Banking Assignment代寫(xiě)范例：Developments in the Retail Banking Sector

Banking Assignment代寫(xiě)范例-零售銀行業(yè)的發(fā)展。本文是一篇留學(xué)生銀行學(xué)Assignment寫(xiě)作范文，主要內(nèi)容是講述強(qiáng)大的力量正在改變零售銀行業(yè)。這些變化是由于幾個(gè)不同的因素造成的，例如客戶(hù)期望的變化、技術(shù)能力的變化、更嚴(yán)格的監(jiān)管要求以及非傳統(tǒng)參與者施加的激烈競(jìng)爭(zhēng)。在此之前，該行業(yè)的變化相當(dāng)緩慢，更多的是沿著進(jìn)化的道路發(fā)展。為了取得成功，銀行需要做好準(zhǔn)備，以確保它們正在轉(zhuǎn)變?yōu)橐粋€(gè)盈利、靈活、以客戶(hù)為中心、符合監(jiān)管要求的創(chuàng)新機(jī)構(gòu)。Banking Assignment范文將討論零售銀行業(yè)當(dāng)前的競(jìng)爭(zhēng)格局。請(qǐng)參考。

Introduction 引言
It is undeniable that strong forces are changing the retail banking industry. These changes are due to several different elements such as shifting customers’ expectations, changing technological capabilities, stronger regulatory requirements and fierce competition imposed by non-traditional players. Previously, the industry was rather slow to change, followed more of an evolutionary path. In order to be successful, banks need to prepare themselves to ensure that they are transforming into an innovative institution that is profitable, agile, customer focused and regulatory compliant. The next section will discuss the current competitive landscape of the retail banking industry.
2.The current competitive landscape of the retail banking sector 零售銀行業(yè)當(dāng)前的競(jìng)爭(zhēng)格局
Banks are special institutions due to the imperative position they hold in an economy and the huge impact failure of this sector may have on society. However, banks are inherently unstable due to their structural fragility. The low ratios of cash reserves to assets means that most of banks assets are illiquid in comparison to their liability. Banks are also highly leveraged meaning they have few fixed assets and have high levels of debt relative to their equity. Banks are heavily interconnected as borrowers and lenders in the interbank network. The next section will analyse the challenges that are currently facing the retail banking sector.
銀行是特殊機(jī)構(gòu)，因?yàn)樗鼈冊(cè)谝粋€(gè)經(jīng)濟(jì)體中的重要地位，以及這個(gè)部門(mén)的失敗可能對(duì)社會(huì)產(chǎn)生的巨大影響。然而，由于銀行的結(jié)構(gòu)脆弱性，它們本質(zhì)上是不穩(wěn)定的?，F(xiàn)金儲(chǔ)備與資產(chǎn)的比率較低意味著，與負(fù)債相比，大多數(shù)銀行資產(chǎn)都是非流動(dòng)資產(chǎn)。銀行的杠桿率也很高，這意味著它們的固定資產(chǎn)很少，相對(duì)于股本而言，債務(wù)水平也很高。在銀行間網(wǎng)絡(luò)中，銀行作為借款人和貸款人緊密相連。下一節(jié)將分析零售銀行業(yè)目前面臨的挑戰(zhàn)。
2.1  Challenges facing the retail banking sector 零售銀行業(yè)面臨的挑戰(zhàn)
Retail banks are highly complex institutions due to their legacy products, systems and operations. Banks became segmented and complex institutions with different layers of management, departments, products, IT systems and distributional channels. Furthermore, retails banks might also serve multiple markets with different regulations and that further complicates their overall structure and operation and adds to the challenges that they are currently facing.
零售銀行由于其遺留產(chǎn)品、系統(tǒng)和運(yùn)營(yíng)而成為高度復(fù)雜的機(jī)構(gòu)。銀行成為具有不同管理層、部門(mén)、產(chǎn)品、IT系統(tǒng)和分銷(xiāo)渠道的細(xì)分和復(fù)雜機(jī)構(gòu)。此外，零售銀行還可能為具有不同監(jiān)管規(guī)定的多個(gè)市場(chǎng)提供服務(wù)，這將使其整體結(jié)構(gòu)和運(yùn)營(yíng)更加復(fù)雜，并增加其目前面臨的挑戰(zhàn)。
The challenges facing the retail banking industry can be divided into five main categories, they are (i) customers, (ii) banks’ internal structures and business models, (iii) product simplification and innovation, (iv) competition posed by non-traditional players and (v) regulation. All these challenges are interconnected, and they can pose a significant threat on the future success of retail banks.
