1. Thực trạng
1.1. Thói quen khách hang thay đổi
1.2. Cơ Cấu tổ chức: Không đạt hiệu quả công việc
1.2.1. Các kênh giao dịch rời rạc
1.2.2. Bộ máy tổ chức không bắt kịp thực tế hành vi của khách hàng
1.3. Nền tảng công nghệ lỗi thời
2. Con đường cải tổ
2.1. Đưa ra chiến lược: tăng năng lực cạnh tranh của tổ chức qua các kênh kỹ thuật số là yếu tố cốt lõi
2.1.1. Giảm vai trò của chi nhánh xuống mức hỗ trợ
2.1.1.1. Tập trung vào cải thiện dịch vụ khách hàng vào bối cảnh cụ thể và hành trình trải nghiệm của khách hàng
2.1.1.1.1. Đối thoại với khách hàng để đưa ra chiến lược đúng đắn
3. Câu chuyện thành công & thất bại
3.1. Thành công
3.1.1. 2017,CitiBank(US) sử dụng financial service cloud
3.1.1.1. Check out Citi’s success story in a new film
3.1.1.2. Financial Services Keynote: Build Loyalty by Unlocking Your Firm's Full Power
3.1.2. Cuộc đua cắt giảm chi nhánh
3.2. Thất Bại
3.2.1. Thất Bại vì không thay đổi
3.2.1.1. 2010, Citibank(US)
3.2.2. Thất Bại vì thay đổi chậm hơn so với các bank khác
4. Financial Service Cloud
4.1. Chế độ xem 360 độ về tất cả dữ liệu khách hàng
4.1.1. Households
4.1.2. goals
4.1.3. roll-up financial acconts
4.1.4. Dashbroad
4.1.4.1. My Book of Business Dashbroad Lightning Sales Executive Dashboard Total Assets Under Management
4.2. Giao diện điều khiển thống nhất :Sales & Service
4.2.1. truy cập một cách tức thời vào tất cả dữ liệu khách hàng ở cùng một nơi (một màn hình)
