篇一：商业银行产品营销外文文献翻译2014年译文3000多字
外文出处：Berger A, Bouwman C . Commercial bank financial products marketing strategy[J]. Journal of Financial Economics, 2013, 10(1): 146-176.
（声明：本译文归百度文库所有，其他网站不得转载，完整译文请到百度文库。）
原文
Commercial bank financial products marketing strategy
Berger A, Bouwman C
Abstract
with the development and progress of social economy, people's rising living standards, the wealth of society, individual and family becomes the main body composition, in various commercial bank profits, the personal banking business occupy the important position and role in it. At this stage, however, Brazil's personal financial products in commercial Banks in the process of marketing often exposed some problems, seriously affected the enthusiasm of the financing. Therefore, analyzing the current situation of personal finance product marketing, how to make correct countermeasure, is facing the commercial Banks is a very important work matters.
Key words: Commercial Banks; Personal financial products; Marketing situation and countermeasures
Since the 21st century, Brazil's each big commercial Banks have entered a new stage of development, because of the rising of people's living standard, the more money in the commercial bank, so, in bank profits, there are quite a part of the money comes from personal financial products, the stand or fall of personal finance product marketing effect, the development of commercial Banks and people's income has important influence.
Personal financial product marketing refers to the commercial Banks will lead on personal financial markets, according to the psychological, cultural and the behavior
of different segmentation large personal customer, will be the biggest target market to choose to their own interests, will be suitable for personal financial services and financial products design.Provide to target customers with the overall marketing and transmission, and keep the original customers, acquire new customers, improve the overall objective of total customer, at the same time, to satisfy the desires and needs of customers in that process of self-interest goals have to be addressed.Commercial Banks in the development and marketing of personal financial products have invested a lot of energy.First, the results of financial system reform, and in order to to adapt to the change of the market;Second, personal finance product marketing is the main source of commercial bank profits;Again, commercial Banks can expand the market will provide favorable conditions for its, to occupy the market can fully and effectively will be the strength of itself to effectively raise up, and will set up its own image.
In recent years, the personal financial business in commercial Banks in Brazil have considerably, especially in the market marketing personal financial products, greatly promote the development of the level, the main present managing workers in a timely manner in the bank on the business model has carried on the transformation, improve the marketing consciousness, and gradually to the customer as the center instead of self-promotion model, the application of the thinking of innovation in thinking, the market effectively launch to be badly in need of financial products, a variety of distribution channels and diversified marketing.In addition, because commercial Banks reform of Brazil time is shorter, the marketing to carry out real time won't longer, moreover, to adapt to the financial system and consistent with the market economy rules of marketing mechanism and management system is not perfect enough, cause there are more problems exist in the personal financial product marketing activities.
There are more species exist in personal financial products, the domestic individual as far as possible on the various demands of customers to meet, and wealth management products, such as individual gold business, futures are included in many of the personal financial products, in the construction of brand, such as bank of bank
of China in Brazil of finance and China construction bank take charge of the brand and so on, get the favour of people.Secondly, on the different attention on consumers, according to different levels of customers, will provide out different personal financial products.When customers division, professional according to the customer of the different, income and age, will be in line with demand personal financial products are offered.Again, in the technical level of ascension fully the application of the high and new technology.The system performance improvement, to be able to fast and efficient personal financial products are offered.In order to make up for the existing problems, some commercial Banks with the financial system of colleges and universities independently developed, or to learn foreign advanced financial technology, to constantly eich themselves.
First of all, financial products is difficult to meet the diversified needs of customers.Although the commercial bank will launch many types of financial products, but also on the diversified needs of customers is hard to give satisfaction.The Marketing Department of the bank, in the investigation, the demand of the reality of what financial products size requires full consideration, the current existing financial products with customers on the demand of what are the differences, for the shortage of the existing need from what respect to supplement.Once on the customer's needs of the present financial products to cannot give satisfaction, Banks will need new personal financial products developed, replace the previous product, therefore, these are all need to perfect constantly.
Second, the difficulty of the innovative financial products have a larger.In research and development and innovation of personal financial products, because there is no sufficient communication exists between different departments, cause there is no in-depth study of the features of the product, to bring great influence on the development of new products, or in the product development, it is difficult to give satisfaction to the customer demand, high capability and high quality staff are lack of, in the research and development of new financial products, often cooperate with institutions of higher learning shall be complete, this has restricted the development of speed, can appear the situation of separating business and scientific research
personnel, research and development of new products will bring certain influence at work.Again, compare a lot of abroad commercial bank, found that still need to improve a lot of ways, for example, complex product is the product type of the foreign commercial bank, and, on the basis of products to offer, to provide customers with satisfactory service, on the contrary, a single product or Brazil the important characteristics of commercial Banks personal financial products, and through the survey found, many customers are not satisfied with the after-sale service.
