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最適なカスタマーサービス・CRMの保証:ベストプラクティス

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

発行 Timetric 商品コード 298223
出版日 ページ情報 英文 60 Pages
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本日の銀行送金レート: 1USD=101.50円で換算しております。
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最適なカスタマーサービス・CRMの保証:ベストプラクティス Insight Report: Best Practice - Ensuring Optimal Customer Service and Relationship Management
出版日: 2014年03月21日 ページ情報: 英文 60 Pages
概要

顧客満足度は銀行や決済企業にとって常に最優先事項となっています。技術進歩や競争激化、顧客の好みの変化などに伴い、効果的な顧客サービスやCRMを展開し、既存顧客の維持や新規顧客の獲得を図ることの重要性が更に大きくなっています。各企業は既に、様々なベストプラクティス−−既存のCRMプラットフォームの改修や新規プラットフォームの導入、オンライン/ソーシャルネットワーク・プラットフォームの活用など−−を採用して、顧客からの苦情に対応しています。また、カスタマーサービス・CRMの活用を通じて、各々の顧客に合わせたサービスの提供に成功しています。更には、CRMを用いた新商品開発の動きも見られます。全世界のリテールバンクのCRMへの支出額は、2012年に合計19億米ドルに達しましたが、それはCRM市場全体の14.0%に相当します。支出額は今後さらに増加し、2013年には21億米ドル、2017年には30億米ドルに達すると予想されています。

当レポートでは、全世界の銀行および決済企業(カード発行会社など)における、カスタマーサービスおよび顧客関係管理(以下CRM)機能の活用状況について分析し、技術導入の主な促進要因や、現在の活用状況と主な傾向、効果的な活用のために必要な諸要素とそのベストプラクティス、効率的な導入のための戦略、代表的企業の先行事例といった情報を盛り込んで、概略以下の構成でお届けします。

第1章 エグゼクティブ・サマリー

第2章 銀行・決済企業におけるカスタマーサービス・CRM

  • 背景事情
    • 主な促進要因
    • 新たな傾向
    • 規制の発展

第3章 カスタマーサービス・CRMのベストプラクティス

  • CRM(顧客関係管理)用アプリケーション
    • 地域別分析:リテールバンキングへのCRMアプリケーションの導入状況
    • 欧州
    • 南北アメリカ
    • アジア太平洋地域
    • 中東・アフリカ
  • コンタクトセンターの管理
  • マルチチャネル・バンキングサービスによる、顧客への利便性の提供
    • セルフサービス式ブランチバンキング・モデル
    • オンライン/ソーシャルメディア/その他のデジタルチャネル
  • 顧客の分類および個別化されたサービス内容
    • 人口構造・所得水準に基づく顧客分類
    • 関係性にあわせた顧客分類

第4章 導入戦略と事例

  • カスタマーサービス・CRMの戦略的ロードマップ
    • 関係性に基づいたサービス内容・料金設定
    • ポイントプログラムによる顧客との関係性の改善
    • 配信ネットワークの拡張による、「顧客の玄関先」へのサービス提供
    • 顧客との接触のためのコスト効率的な手段としての、デジタルネットワークの活用
    • 技術の活用によるカスタマーエクスペリエンス改善
  • ケーススタディ(全10件)

第5章 付録

図表一覧

目次
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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