Nikolai Chumak,founder and Strategic Director IDNT
According to experts, in the coming years, the role of banking offices located in Russia and a number of CIS countries will fundamentally change. And soon we will witness the transformation of offices from the centers of everyday banking operations to the centers for building relationships of banks with clients. The use of alternative channels, such favorable banks to optimize costs and business processes, leads to the fact that customers are increasingly visited by traditional offices. However, the client visit continues to remain the most important link in building a bank relationship with its client. Therefore, today banks have to look for a balance between a sufficient number of points of contacting their brand with a client and an optimal remote service organization. This is a fairly serious work requiring innovative approaches in the organization of retail business. However, the discovery of the "departments of the future" Sberbank of Russia and the Bank of Moscow already talks about the readiness of banks to experiments and real innovation.
All sorts of innovations introduced by banks in recent years are one of the most interesting those decades related to the transformation of banking business. Now, perhaps, it is difficult to find a bank, which in his strategy would not mention the innovation or would not focus on the modern technologies used by them in customer service.
However, a number of experts sees one of the reasons for the financial crisis in the uncontrolled implementation of technological innovations in the banking sector: excessive passion for innovations from banks and their rejection by consumers has become a trap in which banks were in different country markets. The banks were spent a lot of resources on the fact that, as it turned out, did not lead to an increase in sales, uninteresting to customers and does not affect their loyalty.
It is also necessary to consider that the understanding of innovation and their perception by the banks themselves and their clients are radically different.
As usual, the financial service provider (Bank) and the consumer of these services (client) have every point of view on the very concept of "innovation" or "innovative technologies". And sometimes these points of view are diametrically opposed.
IDNT. Business card
IDNT company specializes in the development and implementation of the formats of bank departments for retail and private banks. IDNT has projects in the CIS countries, and also takes part in European projects of foreign partners of the company. The author of the material, the founder and strategic director of IDNT company Nikolai Chumak, studied and analyzed the design of banks in the UK, Japan, Hong Kong and Singapore.
Innovation: Bank approach ...
It can be said that the introduction of innovations in banks occurs in two directions, unfortunately, not always interconnected: in the direction of technological innovation and in the direction of improving client service processes. For many years, innovation has been a tool to optimize the costs of credit and financial institutions and occurred in such areas as IT, marketing, CRM, packaging and product design.
At the same time, the client, who, ideally, should be the focus of any bank, could not sufficiently realize his needs, since banks worked on the standardization of products and business processes, which, most often, did not assume an individual approach to each consumer.
Banks, organizing the scope of sales of financial services, sought to resemble trading and service enterprises, where a certain part of purchases (up to 50%) is a pulse. But, as practice has shown, bank clients do not want to buy financial products and services, guided by impulse, and require a higher level of personal attention from banking professionals and expertise.
... and client look
The client in some cases is required or very simple, or, on the contrary, a complex financial product. However, the Bank usually offers a ready-made, formed package of services. The disappointment of banks, each client considers itself unique and has a need for a personalized approach, which the usual bank, as a rule, can not always provide. In 2011 IDNT, together with Scorpio Partnership (United Kingdom), completed a survey of bank managers employed in serving wealthy customers in the CIS, "Prvate Banking Survey In The Cis". The results of the study showed that most of the banks surveyed are simply not able to give advice in any area that goes beyond the standardized retail product.
Even in the framework of such financial services as Wealth Management, requiring the highest level of expertise, which suggests the creation of bank products on the principle of open architecture and a purely individual approach to each client, banking specialists are not ready to take responsibility for advice when choosing a customer of products and services. The most common answer to the question about choosing a product by the client was the following: "We show options, and the client independently decides." In the field of retail banking there was an even more difficult situation, since the format of mass maintenance of retail customers does not imply much attention to each client sufficient to determine the needs and selection of the optimal and advantageous combination of products. That is why the banking department should provide opportunities for self-education of retail clients and their familiarization with banking products in a modern interactive manner. Even if the Bank provides a standard service package, the client, even if it is not possible to combine products from different packages, should make sure that one or another package is suitable for it.