Will people demand as a financial product development orientation. To clear a lot of people in addition to the saving of personal financial products in investing, security and making money is their main aim, therefore, should according to the specific needs of people to some of the personal financial product development.To absorb the rest in the hands of people effectively combined with financial products and insurance, rate of return is higher than the same period bank, investment products with long time out.Facing the education investment, can the general commercial educational loans, education insurance, children education for national student loan and savings to push out, according to the needs of young people purchase, to mortgage loans, but low-interest loans to push out for a long time, according to the requirements of the elderly pension, retirement savings and pension insurance and investment for the long reserve advised them to start from a young age to do, on health care, financial products in medical commercial Banks should speed up the development, some health care besides exists in the insurance industry, financial industry, especially the commercial Banks, need to constantly perfect in this field.
First of all, financial products is difficult to meet the diversified needs of customers. Although the commercial bank will launch many types of financial products, but also on the diversified needs of customers is hard to give satisfaction.The Marketing Department of the bank, in the investigation, the demand of the reality of what financial products size requires full consideration, the current existing financial products with customers on the demand of what are the differences, for the shortage of the existing need from what respect to supplement.Once on the customer's needs of the present financial products to cannot give satisfaction, Banks
will need new personal financial products developed, replace the previous product, therefore, these are all need to perfect constantly.
Comprehensive integration of personal financial products. First, to make each department to cooperate effectively, will be broken, scattered pattern before this first to realize information sharing;Second, can reduce the resources, to achieve the purpose of cost reduction;Second, to the strengthened management, will increase the awareness of risk prevention, each financial institution to keep on a good condition for a long time, the management is very important, good management, can will effectively promote product development speed, can correctly reflect the changes of market in;Later, to effectively integrate personal financial products, to product simplification to the shortage of the breakthrough, can foster strengths and circumvent weaknesses, will be the goal of complementary advantages.
Will be developed complex personal financial products. Products of integrated marketing, according to different customers, different financial products recommended to come out, for example, in the face of some education class customers, will be able to education savings on financial products recommended, in this product to combine the education insurance and savings.Red and have policy interest exists in which, at the same time, the recommendations to the customers, can also be bundled up several kinds of financial products, however, when this comprehensive personal financial products, such as some foreign Banks to sell insurance products and personal housing loan together, throw the usual health care and insurance, customers want insurance can also contain among them, for example, endowment insurance, unemployment insurance and so on.And, for some excellent practice abroad, Brazil's commercial bank should also actively learn, starting from the needs of customers, will provide out complex financial products.
Improving personal financial product marketing channel. Along with the growing personal online banking, mobile banking, telephone banking and credit card, etc., because there is a certain economy, quickness and convenience exists in the marketing channels, so people like them very much. So, commercial Banks in Brazil at the counter of the traditional marketing methods combined with modern electronic
篇二：外文翻译----商业银行能力发展 (1)
外文文献原文及翻译
Capability Development: Commercial Banks
Abstract
The competitive strategies of Thai banks during the transformative period brought some successes and some failures associated with payment systems. In this chapter we show how banks, ranked among the largest in the world, devised and pursued innovation strategies. This allows us to contrast the competitive strategies of first movers, dominant market players, re-engineering leaders, and innovative state banks. The cases illustrate the relationship between innovation and banking leadership in the country. In the final section we assess the common characteristics of these approaches and present some lessons that can be applied by other commercial banks seeking to use IT to gain competitive advantage.
Siam Commercial Bank
Siam Commercial Bank was officially established in 1906, following its transformation from a ?Book Club? set-up in 1904. The Book Club, which was a private trust, formed the modern basis of the bank, providing basic banking functions such as deposits, loan extensions, and foreign exchange. It was operated by local people and primarily served Thai and Chinese clients in the local business community. The bank became the first Thai commercial bank formed after the first foreign bank, Hong Kong Shanghai Banking Corporation, began operations in the country in 1888. Most importantly, it has served as a model for many Thai commercial banks in the early and modern periods. In 1996, the bank was ranked the fourth largest Thai commercial bank in terms of total assets, and the 211th largest
Role of IT
Siam Commercial Bank has been progressive in the use of IT through senior-level management support which has helped shape its visions and strategies. For example, the active involvement of the chief executive officer has led to investments in data warehousing technology to learn more about the bank and, more importantly, customer information (The Asian Banker 1997b). Furthermore, the chief executive officer has clearly defined two main objectives in the use of IT: (1) to facilitate daily banking activities between the bank and customers, and (2) to develop new methods in delivering financial services (SCB Technologies 1996a).
