金融海啸之后银行的转变

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Section Page
1 Point of view 3
2 Current situation 12
3 Framework for response 16
4 Select qualifications 33

The financial crisis of 2007-2009 will inevitably give way to economic expansion, although the exact timing of the recovery
is uncertain. Banks that prepare now for the post-crisis business environment will enjoy multiple advantages over
competitors that confront the new market with existing technology and operational models. Banks should recognize and
respond to several realities in order to ensure their post-crisis success.

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关键词：金融海啸 Operational competitors environment Competitor 金融 银行 海啸

Changing customer-buying patterns create opportunities. However, banks must change their products, pricing, and
delivery channels to meet the threats imposed by non-traditional competition and changing regulation.

Banks should enact holistic change to their core processing to improve customer relationship management, enable flexible product pricing, and support an increasing number of buying channels.
Banks will need to transform their business models and support structures to succeed in the new environment.

Banks should modernize and simplify aging infrastructures in order to prepare for the set of uncertain changes that will likely arise in the future.
The transformation to bank holding companies presents both challenges and opportunities.

Organizations transitioning to the bank holding company structure should define a strategy, operating model, and product set that will be easily adopted by current customers. These organizations must also adopt traditional bank operating technology and services, but should consider modern approaches already used by overseas banks.

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