The most innovative banks of Europe are already offering their retail clients a choice of several products / services and combinations. Thus, the client has the feeling that this product was created specifically for him. If earlier, such an approach was available only to private banking customers, now, thanks to the introduction of innovative solutions in the field of IT, some elements of the "open architecture" are also available for retail customers. In this direction, extensive prospects for innovations are opened, which are able to change consumer experience with a standard set of financial products.
When it comes to bank innovations, customers primarily recall the Internet and remote banking services, which are relatively new services for promoting services for banks of the post-Soviet countries.
Improvement and development of relatively new customer remote customer service channels - Online banking and mobile banking - is today one of the widest areas to introduce innovation.
It is no secret that many retail consumers have these new technologies in most cases are too complicated and inconvenient. The interface of the client's mobile device is often overloaded and does not allow you to master the new channel intuitive.
Banks have to make another effort to popularize these channels among retail clients. Substantial assistance in this process could provide bank branches, offering visitors to familiarize themselves and test the innovative DBA channels. Banking offices are still perceived by customers as a more protected and secure maintenance environment than remote channels. However, in many whether banks can we meet special zones and equipment designed to demonstrate and teach customers with new services?
It turns out that, despite the giant investments directed by banks in the development of DBO technologies, their customers simply do not have the opportunity to learn about all the advantages of new products and service channels.
The introduction of bank innovation in Europe and the CIS: similarities and differences
In the coming years, the post-Soviet space banks will have to spend a lot of efforts to introduce technologies and systems that have already become basic for the European banking market. European banks have the opportunity to develop new approaches to customer service, changing service scenarios and forming customer loyalty, based on the already existing IT infrastructure.
The experience of such players of the global banking retail market as Ing Direct, First Direct, Metro Bank, Virgin Money, Tesco Bank Idr., It demonstrates this approach. Within its framework, the Bank creates one base product (most often this basic product is a payment card), and then develops business processes under it, selects the sales channel (separation or other channels). Then, the Bank also connects the Promotion and other "modular" banking products to the "Basic" product: for example, car loans, mortgage lending, insurance products, affiliate programs, etc. Thus, the promotion of a new product is made by the already debugged channels of the basic product infrastructure. The individuality of the solution for each client is created precisely through the set of "modular" products. Creating new products occurs as the needs of customers occur (or forecasting).
Tesco Bank.
A striking example of a similar approach to creating new products for retail customers is Tesco (United Kingdom). The Bank began its activities as a division of the largest British retail company - TESCO supermarket chains with more than 10 million loyalty programs and colossal confidence in the brand from consumers. Since the beginning of the 2000s, Tesco's network began active expansion into various retail business segments and service areas, opening the network of gas stations, mini-marketers, selling clothes, telecommunications under their brand, telecommunications and much more. The financial retail remained without attention.
Tesco Bank is well presented on the Internet. A special Web site of Tesco Compare has been created, on which the consumer can compare the offers of Tesco Bank with other banks, which gives him the opportunity to make sure of its choice.
Tesco Bank offers 28 products, some of which is the most profitable on the market. Among them - a loan with the longest grace period (13 months). Today, every 10th purchase in the UK is paid by the TESCO credit card. In the summer of 2011, Tesco Bank launched mortgage products.
In essence, Tesco Bank is not only not so much financial products, how much to continue the existing relationships with customers, followed by a high value of the brand. Bank provided by the Bank Financial services in this case are just a tool to achieve customer life or improved their welfare. This approach is beneficial to Tesco Bank from ordinary banks, which, on the contrary, issue financial services for relations. Innovation Tesco Bank is primarily in the use of the already existing loyalty of customer clients of the supermarket chain to provide them with another type of product - banking.
Metro Bank.
Metro Bank aims to change the nature of financial services by creating a "new consumer experience", as successful retail brands do.
The example of Metro Bank clearly demonstrates how innovations can provide bank customers and managers with ample opportunities for communicating and solving financial issues, which, in turn, has a positive impact on the level of sales of complex, but at the same time the most profitable products requiring advice and planning. New banking products are simply "connected" to the standard map, but at the same time the client receives a personalized manager's approach and can acquire only the products they need (services).