零售銀行業(yè)面臨的挑戰(zhàn)可分為五大類(lèi)，它們是（i）客戶(hù)，（ii）銀行的內(nèi)部結(jié)構(gòu)和業(yè)務(wù)模式，（iii）產(chǎn)品簡(jiǎn)化和創(chuàng)新，（iv）非傳統(tǒng)參與者構(gòu)成的競(jìng)爭(zhēng)和（v）監(jiān)管。所有這些挑戰(zhàn)都是相互關(guān)聯(lián)的，它們可能對(duì)零售銀行未來(lái)的成功構(gòu)成重大威脅。       
2.1.1 Customers 客戶(hù)
Currently, the retail banking industry is facing two challenges in terms of their customers. Firstly, attracting new customers for growth and secondly, banks need to adapt to the changing customers’ expectations that are taking place on the market. These two challenges will be discussed in detail below.
目前，零售銀行業(yè)在客戶(hù)方面面臨兩個(gè)挑戰(zhàn)。首先，吸引新客戶(hù)以實(shí)現(xiàn)增長(zhǎng)，其次，銀行需要適應(yīng)市場(chǎng)上不斷變化的客戶(hù)期望。下面將詳細(xì)討論這兩個(gè)挑戰(zhàn)。
2.1.1.1 Attracting new customers 吸引新客戶(hù)
Banks need to grow therefore attracting new customers is a crucial element for their long-term success. In order to attract new customers, banks need to develop genuine customer centricity (McKinsey, 2016); (PWC, 2017); (Deloitte, 2018); This means that banks need to develop a complete understanding of their customers and their needs. They need to leave their old sales and product-oriented mindset behind and focus on enhancing customer experience. First-class customer service will lead to customer loyalty and income growth. Banks are still in the old-fashioned view, that by sending customers multiple product offers something will eventually appeal to their customers out of the bundle. Customers’ expectations are changing, the industry must realise this trend and seize the opportunities to grow and build outstanding customer service that will attract new customers and enhance customer experience to their current clientele.
銀行需要發(fā)展，因此吸引新客戶(hù)是其長(zhǎng)期成功的關(guān)鍵因素。為了吸引新客戶(hù)，銀行需要發(fā)展真正的以客戶(hù)為中心；這意味著銀行需要全面了解客戶(hù)及其需求。他們需要拋棄舊的銷(xiāo)售和產(chǎn)品導(dǎo)向思維，專(zhuān)注于提升客戶(hù)體驗(yàn)。一流的客戶(hù)服務(wù)將帶來(lái)客戶(hù)忠誠(chéng)度和收入增長(zhǎng)。銀行仍持傳統(tǒng)觀點(diǎn)，即通過(guò)向客戶(hù)發(fā)送多種產(chǎn)品，最終會(huì)從捆綁產(chǎn)品中吸引客戶(hù)?？蛻?hù)的期望正在發(fā)生變化，行業(yè)必須意識(shí)到這一趨勢(shì)，抓住機(jī)遇，發(fā)展和建立優(yōu)秀的客戶(hù)服務(wù)，以吸引新客戶(hù)，并提高現(xiàn)有客戶(hù)的客戶(hù)體驗(yàn)。
2.1.1.2  Changing customers’ expectation 改變顧客期望
It is evident that shifting customers’ behaviors are redefining banks’ structures and operational models. To address those changes, banks are required to make significant investments into their strategy, technology, operation while placing the customer at the center of their operation. However, it appears that banks do not fully understand and know their customers’ wants and needs. Due to the complex internal structure of banks, risk and credit decisions are taken at the product level and not at the customer level, which leaves initiating and implementing changes more difficult.
