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TXT版9USbankswillneedtolookbeyondmergersforgrowth.Betterearningswillhavetobewonfromimprovedvaluepropositionsandproductivity.
KEVINP.COYNE,LENNYT.MENDONCA,ANDGREGORYWILSON</P><P>TheMcKinseyQuarterly,2004Number1</P><P>Theprimaryrationalebehindthewaveofmergersinthe1990s梩oachievesubstantialeconomiesofscalebyexploitingtechnologyandderegulation梚snaturallyweakening.Formostlargebanks,furtherexpansionwon抰necessarilyyielddramaticscale-basedsavingsinsystemsandproduct-developmentcosts.Soalthoughmergerswillcontinuetotakeplace,opportunitiestocreatesubstantialvaluehavediminishedandrelativelyfewerdealswillpackthepunchofthe1990s.Executivesoflargebanksmustlookfornewwaystoincreaseearnings.
Untilrecently,thesolutionwasfallinginterestrates,whichfueledunprecedentedprofitsfrommortgagesandcreditcards.1Butwithratesbeginningtorise,bankswillhavetolookelsewhere.Morecompellingvaluepropositionsarerequiredifbanksaretocompetewiththenonbanksandspecialiststhathaveflourishedinmanymarkets.Likethebestretailers,banksmustdifferentiatethemselvesbyunderstandingtheneedsoftheircustomersandgivingthosecustomersadistinctiveexperience.Banksshouldalsoboosttheirperformancetheold-fashionedway,byimprovingproductivity梥omethingthatwillbecomevitalastheirpaymentsbusinesses,representingasubstantialshareofindustryprofitsandoperatingexpenses,shrinkwiththefallinguseofchecks.
Tosucceedinthesetasks,banksmustinnovateintheirformats,theircustomertargeting,theirapproachtolendingandassetmanagement,theiroperations,andtheiruseofelectronicpayments.Thisagendaischallenging,anditcallsforskillsbeyondthose梥uchasidentifyingandvaluingacquisitiontargetsanddrivingintegration梩hatservedexecutivessowellintherecentpast.Significantchangeslieaheadformanagersworkingtowardanewsetofperformancepriorities.</P><P>
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