"In the end, love your bank!", "Fans, and not consumers" - such ambitious slogans operates bank. Metro Bank intends to create and raise a new type of consumers of financial products - exactly as Apple does in computers, media and gadgets. Until 2020, the Bank plans to open 200 branches of a new format and expects to conduct a competitive retail business at a very conservative and non-dynamic British market. Of course, for this, the bank not only proclaims bold slogans, but also seeks to provide customers with just such a quality of services that lacks on the market. However, to do this on the UK financial market that has developed in the centuries is an extremely difficult task.
So, it is impossible to develop better and more successful than the competitors, following the standard, existing strategies in the market. According to this, Metro Bank seeks primarily to destroy the established stereotypes about the bureaucraticity and drivingness of banks: "No Stupid Rules!". For example, in the UK, customers are accustomed to the fact that banks do not work on weekends. There are only three bank branches on the whole London - HSBC, Santander and Barclays are running on Saturday. In contrast to Metro Bank Ra gets 7 days a week, the Bank's staff starts working day at 7.45 am, to open the doors of offices for customers at 8.00, and finishes work at 20.00.
Metro Bank is trying to dispel four myth about banks that have developed in the UK market:
Banking offices will disappear over time;
Banks earn, reducing their expenses;
Customers do not switch to another bank.
By developing a new market strategy, Metro Bank's leadership went against the well-established opinion that the British change the bank less often than bred. The bank believes that the main criteria when choosing a credit and financial institution are the recommendations of existing customers - the best promoters.
Also, the Bank's leadership decided to refute the widespread view that such a sales channel, as bank branches, is about to disappear, lifting the bottom of the DBC.
The business model of the bank is based on the network of retail offices, which are in premium, very expensive locations, which goes against the trend to fold the networks of separations. Metro Bank decided that only the departments opened in the most popular places in the population will be able to attract more customers.
The bank uses the most modern IT technologies available on the market. Today, the IT-sphere in most large banks needs to be improved. However, such projects are too expensive, and at the time of today's recession, most banks cannot afford such investments that adversely affects the quality of customer service.
On the general background of a constant reduction in large banks of IT costs and Metro Bank staff stands out quite noticeable. The Metro Bank client receives the same quality of service as the Private Banking client: a personal manager who is familiar with the client personally and is able to solve any questions from the field of banking services without switching the client on other specialists. At the same time, the Bank does not conduct any segmentation of customers - each consumer is unique and has its own hierarchy of values.
One of the problems for many banks is that the decision on the issuance of a loan is not taken in a particular branch, but in the head office. This affects the decision-making rate and quality of service. In Metro Bank, the client feels that all decisions take his personal manager. For 15 minutes, the client opens an account and a map is produced, and it leaves the separation with a fully prepared product. Undoubtedly, install special equipment for printing and personalizing cards directly in the department is expensive, but this is a fee for creating a new consumer experience.
The Call Center of the Bank works around the clock, the bank employee is responsible for calls, and not an answering machine. Each compartment is equipped with self-service area. All this creates a sense of the availability of the bank and its services at any time.
Online banking
"Clean" Online banks also experience the crisis of trust from customers. Often customers choose a bank, focusing on his physical presence, is the one whose separation can be visited and talk to the manager. Against the background of high market competition and insufficient confidence from consumers, the latter choose the bank, focusing not only at favorable conditions, but also to a higher level of guarantees, which can act from a network of traditional offices.
To solve this problem, the Ing Direct in the United States and Canada opens off offices-coffee shops. Thus, the "virtual" format of the office is complemented by the presence of a bank brand in the physical world. Ing Direct coffee banks are not focused on selling banking products, but perform an important role in building relationships with customers, attracting new categories of customers and raising the level of trust.