很明顯，客戶(hù)行為的轉(zhuǎn)變正在重新定義銀行的結(jié)構(gòu)和運(yùn)營(yíng)模式。為了應(yīng)對(duì)這些變化，銀行需要對(duì)其戰(zhàn)略、技術(shù)和運(yùn)營(yíng)進(jìn)行重大投資，同時(shí)將客戶(hù)置于其運(yùn)營(yíng)的中心。然而，銀行似乎并不完全了解和了解客戶(hù)的需求。由于銀行內(nèi)部結(jié)構(gòu)復(fù)雜，風(fēng)險(xiǎn)和信貸決策是在產(chǎn)品層面而不是在客戶(hù)層面做出的，這使得啟動(dòng)和實(shí)施變更更加困難。
When looking at the changing customers’ preferences, there are four key aspects driving this shift. Firstly, customers are now expecting more. Customers are looking for personalised, relevant, location-based offers from their banks in a timely manner. Therefore, banks need to engage customers and provide them with interactive applications to enhance user-experience. In order to understand customers, banks will need to obtain and analyse multiple sources of internal and external data. This will allow banks to provide the relevant solution to their customers in a timely manner. To do that, banks will need to redesign their core processes from their customer point of view, starting with a simplified product set. A viable option for banks is to create a multichannel strategy that balances cost and services while focusing on the customer (PWC (a), 2017).
在觀察客戶(hù)偏好的變化時(shí)，有四個(gè)關(guān)鍵方面推動(dòng)了這一轉(zhuǎn)變。首先，客戶(hù)現(xiàn)在期望更多。客戶(hù)正在尋找他們的銀行及時(shí)提供的個(gè)性化、相關(guān)、基于位置的服務(wù)。因此，銀行需要吸引客戶(hù)并為他們提供交互式應(yīng)用程序，以增強(qiáng)用戶(hù)體驗(yàn)。為了了解客戶(hù)，銀行需要獲取和分析多種內(nèi)部和外部數(shù)據(jù)來(lái)源。這將使銀行能夠及時(shí)向客戶(hù)提供相關(guān)解決方案。為此，銀行需要從客戶(hù)的角度重新設(shè)計(jì)其核心流程，從簡(jiǎn)化的產(chǎn)品集開(kāi)始。銀行的一個(gè)可行選擇是創(chuàng)建一個(gè)多渠道戰(zhàn)略，平衡成本和服務(wù)，同時(shí)關(guān)注客戶(hù)。
Secondly, the rapid growth of social media and mobility enabled customers to turn to their peers for information and recommendations as opposed to a financial expert in banks. While customers feel that they can trust their banks to do the basics such as keep their money safe, they have lower level of trust when it comes to strategic goals such as receiving unbiased advice (Maechler et al, 2018).
其次，社交媒體和流動(dòng)性的快速增長(zhǎng)使客戶(hù)能夠向同行尋求信息和建議，而不是銀行的金融專(zhuān)家。雖然客戶(hù)覺(jué)得他們可以信任銀行做一些基本的事情，比如保證資金安全，但在戰(zhàn)略目標(biāo)方面，比如接受公正的建議時(shí)，他們的信任度較低。
Thirdly, customers are now better informed due to the easy access to research and data available online. Consumers have more financial options available online now, for instance, they can compare and purchase alternative financial products and services easier and faster (PWC, 2017).
第三，由于可以方便地訪問(wèn)在線研究和數(shù)據(jù)，客戶(hù)現(xiàn)在更了解情況。消費(fèi)者現(xiàn)在有更多的在線金融選擇，例如，他們可以更容易、更快地比較和購(gòu)買(mǎi)替代金融產(chǎn)品和服務(wù)。
Fourthly, the rise of social media platforms enables to raise a single consumer voice online. Banks should address negative customer experiences and deal with them promptly by investigating the cause of the problem to ensure that it will not happen again in the future. A strong online presence should help to control customer communication and reputation and to reinforce a positive brand image (Accenture, 2017); (PWC (a), 2017). Therefore, banks should invest in an effective multichannel strategy that serves their customer. In order to provide superior experience to their customers, banks need to reconsider their internal structure and operational model; this will be discussed in the next section.