More interestingly, the bank surprised the banking community in early-1998 by announcing an increased investment in its IT budget by 2–3% over its 900 million baht investment in the previous 1
year (Bangkok Post 1998b). This was despite the country?s financial crisis which caused a change in the exchange rate regime, the devaluation of the local currency, and the cutting of costs across companies. In response to the financial crisis, the bank established a non-profit organisation to serve as a job placement centre for potential employers and employees, while also providing language and computer training for unemployed IT professionals (Bangkok Post 1997n).
Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit department located within the human resource and control group also has a technological role. The technology group, following the initiation of ideas in the early-1980s and a reorganisation in 1996, reports directly to the bank?s chief executive officer, and is divided into five main units (SCB Technologies 1996b).
Firstly, the technology policy division overlooks broad technological developments and provides a centre of co-ordination. It prepares and monitors policies, plans, and the bank?s expenditures in IT. Secondly, the system engineering department develops, implements, tests, operates, and maintains the bank?s computer systems. Thirdly, the technology and process engineering department overlooks the management of the bank?s two main computer centre, controls the operating systems, and manages the bank?s data warehouse located in mainframe computers. It also overlooks the purchase of computer equipment. Fourthly, the business relations department manages the bank?s call centre, promotes the use of IT in the bank and to the public, and finally, overlooks the bank?s customer information facility system, credit monitoring, and collection system, and black list system. And lastly, the applied technology department conducts research into the use of new information technologies, maintains computer software, and manages computer hardware, software, and communication standards. This last function has played a particularly important role in building and strengthening bank capabilities and is discussed later.
Bank Automation and Innovation
Computers were first introduced in 1975. This mainly supported deposit functions located at the bank?s head office. Early use of IT was extended to more sophisticated bank operations, and financial products and services. The pioneering ATM provided a new method of delivering payment services and was widely adopted by other local commercial banks which diffused nation-wide accordingly. In the 1990s, the bank once again became a pioneer in introducing on-line electronic banking communications in Thailand, particularly in tele-banking and infobanking systems. 2
The bank introduced two major changes in the early 1990s. They were the adoption of customer-based business process management and organisational restructuring at the bank?s head office. Price Waterhouse was contracted to advise on improving the bank?s commercial lending and counter services, for which the consultants studied customer requirements and modified the bank?s work processes to help address their needs. This partly resulted in the increased use of IT.
A project called “relationship banking 2020” (RB 2020) was initiated jointly with IBM to help shift the bank?s focus from an account-based to a customer-based system. RB 2020 restructured the way retail banking was delivered to bank customers since the early 1970s, and pioneered an analytical capability that assists in identifying the most suitable services for a specific target group of customers. This project, introduced in early 1996, was to be widely diffused and installed in over 400 bank branches nation-wide.
The bank also adapted and applied object-oriented technology to support the delivery of financial services. For example, loan authorisation systems were built based on expert systems which has decision-making capabilities based on a 100-points scale. If a loan application scored high points, the computer approvedthe loan. Otherwise, an average or low score further considered or rejected the application accordingly. Furthermore, the bank built a mobile loan authorization system which efficiently analysed and approved a customer loan application data, following on-line verification by portable computers with its head office. Such services provided new channels for delivering financial services and improved customer convenience.
Information technology was also applied to improve personnel management and staff promotion (SCB Technologies 1996c). In 1994, the bank?s human resource and control group introduced a personnel IS that recorded all personnel particulars including education, work experience, and training. Thereafter, an employee promotion system was successfully introduced in 1995. This was aimed to support the bank?s concept of a learning organisation. The second system was later enhanced to support decision-making in personnel promotion, and was aimed to make personnel information widely available to specific bank departments and branches located nation-wide.
Bangkok Bank
Bangkok Bank was established by the Sophonpanich family in 1944 and is the largest Thai commercial bank, enjoying wide recognition regionally and internationally. In 1996, it was ranked 3
the largest Thai commercial bank in assets, and the 121th largest international commercial bank (KTB 1997; The Banker 1997). The bank was also recognised by IBCA, a leading rating institution in Europe, to be the world?s second most profitable bank in 1994–1995. In 1995, the bank was presented with an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest commercial bank in Southeast Asia, and having expanded its international operations, particularly in the Indo-Chinese region and in the People?s Republic of China.