For a similar path today, today Virgin Money and other online banks, opening offices in the form of "lounge zones" or shops. It is important to understand that such a technique works for a certain type of credit structures and is not cost-effective for ordinary retail banks. So, for example, Abbey National invested $ 300 million in the opening of cafe departments, before his leadership realized that customers do not wait for free coffee from their retail bank and were not ready to visit the branches more often.
Gadgets in the service of banks
With the rapid development of IT technologies and a decrease in the cost of digital gadgets, the banking industry has the opportunity to experience the use of various devices for promoting and selling financial products. Interactive tables, tablet computers, electronic kiosks and video walls are an incomplete list of devices used for such purposes. So, for example, the COAST CAPITAL credit union (USA) assumed to use the iPad to promote products in branches and consulting customers. The flagship branch of Barclays in the center of London offers customers and guests of tourist and socially important information with interactive kiosks and video walls.
Banks sought to present their products and services in a more attractive form using technologies that have already become familiar to the consumer. In practice, it turned out that clients are also uninteresting to watch bank advertising from computer screens, as well as on TV. Thus, in the pilot concepts of the device with the functions of the Touch screen and tablet computers, they were abused by customers, and the attempt of banks to replace communication with the managers of various gadgets turned out to be unsuccessful. Only a few banks managed to draw attention to their interactive devices due to quality content and demanded functionality.
Banks in the network
Banks seek to lead an active life in online-space using their Web sites, search engines, social networks. The network occurring is almost impossible to control, and the risks associated with the spread of negative opinions are very large. Anyway, banks will have to learn to conquer the confidence of the Internet audience. In turn, the Internet can become a good source of ideas and feedback with the client.
Commonwealth Bank (Australia) has created a special Web site Ideabank, which offers ordinary people to express ideas about new banking products and desired changes in the banking industry. The winner will be chosen by the method of voting and evaluating experts, which will receive 10 thousand dollars for his ideas. In principle, this Web site is an external R & D Department.
By the same way, Danske Bank (Denmark) and First Direct (United Kingdom), which also opened an online innovation laboratories.
As for the sale of financial services through a network, few people doubt that mobile and Internet banking will sweat other channels in the future, but it is obvious that it will not happen as quickly as previously assumed. Neither banks nor their customers are not ready for it yet.
Innovations in banks: Bridge between the bank and the consumer
From all this, you can make the following conclusion: Today, the most successful innovations introduced by banks are related to changing the client's service approaches. Technologies and channel promotion channels go to the background, as they solve only technical moments, without replacing the personal approach to the client and confidence from its part. The development of technologies has somewhat displaced the focus of the attention of experts from offices towards alternative sales channels. However, bank branches still remain the main channel of sales of financial products, generating up to 90% of sales.
Undoubtedly, banks favorably sell standardized products and packages of services, minimize customer communication, as well as use DBC. However, for its part, customers express the need for a personified approach and choosing only those products that they are really necessary. Therefore, banks first need to introduce those innovations that can organize a bridge between these two opposite positions and submit the proposal of banks in the most attractive format for customers.
API, artificial intelligence, more convenient mobile banking, new forms of safe authentication and Internet of things will help banks to upgrade technologies.
While analysts working in the financial sector argue whether Amazon will begin to provide banking services, it is obvious that the banking services market itself is in a state of uncertainty when it comes to technologies.
Of course, mobile banking itself does not represent something completely new. But today this technology is a prerequisite for the Bank's customers, primarily for the younger generation. This is an absolute minimum with which all banks have to be reckoned. Experts and analysts are united that banks that do not have a reliable mobile application are outsiders.
Soon, such an opinion will be formed in relation to many new and only emerging technologies, taking into account how actively banks seek to keep up with Apple type technological companies, which this month introduced the Apple Pay Cash service, allowing users to send and receive cash Funds via Apple Pay Mobile Payments.
"Persons who accept responsible decisions proceed from the idea that mobile technologies conquer the dominant position, and the market covers the trend towards the transition to the figure," says Chris George (Chris George) , Senior Vice-President, responsible for the development of clients' interaction strategy in Nymbus, is one of the key players for banking modernization.
