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澳洲essay格式范文:Commonwealth Bank of Australia and Customer Strategies

论文价格: 免费 时间:2022-09-22 09:52:55 来源:www.ukassignment.org 作者:留学作业网

澳洲essay格式范文-澳大利亚联邦银行和客户战略。本文是一篇澳洲留学生essay写作参考范文,主要内容是针对澳大利亚联邦银行作为市政对象,对组织目标和客户战略进行分析研究,包括系统流程,系统自动化,渠道整合,云技术,竞争战略以及员工等方面进行全面分析。是一篇符合澳洲大学格式要求的essay范文,下面就一起来参考这篇澳大利亚essay的全部内容。

澳洲essay格式范文

Chosen Bank: The Commonwealth Bank of Australia (CBA)  选定银行:澳大利亚联邦银行(CBA)
Company Analysis  公司分析
Organisational goals and objectives:  组织目标:

The Commonwealth Bank of Australia is a multinational bank with operations across, New Zealand, Asia, the United States and the United Kingdom.  澳大利亚联邦银行是一家跨国银行,业务遍及新西兰、亚洲、美国和英国。
The Commonwealth Bank’s purpose:  联邦银行的目的:
“To improve the financial wellbeing of our customers and communities” “改善客户和社区的财务状况”
(Commonwealth Bank, 2018, p. 13)
This purpose is consistent with their current overall strategy to become a simpler, better bank. With a focus on delivering balanced and sustainable outcomes for customers, community, people and shareholders. They plan on simplifying their portfolio, operations and processes while continually building strong and trusted relationships with customers.
这一目标与他们当前的整体战略相一致,即成为一家更简单、更好的银行。专注于为客户、社区、员工和股东提供平衡和可持续的结果。他们计划简化他们的投资组合、运营和流程,同时不断与客户建立牢固而可信的关系。
In 2018, they set themselves the following goals:  2018年,他们为自己设定了以下目标:
#1 Net promoter score for consumer and business customers 
Top quartile reputation score 
Top 10% employee engagement score
Top quartile total shareholder returns
(Commonwealth Bank, 2018, p. 13)
Established in 1911, CBA is now the largest bank in the Southern Hemisphere, featuring vast resources and capabilities. Their workforce of 52,000 employees serve 16.1 million customers. In terms of physical channels, CBA have established the largest network in Australian with 1,267 branches and 4,253 ATM’s (Commonwealth Bank, 2018, p. 14). Their innovative approach to digital capabilities is sector-leading through services such as NetBank, the CommBank app, Artificial Intelligence (AI), data systems and cloud technology. These resources and capabilities have enabled CBA to achieve impressive service quality ratings. As of 2018, CBA had achieved the Bank leading position in retail customer satisfaction for 51 of the previous 60 months. A Roy Morgan report showed that CBA achieved a net promoter score (NPS) of 3.8, while this is quite low, they are the only one of the big four with a positive score (Roy Morgan, 2019).
CBA成立于1911年,目前是南半球最大的银行,拥有丰富的资源和能力。他们拥有52000名员工,为1610万客户提供服务。在物理通道方面,CBA已建立了澳大利亚最大的网络,拥有1267家分行和4253家ATM。他们在数字能力方面的创新方法是通过网络银行、CommBank应用程序、人工智能、数据系统和云技术等服务引领行业。这些资源和能力使CBA获得了令人印象深刻的服务质量评级。截至2018年,在过去60个月中,CBA有51个月在零售客户满意度方面处于银行领先地位。罗伊·摩根的一份报告显示,CBA的净推荐分数(NPS)为3.8,虽然这一数字相当低,但他们是四大联赛中唯一得分为正的球队。

Market Analysis/Customers 市场分析/客户
Customer Behaviour:
Customer Loyalty:
Customer satisfaction;

 
PART B: RESEARCH INTO THE CUSTOMER STRATEGIES AND CRM OF THE COMMONWEALTH BANK OF AUSTRALIA (CBA)
澳大利亚联邦银行(CBA)客户战略和CRM研究 

