On April 28, McKinsey, a global management consulting company, released the “McKinsey China Banking CEO Quarterly”, pointing out that digital transformation is the key to the company’s second half of the competition.
McKinsey pointed out that China ’s macroeconomic slowdown, asset shortages, and weak credit availability; corporate banks ’non-performing loan ratio has continued to rise, rising by 90 basis points from the low point. In the future, China’s economy will undergo structural adjustments, which will put more pressure on the quality of bank assets. The proportion of corporate banks’ revenue contribution in the whole bank continued to decline. In recent years, the growth rate of corporate deposits has dropped from the previous double digits to the current 5% -6%. Although the company’s bank income has regained growth, the gap between good and bad banks is widening, and some banks are still experiencing negative growth.
Qu Xiangjun, McKinsey Global Senior Director Partner and Head of Financial Institution Consulting Business in China, said: “In the digital age, corporate banks have ushered in online, platform The four development opportunities of globalization, ecologicalization and openness. Its core connotation is not only to migrate product sales and services from offline to online, but also to form a systematic overall model, gain customers in precision marketing, and cross-line online Collaboration, scene ecological cutting and other fields simultaneously work together, and achieve rapid and efficient landing of strategies through agile work methods such as digital factories. Looking at the world, the difference between the best performing and the last quartile of corporate banks, ROE is more than 15 percentage points. Digital large-scale transformation and innovation will further widen the gap between top-performing banks and underperforming banks. “
McKinsey believes that through the development trajectory of leading domestic and foreign corporate banks, it ranks among The corporate banks in the head echelon have seized five major trends: having a clear sales value proposition, digitization and personalization have become the key to customer interaction, and technology has driven transaction banking Companies increasingly active role banks play in the rise of the ecosystem, the use of advanced analytics big data to improve productivity.
Based on this development trend, banks may use four innovative levers to leverage new growth points of corporate banking business:
< / div> Leverage 1. Differentiated channel coverage and improve customer relationship: In the digital era, corporate banks need to strengthen their digital operation capabilities and improve customer relationship through differentiated channel coverage. To achieve this goal, the company’s banks must first achieve industry specialization, focus on the target industry to build professional capabilities, establish an industry chain map, and focus on upstream and downstream customers in the industry chain. Secondly, realize digital marketing, draw a comprehensive portrait of corporate customers, establish a digital corporate customer marketing system, and identify, push and execute business opportunities. Finally, achieve customer stratification, cultivate core customers, and distinguish the coverage model of corporate banks, that is, according to economic value, a deep understanding of customer needs and advancedData and analysis insights segment customers and achieve differentiated coverage of online and offline channels, thereby increasing customer interaction frequency and strengthening customer relationships.
Leverage two, product model innovation and new technology application: Corporate banks need to embrace three major winning models: platformization, ecology and openness. Banks must first create a unified transaction banking platform to realize the interoperability of the system and user platforms, and then establish a financial ecosystem of innovative industries, and finally establish a unified API portal to create an open bank. In the transaction banking business, big data and artificial intelligence technologies are regarded as top priorities by the bank leadership.
Leverage three, end-to-end process optimization to enhance customer experience: Bank customers have been able to enjoy a seamless digital experience in all aspects of life, so they The experience expectation has also risen. Faced with increasing customer demand and competitive pressures, in the future, corporate banks will need to digitize most of their core businesses to enhance customer experience. Leading banks can achieve a productivity increase of more than 30%. To this end, McKinsey has proposed a comprehensive transformation of customer experience methodology, including strategic vision design, journey diagnosis and remodeling, monitoring system and digital platform of the three major ten levels of strategy, to promote the bank to customer-centric transformation.
Leverage four, build big data and advanced analysis capabilities: corporate banks can strengthen the use of big data to build new cases, from acquiring new customers, reducing stock churn rate, cross-selling, pricing Starting from various aspects such as management, it can achieve an increase in operating income of 20% -30%. In addition, from the aspects of anti-money laundering / anti-fraud control and optimization of customer manager productivity, operating costs can be reduced by 10% -15%. Big data and advanced analysis can also improve bank risk control, play a huge role in digital credit evaluation and risk warning, and help corporate banks reduce bad debt losses by 20% -25%.