推荐《银行3.0》

林永青 原创 | 2014-03-04 06:23 | 收藏 | 投票

《银行3.0》认为:银行将不再是一个你需要去的地方,而是一件你需要做的事情!......

现在的网上银行,算是2.0版本,实现了传统业务的网上办理,但是银行本质业务没有改变,还是低利率吸收存款,高利率放贷。而银行3.0版本的时候,借款者和贷款者可以直接沟通,商定利率,直接达成借贷协议。

[作者介绍]

Brett King is a global bestselling author, a well known futurist and speaker未来学者和演说家, the host of the "BREAKING BANK$" Radio Show on Voice America “颠覆银行”是美国一档互联网广播节目(an Internet Talk Radio Network with over 9 million monthly listeners) and the founder of the start-up "Moven".

金还是MOVEN网站的创始人,他的策略是从移动银行迁移到移动货币——译注

King was voted as American Banker's Innovator of the Year in 2012, and was nominated by Bank Innovation as one of the Top 10 "coolest brands in banking". BANK 3.0 (in 8 languages) has been topping the charts in the US, UK, China, Canada, Germany, Japan and France since its release late in 2012. His latest book, Breaking Banks, is due out early 2014 with Wiley. He is widely considered the world's foremost expert on retail banking innovation today.

金在2012年被选为“美国银行界创新人物”,及“最酷的银行品牌十强”。

King has been featured on Fox News, CNBC, Bloomberg, BBC, Financial Times, The Economist, ABA Journal, Bank Technology News, The Asian Banker Journal, The Banker, Wired magazine and many more. He contributes regularly as a blogger on Huffington Post.

 

简译:林永青  (未完稿。。。)

赞美银行2.0

“银行2.0将改变你对银行未来的方式。大胆,挑衅,有时争议,布雷特国王重新定义了消费金融的典范。这个引人注目的书是保证送你的脉搏赛车和你的头脑寻找为银行提供新的策略。 “
SUVO,执行副总裁,阿联酋NBD

“银行2.0为银行零售和渠道战略的未来,为未来十年的视图。银行需要很长时间来应对这些变化的现状,这一事实意味着,在这本书中的主要建议行事的银行将在竞争中领先一步,那一定是件坏事。现在想想你可能是,如果你采取行动的所有建议。 “
克里斯·斯金纳,主席,金融服务俱乐部

“银行2.0是由银行业发展趋势的布雷特国王的分析告诉过很多年。 Brett的工作,导致了一些非常大的,备受尊敬的金融机构显著的性能提升。我已经与布雷特工作,我已经看到了一些成果,他们解释为什么布雷特后备受追捧作为银行的权威和行业可能会如何演变成未来“ 。
博士理查德·佩蒂,主席,澳洲会计师公会

“在Web和手机的顾客不是上帝,他是独裁者。非常急躁,怀疑,冷嘲热讽。布雷特-金深深地明白是什么驱使这种新的铁石心肠的客户。银行专业人士应该好好听取他的意见。 “
格里麦戈文,杀手Web内容作者

“互联网和移动设备的影响已制定的规则在管理渠道,以及我们如何到达客户一个移动的目标。这本书做一些事情,没有人知道我已经能够做到如此的远教我们重新设计我们的第一本能,然后我们对这个运动的目标将如何演变的知识。有了正确的本能,我们将能够为他们改变到正确响应的规则。我非常感谢Brett,他已经能够磨练多年来的本能。 Brett是一个真正的国际p,他可能是几个我知道谁可以从来自亚洲,其中尽可能多的,也许更多的创新正在发生的金融服务,其他地方在世界上个人的例子得出的一个“ 。
丹尼尔,主席,亚洲银行家杂志