Systems and processes: CBA are well known for their marketing leading innovation, which is reflected through their banking systems and processes. In 2008 the bank announced a four-year project ‘Core Banking Modernisation’ that had a final cost of $1.1 billion. A much-needed move for the bank, as it involved removal of their 45-year-old legacy system. The project had the goal of modernising existing banking systems in order to enhance the way they provide services to their customers (Commonwealth Bank, 2008). It achieved efficiencies and simplified banking experiences through underpinned end to end processing systems. Customers additionally benefited from increased access to innovative products, significant operational benefits and cost savings while experiencing a more flexible and open banking experience (Evans, 2011).
系统和流程:CBA以其营销领先的创新而闻名,这体现在其银行系统和流程中。2008年,该行宣布了一项为期四年的“核心银行现代化”项目,最终耗资11亿美元。这是该行急需的举措,因为这涉及到删除其45年历史的遗留系统。该项目的目标是对现有银行系统进行现代化改造,以提高其向客户提供服务的方式。它通过支持的端到端处理系统实现了效率和简化的银行体验。此外,客户还受益于创新产品的增加、显著的运营效益和成本节约,同时体验到更灵活、更开放的银行体验。
System automation: In the early 2000s CBA took the riskier move to develop their own inhouse CRM system. The system ‘CommSee’, stands for ‘Service Excellence Everyday’. It had had three main fulfilment objectives; know the customer, deliver that they want and do it in a reliable manner (Commonwealth Bank, 2004). Ralph Norris, CEO at the time, backed the move claiming it was a great success for the bank. CommSee enables them to embed visions for customer service excellence through IT systems. Initially an IT solution developed for the banks high-end clients, it was then tailored specifically to meet the needs of their broader customer base. One of the main features of the system allows bank staff to view stored customer profiles, providing insights on various accounts the customer holds and the statuses of recent interactions with the bank. The system automates electronic documentation, which includes the ability to capture customer signatures and has the aim of helping all staff conduct their jobs better (Deare, 2006).
系统自动化:在21世纪初,CBA采取了更具风险的举措,开发了自己的内部CRM系统。“CommSee”系统代表“每天卓越服务”。它有三个主要的实现目标;了解客户,提供他们想要的,并以可靠的方式进行。当时的首席执行官拉尔夫·诺里斯(RalphNorris)支持这一举措,声称这对该行来说是一个巨大的成功。CommSee使他们能够通过IT系统嵌入卓越客户服务的愿景。最初是为银行高端客户开发的IT解决方案,然后专门定制以满足其更广泛客户群的需求。该系统的主要功能之一是允许银行员工查看存储的客户档案,提供客户持有的各种账户以及最近与银行互动的状态。该系统自动化了电子文档,包括捕获客户签名的能力,旨在帮助所有员工更好地开展工作。
Channel integration: CBA have exceptional digital channel integration through various products and services. They serve 6.5 million customers through their NetBank website, CommBank app and digital wallets (John, 2018). NetBank allows customer to manage finances form their own home, helping with efficiencies and costs for the bank. While the CommBank app, with 5 million daily users, simplifies day-to-day management of cards, funds and transferring. Additionally, CBA provides EFTPOS tablet ‘Albert’ to small businesses to provide efficiencies in daily operations.
渠道整合:CBA通过各种产品和服务实现卓越的数字渠道整合。他们通过网络银行网站、CommBank应用程序和数字钱包为650万客户提供服务。NetBank允许客户在家中管理财务,帮助提高银行的效率和成本。而每天有500万用户的CommBank应用程序简化了卡、资金和转账的日常管理。此外,CBA向小型企业提供EFTPOS平板电脑“Albert”,以提高日常运营效率。
Artificial intelligence: Since 2015 CBA has been developing an ‘Artificial intelligence (AI) stack’, which is now over half-way through development. It includes a customer engagement engine (CEE) with capabilities for suggesting 20 million conversation starters a day. The AI stack allows the bank to better understand what customers are telling them, and problems that need to be solved. Feedback is then fed into the CEE which allows for more proactive and needs-based conversations with customers. AI is additionally used on similar customer complaints, by assessing all past information on those customers in order to identify common events or patterns. This enables understanding of how the bank can shift net promoter scores (Crozier, 2018).
人工智能:自2015年以来,CBA一直在开发一个“人工智能(AI)堆栈”,现在已经开发了一半以上。它包括一个客户参与引擎(CEE),能够每天建议2000万个对话启动者。人工智能堆栈使银行能够更好地了解客户在告诉他们什么,以及需要解决的问题。然后将反馈反馈反馈到CEE中,这样可以与客户进行更主动、基于需求的对话。人工智能还用于处理类似的客户投诉,通过评估这些客户的所有过去信息来识别常见事件或模式。这有助于了解银行如何改变净推荐分数。
Analytical 分析