4.3. Trí tuệ nhân tạo (AI): Salesforce Einstein
4.3.1. Einstein analytics (Wave Analytics)
4.3.1.1. Setting up Einstein Activity Capture for Admins
4.3.2. Einstein Lead Scoring
4.3.2.1. Process for Intelligent Needs-Based Referrals
4.4. Ưu thế của một đám mây dữ liệu
4.5. Tương tác giữa các bộ phận
4.6. Dự Án/ Sáng kiến
4.6.1. Các chương trình giữ chân nhân viên: làm việc tại nhà, thời gian linh hoạt , qua app điện thoại ?
4.7. sfdc
4.7.1. Financial Services Cloud for Wealth Management datasheet.
4.7.1.1. Match dreams with client's goals report
4.7.1.1.1. Deliver personalized service anytime, anywhere Report
5. McKinsey- Retail banking in Asia
5.1. Innovation in Asian retail banking business models
5.1.1. Multitalented innovators in one or more of three dimensions of retail banking
5.1.1.1. Distribution: more multichannel environmen
5.1.1.2. Credit-risk management: build underwriting models that fully leverage qualitative andquantitative information
5.1.1.3. Customer insights: micromarkets
5.1.2. An innovative distribution infrastructure
5.1.3. Next-generation risk skills
5.1.3.1. Qualitative credit underwriting
5.1.3.2. Unconventional insights from unconventional data
5.1.4. Privileged customer insights
5.1.4.1. Better management of existing customer relationships
5.1.4.2. Future growth in targeted segments and micromarkets
5.2. Digital banking in Asia
5.2.1. Meet your new digital customer
5.2.1.1. Surfing the Web…and mobile
5.2.1.2. Multichannel hoppers (much more complex routes)
5.2.1.3. Beyond pricing
5.2.2. Three options for the future
5.2.2.1. Multichannel integrator: Optimize for profitability
5.2.2.2. Digital leader: Service for the digital consumer
5.2.2.3. Market shaper: Building ‘bank 2.0’
5.2.3. Getting the digital bank right
5.2.3.1. From low prices to high style
5.2.3.2. Crossing the channel
5.2.3.3. Better promises via lean processes
5.2.3.4. Creating capabilities
5.2.4. Prudent experimentation
5.3. Is the branch obsolete in a multichannel world?
5.3.1. Why multichannel? Why now?
5.3.2. The still-valuable branch
5.3.2.1. Branch banking’s new role
5.3.2.1.1. the makeup of the bank’s customer base (and its preferences for branch banking)
5.3.2.1.2. the bank’s ability to use the branch as a touch point to trigger multichannel sales
5.3.2.1.3. the branch’s utility as a source of information to customers
5.3.3. Getting the branch ready for multichannel
5.3.3.1. New locations and formats
5.3.3.2. Branch density
5.3.3.3. Staffing size
5.3.3.4. Staff expertise
5.3.3.5. Putting it all together
5.3.4. Reaching the ideal: The seamless customer experience
5.4. Creating the customer-centric retail bank
5.4.1. What customer centricity is and why it matters
5.4.2. Toward a customer-centric model
5.4.2.1. Relationship champion
5.4.2.1.1. building deep relationships
5.4.2.2. Customer-service champion
5.4.2.2.1. Excellent service delivery
5.4.2.3. Convenience champion
5.4.2.3.1. banking as easy as possible for customers
5.4.3. The path to impact
5.4.3.1. Assess starting position and choose an archetype
5.4.3.2. Define the customer value proposition
5.4.3.3. Put the proposition and required enablers in place
5.5. Next-generation productivity improvement: Sales transformation 2.0
5.5.1. Boost frontline sales productivity
5.5.2. Increase customer reach and engagement through seamless multichannel integration
5.5.3. Create a big-data analytics engine to generate demand
5.5.4. Manage sales performance in real time
5.5.5. Seeing the impact from technology-enabled sales
5.6. Four innovative ways to create actionable insights from customer data
5.6.1. The data advantage
5.6.2. Practical insights on four levers
5.6.2.1. 1. Prioritizing customer groups and defining the relationship approach for each
5.6.2.2. 2. Finding opportunities to raise product penetration among existing customers
5.6.2.3. 3. Arming the front line with a “propensity to buy” model based on the latest historical data
5.6.2.4. 4. Realizing the potential of sales channels to execute on product categories
5.7. Getting into the revenue flow: Insights from McKinsey’s Asia-Pacific Payment Map
5.7.1. Transactions: More lucrative than expected
5.7.2. New platforms, new opportunities
5.7.3. Competitive dynamics
5.8. The rise of Asia’s private banking markets
5.8.1. Asia’s private banking market offers substantial opportunity,but economics remain challenging
5.8.2. Onshore represents the largest potential and its dynamics are rapidly changing
5.8.2.1. At the same time, we see four key trends that will shape Asia’s private banking market over the next 5 years:
5.8.2.1.1. Rise of entrepreneurial wealth
5.8.2.1.2. Importance of the affluent
5.8.2.1.3. Role of investment advisory
5.8.2.1.4. Onshore to offshore
5.8.3. China will be the largest onshore market by 2015 and is still young and open to competition
5.8.3.1. Still young
5.8.3.2. Beyond Tier
5.8.3.3. Onshore highlights
5.8.3.4. Entrepreneurs lead
5.8.3.5. Six segments
5.8.3.5.1. Amateur investors (20 percent of all HNWIs) prefer high-return products, but often lack investment knowledge and experience
5.8.3.5.2. Savvy business-owners (10 to 15 percent)
5.8.3.5.3. Business-first investors (10 percent)
5.8.3.5.4. Traditional wealth preservers (25 to 30 percent of all HNWIs)
5.8.3.5.5. Professional innovators (15 to 20 percent)
5.8.3.5.6. Gold-collar elites (10 to 15 percent)
5.8.4. Given the diversity of the region, winning in Asia will mean adopting a much more targeted approach