第四，社交媒體平臺(tái)的興起能夠在網(wǎng)上發(fā)出單一的消費(fèi)者聲音。銀行應(yīng)解決負(fù)面客戶(hù)體驗(yàn)，并通過(guò)調(diào)查問(wèn)題的原因及時(shí)處理，以確保將來(lái)不會(huì)再次發(fā)生此類(lèi)問(wèn)題。強(qiáng)大的在線影響力應(yīng)有助于控制客戶(hù)溝通和聲譽(yù)，增強(qiáng)積極的品牌形象。因此，銀行應(yīng)投資于有效的多渠道戰(zhàn)略，為客戶(hù)服務(wù)。為了向客戶(hù)提供卓越的體驗(yàn)，銀行需要重新考慮其內(nèi)部結(jié)構(gòu)和運(yùn)營(yíng)模式；這將在下一節(jié)討論。
2.1.2  Internal structure and operational model 內(nèi)部結(jié)構(gòu)和運(yùn)營(yíng)模式
Banks are highly complex institutions due to their operational model and products offerings. This created silos in banks, where each department manage their own cost, risk etc. Departmentalization entails different layers of management, products, distribution channels, IT requirements. Most of the retail banks can also be found on different foreign markets with diverse regulations and customer which is further complicating their operational model. Therefore, banks need to re-organise their internal operational structure, to introduce a holistic approach to their operation (Deloitte, 2018); (PWC, 2017); (McKinsey, 2016).
由于銀行的運(yùn)營(yíng)模式和產(chǎn)品種類(lèi)，它們是高度復(fù)雜的機(jī)構(gòu)。這在銀行中形成了筒倉(cāng)，每個(gè)部門(mén)管理自己的成本、風(fēng)險(xiǎn)等。部門(mén)化需要不同的管理層、產(chǎn)品、分銷(xiāo)渠道和IT要求。大多數(shù)零售銀行也可以在不同的外國(guó)市場(chǎng)找到，具有不同的法規(guī)和客戶(hù)，這使其運(yùn)營(yíng)模式更加復(fù)雜。因此，銀行需要重新組織內(nèi)部運(yùn)營(yíng)結(jié)構(gòu)，為其運(yùn)營(yíng)引入整體方法。
Lean business management techniques such as defining customer’s value, which ties back to the point that was discussed above about the importance of banks knowing their customers and serving their needs accordingly, can assist banks to achieve success on the market. A leaner approach to operation can enable the bank to produce new products faster than the competitors and to obtain complete customer understanding through data analytics (McKinsey, 2016).
精益業(yè)務(wù)管理技術(shù)，例如定義客戶(hù)價(jià)值，這與上文討論的銀行了解客戶(hù)并相應(yīng)滿(mǎn)足其需求的重要性有關(guān)，可以幫助銀行在市場(chǎng)上取得成功。更精簡(jiǎn)的運(yùn)營(yíng)方法可以使銀行比競(jìng)爭(zhēng)對(duì)手更快地生產(chǎn)新產(chǎn)品，并通過(guò)數(shù)據(jù)分析獲得客戶(hù)的全面了解。
An effective multichannel strategy has the potential to increase customer satisfaction, to simplify internal processes and to increase revenue. A multichannel strategy is about increasing the number of channels for customers to interact with their retail bank in a consistent manner throughout all channels. However, multichannel strategy is considered a technological issue due to its nature of different integrated databases as opposed to a successful revenue generator. Due to banks’ internal structures, their multichannel distributions are still operating in silos, therefore, they are unable to offer seamless customer journey experience. To successfully execute multichannel strategy, banks need to understand their customers’ preferences and, as it was discussed above, banks are falling short on this capability. If banks can understand and anticipate their customers’ preferences through data analytics, they can explore value proposition for the different channels and for the different customer segments. Therefore, in order to be successful in the future, banks will need to move from branches to multichannel distributions such as self-services, in-store branches, labs to support their desired customer experience. An optimised distribution network supports the customers’ needs and minimises the cost of delivery (Gogus, 2011); (PWC (a) 2017). This will be discussed in the next section.