Data systems and warehousing: CBA is definitely an impressive company from an analytical perspective, analysis of data has now become one of their greatest strategic focuses. Globally, banks are recognising the need to examine vast volumes of data in order to improve understanding of customers. In 2016, CBA completed a modernisation project of their ageing data centre in Sydney. This project delivered boosts in security, power efficiency while also increasing the facility’s projected lifespan (Pearce, 2016). Rather than moving to a new facility, CBA opted to revitalise the current facility with an additional two new data halls, a move which is believed to have saved the bank millions. Data analysis has become increasingly essential for CBA, they are slowly moving towards serving customers through interactions on iPhones and tablets rather than in costly branches (Eyers, 2014).
数据系统和仓储:从分析角度来看,CBA无疑是一家令人印象深刻的公司,数据分析现已成为其最大的战略重点之一。在全球范围内,银行认识到需要检查大量数据,以提高对客户的理解。2016年,CBA在悉尼完成了老龄数据中心的现代化项目。该项目提高了安全性和能效,同时也延长了设施的预期寿命。CBA没有搬迁到一个新的设施,而是选择通过另外两个新的数据大厅来振兴现有设施,据信此举为该行节省了数百万美元。数据分析对于CBA来说越来越重要,他们正慢慢转向通过iPhone和平板电脑上的交互而不是在昂贵的分支机构为客户服务。
Cloud technology: Additionally, CBA excel in cloud technology through their own private cloud ‘One Cloud’, which was developed since 2010 and planned to replaced their outsourced IMB P-series system in 2019. This initiative allowed CBA to significantly decrease their cost to income ratios using the technology. They have found that utilising a private cloud is always cheaper than a public one. Through this development CBA experienced significant increases in efficiency and accelerated product development speeds, leaving other competitors well behind (Sharwood, 2018). It allows the bank to eliminate centralised provisioning services, giving customers a more tailored service. It successfully reacts to the increasing need of improved responsiveness and delivery of self-service capabilities for business customers (Writers, 2019).
云技术:此外,CBA通过其自2010年开发的私有云“一云”在云技术方面表现出色,并计划在2019年取代其外包的IMB P系列系统。这一举措使CBA能够使用该技术显著降低成本收入比。他们发现,使用私有云总是比使用公共云便宜。通过这一发展,CBA的效率显著提高,产品开发速度加快,其他竞争对手远远落后。它允许银行取消集中供应服务,为客户提供更量身定制的服务。它成功地应对了企业客户对提高响应能力和提供自助服务能力的日益增长的需求。
Strategic
Customer strategy: When it comes to customer strategy CBA has always made efforts to distinguish themselves in the market. The CommBank “CAN” campaign is designed to highlight their competitive advantages in relation to consumers, what a modern bank can be. Whether this is through their various products and services specifically designed to simplify everyday life for its customers. More recently, CBA released their ‘Comyn’ plan to invest $5 billion into technology over a 5 year period. It is an attempt to further extent their sector-leading position by improving outcomes and experiences for customers. One main initiative is their more personal app which is aimed to assist customers depending on their circumstances, which will continually improve (Knight, 2019).
客户战略:在客户战略方面,CBA一直努力在市场上脱颖而出。CommBank“CAN”活动旨在强调其相对于消费者的竞争优势,这是一家现代银行所能做到的。这是否是通过其专门为简化客户日常生活而设计的各种产品和服务实现的。最近,CBA发布了他们的“Comyn”计划,在5年内投资50亿美元用于技术。这是一种通过改善客户的成果和体验来进一步扩大其行业领先地位的尝试。其中一项主要举措是他们的个人应用程序,旨在根据客户的情况为其提供帮助,并将不断改进。
Competition strategy: Customers are at the forefront of CBA’s operations, their number one priority. They use the following to distinguish themselves from competitors:
竞争战略:客户处于CBA运营的最前沿,他们的首要任务。他们通过以下方式将自己与竞争对手区分开来:
People: A vibrant, positive and customer-focused culture  员工:充满活力、积极且以客户为中心的文化
Technology: Providing market-leading solutions to meet changing digital needs  技术:提供市场领先的解决方案,以满足不断变化的数字需求
Productivity: Simplifying the way customers do things in order to achieve efficiency  生产力:简化客户做事的方式以实现效率
Strength: Stability and security making them a organisation customers can trust  优势:稳定性和安全性使其成为客户可以信赖的组织
(Commonwealth Bank, 2014)
Additionally, CBA are extremely attractive through their 1,000 branches across the country, still placing emphasis on face to face channels.
此外,CBA在全国各地的1000家分支机构极具吸引力,仍然强调面对面的渠道。
Digital strategy: CBA has established that an important way to distinguish themselves from competitors is through leadership in digital banking. As previously mentioned, they do this through a plethora of products and services such as NetBank, the CommBank app, EFTPOS ‘Albert’ tablet and One Cloud. These various approaches allow them to provide the highest level of customer service.
数字战略:CBA已经确定,使自己从竞争对手中脱颖而出的一个重要途径是通过在数字银行领域的领导地位。如前所述,他们通过过多的产品和服务来实现这一点,如网银、康普银行应用程序、EFTPOS“Albert”平板电脑和One Cloud。这些不同的方法使他们能够提供最高级别的客户服务。