“为客户创造更多的价值是成功的,成长中的组织的标志。但竞争战场上发生了变化。哪些客户价值今天是什么,他们赞赏年前不同,会有很大的不同,再次在迅速展开未来。银行2.0汇集了布雷特国王的无与伦比的技术,战略,客户价值和提供优质服务的看法。他的见解是一个“必须读”谁想要吸引和留住客户在令人难以置信的未来几年。如果你是一家银行的客户,你会觉得这是一个迷人的读说可能让你领先你自己的银行,准备,洞察和理解“ 。
罗恩·考夫曼,隆升服务的畅销书作家

“银行2.0是一个非常全面和充分研究的书,应该由大家负责,或有志于创新的银行读取。 ”

亚洲银行业协会期刊



介绍

BANK 2.0 was written at the start of a time of great disruption in the banking and financial services space. We were in the midst of a “global financial crisis”, second only to the Great Depression for many commentators. In the midst of this chaos, however, the retail banking space faced an entirely different challenge as the cracks in the façade that was the “secure banking system” appeared.

“Global Central banks have pumped $8.7tn into the banking system to ‘save the world’. Saving the banks has cost more money than it cost to fight WWII, the first Gulf War, put a man on the moon, clean up after last year’s Japanese Tsunami, and the entire African aid budget for the last 20 years all put together.”

—David McWilliams, PunkEconomics

银行2.0写在一个大的银行和金融服务领域的颠覆时间点的开始。我们是在一个“全球金融危机” ,仅次于大萧条,在许多评论家观念之中。在这一片混乱中,然而,零售银行业务领域面临着一个完全不同的挑战,因为“安全的银行体系”外墙裂缝开始出现。


“全球央行注入了$ 8.7万亿向银行体系,以”拯救世界“ 。拯救银行在成本上花费了更多的钱,比起打二战,第一次海湾战争,把人类送上月球,日本海啸后的清理,以及整个非洲的过去20年的援助预算。 “
- 大卫·麦克威廉姆斯, PunkEconomics

这不只是一个危机的身份,挑战银行的看法是“安全”和社会的“社会责任”的堡垒。这是一个挑战,银行在一个开放,透明的社会非常的作用。这不仅仅是“占领”运动和反对不合理的奖金,银行家的反弹突然发现自己不得不回答向社会公开征求他们的决定,导致了危机。 

 

This was not just a crisis of identity, a challenge to the perception of banks as “secure” and “socially responsible” bastions of the community. It was a challenge to the very role of banks in an open, transparent society. This was more than just the “occupy” movement and a backlash against unreasonable bonuses—bankers suddenly found themselves having to answer to the public for their decisions that led to the crisis.

Bankers rallied in this environment to claim how unjust negative public opinion was, how they had the right to make a profit (thanks for that gem, Brian Moynihan), how bankers needed to get huge bonuses because otherwise they might leave their employers, and that they were sick of the sledging they were getting from customers who really had no idea how banks or the banking system worked. Now you might think that’s unfair, but those are the comments that stuck with customers in the midst of all this backlash.

The problem, however, was not one solely of perception, but of relevance. In an age where I use my mobile phone and the Internet more than I watch TV, and where bookstores, video rental stores and other mainstays of the physical retail commerce are quickly morphing, banks just appeared old-fashioned and out of touch.

In a world where I’m more likely to text you, update my status, upload a photo or use an app, rather than visit a bank branch—the change that was being thrust on bankers was not just a crisis of identity, forced transparency, and a battle for public opinion, but a crisis of modality. Retail banking was fundamentally ready to change the way it worked at the consumer interface, but the overwhelming tone of the industry was both a rejection of that notion and a dismissal of changing consumer needs at the same time. Bankers dismissed the concept that digital interactions were overtaking the branch, and reinforced the need for face-to-face interactions as superior when all they were really doing was trying to justify their bloated, costly, physical infrastructure.

It was in this environment that a new reality of banking started to emerge. Banking was no longer defined or hemmed in by a physical distribution network, or physical artefacts. The banking system emerging out of the global crisis would be one that was highly utilitarian, pervasive, mobile, and seamlessly engineered to work when and where we needed it. While the “death of cash” will still take many years to become a reality, the effects of the mobile phone and Internet are causing a massive shift in bank practices, distribution models and competitive landscape.