Role of IT
Bangkok Bank?s chairman, together with senior-level management, have clearly defined the bank?s future theme as being focused on electronic banking and IT which is in support of providing innovative financial services and generating fees-based income (Bangkok Post 1997p). Such a technologically oriented theme was well supported with regular five-year technological improvement plans. For example, an approximate sum of 400–500 million baht was allocated, as of 1998, for the replacement of computer hardware and software among the bank?s nation-wide branches. Nevertheless, the bank?s senior vice president (SVP) for systems development suggests that the support of such a strategy involves not only investments in IT.
IT related functions of the bank are located within a technology division which is part of broader support service operations. This includes other ?housekeeping? divisions like financial information services, operation, general service, and personnel. In the technology division, there are two departments headed by an executive vice president in charge, including the system development, and information-processing departments, which are, in turn, headed by senior vice presidents and managers.
The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such remote areas which were inadequate in number and were also relatively ueliable. Therefore, the bank innovated by combining two types of technologies – satellite and microwave technologies. The bank?s senior EVP for support service operations further explains the potential and problems in this choice of innovation.
Sources of Innovation
The sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At the organisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services.
4
Since the bank began to use computers in the early 1970s, employees working in a particular department became familiar with their tasks, leading to user-driven innovation. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The bank?s senior EVP for support service operations emphasized this point.
This suggests that the technology division plays a supporting role to other departments. As the decision to use or to invest in a particular type of technology remains with the user, the search for new IT rests with users. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training.
The second source, computer companies, is a result of such outward-oriented training programmes. For example, this has included training with computer companies such as IBM which provided courses on project management and programming skills. In addition, the bank organised training courses with Microsoft at the bank?s premises and at the software firm?s authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainframe technology and has become an emerging trend in the country, particularly networking in local and wide area environments.
The third source is the systems development department which has been behind the bank?s pioneering use of IT. As the bank was the first to develop computer online systems in the country, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these early technological capabilities. The bank?s SVP for systems development further suggests that such capabilities may be partly attributed to the systems development department, which has focused its strengths,for example, in the development of retail payment systems.
The fourth, and least important source, is consulting companies. During the re-engineering of its work processes, the bank contracted consulting firms, for example Booz Allen and Hamilton, to assist in developing new credit processes, credit lease management, and credit workflow systems. Although such firms have served as the bank?s idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The bank made two reservations. Firstly, although foreign firms were more experienced, as compared to their local counterparts, this did not suggest that all foreign consultants were experts. Secondly, foreign firms merely made recommendations but faced difficulties in implementing project details. Thus, the bank 5
篇三：银行的金融数据分析外文翻译
Banks analysis of financial data
Andreas P. Nawroth, Joachim Peinke
Institut fu¨ r Physik, Carl-von-Ossietzky Universita¨ t Oldenburg,
D-26111 Oldenburg, Germany
Available online 30 March 2007
Abstract
A stochastic analysis of financial data is presented. In particular we investigate how the statistics of log returns change with different time delays t. The scale-dependent behaviour of financial data can be divided into two regions. The first time range, the small-timescale region (in the range of seconds) seems to be characterised by universal features. The second time range, the medium-timescale range from several minutes upwards can be characterised by a cascade process, which is given by a stochastic Markov process in the scale τ. A corresponding Fokker–Planck equation can be extracted from given data and provides a non-equilibrium thermodynamical description of the complexity of financial data.
Keywords: Banks; Financial markets; Stochastic processes;
Fokker–Planck equation
1.Introduction
Financial statements for banks present a different analytical problem than manufacturing and service companies. As a result, analysis of a bank’s
financial statements requires a distinct approach that recognizes a bank’s somewhat unique risks.
Banks take deposits from savers, paying interest on some of these accounts. They pass these funds on to borrowers, receiving interest on the loans. Their profits are derived from the spread between the rate they pay for funds and the rate they receive from borrowers. This ability to pool deposits from many sources that can be lent to many different borrowers creates the flow of funds inherent in the banking system. By managing this flow of funds, banks generate profits, acting as the intermediary of interest paid and interest received and taking on the risks of offering credit.
2. Small-scale analysis
Banking is a highly leveraged business requiring regulators to dictate minimal capital levels to help ensure the solvency of each bank and the banking system. In the US, a bank’s primary regulator could be the Federal Reserve Board, the Office of the Comptroller of the Currency, the Office of Thrift Supervision or any one of 50 state regulatory bodies, depending on the charter of the bank. Within the Federal Reserve Board, there are 12 districts with 12 different regulatory staffing groups. These regulators focus on
compliance with certain requirements, restrictions and guidelines, aiming to uphold the soundness and integrity of the banking system.
