The emergence of online banking has further strengthened the trend of commercial banks to design customer oriented service varieties and business processes. It further promotes the trend of commercial banks to use asset leverage to merge enterprises and establish financial supermarkets. In this context, the competitive strategies adopted by different network banks are not completely generalized by the above models, and further analysis is needed for different network banks. As an affiliated bank of Royal Bank of Canada, Safe First Internet Bank vigorously promotes the multi-channel strategy of Internet banking. Banks can not only rely on the Internet to make money, nor can they rely solely on traditional counter business to operate. They should Website Design It should be considered as a link for commercial banks to implement diversification strategy. Therefore, the strategy of online banking should have the characteristics of traditional business, and traditional business should be supported by online banking technology. Through this mutual integration and support, the multi-channel strategy of online banking is formed. According to the opinion of the president of SFNB, Truewe Nobel, the development strategy of SFNB is that internet banking is not only an appendage of existing tangible commercial banks, but also a revolution in the transaction process of tangible commercial banks and the reconstruction of corporate culture.
Specifically, SFNB's strategic idea is to provide customers with a complete set of direct retail banking services between traditional banks and online banks. On the one hand, SFNB actively provides financial service products that traditional banks lack, especially those with low cost and high efficiency, such as providing personalized and highly professional financial service technology through the Internet, or cooperating with Primetree. CRM technology (including database) is used in the foreground to filter data and then transferred to the background for processing, forming more valuable customer information resources. In this way, when customers search for major websites or carry out daily transactions, banks can provide various financial service product information related to customer needs for customers' search channels, so that various financial information products formed by the bank's background can be cross provided to customers for use and profit. On the other hand, we should vigorously develop the products that Internet banks lack, such as multi-channel personalized services. As mentioned above, online banking has two major shortcomings: first, it cannot count notes or transfer cash; Second, it is impossible to provide face-to-face counter contact or personalized services. In view of these defects, the customer manager of online banking needs to provide point-to-point customer service for customers with mobile phones or laptops connected to the website to achieve multi-channel personalized service effects. At present, the main factor hindering SFNB from implementing this strategy is that it needs to pay additional fees for the teller machines entering other institutions. The cost of entering the financial distribution network has seriously hindered the development of SFNB.
To ensure the success of the online banking project, we should implement a multi-channel development strategy, or in terms of distribution technology, we should seek a multi-channel distribution integration point that combines online banking with traditional business. Therefore, the key to operating this strategy is how the bank's back office business effectively supports the development of front office business and product innovation. According to Susan Wipper, senior vice president of Chase Bank, commercial banks should vigorously strengthen the technical foundation of the bank's back office (or second line department) when implementing online banking projects, so that the back office business departments can share the front office information. According to her opinion, by 1999, only 7% of the websites of American commercial banks were interconnected with the back office business departments. But now it has been greatly improved.
Commercial banks should firmly adhere to such a way of thinking when implementing the network banking strategy: the key for commercial banks to win the competition in the real e-commerce era is to effectively combine the independent information inside and outside the organization. Customers who contact through a certain information channel should be recorded in all information channels at the same time, so that the transaction information completed by customers on a certain front desk will form a part of a dynamic, event driven transaction, so that commercial banks can adapt to changes in customer behavior and make appropriate and timely responses. For example, if a customer buys or sells stocks or speculates in foreign exchange by means of online banking, such behavior information should not only be known by the backstage staff in the International Department, but should be accessible to the backstage staff in the Offshore Business Department, the Treasury Department, and the Credit Department. The customer's behavior characteristics can be obtained through systematic analysis to provide him with personalized financial services. This is probably more difficult for China's banking industry to achieve than building a website.