Next year, 5 technologies will be advantageously affected by the banking sphere:
1. Banks will expand services with external APIs
Banks used application programming interfaces for many years, but APIs are software mediators providing connection and application application, including mobile, with server office systems - will be increasingly used to provide new services. As the Financial Brand portal notes, the API interfaces "provide opportunities for the implementation of innovative contextual solutions that would have little chances without banking services in the open format."
According to the Consulting company IDC, by the end of 2018, 50% of world banks 1 and 2 levels will offer at least five external APIs. Banks are increasingly cooperating with financial and technological companies through the open APIs. Partially it will be associated with the requirements of regulatory authorities.
"New regulatory acts governing banks, such as PSD2, binding banks provide access to client data, also contribute to cooperation, especially through APIs, which are just used to provide access to such data, - Capgemini consulting specialists are noted in the report, Dedicated trends in the banking industry in 2018. - Regulators welcome initiatives that ensure the activities of banks in an open format, and banks have to open their systems to third parties with the API, providing access to information about the status of accounts, and giving them the opportunity to initiate payments. "
Capgemini notes that in front of banks "there is an acute need for a speedy introduction of technical innovations, but they failed to achieve great success in the field of digital innovation, using only internal resources."
Specialists from the company noted that banks and financial and technological companies, enterprises, seeking ways to present new types of technologies, must be cooperating to achieve their goals. Banks are looking for new approaches to digital innovation, while financial and technological companies need "capital, scale, data, customer confidence and support from regulatory authorities."
Mark De Castro (Marc Decastro) , IDC Financial Analysis Department Head, it claims that Open API interfaces can help banks "provide customers more flexible and improved experience."
Over the past five years, companies operating in the field of financial technologies have passed the way from bank competitors to their partners.
According to de Castro The banks still seek to control the digital customer experience, especially as part of the protection of their brands. However, for its control, credit organizations will need to open access to their servers via API.
2. Mobile banking will be less problematic
Mobile banking can no longer be attributed to fundamentally new technologies, but it will be easier to use and provide users with more functionality.
Kirk Borne
, Data Processing and Analysis Specialist and Executive Consultant of Booz Allen Hamilton, in an interview with The Kirk Borne Financial Brand, said that consumers would increasingly prefer mobile banking with standard banking services as their digital, user and client experience becomes more Perfect and informational. This implies a coordinated digital banking interaction between the consumer and business, payments between consumers in one click, new possibilities associated with cryptocurrencies, biometric authentication systems that do not require password entry, services and suggestions affected by geographical position, as well as dialog interfaces.
According to George The fact that Apple began to provide services in the field of direct peerging payments, will force banks to improve the quality of work and ease of using their own mobile proposals. He believes that banks need to keep up with others in terms of mobile applications and services.
"Banking is what everyone is doing today - George Repeats the widespread phrase wide in the industry. - This is no longer the ultimate goal. "
According to him, banks must offer applications and provide their online presence to compete in the use of other players' proposals. It is not enough to offer ordinary applications. "
3. Artificial intelligence improves client experience
Artificial intelligence will help banks automate processes and improve customer service, approves Mitch Siegel, Director of the Development Department of National Financial Services and Transformations, Consulting Company KPMG, in an interview with American Banker.
"We see that organizations begin to greatly simplify the processes due to intellectual automation, which, in turn, helps to demonstrate corporate data, which before that was traditionally hidden in the depths of complex basic systems," says Siegel.
"Organizations traditionally offered products and services to large groups of clients, the approach to which was the same, but who actually had substantially distinguished purchasing habits, motivators and satisfaction factors - continues Siegel . - Thanks to the data, it becomes possible to create services and experiences that take into account the features and needs of each individual. "
According to de CastroIt will not be possible to completely replace a person, and in the near future should not be expected by banking systems that are running under the control of AI. However, the AI \u200b\u200bwill help automate the same type of processes and is able to improve customer service with chat bots.
Specialists andcapgemini argue that robots cost 50-90% cheaper than the use of regular and freelancers, and that banks will invest more and more money in an attempt to increase their effectiveness, while maintaining high quality customer service. "There is an increase in demand for the cost-effectiveness of operations while ensuring an exceptional level of service at lower costs," they believe in the company.