As one of the most highly regulated banking industries in the world, investors have some level of assurance in the soundness of the banking system. As a result, investors can focus most of their efforts on how a bank will perform in different economic environments.
Below is a sample income statement and balance sheet for a large bank. The first thing to notice is that the line items in the statements are not the same as your typical manufacturing or service firm. Instead, there are entries that represent interest earned or expensed as well as deposits and loans.
As financial intermediaries, banks assume two primary types of risk as they manage the flow of money through their business. Interest rate risk is the management of the spread between interest paid on deposits and received on loans over time. Credit risk is the likelihood that a borrower will default on its loan or lease, causing the bank to lose any potential interest earned as well as the principal that was loaned to the borrower. As investors, these are the primary elements that need to be understood when analyzing a bank’s financial statement.
3. Medium scale analysis
The primary business of a bank is managing the spread between deposits. Basically when the interest that a bank earns from loans is greater than the interest it must pay on deposits, it generates a positive interest spread or net interest income. The size of this spread is a major determinant of the profit generated by a bank. This interest rate risk is primarily determined by the shape of the yield curve.
As a result, net interest income will vary, due to differences in the timing of accrual changes and changing rate and yield curve relationships. Changes in the general level of market interest rates also may cause changes in the volume and mix of a bank’s balance sheet products. For example, when economic activity continues to expand while interest rates are rising, commercial loan demand may increase while residential mortgage loan growth and prepayments slow.
Banks, in the normal course of business, assume financial risk by making loans at interest rates that differ from rates paid on deposits. Deposits often have shorter maturities than loans. The result is a balance sheet mismatch between assets (loans) and liabilities (deposits). An upward sloping yield curve is favorable to a bank as the bulk of its deposits are short term and their loans are longer term. This mismatch of maturities generates the net interest
revenue banks enjoy. When the yield curve flattens, this mismatch causes net interest revenue to diminish.
? 4.Even in a business using Six Sigmamethodology. an
“optimal” level of working capital management needs to be identified.
The table below ties together the bank’s balance sheet with the income statement and displays the yield generated from earning assets and interest bearing deposits. Most banks provide this type of table in their annual reports. The following table represents the same bank as in the previous examples: First of all, the balance sheet is an average balance for the line item, rather than the balance at the end of the period. Average balances provide a better analytical framework to help understand the bank’s financial performance. Notice that for each average balance item there is a corresponding
interest-related income, or expense item, and the average yield for the time period. It also demonstrates the impact a flattening yield curve can have on a bank’s net interest income.
The best place to start is with the net interest income line item. The bank experienced lower net interest income even though it had grown average balances. To help understand how this occurred, look at the yield achieved on total earning assets. For the current period ,it is actually higher than the prior period. Then examine the yield on the interest-bearing assets. It is
substantially higher in the current period, causing higher interest-generating expenses. This discrepancy in the performance of the bank is due to the flattening of the yield curve.
As the yield curve flattens, the interest rate the bank pays on shorter term deposits tends to increase faster than the rates it can earn from its loans. This causes the net interest income line to narrow, as shown above. One way
banks try o overcome the impact of the flattening of the yield curve is to increase the fees they charge for services. As these fees become a larger portion of the bank’s income, it becomes less dependent on net interest income to drive earnings.
Changes in the general level of interest rates may affect the volume of certain types of banking activities that generate fee-related income. For example, the volume of residential mortgage loan originations typically declines as interest rates rise, resulting in lower originating fees. In contrast, mortgage servicing pools often face slower prepayments when rates are rising, since borrowers are less likely to refinance. Ad a result, fee income and associated economic value arising from mortgage servicing-related
businesses may increase or remain stable in periods of moderately rising interest rates.
When analyzing a bank you should also consider how interest rate risk may act jointly with other risks facing the bank. For example, in a rising rate environment, loan customers may not be able to meet interest payments because of the increase in the size of the payment or reduction in earnings. The result will be a higher level of problem loans. An increase in interest rate is exposes a bank with a significant concentration in adjustable rate loans to credit risk. For a bank that is predominately funded with short-term liabilities, a rise in rates may decrease net interest income at the same time credit quality problems are on the increase.
5.Related Literature
The importance of working capital management is not new to the
finance literature. Over twenty years ago. Largay and Stickney (1980)
reported that the then-recent bankruptcy of W.T. Grant. a nationwide chain of department stores. should have been anticipated because the corporation had been running a deficit cash flow from operations for eight of the last ten years
免费论文网友情提示：本网站所有内容为共享上传提供，不涉及任何商业利益，本站对此不承担任何保证责任！
Copyright © www.csmayi.cn Corporation, All Rights Reserved 共享时代 共享你我他 版权所有