某公司NCR香港星辰银行客户细分方案(英文)
Bank Secrecy与客户识别规程解决方案介绍说明书
Every day, financial organizations work to penetrate new markets, grow their customer base, improve the customer experience, manage risk and contain costs. Success is measured in fractions of percentage points.Meanwhile, data indicates that more than 10 percent of creditworthy applicants fail to meet Customer Identification Program (CIP) requirements based on personallyidentifiable information alone and require additional effort to reconcile discrepancies and onboard. And onboarding becomes even harder if you’re trying to attract younger customers and competing in emerging markets.In an industry where sophisticated strategies, immediate decisions and access to massive amounts of data fuel every effort to improve growth, customer experience and audit performance, CIP verification remains outdated and chained to limited data, inflexible decisions, and sometimes manual efforts and poor customer experience.Solution for the biggest problem you aren’t solvingBank Secrecy Act/anti–money laundering(BSA/AML) (1970) — Established to detect and prevent money laundering and other criminal activities.USA PATRIOT Act (2001) — Established to deter terrorist acts and punish those who commit them in the United States and around the world and to enhance law enforcement investigatory tools.FACTA Red Flags Rule (2008) — Requires policies and procedures to identify and recognize red flags — i.e., patterns, practices or specific activities indicating the possible existence of identity theft — that occur during account opening, existing account maintenance or new activity on an account that has been inactive for two or more years.FinCEN CDD Final Rule (2018) — Requires financial institutions to implement policies and procedures to identify and recognize beneficial owners of a business under the same criteria as an individual consumer.Regulations to watchA CIP solution that works for youTo comply effectively, you need a wide range of trusted data providers and authentication services to deliver an intelligent, seamless decision. For example, when using a step-up approach to verification, any initial checks that fail automatically cascade to the next data source or cutting-edge capability, such as document verification or biometrics.Tip SheetSolution for the biggest problem you aren’t solving© 2018 Experian Information Solutions, Inc. • All rights reservedExperian and the Experian marks used herein are trademarks or registered trademarks of Experian Information Solutions, Inc.Other product and company names mentioned herein are the property of their respective owners.9/18 • 2000/1352 • 1197-DAExperian475 Anton Blvd.Costa Mesa, CA 92626T:188****A solution should be crafted to meet your specific CIPcriteria. Only then can you have a consistent, objective and cost-effective outcome across the widest possible range of populations. When assessing your current solution or looking for a new one, these components are a must:✓Identity element validation, verification and high-risk conditional checks to ensure ongoing data quality.✓Flexible search and match logic to balance verification rates and compliance requirements with performance monitoring and tuning options.✓Device intelligence and advanced analytics to recognize good customers and isolate fraud threats.✓Step-up authentication that includes one-time pass codes, biometrics, behavior metrics, email/phone intelligence, document verification and/or knowledge-based questions.✓Alternative data assets to better identify diverse consumer populations.✓Portfolio or user-population monitoring with alerts for identities exhibiting elevated levels of risk or exposure.✓A single access point to a flexible application programming interface, which reduces costs and complexity.