有效的多渠道戰(zhàn)略有可能提高客戶(hù)滿(mǎn)意度、簡(jiǎn)化內(nèi)部流程和增加收入。多渠道戰(zhàn)略是增加客戶(hù)與零售銀行在所有渠道中以一致的方式互動(dòng)的渠道數(shù)量。然而，多渠道戰(zhàn)略被認(rèn)為是一個(gè)技術(shù)問(wèn)題，因?yàn)樗哂胁煌木C合數(shù)據(jù)庫(kù)的性質(zhì)，而不是一個(gè)成功的創(chuàng)收者。由于銀行的內(nèi)部結(jié)構(gòu)，它們的多渠道分銷(xiāo)仍處于孤立狀態(tài)，因此無(wú)法提供無(wú)縫的客戶(hù)旅程體驗(yàn)。為了成功實(shí)施多渠道戰(zhàn)略，銀行需要了解客戶(hù)的偏好，正如上文所討論的，銀行在這方面能力不足。如果銀行能夠通過(guò)數(shù)據(jù)分析了解和預(yù)測(cè)其客戶(hù)的偏好，他們就可以探索不同渠道和不同客戶(hù)群體的價(jià)值主張。因此，為了在未來(lái)取得成功，銀行將需要從分行轉(zhuǎn)移到多渠道分銷(xiāo)，如自助服務(wù)、店內(nèi)分行、實(shí)驗(yàn)室，以支持其所需的客戶(hù)體驗(yàn)。優(yōu)化的分銷(xiāo)網(wǎng)絡(luò)支持客戶(hù)的需求，并將交付成本降至最低。這將在下一節(jié)討論。
2.1.3 Product simplification and innovation 產(chǎn)品簡(jiǎn)化和創(chuàng)新
Innovation is essential for retail banks’ survival. Retail banks carry many products which involves cost in operation, technology, service and risk and regulatory challenges. Each of their products further adds complexity and cost to the overall operation of the banks. (PWC (a), 2017); (McKinsey, 2016). Innovation can be achieved by streamlining and simplifying current product offerings, in other words, optimising operation.
創(chuàng)新對(duì)零售銀行的生存至關(guān)重要。零售銀行有許多產(chǎn)品，涉及運(yùn)營(yíng)成本、技術(shù)、服務(wù)、風(fēng)險(xiǎn)和監(jiān)管挑戰(zhàn)。他們的每種產(chǎn)品都進(jìn)一步增加了銀行整體運(yùn)營(yíng)的復(fù)雜性和成本。創(chuàng)新可以通過(guò)精簡(jiǎn)和簡(jiǎn)化當(dāng)前的產(chǎn)品，換言之，優(yōu)化運(yùn)營(yíng)來(lái)實(shí)現(xiàn)。
In order to streamline operations, banks need to ensure that they correctly record all data of their customers as this will enable them to provide tailored offerings to their customers. Effective multichannel approach can assist banks to decide which segment or processes to invest into that will bring a considerable return on their investment (Bellens, 2016).
為了簡(jiǎn)化運(yùn)營(yíng)，銀行需要確保正確記錄客戶(hù)的所有數(shù)據(jù)，因?yàn)檫@將使他們能夠?yàn)榭蛻?hù)提供量身定制的服務(wù)。有效的多渠道方法可以幫助銀行決定投資哪些細(xì)分市場(chǎng)或流程，從而為其投資帶來(lái)可觀的回報(bào)。
Simpler products and portfolios with transparent pricing are essential for banks to consider. The first step in product simplification is to be transparent and communicate values, what differentiates one bank from another in the competitive arena (McKinsey, 2016). While regulation and technological changes are creating opportunities for bank’s innovations, they are also creating opportunities for non-traditional players on the market. The next section will discuss the competition posed by non-traditional players in the industry.
銀行必須考慮更簡(jiǎn)單的產(chǎn)品和具有透明定價(jià)的投資組合。產(chǎn)品簡(jiǎn)化的第一步是透明并傳達(dá)價(jià)值觀，這是在競(jìng)爭(zhēng)舞臺(tái)上區(qū)分一家銀行和另一家銀行的關(guān)鍵（麥肯錫，2016）。在監(jiān)管和技術(shù)變革為銀行創(chuàng)新創(chuàng)造機(jī)會(huì)的同時(shí)，也為市場(chǎng)上的非傳統(tǒng)參與者創(chuàng)造了機(jī)會(huì)。下一節(jié)將討論行業(yè)中非傳統(tǒng)參與者構(gòu)成的競(jìng)爭(zhēng)。
2.1.4   Competition by non-traditional players 非傳統(tǒng)參與者的競(jìng)爭(zhēng)
In general, there are two types of non-traditional players on the market, they are (i) FinTechs and (ii) Shadow Banks.
