金融服务市场营销战略问题外文翻译

金融服务市场营销战略问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 外文翻译 毕业论文( 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 )外文翻译 题 目: 金融营销研究 一、外文原文 标题:Strategic Issues for Financial Services Marketing 原文: It is widely acknowledged that deregulation has blurred the distinctions between financial services providers.Financial services used to be thought of as a group of distinct industries: banking, insurance, securities, thrifts and commercial credit. Each industry had a distinct role.Banks took deposits, made loans, and offered other transaction accounts such as credit cards. Life insurance companies offered protection and, to some extent, provided limited savings opportunities. Securities firms offered the chance of generating wealth through investment. Prices for all services were relatively constant, even when not regulated. As a result, customers often based purchase decision on loyalty and on prior relationships with financial institutions. However, today, the emerging industry is financial services. Soon, all that will remain of the old industries are the names of the founding institutions ? and even those are changing. Do diversified financial services companies and merchandise retailers pose a threat to traditional services providers? Diversified financial services companies are, after all, built from a network of providers representing several traditional industries; and merchandise retailers are fast positioning themselves as leaders in financial services. Arthur Andersen has co-sponsored three surveys to provide information for leaders in the financial services industry. They were commissioned because the leaders in each industry wanted information on the following: ? How are the roles changing in banking?In insurance? In securities? ? What are the forces driving this change? ? What are the customer perceptions in each industry? ? What are the industry trends and strategies with respect to consolidation? Market segmentation? Product development? Delivery channels? The nation's leaders in each industry were surveyed to gather information on these issues and with that information, it is possible to consider the strategic issues for financial marketing. In doing so, the focus is on three subjects: ? the forces driving change in banking, insurance and securities; ? what industry trends and strategies are likely to be in the future; ? what these combined influences mean to the marketing professional. In turn, these subjects raise a number of questions for the marketing professional. What are the implications for market segmentation? Product development? Delivery channels? Marketing information and research? And equally, is the customer confused by the overlap and proliferation of products by both traditional and nontraditional providers? To what extent are financial services sending mixed signals to customers? The present surveys show the primary forces driving change in financial services to be: 1 regulation, or more specifically, deregulation; 2 economic fluctuations and resulting profit pressures; 3 competition. Regulation/Dere Regulatory changes are altering the ground rules of market definition and pricing, forcing change in banking more than in any other industry, with a trend towards regional banking as states enter into reciprocal legislation with their neighbours. However, whereas more than half of the largest banks believe that total deregulation of bank acquisition in different regions is desirable, fewer than four out of every ten believe that full interstate banking is