金融服务的黄金机遇：向一线员工获取客户数据（英文版）.pdf

Financial Services FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.Imagine billions of dollars are locked in a safe sitting in front of you and your colleagues. Y ou have one number of the combination, which you have been instructed not to share with anyone. Y ou dont know it, but your colleagues are in the same predicament. Each of you is closely hoarding one number. None of you know what the others have. And each of you is so close, yet so far, from being able to open that safe. Banks, insurance companies and other financial-services firms around the world are in just that fix. They have long possessed mountains of customer data and information that could help them generate greater profits and enhance customer satisfaction. But because the information is spread among multiple people in multiple departments across multiple database systems, most financial-service companies are only now learning how to pull all of their information together and share it with their employees in a way that will help them operate more efficiently and profitably. Some companies are moving along much faster than others. But heres the problem. Fewer than one in five financial service companies allows access to information and data consistently across all departments or teams, including critical “customer-facing” employees on the corporate frontlines who could benefit from having the information to better serve customers, according to a new study released by WSJ. Custom Studios and Qlik T echnologies Inc., a leader in visual analytics. FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.The survey researchers questioned 300 high-ranking executives at financial institutions worldwide. The survey found that proponents of greater data usage by front-line employees have their work cut out for them getting their companies on board: Only about half of the company officials surveyed clearly understand who in their operations needs what information to best do their jobs. A majority of top financial-services executives assign low importance to the use of customer behavior data to improve the performance of customer-facing employees. More than 60 percent believe that their front-line employees lack the confidence to effectively use analytic tools. While most executives believe that expanded use of analytic insights is a priority, fewer than one in five plan to substantially enhance their companys ability to deliver analytic insights to every part of their organization.Data, Data Everywhere Three-quarters of respondents in the WSJ. Insights/ Qlik survey are collecting data from different sources and either have access to it anywhere (41 percent) or store it in a centralized location for easy access (34 percent). The remaining respondents are challenged in terms of data strategy, either because they are still trying to finalize plans about how best to capture, manage and store their data, or because the data is stored in different silos and is difficult to access. But access to the full range of customer information is much more limited. Larger, more dispersed firms see greater benefits for branch staff and front-office employees (42 percent versus 37 percent) to have access to data and information. For their part, small firms are more likely to see payoffs for the sales and marketing function (39 percent versus 32 percent). FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.“Financial-services firms are missing a golden opportunity to grow their revenues and profits by embracing analytics,” says Duncan Ash, senior director, global financial services at Qlik. “This survey has identified that customer-facing employees have the most to gain from analytical insights, but that they are the group that is least well-served by the business.” One Size Doesnt Fit All While the WSJ. Insights/Qlik survey encompassed the broad financial-services industry, sectors within the industry showed some significant distinctions. Banks lag other financial industries in understanding who needs what information, but banking leaders are more likely than those from other industries to say that their analytics functions are highly effective at securing and safeguarding data (88 percent versus 76 percent for other industries). They are also better at making strategic decisions based on analytical insights (39 percent versus 33 percent), though the fact that only a minority report high levels of effectiveness shows that there remains a great deal of room for improvement especially in an environment where smaller, more disruptive companies are finding new ways to capitalize on their customers. Capital markets organizations are highly effective in getting information to those who need it most, but lack confidence. Information flows comparatively freely, but many respondents express reservations about the abilities within their organizations to make the most of that information. Only 42 percent of capital markets executives believe that line- of-business leaders, department heads and managers are highly confident in using such information to support business decisions or to improve customer outcomes. Opinions regarding the lower levels of the organization are even less encouraging: barely more than one-third of capital markets executives (36 percent) believe that customer-facing employees are highly confident in fully utilizing analytic information. The insurance industry appears to have well-developed data analytics platforms, yet it lags other industries in providing this information to customer- facing employees. Access to customer data and financial information is most often granted to sales and marketing (35 percent), call-center staff (32 percent) and claims settlement (31 percent). With a handful of exceptions managers are aligned with employees in terms of the data they use. Forty- four percent of insurance executives see branch staff and front-office employees as most likely to benefit from greater access to analytic insights. Banking Capital Mark ets Insurance FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.Getting Data to the Frontline Working from the assumption that big-data analytics and business intelligence technologies are revolutionizing the financial-services industry worldwide, WSJ. Insights set out to explore two hypotheses: While financial services companies have access to powerful insights from their data, often this data doesnt make its way to employees at