【零售】《2022年世界零售银行报告》附件图表-1页_市场营销策划_微信0702_doc

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　 World

　Retail Banking

　Report 2022

　 THE CUSTOMER-

　ENGAGEMENT IMPERATIVE WHAT BANKS CAN LEARN FROM THE FINTECH PLAYBOOK

　 In collaboration with

　INCUMBENT BANKS MUST FOCUS ON CUSTOMER EXPERIENCE, OPTIMIZE DATA-DRIVEN CAPABILITIES, AND LEVERAGE

　PLATFORM-BASED

　 MODELS

　 TO

　 COMPETE

　 IN AN INCREASINGLY DIGITAL LANDSCAPE

　 Backed by insights from global surveys of customers and bank C-level executives, the 2022 World Retail Banking Report queried 8,051 customers worldwide, exploring what customers expect from banks and how they view the industry. A separate poll of 142 banking senior executives from Asia, the Middle East, Africa, Europe, and the Americas shows an industry working overtime to leverage data, new business models, and technologies to grow in the face of rapid changes in customer behavior and expectations.

　Customers want connected experiences

　Respondents said their banks don’t o f f er the seamless experiences, personalization,

　and innovation they want from their physical and digital banking relationships

　 What customers say they are not getting from their bank

　 52% 49% 48%

　45% 45% 44% 43% 41%

　30% 27%

　Fun Rewarding Emotionally connected

　 Integrates with lifestyle

　 Value for money

　 Personalized Innovative Socially

　responsible

　 Seamless On-demand

　 Sources: Capgemini Research Institute for Financial Services Analysis, 2022; Capgemini Voice of Customer survey, N=8051. Question to customers: Do you agree or disagree with the following statements about your primary bank? (customers rating 3 and below, where 1: customer strong disagreement; 5: strong agreement) For example: 52% customers disagreed that “banking is fun.”

　 Incumbents face structural challenges along the customer lifecycle

　 IDENTIFY CONVERT ENGAGE

　 Difficult to identify new customer segments

　Faced with higher customer acquisition cost

　38%

　 82%

　 Struggles to provide seamless onboarding experience

　 Lags in delivering personalized content through right channel at right price

　 Lags in providing diverse product portfolio

　Finds challenging to boost product use and frequency

　 55%

　49%

　44%

　 44%

　 Struggles to reduce customer churn

　Fails to identify cross- and up-selling opportunities

　Lags in driving organic customer growth

　Struggles to sustain customer loyalty

　 61%

　55%

　51%

　 49%

　Sources: Capgemini Research Institute for Financial Services Analysis, 2022; Capgemini Executive Survey, N=142. Question: Identify the pain areas within your organization’s current customer lifecycle process (executives rating 5 or above, where 1: minimal pain and 7: highest pain point)

　Market leaders will invest in technologies to use data more like FinTechs

　Banks possess vast and varied amounts of customer data – geospatial, fi nancial, social media, lifestyle, behavioral, health – but 73% of the executives in our survey said they struggle to turn it into useful insights

　Banks face a range of data challenges

　 Data reliability Cannot generate insights

　Lack of resources to process and analyze data Inadequate data management tools Cannot manage unstructured data Unreliable and incomplete data

　Data in silos

　43%

　73%

　70%

　68%

　67%

　64%

　 80%

　Sources: Capgemini Research Institute for Financial Services Analysis, 2022; Capgemini marketing executives survey, N=142. Question to executives: What are top data-related concerns for marketing function? (selection of top fi ve in a list of seven factors)

　Banks need to align channel mix to meet customer preferences

　 Bank executives and customers want many of the same things from the distribution channel mix - about 80% of both groups continue to view the website as a critical point of interaction, while branches were actually valued more by customers (75%) than executives (58%)

　 Customers and bank executives mostly see eye to eye about channel mix

　 CONVENTIONAL

　91%

　 EMERGING

　Customer

　 Executive

　Sources: Capgemini Research Institute for Financial Services Analysis, 2022; Capgemini Voice of Customer Survey, N=8,051; Capgemini marketing executives survey, N=142. Question to customers: Rate the importance of di f f erent channels while interacting with banks (score 5 or above where 1 = not important and 7 = extremely important)

　To thrive in the platform economy, face hurdles with innovation

　 How to restrain the product cannibalization

　through ecosystem partners?

　How to avoid undercutting by the ecosystem partners?

　 73%

　78%

　 How to prevent brand dilution?

　 How to promote financial and non-financial services effectively?

　How to maintain the exclusivity of the ecosystem for partners?

　 72%

　66%

　 53%

　 Question to executives: Which of the following channels are essential for customer engagement? (top three selection) Platform learning and integration must be accelerated to compete

　 Ecosystem platforms are emerging as a promising way to fi ll capability holes or expand revenues, but banks are still learning the ins and outs of platform innovation. Maintain- ing ecosystem exclusivity for partners was cited as a challenge by 53% of respondents

　Banks lag in infrastructure modernization to optimize data-driven growth

　Underdeveloped data capabilities hinder banks from enhancing customer lifecycle process improvements. In our executive survey, 95% said legacy systems and core banking modules inhibit e f f orts to optimize data

　Sources: Capgemini Research Institute for Financial Services Analysis, 2022; Capgemini Executive Survey, N=142. Question: What are the major issues/threats or barriers to ecosystem banking (marketplace model operation)? (executives rating 5 and above where 1 = the slightest threat and 7 = the highest threat) Download Report

　Get in touch and arrange a customized World Retail Banking Report presentation for your team. Questions? Reach out to us at banking@capgemini.com or subscribe to our world reports at https://www.capgemini.com/world-reports/

　This message contains information that may be privileged or conf i dential and is the property of the Capgemini Group. Copyright © 2022 Capgemini. All rights reserved. 75%

　BRANCHES

　.

　58%

　MOBILE APP

　77%

　WEBSITES

　80%

　79%

　SOCIAL MEDIA

　52%

　54%

　VOICE ASSISTANTS

　50%

　36%

　52%

　WEARABLES

　07%

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