一般來(lái)說(shuō)，市場(chǎng)上有兩類(lèi)非傳統(tǒng)參與者，即（i）金融科技公司和（ii）影子銀行。
2.1.4.1  FinTechs 金融技術(shù)
FinTech is a term mixing of the words of “finance” and “technology”. It refers to the industrial changes that are coming from the convergence of financial services and IT (Kim et al, 2015; Neinaber, 2016). FinTech innovations can cover the whole banking value chain or just certain elements of the chain. If FinTechs cover the entire value chain, it can have a significant impact on the banks’ business model. However, most FinTech innovations only cover one element of the value chain to provide a faster and more cost-effective technological solution and this allows them to be competitive. FinTechs competitiveness depends on the retail banks’ ability to fast develop these technological competencies in-house and successfully replicate these innovations in line with market shifts. While there are a number of benefits of FinTechs such as convenience, cheaper deals, more options etc., there are also a number of risk factors associated with their products, for instance, unclear rights (FinTechs may use different business models to traditional retail banks and this can make it challenging for the customer to identify their rights should something go wrong) or technology based risks (personal data may be mis-used and customer could fall victim to cybercrime) (Central Bank of Ireland, 2017; Magyar Nemzeti Bank, 2017).
FinTech是一個(gè)混合了“金融”和“技術(shù)”兩個(gè)詞的術(shù)語(yǔ)。它指的是金融服務(wù)和It融合帶來(lái)的行業(yè)變化。FinTech創(chuàng)新可以覆蓋整個(gè)銀行價(jià)值鏈，也可以只覆蓋鏈中的某些元素。如果FinTechs覆蓋整個(gè)價(jià)值鏈，則會(huì)對(duì)銀行的業(yè)務(wù)模式產(chǎn)生重大影響。然而，大多數(shù)FinTech創(chuàng)新僅涵蓋價(jià)值鏈的一個(gè)要素，以提供更快、更具成本效益的技術(shù)解決方案，這使其具有競(jìng)爭(zhēng)力。FinTechs的競(jìng)爭(zhēng)力取決于零售銀行在內(nèi)部快速發(fā)展這些技術(shù)能力并根據(jù)市場(chǎng)變化成功復(fù)制這些創(chuàng)新的能力。雖然FinTechs有許多好處，例如方便、便宜的交易、更多的選擇等，但也有一些與產(chǎn)品相關(guān)的風(fēng)險(xiǎn)因素，例如，權(quán)利不明確（FinTechs可能會(huì)使用不同于傳統(tǒng)零售銀行的業(yè)務(wù)模式，這會(huì)使客戶(hù)在出現(xiàn)問(wèn)題時(shí)難以確定自己的權(quán)利）或基于技術(shù)的風(fēng)險(xiǎn)（個(gè)人數(shù)據(jù)可能被誤用，客戶(hù)可能成為網(wǎng)絡(luò)犯罪的受害者）。
2.1.4.2  Shadow Banks 影子銀行
Shadow banking is a term that was first used by the economist, Paul McCulley, in a 2007 during his speech at the annual financial symposium. The term shadow bank is used for a collection of non-bank financial intermediaries that provide services similar to commercial banks. However, shadow banks do not have banking licenses, and they do not take deposits. They rely on short term funding provided by asset backed by commercial papers. They can also be sponsored or affiliated to banks through subsidiaries or holding companies. They are typically intermediaries between investors and borrowers and they can offer similar products to banks such as mortgages and facilitate credit arrangements. Examples of well-known shadow banks are the Lehman Brothers or Bear Sterns, both collapsed in 2008 during the Financial Crises. Unlike retail banks, shadow banks cannot borrow from the government in case of emergency and their depositors’ investment funds are not covered by insurance (Kodres, 2013).