✓Powerful strategy design and workflow decisioning to enable faster testing, implementation and launch.✓A layered and flexible approach to identity and account management that quickly responds to guidance or mandates.Determining if there is a problemWe believe that CIP is the biggest problem manyorganizations aren’t solving — primarily due to outdated technology; insufficient data; and costly, manual andsubjective decisions for about 10 percent of the people who want to do business with you.To determine if this is a problem for your organization, answer these three metric-based questions:1.How many of your creditworthy applicants fail a basic match to name/address/SSN using the bureau data?2.What do you spend (on people, additional vendor data,etc.) to work on these cases?3.How many of these customers don’t use their accounts once approved?We think the numbers will surprise you — and that there’s a real impact to be made to your bottom line by revising your approach to CIP. If you need help doing this, let us know.Benefits are more than complianceBeing compliant is important. But that’s not all animproved CIP program can do. With a solid program in place, you can:•Perform better during audits using repeatableprocesses with minimal manual or subjective decisions.•Increase operational efficiency and reduce costly manual processing.•Create a competitive edge by reducing the friction and false positives that cause customer attrition.•Scan your portfolio of users and customers todetect potential synthetic identities or compromised customers.Is CIP verification the biggest problem you aren’t solving? We can help you effectively manage the compliancelandscape while providing a positive customer experience that reduces risk and promotes growth.The better you recognize your customer s ,the better you can serve them . We can help.。
银行公司机构客户细分及差别化服务方案
银行公司机构客户细分及差别化服务方案针对我行公司机构客户基础薄弱，结构不合理，专业化服务程度不高的现状，参照国际先进银行经验，按照为“合适的客户”通过“合适的方式”提供“合适的（有盈利的）产品/服务”的思路，结合我行客户特点，制定本方案。
力争在未来五年，全行公司客户数量较快增长，客户结构趋于优化，客户差别化服务方案有效实施。
一、客户细分借鉴国际先进银行做法（见附录1），根据客户特点和所属市场进行分类，对同一类客户再根据客户规模进行分层，务求穷尽。
在分层分类的基础上进行银行对客户价值、客户对银行价值二维评价，确定为最具吸引力的细分客户群。
（一）分类按是否有信贷余额，划分为有贷户和无贷户两大类。
按客户所属市场性质，将有贷户划分为公司类客户和机构类客户两类。
其中，公司类客户分为传统公司客户、新兴市场客户和房地产客户三类。
新兴市场客户是指与互联网相关、与物联网相关、与移动支付相关的三个客户群体。
无贷户分为公司类无贷户和机构类无贷户两类。
（二）分层按照客户规模，将传统公司客户划分为四层：战略性客户、大型客户、中型客户、小企业客户。
分层的标准1是：—战略性客户。
指94家总战客户及其成员单位。
—大型客户。
主要是年销售收入在3亿元（部分行业为1.5亿元）以上的客户（战略性客户除外）。
—中型客户。
主要是年销售收入在3亿元（部分行业为1.5亿元）以下，销售收入和资产总额均超过小企业认定标准的客户。
按照客户资金沉淀量，将公司客户无贷户划分为两层：规模以上和规模以下客户。
分层的标准是：日均存款余额50万元以上的为规模以上客户，以下为规模以下客户。
（三）客户群细分先将某一分层客户群分为存量和目标两部分，再从银行对客户的价值，客户对银行的价值两个维度进行客户群深层细分，寻找对银行最具吸引力的细分客户群。
1.银行对客户价值：是指客户对银行所提供产品的接受程度。
—银行对存量客户价值主要通过客户市场份额占比、客户产品和服务满意程度、产品覆盖度、账户数量和性质、续存时间、各项产品余额或交易额、有效账户数和活跃程度、各项业务增长率、高管人员是否为本行的VIP客户、资产质量、合作签约情况等指标进行综合评价。
客户细分案例范文
客户细分案例范文Title: Customer Segmentation: A Case StudyIntroduction:Background:Segmentation Process:1. Data Collection and Analysis:ABC Retail collected various data points about their customers, including demographic information, purchase history, engagement on the website, and social media interactions. This data was analyzed to identify patterns and trends that could form the basis of customer segmentation.2. Segmentation Variables:Based on the analysis, ABC Retail identified several key variables that would help in segmenting their customers effectively. These variables included age, gender, geographic location, purchase frequency, average order value, and product preferences.3. Creation of Segments:Using the identified variables, ABC Retail created distinct customer segments. For instance, they divided customers into young adults (18-24), middle-aged adults (25-40), and olderadults (above 40). They also segmented customers based on geographic regions, such as urban, suburban, and rural areas.4. Profile Development:Each segment was further profiled to