Collaborative 合作
Partnerships: One of CBA’s recent collaborations is with Australian start-up Kounta, allowing for improvements on their EFTPOS tablet ‘Albert’ for businesses. This provided various benefits for customers, giving them a personalised experience in the digitally-led business environments of today. It enabled businesses to provide great customer experiences by making paying at the table easier, simplifying customer service roles. It helped day-today store management easier through transparency in process management. Finally, it provides greater security for customers with Kounta’s reliable service, heavy security procedures and data backups (Commonwealth Bank, 2016). This partnership with Kounta allowed CBA to provide personalised and tailored products to their business customers, leading to greater satisfaction.
合作伙伴关系:CBA最近的合作之一是与澳大利亚初创企业Kounta合作,为企业改进EFTPOS平板电脑“Albert”。这为客户提供了各种好处,让他们在当今数字化的商业环境中获得个性化体验。它使企业能够提供良好的客户体验,使付款更容易,简化了客户服务角色。通过过程管理的透明度,它帮助day today商店管理变得更轻松。最后,通过Kounta可靠的服务、繁重的安全程序和数据备份,它为客户提供了更大的安全性。与Kounta的合作使CBA能够为其商业客户提供个性化和量身定制的产品,从而提高满意度。
Employees: CBA is well known for their investment in employees, they understand the impact front-line staff have on customers they serve. Since 2005, their CommSee program requires thousands of staff to sit mandatory exams on the new technology. This initiative allowed employees to feel more empowered by technology which translates into service improvements for customers (Bajkowaski, 2005).
员工:CBA以其对员工的投资而闻名,他们了解一线员工对其服务客户的影响。自2005年以来,他们的CommSee项目要求数千名员工参加这项新技术的强制性考试。这一举措让员工感觉到技术赋予了他们更大的权力,而技术可以转化为对客户的服务改进。
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