George Adds that in the next two or three years, banks will introduce AI to their applications. According to him, in the near future, when users will be interested in whether they have enough funds for a luxurious dinner on Saturday evening, these applications will be smart enough to know that the answer will be "yes", since on Fridays, users receive a certain part of their Silent.
4. Biometric systems will increase the level of security
Security has always been for banks a reason for concern, and in 2018 nothing will change significantly. Banks will look for ways to add new security levels to their services.
IDC predicts that in 2018 the costs of implementing the following generation authentication methods will increase by 20%. This is due to the desire of banks to win the "digital confidence" of its customers.
De Castro It claims that customers have become better to relate to payments on smartphones using a fingerprint. Banks will promote the same relation to the recognition systems of individuals and identifying users by a voice. Considering that customers have to memorize an increasing number of passwords, biometric authentication systems will help simplify security procedures and provide more reliable identity testing methods.
"Banks will use everything that will help confirm that I am the one for whom I give out if it is just as easy as the use of fingerprints, face recognition and identification by a variety of voice," says de Castro.
5. The Internet of Things will be used in a small scale.
De Castro It believes that in 2018, banks, as before, without much interest will be looking at the Internet of things. Next year there will be more conceptual research, within which banks will test the IV technologies in a number of departments with high attendance. According to him, banks need to see how customers will respond to sensors in such compartments: "It seems to me if everything is done correctly, it will mean expanding the possibilities that can increase the overall level of client service."
Independent expert in the field of financial technology, author of the book "Digital Bank" ("Digital Bank"), head of the European network of forums, uniting representatives of the world of finance and technology, Chris Skinner, major trends in the banking industry. He described in detail those steps that banks have already begun or begin to take in the near future to adapt to the new digital era:
10) Monetizing data: Banks are already well understood that they have a lot of data on their customers: habits, expenditures, interests, and so on. Until recently, this information has not been used until recently, but the picture begins to change. Analysis of all customer information can be served to develop more personalized products and partnership with third-party players who can receive customers oriented to their products or services.
9) Active social interaction: Representatives of the banking industry want to better understand the desires of their customers, which gave rise to the trend outsourcing of bank ideas on clients who are given the opportunity to design themselves and describe their banking products. One examples of this approach is the WidiBa Italian Bank.
8) Robotization of financial services: Robotic investment consultants is just one of the directions. UBS already offers its wealthy customers analytical services for their real-time capital assessment using the Watson Super Computer from IBM.
7) Banking things: The birth of a new financial direction is similar to the principle of working the Internet of things. Electronic wallets attached to the client account will be built into cars, refrigerators, light bulbs and so on. Cars will be able to automatically pay for parking or pay for gasoline without human involvement, smart light bulbs will pay consumed by electricity, and the refrigerator pay for the order of products and all this will be tied to the client's account.
6) Consulting of the new level: Today, banks can not just remind you of the birthday of your friend, but also advise the gift on the basis of the analysis of his account preferences and the possibilities of your income. At the same time, the analytical platform will tell where you can buy that other gift is most profitable. Banks know that we most often buy and can give, indeed, current advice. No longer will have to break the head that give a friend to a particular holiday.
5) Wearable payment devices: How about payment wearable device, as a status symbol? You can simply demonstrate your bracelet, pendant or corporate handle that will allow you to pay for purchases by simply touch to the terminal.
3) Orientation on representatives of small and medium businesses: Previously, banks did not like small business due to the high risks of such borrowers, today, thanks to partnership with Fintech-start-ups, banks receive new opportunities to scoring entrepreneurs and can afford to reanimate this huge reservoir of potential customers.
2) 24/7 style work: Banks are increasingly more actively from the traditional schedule of work aside the ability to continually access customers to the services of financial institutions. Actively begin to be implemented for the possibility of permanent communication with customers such services such as Wechat, Facebook Messenger, Google Hangouts, WhatsApp and so on.
