Banking services: Literature

Service-oriented architecture (SOA) can help reduce the IT inhibitors to change allowing banks to collaborate more effectively within their own four walls, among each other, and with their customers.

Read about how Canadian banks can gain marketshare and attract new clients by becoming aware of client attitudes and taking steps to positively impact customer perceptions.

Follow the sensible money.

The path to a healthy, sustainable equilibrium within the global financial system will require institutions and governments to effectively manage the overarching yin yang - the delicate balance between financial stability and healthy financial innovation.

Wealth management firms must reach out and collaborate with their clients to build compelling, distinct value propositions and become customer focused enterprises by integrating their clients' views and attitudes into the design and execution of core operations.

More customers are online that ever before, and banks should learn to use the new tools of Web 2.0 -- blogging, social networking and more -- to cost-effectively and efficiently reach an increasingly fragmented and dispersed customer base.

Banking CEOs share their views on the future of business.

For Brazilian banks, a new view of customer advocacy can become invaluable as they seek to differentiate their offerings and improve the profitability of customers - moving toward a well-balanced, customer-focused model can help them capitalize on their most valuable asset – their customers.

Market advantage will lie with banks that rethink their strategy, structure and culture to reflect a changed reality; bankers say globalization is the single greatest opportunity and also its greatest threat – when it comes to the far-reaching effects of globalization, no bank is an island.

As European payments convergence progresses, banks must emphasize all sorts of collaboration: with corporate clients, with peers to help set payments standards and with government representatives for more consistent payments legislation across Europe.

Interview with Gerard Hartsink and Erkki Poutiainen

Retail banks can't assume that the growth and returns of the recent past will continue.

Unlocking customer advocacy in retail banking: The customer focused enterprise

Dare to be different: Why banking innovation matters now

Over the past decade, companies in multiple industries have come to see customer care centers (CCCs) in a new light: as critical components of their customer service and distribution strategies.

A wave of new regulations is prompting banks to rethink how they assess and manage risk. While compliance will remain the focus of risk management efforts in the near term, leading firms are transforming risk management into a partner that provides value to the business.

Any serious discussion of the future of the retail banking industry eventually raises a basic question: will future customers still need retail banks? The answer, it turns out, depends on banks themselves.

China's banking industry stands at a crossroads. Only those Chinese banks that fundamentally transform their businesses and successfully transition to public ownership will be able to translate their domestic leadership positions into competitive status on the global stage.

Once focused on a generalized core group of services and customers, banks today are faced with the dual challenges of serving diverse stakeholder needs while selecting which areas of the industry and company value chains they want to specialize in.

Unlocking the value of account opening with component business modeling: Driven by customer expectations and competitive pressures, banks are reassessing their customer management strategies. Account opening (AO) is a natural candidate for improvement.

The tech revolution of the 1990s forever altered the competitive landscape for financial services companies. Today's interconnected firms face a business environment that challenges them on multiple levels.

This survey identifies current practices, captures significant trends and establishes operational performance benchmarks in five key areas of supply chain management (SCM): new product development, supply chain planning, customer order management, procurement and logistics.

Research at the IBM Institute for Business Value sheds light on how firms can best position themselves to increase retail payments revenues - today and in the future - with an analysis of key trends in the challenging retail payments landscape.