SMS-messages, etc.), we see an appropriate reverse. All existing distribution channels,
in our opinion, do not compete with each other, but largely complement each other,
providing customers with a wide range of channels for access to their own bank
accounts. The main advantage of remote banking technologies is comfortable
conditions creation for banking services consumers.
Realizing that in the case of failing to provide their clients with opportunities to
work through the Internet, banks lose in the competition for the client, and web
technologies are actively involved in banking practice [3].
Worldwide, the banking industry is experiencing a certain "crisis of the genre"
and is increasingly plunged into banal price competition. However, there is a way out,
so let's consider three innovative banking business models [4].
1. "Intelligent" multichannel bank. Key elements of this model are:
• Modern multi-channel integration, focusing on digital channels and integrated
architecture;
• Comprehensive analytics based on the customer information efficient collection,
micro-segmentation and predictive modeling to determine a balanced portfolio of
products;
• Real-time interaction management, which should increase the level of
conversion of incoming requests;
• advanced consulting services using digital channels and personal analytics;
• product offers, and associated pricing schemes based on the microsector and
optimized for channel features.
The model of "smart" multichannel banking is used by the Spanish commercial
bank Bankinter. At the same time, it puts special emphasis on analytics. The bank
began to improve this model several years ago and focused on developing commercial
offers based on gathering customer information and frequency of contact with them,
both proactive and reactive, and then developed Engloba Geo CRM in 2009. And
recently, Bankinter's belief in analytics led it to open new units, such as risky CRM or
operational CRM [2].
Another Spanish bank, BBVA, is a vivid example of how a bank can cope with
the area of personal consultation: it provides personal customer service 24/7 to its
clients who prefer digital banking channels before they come to the office, but want to
get a personalized service.
2. Socially involved bank. Another innovative banking business model
specializing in attracting consumers with special emphasis on social media in order to
strengthen close customer relationships. The goal is to build relationships based on
personal interests, using opinion leaders and facilitating cooperation between the bank
and its clients.
The key components of this banking business model are:
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