likely by 1990. What about bank acquisition of non-banks? Almost nine out of every ten of the largest banks believe that some deregulation of bank acquisition of non-bank financial institutions is both desirable and likely by 1990. Investment banks, mortgage banks, and insurance companies are their most likely acquisition candidates. At the same time, more than seven out of every ten banks believe that some deregulation of non-bank acquisition of banks is both desirable and likely by 1990. The Banks' View: Acquisitions ? More than 50% of largest banks believe total deregulation of bank acquisition in different regions desirable. ? Less than 4 in 10 believe full interstate banking likely by 1990. ? Almost 9 in 10 believe some deregulation of banks' acquisition of non-bank financial institutions desirable and likely by 1990. ? More than 7 in 10 believe some deregulation of banks' non-bank acquisition desirable and likely by 1990. ? 6 in 10 believe regulatory responsibility for financial services industry should be assigned to a single agency. If these findings become reality, the structure of financial services will change dramatically. The change in regulations on who can own banks, and on whom banks can own, will erode the values established from the wave of bank failures of the 1930s. And who do bankers believe should have the regulatory responsibility for the financial services industry as a whole? Six out of every ten of the largest banks believe that the responsibility should be assigned to a single agency. Furthermore, they believe that it should be a federal responsibility, with the same regulations for all providers. The surveys also showed that life insurance companies worry about banking deregulation and the impact of banks entering the insurance business. Interestingly enough, they are not concerned about deregulation within their own industry. Within the securities industry, deregulation began more than ten years ago, when commissions were deregulated. One current regulatory issue is the potential removal of Glass-Steagall and other regulations restricting banks from operating in certain segments of the securities industry. The importance of Glass-Steagall to the industry is indicated by the bitterness with which its removal is being foughtEconomic Fluctuation Another question relevant to marketing is: "What pressure does economic change place on profits of financial services providers?" The survey results indicate that the pressure on interest rate spreads has forced banks to find other sources of income. Banks are, therefore, diversifying their earnings streams by generating fee income on both new and traditional products. It is expected that fees will account for: ? more than 20 per cent of net income for all banks over $1 billion in assets ? 45 per cent of net income for banks over $20 billion in assets by 1990. The sources of increased fee income are expected to include: ? advisory services to banking customers ? trust administration services ? loan commitments and originations ? trading activities. But should banks diversify or specialise in their product offerings, if they are to be successful in the future? Diversification will fail unless it is well managed because resources can become too thinly spread. On the other hand, specialisation requires well planned strategy In the life insurance industry, economic fluctuations and increasing product sophistication have been the most prominent causes of change. In a low inflationary environment, the concepts of protection and forced savings worked