understand their preferences, needs, and motivations. This involved analyzing their purchase behavior, browsing history, and social media interactions. By creating detailed buyer personas for each segment, ABC Retail gained a deep understanding of their target customers.Results and Benefits:1. Personalized Marketing:2. Improved Customer Experience:Customer segmentation allowed ABC Retail to offer a more personalized shopping experience. They utilized the data on customer preferences to optimize their website layout, product assortment, and user interface for each segment. As a result, customers could easily find relevant products, leading to improved customer satisfaction and loyalty.3. Enhanced Product Development:By understanding the needs and preferences of each segment, ABC Retail was able to develop new products and services tailored to specific customer groups. They introduced exclusivecollections, limited edition items, and customized offerings, boosting customer interest and sales.4. Efficient Resource Allocation:Customer segmentation helped ABC Retail allocate marketing resources more efficiently. Rather than investing heavily in generic marketing campaigns, they focused their efforts on the most profitable segments. This reduced marketing costs while achieving better results.Conclusion:。
著名DM公司：NCR香港星辰银行客户细分方案
Customer Strategy & Business Objective
Retention Acquisition New Customer Management Customer Relationship Management Repositioning
0
3-6 months
Extend into life-time
2
Customer Analytics for Developing CRM
Retention Acquisition New Customer Management Customer Relationship Segmentation Management Repositioning
0
3-6 months
Data Warehouse
Front-end Platform
Abundance of CRM Fiasco
• Projected Benefits and Returns not there
CRM Initiatives
• Low to “no” usage • Not in pace with changing business needs
Dynamic Segmentation
Stage 3 Stage 2 Stage 3 Stage 3 Stage 2 Stage 3
着名DM公司NCR香港星辰银行客户细分方案
Customer Value Model
Business Process
Integration & Team Work
Analytics
Dynamic not
Static
Discipline
Relevant Application of Enablers
Customer Intelligence
着名DM公司NCR香港星辰 银行客户细分方案
2
The Great Expectation
Data Warehouse
Front-end Platform
Analytics
Program Learning
Hale Waihona Puke 3CRM - Strategy for Relationship Building
Customer Strategy &
8
Dynamic Segmentation in Practice
Customer Base
Stage 1 Stage 1
Stage 2 Stage 2 Stage 2 Stage 2
Stage 3 Stage 3 Stage 3 Stage 3 Stage 3 Stage 3 Stage 3 Stage 3
Retention Customer
RelatiSonesghimp entation
Management Repositioning
0
3-6
months
Extend into life-time
5
No One Scheme Fits All
Knowledge of Customers
Number of Segments
客户细分方法指导手册模板
客户细分方法指导手册模板一、引言客户细分是企业在市场营销中必不可少的一步。
通过将广大的市场划分为不同的细分市场，企业能够更好地满足不同客户群体的需求，并有效地制定相关的市场营销策略。
本指导手册旨在提供一种有效的客户细分方法，帮助企业更好地理解和应用客户细分的概念，以实现市场策略的有效实施。
二、客户细分的重要性客户细分是市场营销的基础，其重要性体现在以下几个方面：1.更好地了解客户需求：通过细分客户群体，企业能够更加深入地了解各个群体的需求和偏好，以有针对性地开展市场活动。
2.提高市场反应速度：客户细分有助于企业更加迅速地对市场变化作出反应。
不同群体的客户有不同的反应速度，通过细分客户，企业能够更好地掌握市场变化趋势。
3.提升市场竞争力：客户细分有助于企业更准确地定位自己的目标客户群体，从而更加有效地竞争市场份额。
三、客户细分方法1.地理细分：按照客户所在地域进行细分，可以根据不同的地域特征制定相应的市场策略。
例如：城市、乡镇、区域等。
2.行为细分：根据客户的购买行为、使用行为、兴趣爱好等特征进行细分，可以更好地了解客户的消费习惯和需求。
例如：重复购买客户、潜在购买客户、活跃用户等。
3.人口统计细分：根据客户的年龄、性别、教育程度、职业等特征进行细分，可以更好地了解客户的人口统计学特征，从而针对性地制定市场策略。
例如：青年人群、中年人群、高收入人群等。
4.心理细分：根据客户的生活态度、价值观等心理特征进行细分，可以更好地了解客户的心理需求，从而定制个性化的市场活动。
例如：环保意识强烈的客户、追求品质的客户等。
四、步骤指南1.确定细分目标：根据企业的市场定位和战略目标，确定需要细分的客户群体。
例如，企业的定位是高端市场，则需要细分的客户群体可能是高收入人群。
2.收集客户数据：通过市场调研、问卷调查、客户反馈等方式，收集客户数据，并进行整理和分析。
除了基本的人口统计数据外，还应该收集客户的购买行为、兴趣爱好等信息。
着名公司香港星辰银行客户细分方案
着名公司香港星辰银行客户细分方案1. 引言在当今竞争激烈的金融市场中，银行需要有效地管理并维护其客户群。
客户细分是一种关键策略，可以帮助银行更好地理解其客户群体，并提供定制化的产品和服务。
本文将介绍香港星辰银行的客户细分方案，以提供更好的客户体验和增加客户忠诚度。
2. 客户细分策略香港星辰银行的客户细分策略基于以下几个关键要素：2.1 个人客户细分针对个人客户，香港星辰银行将其细分为以下几个类别：•高净值客户：拥有较高财富和投资组合的个人客户。
针对这一类客户，银行提供定制化的投资和财富管理服务，以满足其高端需求。
•中产阶级客户：拥有一定财富和稳定收入的个人客户。
针对这一类客户，银行提供全面的金融服务，涵盖储蓄账户、贷款、投资等方面。
•学生和年轻人：主要是大学生和年轻专业人士。