影子銀行是經(jīng)濟(jì)學(xué)家保羅·麥卡利（Paul McCulley）在2007年年度金融研討會(huì)上的演講中首次使用的一個(gè)術(shù)語(yǔ)。影子銀行是指提供類(lèi)似商業(yè)銀行服務(wù)的非銀行金融中介機(jī)構(gòu)的集合。然而，影子銀行沒(méi)有銀行執(zhí)照，也不接受存款。他們依靠由商業(yè)票據(jù)支持的資產(chǎn)提供的短期資金。它們也可以通過(guò)子公司或控股公司贊助或附屬于銀行。它們通常是投資者和借款人之間的中介，可以向銀行提供類(lèi)似的產(chǎn)品，如抵押貸款，并促進(jìn)信貸安排。著名的影子銀行有雷曼兄弟（Lehman Brothers）和貝爾斯登（Bear Sterns），它們都在2008年金融危機(jī)期間倒閉。與零售銀行不同，影子銀行在緊急情況下不能向政府借款，其存款人的投資基金不受保險(xiǎn)保障。
Therefore, regulators are aiming to reduce risk that a shadow bank can pose on the economy should it default. Regulators can increase capital requirements to reduce sovereign risk. Currently, the shadow banking industry is absent of these rules and possibly will grow to fill the gap on the market. Therefore, this will intensify the competition between banks and shadow banks in the line of providing credit on the market (McKinsey, 2016). Therefore, regulation of the banking sector is essential, and it will be discussed in the next section.
因此，監(jiān)管機(jī)構(gòu)的目標(biāo)是降低影子銀行違約時(shí)可能對(duì)經(jīng)濟(jì)造成的風(fēng)險(xiǎn)。監(jiān)管機(jī)構(gòu)可以提高資本要求，以降低主權(quán)風(fēng)險(xiǎn)。目前，影子銀行業(yè)缺乏這些規(guī)則，可能會(huì)發(fā)展壯大以填補(bǔ)市場(chǎng)空白。因此，這將加劇銀行和影子銀行在向市場(chǎng)提供信貸方面的競(jìng)爭(zhēng)。因此，銀行部門(mén)的監(jiān)管至關(guān)重要，將在下一節(jié)討論。
2.1.5 Regulation 規(guī)則
The new EU regulation, Payment Service Directive 2 (PSD2) is set to change the banking landscape for good. The main aims of the new directive are to drive innovation, transparency, allow harmonised payments within the EU, increase competition through decreased prices for payments while ensuring customer protection and payment security. Until January 2018, only retail banks had access to their customers’ data. The PSD2 directive forces European banks to open their infrastructures and share their customers’ information, through open APIs (application program interface) to Third Party Providers (TPP) such as retailers, high-tech companies (Facebook, Google) and FinTechs while ensuring the necessary security in connection with the data transfer (PwC, 2018); Magyar Nemzeti Bank, 2017).
新的歐盟法規(guī)《支付服務(wù)指令2》（PSD2）將永久改變銀行業(yè)格局。新指令的主要目的是推動(dòng)創(chuàng)新、提高透明度，允許歐盟內(nèi)部的統(tǒng)一支付，通過(guò)降低支付價(jià)格增加競(jìng)爭(zhēng)，同時(shí)確保客戶(hù)保護(hù)和支付安全。直到2018年1月，只有零售銀行可以訪問(wèn)其客戶(hù)的數(shù)據(jù)。PSD2指令迫使歐洲銀行通過(guò)向零售商、高科技公司（Facebook、Google）和FinTechs等第三方提供商（TPP）開(kāi)放API（應(yīng)用程序接口），開(kāi)放基礎(chǔ)設(shè)施并共享客戶(hù)信息，同時(shí)確保數(shù)據(jù)傳輸?shù)谋匾踩浴?br/>In general, Third Party Payment (TPP) Service Providers can be divided into two elements, third party Account Information Service Providers (AISP) and third party Payment Initiation Service Providers (PISP). AISPs receive access to customer’s account information provided by the banks. This access is granted by the account holder. AISPs are purely getting access to consumer accounts to receive and analyse their data. AISPs main goal is to analyse data associated with the different financial transactions, PISPs are allowed to initiate payments issued by the bank, the customer or retailer. PISPs use the information provided by the banks to facilitate online banking payments (EY, 2017). Due to the sensitivity of these data sets, it is essential that the sector is highly regulated.