well. However, in times of double-digit inflation, customers are less eager to purchase the traditional products, which have been the primary source of life insurance companies' profits. Life insurance companies, as a result, have had to become more innovative. They have moved towards universal and variable life policies that, although less profitable, respond better to market needs. Hence, as profits decline, there is a need for increased sales volume and improved control over delivery costs if the existing agent network is to be more effective. Competition The strongest force driving change in financial services is competition ? both within the traditional industries and outside them. There is also overseas competition,particularly from the Japanese Within the banking industry, it is the regional banks who are the most competitive against themselves, the money centre banks and the community banks. This is consistent with the trend witnessed towards regional banking. Looking outside their industry, banks today consider thrifts to be their strongest non-bank competitors, followed by diversified financial services companies, commercial credit companies, securities firms and merchandise retailers tied with insurance companies. However, by 1990, the largest banks believe that diversified financial services companies will be their strongest nonbank competitors, followed by thrifts and merchandise retailers, and merchandise retailers are expected to become stronger competitors than commercial credit companies, securities firms and insurance companies. Further, the largest banks expect thrifts to maintain a strong competitive position, contrary to the opinion of many industry observers. Life insurance companies, by contrast, feel the competitive pressure from banks, securities firms and diversified financial services companies. In the securities industry, opinions on competition differ between institutional and retail firms. Institutional firms believe that competition from inside the securities industry is a more important issue than competition from the outside, whereas retail firms believe the opposite. But, securities firms, as a whole, believe that bank entry, and to some extent, insurance company entry, will be a major form of competition ? through both acquisition and denovo start-ups. They believe that banks are more likely to acquire both discounters and national full-line firms, whereas they believe that insurance companies are more likely to acquire the latter. The issue of customer preferences is also important to both institutional and retail firms ? more so than the issue of competition from non-securities firms. The market has become more institutionalised. Individual ownership of stock is becoming more indirect, through such intermediaries as pension funds and mutual funds. Institutional investors have become far more sophisticated and demand substantial product innovation and creativity. Profits from trading and investment activities will become more important than those from commissions in both institutional and retail firms. And what are the customer perceptions of financial services? Customer loyalty was once taken for granted by all financial services providers. Not so anymore. The importance of prior and present relationship to customers has declined relative to convenience, safety of the institution and price. Convenience is an important selection criterion, both to consumers and to commercial customers. Safety of the institution and pricing have become greater concerns to customers in recent