the frontline of the organization that is, those who are customer-facing and need it the most. Additionally, different teams within financial institutions, from marketing and sales to customer service, are shifting away from transactional approaches to focus on relationship building. T o succeed, the employees who actually create the relationships with the organizations customers need greater access to information and data as well as insights gleaned from that information and data to deliver value to their customers. . FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.The online survey was conducted March 28 to April 29, 2016 by WSJ. Insights, the marketing research unit of WSJ. Custom Studios. The respondents were evenly distributed across North America, Europe and Asia. They were also spread evenly across the banking, capital markets and insurance sectors, with 60 percent of the companies represented reporting annual revenues greater than $1 billion. Thirty percent of the respondents were C-suite-level technology executives (including CIOs and CTOs), while 21 percent were financial officers (including CFOs) and 15 percent were operations executives (including COOs). Twenty-one percent categorized themselves as directors, executive directors, vice presidents or senior vice presidents. Across the board, respondents see the need for greater use of their customer data to increase business, but they see plenty of obstacles between their organizations and that goal. “Theres gold in these servers, and the trick is how do we extract that gold from the ore,“ says J.R. Reed, a senior manager for financial analytics at Deloitte Consulting LLP. “Data is an asset a very important asset. Companies have been gathering this information about their markets and their customers. Theyve been accumulating all of this information that they can use to positively impact their customers and positively impact their business.” T op-level executives have long embraced “big data” as an essential tool in their management of large organizations. But still in the developing stage is the dissemination within organizations of accessible, easy-to-use customer data and information to employees further down the corporate ladder. FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.The ideal: A big banks local branch manager sitting with a local businessperson seeking financing for a new project. The manager has at her keyboard all of the banks accumulated data on the customers transactions, outstanding loans, payback records, even personal financial information, such as credit ratings or recent major purchases. The manager can then use this information to tailor a bespoke package of services to fit her customers unique needs. Or an investment adviser can craft a custom portfolio with allocations that will best match market conditions with his clients investment style, risk tolerance and goals. Or an insurance broker can curate a package of products designed to match each of his customers precise needs. “ Analytics is still most prevalent in head-office functions, and the people in the field who need it the most are getting the least,” says Qliks Ash. “ Firms struggle with the volume and complexity of data, and with the basics of communication and data management.” FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.A Boon to Financial Businesses Up to a Point Financial industry executives believe greater access to analytics insights would benefit their companies, from increasing revenues and improving customer relations to expanding their product lines. But that doesnt always translate into a commitment to making data available to more departments in their companies. It can be a burden to overcome corporate inertia and other obstacles. “Were wresting access to the data from a centralized group and getting it out to the large base that actually talks to customers,” says Deloittes Reed. “Were seeing increasing velocity getting actionable data down to the frontlines.” The great majority of those surveyed say the impact of fully leveraging financial and customer data would be both deep and widespread. More than four in five (83 percent) agree that the estimated value or revenue gain of fully leveraging their financial and customer data would represent an increase of at least 5 percent of their annual revenue. FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.Thats right in line with the experience of Abe Ouano, director and team leader of Citi Private Banks Global Investment Lab. Citi Private Bank, which serves clients with investible assets of at least $25 million, embarked on a major data push three years ago. The plan was to equip bankers, investment counselors and product specialists with more timely, relevant, and actionable information that they could use to enhance the client experience at Citi Private Bank.The expansion of analytics capacity is likely to help companies expand their catalogues of financial products or services. About two-thirds (65 percent) say that their customers are interested in more extensive access to analytics related to their financial activities, from spending patterns and return on investment to a variety of other performance metrics. “Were combining our investment platform with best in class technology when we analyze our clients portfolios,” Ouano says. “But more important than that is the speed and relevance with which we communicate to our clients, either in response to an inquiry or a proactive investment idea.” 6% 48% 17% 29% ESTIMATED REVENUE GAIN FROM FULL Y LEVERAGING DATA AS A PERCENTAGE OF ANNUAL REVENUE % of respondents (n=300) OVER 10% 5-7% 8-10% UNDER 5% FINANCIAL FIRMS LEARN TO LOVE CUSTOMERS BY EXTENDING DATA ANAL YTICS WSJ. Custom Studios 2016 The Wall Street Journal news organization was not involved in the creation of this content. WSJ. Custom Studios is a unit of The Wall Street Journal Advertising Department.Departments most frequently thought to benefit the greatest: Branch or front-office staff (37 percent), advisory services and relationship management (35 percent) and sales and marketing (32 percent). The exception to this is customer support (call center, claims settlement and the like), in last place at only 16 percent. While this function clearly depends upon access to accurate customer information, its low ranking on this question suggests that executives may believe that these employees would not benefit greatly from analytical