一般來(lái)說(shuō)，第三方支付（TPP）服務(wù)提供商可分為兩個(gè)要素，即第三方賬戶(hù)信息服務(wù)提供商（AISP）和第三方付款啟動(dòng)服務(wù)提供商（PISP）。AISP可以訪問(wèn)銀行提供的客戶(hù)賬戶(hù)信息。此訪問(wèn)權(quán)限由帳戶(hù)持有人授予。AISP純粹是獲取消費(fèi)者賬戶(hù)以接收和分析其數(shù)據(jù)。AISP的主要目標(biāo)是分析與不同金融交易相關(guān)的數(shù)據(jù)，允許PISP啟動(dòng)銀行、客戶(hù)或零售商發(fā)布的付款。PISP利用銀行提供的信息促進(jìn)網(wǎng)上銀行支付。由于這些數(shù)據(jù)集的敏感性，該行業(yè)必須受到高度監(jiān)管。
The level of regulation can influence the competitiveness of an industry and the pace that a particular industry can innovate. If an industry is highly regulated with a significant number of steps introduced for regulatory checks, then it is more challenging to be innovate and it can take longer time to bring a new product or services to the market. The retail banking industry is a unique market as it is highly regulated, yet there are other non-traditional players emerging on the market that are outside of the regulators’ authority and applying significant level of competitive pressure to the traditional retail banking sector.
監(jiān)管水平可以影響一個(gè)行業(yè)的競(jìng)爭(zhēng)力和特定行業(yè)的創(chuàng)新速度。如果一個(gè)行業(yè)受到高度監(jiān)管，引入了大量監(jiān)管檢查步驟，那么創(chuàng)新就更具挑戰(zhàn)性，將新產(chǎn)品或服務(wù)推向市場(chǎng)可能需要更長(zhǎng)的時(shí)間。零售銀行業(yè)是一個(gè)獨(dú)特的市場(chǎng)，因?yàn)樗艿礁叨缺O(jiān)管，但市場(chǎng)上出現(xiàn)了其他非傳統(tǒng)參與者，這些參與者超出了監(jiān)管機(jī)構(gòu)的權(quán)限，并對(duì)傳統(tǒng)零售銀行業(yè)施加了巨大的競(jìng)爭(zhēng)壓力。
Conclusion 結(jié)論
Retail banks are facing a number of challenges and they inevitably need to address some fundamental questions such as who their customers are and what are their expectations. They will need to develop a strategy that sets out value proposition to their customers to ensure that they meet their changing expectations. Banks will need to address their capability shortage in terms of data analytics. It appears that while they have all their customers’ data, they cannot effectively analyse their data, therefore, they cannot meet their customers’ expectations. Competition posed by non-traditional players are also significant. Traditional retail banks will need to develop strategies to deal with the competition and technological changes while they are remaining regulatory compliant. They will need to position themselves and clearly state what competitive advantages will distinguish them in the marketplace. Most importantly, they are in need to re-organise their internal structure and operational model to enable innovation and long-term success.
Assignment范文總結(jié)零售銀行正面臨著許多挑戰(zhàn)，它們不可避免地需要解決一些基本問(wèn)題，例如客戶(hù)是誰(shuí)以及他們的期望是什么。他們需要制定一項(xiàng)戰(zhàn)略，向客戶(hù)提出價(jià)值主張，以確保滿(mǎn)足他們不斷變化的期望。銀行需要解決數(shù)據(jù)分析方面的能力不足問(wèn)題。雖然他們擁有所有客戶(hù)的數(shù)據(jù)，但他們無(wú)法有效地分析數(shù)據(jù)，因此無(wú)法滿(mǎn)足客戶(hù)的期望。非傳統(tǒng)玩家構(gòu)成的競(jìng)爭(zhēng)也很激烈。傳統(tǒng)零售銀行將需要制定戰(zhàn)略，以應(yīng)對(duì)競(jìng)爭(zhēng)和技術(shù)變化，同時(shí)保持監(jiān)管合規(guī)。他們需要對(duì)自己進(jìn)行定位，并明確說(shuō)明自己在市場(chǎng)上的競(jìng)爭(zhēng)優(yōu)勢(shì)。最重要的是，他們需要重新組織內(nèi)部結(jié)構(gòu)和運(yùn)營(yíng)模式，以實(shí)現(xiàn)創(chuàng)新和長(zhǎng)期成功。本站提供各國(guó)各專(zhuān)業(yè)Assignment代寫(xiě)或指導(dǎo)服務(wù)，如有需要可咨詢(xún)本平臺(tái)。