years, and there is also growing concern about financial institutions taking advantage of customers. Take credit cards for example: as interest rates decline, consumers ask if the drop in cost of funds is being passed on to them. They are not made aware of the other costs involved in delivering the product, costs which have forced the overall interest rates to remain high. Banks have not been effective at explaining to consumers why the rates on personal unsecured credit lines also remain high. As a result, the consumer community still has many questions about the integrity of bank loan pricing strategies. Diminished customer loyalty has forced all providers to compete aggressively with one another to build new relationships and to preserve old ones. This aggressive competition has brought about several common needs for the future: ? broader product lines, both inside and outside existing industry and geographic boundaries; ? expanded, but less expensive, delivery channels; ? improved customer relationships; ? improved cost control. Since all the financial services industries are becoming more interrelated, it is not surprising to see similar strategies being developed in each of them. There are four common trends: 1 greater industry consolidation 2 better market segmentation 3 expanded product offerings 4 changing delivery channels. Banking is characterised by customer and industry specialisation, product specialisation and regional expansion. In life insurance, one can see new products, particularly with enhanced investment features, cost cutting, both in operations and delivery and work stations that bind the agent to the company. In securities, there is a broadening of product lines and use of less expensive delivery channels to cut costs. Not surprisingly, three out of four trends are related to marketing. In fact, improved product development and marketing skills are considered to be the most important competitive improvement factors by most financial services providers. It is, therefore, the marketing function, tied with information systems, that will receive the largest investment of resources in the future. So what do the results of these surveys mean to the marketing professional? They provide an understanding of the forces driving change in financial services: regulation, or more specifically, deregulation; economic fluctuations and resulting profit pressures; and competition. They indicate that customer perceptions of financial services are also changing and that the importance of prior and present relationships with customers has declined relative to convenience, safety of the institution and pricing. And, they give an understanding of the strategic direction of financial services towards greater consolidation, better market segmentation, expanded product offerings, and changing delivery channels. The traditional marketing concepts of delivery strategy, pricing strategy, product strategy, and promotion strategy are new to many financial services providers. And yet, in the competitive, economic and technological environment of the future, the application of these concepts is vital. Effective marketing will be the key to the success or failure of many financial services providers. 出处:Nigel.//.oks:Strategic Issues for Financial Services Marketing[J]Management Decision 271P40??P47 二、翻译文章 标题:金融服务市场营销战略问题 译文: 人们普遍承认,放松管制已经模糊了金融服务提供者之间的区别。金融服务曾经被认为是一个包括银行,保险,证券,储蓄机构和商业信用的独特的产业群,每个行业有不同的作用。银行把存款用于发放贷款,并提供其他服务,如信用卡交易账户。人寿保险公司提供的保护,在一定程度上为有限的积蓄提供了机会。证券公司提供了通过投资创造财富的机会。即使不受监管,所有服务的价格是相对稳定的。因此,客户往往是根据忠诚度和对金融机构之前的合作关系做出购买决策。 