In the end, many of the banks that were household names during the 20th century will simply cease to exist as they are displaced or consolidated in the system-wide disruption that is soon coming. New players are emerging now that are taking ownership of the customer experience through revolutionary new techniques that attack the fringes of “banking” and payments.

PayPal, perhaps the largest financial institution in the world (by number of active customers), flourished by filling a gap in payments experience born out of a lukewarm industry reception to e-commerce, to become easily the dominant online payment provider. Now 12 years old, PayPal is still considered by many banks to be a “new” player in the sector, but for start-ups now disrupting the industry, PayPal is an incumbent.

Square, a company founded by Jack Dorsey of Twitter fame, went from start-up to a $4-billion business in revenue in just under two years, showing banks first that a point-of-sale terminal wasn’t necessary, and then that even cards weren’t necessary.

Simple (formerly BankSimple) emerged as one of the first non-bank entities that truly attacked the very front end of banking. Others quickly followed. The success of these start-ups is not yet certain, but with more than 100,000 registered customers when Simple opened its doors, so to speak, success would appear a simple matter of execution.

In the midst of all of this, a new class of consumer emerged in developed economies such as the US. This new class of consumer no longer needed a bank account to live and work in the system. In fact, millions of them abandoned their traditional bank relationships in favour of prepaid debit cards, PayPal accounts, mobile payments, and other such workarounds to a system that was coming apart at the seams. With $200 billion in prepaid debit cards in the US alone in 2011, this was not a minor blip, this signalled a fundamental change—the rise of the “de-banked”.1

 

It has become clear that Bill Gates’ quote of old about us needing banking, but not banks, has never been more likely an outcome of the technology and behavioural-led disruption we find ourselves in today.

 

In this revised edition, Bank 3.0, the message I want you to take away is this: Banking is no longer somewhere you go, it’s something you do.

 

By this new measure, a customer’s assessment of a service provider in the retail banking or financial services space will not be capital adequacy, branch network, products or rates. It will be how simply and easily customers can access banking when they need it, and how much they trust the partner or service provider to execute.

 

So if you’re a bank—what are you going to do? How are you going to make the transition? When will you need to start scaling back branches? How real is this shift and how quickly will it happen?

 

While Bank 3.0 retains some of the great case studies and groundwork that was in Bank 2.0, I’ve tried to update this based on the rapidly changing environment we’ve found ourselves in over the last few years. It’s incredible how much has changed and what this means for the future of banking, and, as such, I felt these changes added tremendous value to the discussion. Much of the original content is gone, making way for a more relevant and up-to-date discussion.

 

For those of you who previously read Bank 2.0, this is an update that includes insight on the acceleration of mobile deployments, including detailed discussion on wallets and cardless solutions. We’ll look at the differences between technologies such as NFC and Virtual Wallets, and what is the likely outcome for payments over the next decade, including how long before plastic cards are really on the decline. We’ll look at what is happening in the web space as a result of our moving away from the PC browser to “screens”, along with the death of Adobe Flash and the emergence of HTML 5. We’re taking a much more detailed look at the implications of social media on your brand, how you engage customers and how this impacts organisation structure. We’ll look into the emergence of journeys at the point of impact, and we’ll look at the need for ever more pervasive banking solutions enabled through smart data and collaboration across disciplines and industries (e.g. mobile network operators and institutions.)

Be assured this is disruptive and controversial. This is about as exciting as banking gets. Everything from this point on is changing. What you used to consider as banking historically is about to get, not just a makeover, but a complete reboot.

If you’re in retail banking, the future starts now and it’s called BANK 3.0. Jump in, or get disrupted.

 

个人简介
价值中国网发起人、未来主义哲学家。兼职:北京师范大学MBA客座教授、英中商会(BCCC)企业家论坛执行委员、美国金融学会(AFA)会员。伦敦政治经济学院、纽约大学商学院、巴黎商学院全球联合EMBA,中国最早的全球EMBA获得者;另获…
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