Organize digital actions by categories
  • Figure 2.11: Partition of customers' actions
  • Figure 2.12: % of those who initiated conversations about the brand
  • Figure 2.13: Where people talked
  • Figure 2.14: How much they talked
  • Figure 2.15: How much they talked - Results
  • Figure 2.16: How they influenced purchases
  • Figure 2.17: The number of purchases influenced by 100 consumers
  • Figure 2.18: Example of cost savings through social media
  • Figure 2.19: Diagram of communication channels
  • Figure 2.20: Baseline establishment
  • Figure 2.21: Measure transactional precursors - 1
  • Figure 2.22: Measure transactional precursors - 2
  • Figure 2.23: Overlay all timelines
  • Figure 2.24: Percentage of Firms that Consider the Following to be a Strong Objective of their Social Media Efforts
  • Figure 3.1: How often do you tweet
  • Figure 3.2: When did you first sign up
  • Figure 3.3: How often do you log on to read tweets from those you follow
  • Figure 3.4: How many accounts do you follow
  • Figure 3.5: Wikis, forums and blogs have popular appeal
  • Figure 3.6: Top 25 industries on the Netprospex Social Index
  • Figure 3.7: Top reasons for defection from banks in 2011
  • Figure 3.8: The most satisfactory channel of banking
  • Figure 3.9: Why did you become a fan of Facebook?
  • Figure 3.10: Why did you become a fan of Twitter?
  • Figure 3.11: If your financial advisor invited you to be a friend on Facebook, how likely would you be to do so?
  • Figure 3.12: Top 20 jobs on the Netprospex Social Index
  • Figure 3.13: Which statement best describes your firm's experience regarding social media
  • Figure 3.14: Which statement best characterizes your financial institution's online marketing efforts
  • Figure 3.15: In what two areas do you believe external social networks can provide the biggest boost to your organization in the future?
  • Figure 3.16: Which of the following marketing tactics does your financial institution actively deploy
  • Figure 3.17: Web 2.0 and Social Media applications your financial institution actively deploy?
  • Figure 3.18: Type of industries most active on Twitter
  • Figure 4.1: Frequency of using social media sites - by age
  • Figure 4.2: Age distribution on social network sites
  • Figure 4.3: Social Networking Penetration among Worldwide Demographic Groups
  • Figure 4.4: the male and female population of social media sites
  • Figure 4.5: Top countries Facebook users
  • Figure 4.6: Top countries Linkedin users
  • Figure 4.7: Top 10 online categories by share of total Internet time >>Home and Work
  • Figure 4.8: Average Hours per Visitor on Social Networking by Region
  • Figure 4.9: Social Networking Engagement among Worldwide Demographic Groups
  • Figure 4.10: Top 10 US Social Networks and Blogs >>Unique Audience (000s), Home and Work
  • Figure 4.11: Top 10 US Web Brands by Total Minutes, in Billions, Home and Work
  • Figure 4.12: Reach of Top Categories in Europe for Web browsing
  • Figure 4.13: Average number of webpages visited during online research process
  • Figure 4.14: Number of financial search queries launched by customer on average, by product category or contract
  • Figure 4.15: What is the primary reason you are a Facebook fan
  • Figure 4.16: What is the primary reason you are a Twitter follower
  • Figure 4.17: Reasons for Engaging in Social Media with your Bank
  • Figure 4.18: Number of brands followed on Facebook
  • Figure 4.19: New contracts by sales channel
  • Figure 4.20: Share of new contracts, by sales and research channel
  • Figure 4.21: Online channel is of fundamental importance
  • Figure 4.22: Mean number of pages visited/search queries made
  • Figure 4.23: Share of online research processes
  • Figure 4.24: Share of search queries by customer with new contracts, by type of keyword used
  • Figure 4.25: Shares of search queries, by type of keyword and time of search process
  • Figure 4.26: Switching behaviour comparing data
  • Figure 5.1: Capture screens of negative tweets about banks
  • Figure 5.2: Which of the following marketing tactics does your financial institution actively deploy?
  • Figure 5.3: Probability of buying/recommending a brand product since becoming a fan/follower
  • Figure 5.4: Screenshot of BofA Twitter page
  • Figure 5.5: Screenshot of Citibank Twitter page
  • Figure 5.6: USAA screenshot
  • Figure 6.1: Duration of visits to financial websites
  • Figure 6.2: How much do you trust the following industries to do what is right?
  • Figure 6.3: Social Media Strategy is not Digital Marketing Strategy
  • Figure 7.1: First direct live screenshot
  • Figure 7.2: Does your organization have a formal policy regarding employee use of external social network sites such as Facebook, Twitter and LinkedIn?
  • Figure 7.3: Has your organization's reputation ever been negatively affected as a result of employees' use of social networking sites?
  • Figure 7.4: Social Media Strategy Model
  • Figure 7.5: Characteristics of linkbuilding sites
  • Figure 7.6: Google search for "Wainwright Bank"
  • Figure 7.7: NAB advertising board
  • Figure 7.8: Comparison of assets and mentions for financial services companies as resensed on Social Media
  • Figure 8.1: The Brand Reality
  • Figure 8.2: Forrester vision of the future of digital financial services
  • Figure 9.1: Behavioural disruption for banking due to new technologies
  • Figure 9.2: Smartphone operating systems
  • Figure 9.3: E-commerce and Related Services Accessed by % of Smartphone Users
  • Figure 9.4: Smartphone Penetration in EU5 and US by Market Reach
  • Figure 9.5: Number of Mobile Phone Global Users
  • Figure 9.6: Top Activities Performed in a Retail Store by % of Smartphone Users
  • Figure 9.7: Percent of Mobile Owners That Also Own Tablet in EU5
  • Figure 9.8: Share of Connected Device Traffic in EU5
  • Figure 9.9: Share of Device Page Traffic over a Day in EU5
  • Figure 9.10: Wells Fargo ATM finder screen capture
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