1) Individualization: Today with the development of API technologies, practically, any service can connect to the payment banking infrastructure or integrate new opportunities to their own platform. This creates new options for cooperation with customers.
In the world of modern communications, banking technologies occupy a great place. They represent a combination of information and telecommunication technologies.
Banking technologies include special computer programs, internal procedures and various models associated with risk management. Important role in the entire system is played by means of protection. For this, as a rule, cryptography methods are used. In addition, security is also of great importance in the field of credit and financial institutions, including in relation to the information component. For this reason, a variety of technical tools contributing to reliable protection, databases, as well as ATMs and cash junctions are actively used.
Modern banking technologies
Financial stability of banks provides weighted monetary policy. To conquer the loyalty of account owners, the expansion of the client base is introduced modern banking technologies. The term characterizes a set of methods for analyzing the activities of an organization that contributes to an increase in material sustainability, effective cooperation with clients.
The implementation of information, documentary, computer technological innovations ensures optimization of the workflow, allows you to organize a productive dialogue with the client. Thanks to investing in the development of funds to improve the service, modern large banks expand the geography of the provision of services, which contributes to the growth of consumer loyalty.
To maintain overall competitiveness in banks, new models for analyzing risk factors, the level of investment attractiveness of projects are developing. The content of banking technologies is considered as a set of actions that provide the organization of service that meets customer requests, maintaining the competitiveness of the institution. Views:
- information (documentary, operational, objects);
- visualization (video call with a client);
- communication (IP telephony);
- electronic (Internet banking, payment reception systems).
The use of remote maintenance that allows you to carry out practically any operations, contributes to the additional strengthening of the structure of the structure.
Analysis of the development of banking technologies in Russia
Modern models of credit and financial activity of banks - comprehensive solutions that optimize the work of structures that improve the quality of service. Analysis of the development of banking technologies in Russia allows you to highlight directions, where the positive dynamics is most obvious:
- remote maintenance;
- card products;
- computer software complexes.
76% of Russian commercial institutions are provided by 76% of Russian commercial institutions for legal entities "Bank-Client". Corporate BC provides 31% of institutions. For individuals, the indicator is 87%. The largest rates of development of card products analysts are celebrated in the salary segment. 92% of Russians use such services. Credit cards have every third.
Banking information technology
Using bank information technologies, the institutions organize an effective document management, the effective interaction of specialists of various divisions is established. Views: object, documentary, operational.
By developing the information model of the Bank's activities, find a compromise solution that ensures the achievement of the work of the institution and customer satisfaction. Automation of workflow, formalization of the structural scheme of work of employees of divisions lead to a decrease in labor costs. Optimization of the workflow ensures the improvement of the service provision system, which leads to an increase in the number of customers due to the availability of numerous convenient services.
Introduction of new banking technologies in Russia
Thanks to the subsequent process of changing the principles of interaction with clients, most credit institutions today provide an integrated service: remote maintenance, favorable card products, mobile banking. Improving competitiveness will ensure the use of video communication that improves the level of remote maintenance, the further development of such systems with the extension of the list of available services.
The development of effective commercial solutions in most banks is produced, based on the experience of world participants in the currency market. The introduction of new banking technologies in Russia makes it difficult to abandon their own analytical departments and qualified employees who can create productive financial models and adapt the decisions proposed by Western commercial specialists.
Additional banking
Depending on the specialization, open areas of banks, in addition to the main list of services, they carry out additional banking customer service. For each category of persons, a list of add. Services are different. Legal entities and individual entrepreneurs may be offered activities for the convenience of international treaties, the implementation of foreign exchange operations, carrying out operations with securities, others on behalf of the client. Individuals can expect to automate a number of operations, the implementation of transactions in financial markets, help and consulting specialists in the fields of investment, analysts.
Additional services of voluntary banks, can concern the proposals of the insurance policy, issuing more in the amount of related costs, predicting the actions of the client, being a step ahead.
Tip from Compare.ru: Modern banking technologies find their effective use in the activities of each participant of the Russian banking system. They allow you to improve the process of work of credit and financial institutions.