然而,金融服务作为现在的新兴产业,不久的将来,所有传统产业将只保留机构的名称,甚至连机构名称也正在变化。 多元化的金融服务公司和商品零售商对传统服务的供应商构成了危险。毕竟,多元化的金融服务公司由一些以传统产业的供应商为代表的网络供应商构成,以及商品零售商在金融服务方面把自己快速的定位于领导。 安达信共同主办的三项调查,为金融服务行业的领导者提供信息。因为委托他们的各行业的领导者需要以下几方面的信息: ?如何在银行,保险,证券中转变角色? ?是什么力量推动这一变化? ?客户对这个行业的看法是什么? ?什么是行业发展趋势和战略方面的整合?市场细分?产品开发?交付渠道? 对每个行业的领导人进行了调查,搜集有关这些问题的信息,并利用这些信息资料,考虑对金融市场的战略问题。这样做,重点是三个主题: ?银行,保险,证券是推动变革的力量 ?未来行业发展趋势和策略很可能会是什么 ?影响营销专业这些组合的是什么 反过来,这些为营销专业提出了一些问题。是什么影响市场细分?成品开发?交付渠道?市场信息和研究?而同样,客户的重叠,混淆了传统和非传统供应商的产品扩散?在何种程度上金融服务给客户发送了模糊信号? 目前调查显示,推动金融服务变化的主要因素: 条例,或更具体地说,放松管制 (2)经济波动以及由此产生的利润压力 (3)竞争 条例 监管变革正在改变市场定义和定价的基本 规则 编码规则下载淘宝规则下载天猫规则下载麻将竞赛规则pdf麻将竞赛规则pdf ,迫使银行比其他任何行业变化更显著,朝着区域银行将朝着作为国家立法与邻国之间相互进入的趋势发展。然而,尽管有超过一半的大银行认为,银行在不同地区收购的总放松管制是可取的,只有不到十分之四的认为,洲际银行业务是完全有可能的到1990年。 什么是银行收购的非银行?将近十个大银行中有九个认为,一些银行对非银行金融机构收购放松管制到1990年是可取和可能的。投资银行,抵押贷款银行和保险公司是他们最有可能的收购对象。在同一时间,每十个银行中就有超过七个认为一些银行对非银行金融机构收购放松管制到1990年是可取和可能的。 银行的观点:收购 ?超过50%的人认为放松管制的银行收购在不同的地区是可取的。 ?少于十分之四的认为到1990年洲际银行是完全可能的。 ?近十分之九的相信到1990年一些银行对非银行金融机构撤销收购是可取和可能的。 ?超过十分之七的相信到1990年一些银行的非银行收购放松管制是可取的并有可能的。 ?十分之六的坚信,对于金融服务行业的监管责任应该被分配到一个单一的机构。 如果这些发现成为现实,金融服务结构将发生重大变化。谁可以在自己的银行并将其中的规定自行改变,也会削弱从20世纪30年代建立的银行倒闭浪潮的价值观。有谁作为银行家且作为一个整体应该为金融服务业承担监管责任?每十分之六的大银行认为,责任应该被分配到一个单一的机构。 此外,他们认为,这应该是一个联邦的责任与所有供应商的相同的规则。调查还表明,寿险公司担心银行放松管制和银行进入保险业的影响。有趣的是,他们并不关心在自己的行业的放松管制。 在证券业,放松管制开始于十年前佣金管制放松时。当前一个监管的问题是格拉斯-斯蒂格尔法案以及限制在证券业的某些领域经营的银行,其他规定可能取消。格拉斯-斯蒂格尔法案对金融产业的重要性意味着随着法案的废除金融业正在与束缚痛苦进行战斗。 经济波动 另一个市场营销相关的问题是:“利润经济的变化对金融服务供应商有什么压力?”调查表明,息差的压力迫使银行寻找其他收入来源。因此,银行通过生成新的和传统产品的手续费收入来创造收入来源多元化。预计费用将占到: ? 超过10亿美元的资产以上的所有银行的净收入的百分之二十 ? 到1990年百分之四十五银行的纯收入超过200亿美元 增加手续费收入的来源应包括: ? 为银行客户提供咨询服务 ? 信托管理服务 ? 贷款承诺和发放 ? 交易活动 但银行想要在未来获得成功应该多样化,或者专注于他们的产品。多样化将失败,除非它具备良好的管理,因为资源可以过于分散的传播。另一方面,专业化要求精心策划的战略。 在寿险行业,经济波动和增加产品的复杂程度一直是变化最突出的原因。在低通货膨胀的环境,保护观念和强迫储蓄运作良好。然而,在双位数的通货膨胀时期,客户不急于购买一直是寿险公司利润主要来源的传统产品。因此,人寿保险公司不得不更加具有创造力。他们已经走向普及和变额寿险的政策,虽然利润减少了,但更好地满足了市场需求。因此,由于利润下降,有必要增加销量,现有的代理网络提高了运输成本的控制将更加有效。 竞争 金融服务变化最强的动力是竞争??无论是在传统产业还是其他,也有来自海外的竞争,特别是来自日本。 在银行业,区域性银行,货币中心银行和社区银行是最有竞争力的。这是现实与银行的趋势是一致的。 从其他的行业来看,银行储蓄认为今天他们最强的竞争对手是非银行,如通过多元化金融服务的公司,商业信贷公司,证券公司和与零售商联系在一起的 保险公司。 然而,到1990年,最大的银行认为,多元化的金融服务公司将是最强的非银行机构,储蓄机构和商品零售商是其次,商品零售商有望成为比商业信贷公司,证券公司和保险公司更强大的竞争对手。此外,最大的储蓄银行预计保持强劲的竞争地位,违反了许多产业观察家的看法。 相比之下,人寿保险公司感受到来自银行,证券公司和多元化的金融服务公司的竞争压力。 证券行业,机构和零售企业之间的竞争仁者见仁,智者见智。公司认为,问题是体制内部的证券业的竞争比来自外面的竞争更重要,而零售公司认为恰恰相反。但是,作为一个整体,证券公司相信银行的进入,并在一定程度上,保险公司的进入,将成为竞争的主要形式??通过兼并和denovo创业。他们认为,银行更容易获得廉价和国家全系列企业,而保险公司更可能获得后者。 客户的喜好问题对于机构和零售企业是重要的??更何况于非证券公司的竞争问题。市场已经变得更加 制度 关于办公室下班关闭电源制度矿山事故隐患举报和奖励制度制度下载人事管理制度doc盘点制度下载 化。个人所有制的股票变得更加间接,诸如养老基金和共同基金等中介机构。机构投资者们已经变得越来越复杂,需求大量的产品创新和创造力。 贸易和投资活动的利润将变得比从机构及零售企业委员会更重要。 什么是客户对金融服务的看法?客户忠诚度对所有金融服务供应商而言是理所当然的,事实并非如此。事先和目前的客户关系的重要性已经下降到相对方便,机构和价格安全的地步。 对于消费者和商业客户来讲,方便是一个重要的选择 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 。该机构和价格的安全近几年已经成为客户关注的问题,也越来越关注金融机构,关注争取客户 的优势。 以信用卡为例,由于利率下降,消费者担心资金成本下降是否会传递到他们身上。他们不用担心在提供产品所涉及的其他费用,这迫使整体利率仍然很高的成本意识出现。银行还没有效的向消费者解释为什么对个人无担保信贷额度的比率居高不下。因此,消费社区仍然对银行贷款的定价策略的完整性存在很多疑问。 降低客户的忠诚度,迫使所有的供应商相互竞争并积极努力的维护旧的客户并建立新的关系。这种咄咄逼人的竞争带来了几种未来常见的需求: ?广泛的产品线,内外现有的行业和地域界限 ?扩大销售渠道,但成本较低 ?改善客户关系 ?改善成本控制 由于所有的金融服务行业正变得越来越相互关联,这并不奇怪地看到他们每个人正在开发类似的策略。有四个共同趋势: (1)加强行业整合 (2)更好的市场分割 (3)扩大产品种类 (4)改变交付渠道 银行业的特点是客户和行业专业化,产品专业化和区域扩张。人们可以看到,在人寿保险,特别是增加投资功能,降低成本的新产品,无论是在运作还是交付都绑定到公司的代理人。证券,有一个生产线和较便宜的传送渠道来降低成本扩大。 毫不奇怪,四分之三具有相关的市场营销的趋势。事实上,提高产品开发和市场营销技巧被认为是最重要的改善金融服务供应商最有竞争力的因素。因此,这是市场营销功能与信息系统,将在未来的投资中获得最大的资源。 那么请问这些调查结果对市场营销专业将意味着什么呢?他们提供的金融服务推动变革的力量的理解:监管,或者更具体地说,放松管制,经济波动和由此产生的利润压力和竞争。他们指出,金融服务的客户的看法也在发生变化,而且事先和现在的关系与客户的重要性已经下降至相对方便,机构和定价安全。而且,他们给金融服务的战略方向一个解释,实现更大的整合,更好的市场细分,扩大产品种类,并改变销售渠道。 对传统营销观念的交付策略,