银行专门设计了针对这一群体的产品，如学生账户和青年贷款计划。
2.2 企业客户细分香港星辰银行的企业客户细分主要基于以下几个标准：•企业规模：包括小型企业、中型企业和大型企业。
不同规模的企业有不同的需求和风险承受能力，银行根据企业规模提供相应的金融服务。
•行业属性：不同行业有不同的特点和需求，香港星辰银行根据企业所属行业的特点提供个性化的金融解决方案。
•经营历史：新创业企业和传统企业有着不同的金融需求，银行根据企业的经营历史和信用记录评估其信用风险，并提供相应的金融产品。
3. 客户细分方案的好处通过实施客户细分方案，香港星辰银行可以获得以下好处：3.1 更好的客户理解客户细分方案可以帮助银行更好地理解客户的需求和偏好。
借助数据分析和市场调研，银行可以深入了解不同客户细分群体的特点，从而更精确地定位产品和服务。
3.2 提供定制化的产品和服务通过客户细分，银行可以根据不同客户群体的需求和偏好开发定制化的产品和服务。
这有助于提高客户满意度，并增加客户忠诚度。
3.3 降低营销成本客户细分方案可以帮助银行更加精确地选择目标市场和客户群体，从而降低市场推广和营销的成本。
著名DM公司客户细分方案(英文版)(ppt 16页)
Analytics
Dynamic not
Static
Discipline
Relevant Application of Enablers
Customer Intelligence
15
~ Enjoyable & Rewarding ~ CRM Applications
Stage 2 for
Acquisition
Dynamic Segmentation
Stage 2
Stage 3 Stage 3
Stage 2
Stage 3 Stage 3
Stage 3 for
Activation
Stage 3 for
Anti-Attrition
Acquisition • Customer-centric • Eliminate the “Irrelevant”
CRM Practices • Dynamic Segmentation • Pigeon-hole Targeting • Portfolio Strategy • Contact Management
Credit Risk Products • Risk-based Analytic Model • Loan Customers Profiling
Front-end Platform
CRM Initiatives
Analytics
Program Learning
1
Abundance of CRM Fiasco
• Projected Benefits and Returns not there
• Low to “no” usage
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Low
5
Few
Segmentation - Know Your Customers
Conventional
• Homogeneous within Segment and Heterogeneous among Segments
• Stable • Balanced distribution • Mono-dimensional • Internally focused (for data
Segmentation has its own Lifecycle
Segmentation & Modeling for CRM Program
Structured Triple A CRM Lifecycle Model
Stage 2 for
Acquisition
Dynamic Segmentation
New Customer Management
Customer
RelatiSonesghimp entation
Management
Repositioning
0
3-6
months
Extend into life-time
CRM Success Factors • Different customers
Customer Needs are Everchanging
Segmentation Models
More Segments will be generated
A New Practical Course
Some Segments will become obsolete
7
Dynamic Segmentation in … it changes/growPs aras Bcutiscineess Context varies
Building Customer Strategy
CRM Lifecycle • Growth Strategy -
&
Lifetime Relationship Management
Business Objective
• Servicing Strategy
• Enabler Strategy
Acquisition
Dynamic Segmentation
9
+
CRM Model
=
Catching the Right Customer at the Right Time
Unfolding the Technical Enablers
New Customer Management
Customer Relationship Management
Retention Repositioning
0
3-6
3
months
Extend into life-time
Customer Analytics for
Acquisition
Developing CRM Retention
Stag3
Customer Base
Stage 1
Stage 2 Stage 2
Stage 3 Stage 3 Stage 3 Stage 3
Around 100 Micro Segments
Stage 2
Stage 3 Stage 3
Stage 2 = Behavioural Stage 3 = Needs-based 8
Stage 2
Stage 3 Stage 3
Stage 2
Stage 3 Stage 3
Stage 3 for
Activation
Stage 3 for
Anti-Attrition
Acquisition • Customer-centric • Eliminate the “Irrelevant”
Anti-Attrition • Micro-analysis to identify Trigger • Predictive Model
某公司NCR香港星辰银行客户细分方案 (英文)
The Great Expectation
Data Warehouse
Front-end Platform
Abundance of CRM Fiasco
• Projected Benefits and Returns not there
CRM Initiatives
incorporating external data
6
… a conDtiynunoausmaincd eSveerg-emvolevinngtaptrioocness
Attributes • Multi-Dimensional • Accessible • Heterogeneous • Evolving • Actionable
have different needs • Understand your
customers • Serve them as they wish
4
Segmentation • Dynamic Modeling • Annotate customer
characteristics • Cover the entire
customer base
Knowledge of Customers
Number of Segments
HighNo One Scheme Fits AlMl any Segments of One
ValueBased NeedsBased
Behaviour
Transaction Usage
Product
availability)
Dynamic
• Both homogeneous and Heterogeneous BUT Actionable
• Evolving • Hierarchical - Pigeon-hole • Multi-dimensional • Total Customer View -
Analytics
Program Learning
• Low to “no” usage
• Not in pace with changing business needs
• Qualitative Creativity still predominant
2
CRM - Strategy for Relationship