Skuteczne strategie segmentacyjne - w kierunku ograniczenia ryzyka utraty klienta zamożnego

• Autorzy: Krzysztof Opolski , Tomasz Potocki , Tomasz Świst

Warianty tytułu

Segmentation-Effective Strategies-Reduction of the Risk of Losing a Wealthy Client

• Języki publikacji: PL

Abstrakty

W poniższym artykule autorzy dokonują charakterystyki klienta zamożnego, omawiają wyzwania, które stoją przed tym segmentem bankowości, prezentują podstawowe techniki segmentacyjne oraz kierunki światowych trendów w procesach segmentacyjnych. Dodatkowo wskazują na konieczność połączenia działań segmentacyjnych z grupowaniem klientów zgodnie z dyrektywami prawnymi Basel II czy Trzeciej Dyrektywy związanej z przeciwdziałaniem praniu brudnych pieniędzy. (fragment tekstu)

EN

The article presents how the changes on the financial markets influence the choice of the appropriate segmentation strategy, how they support a personalized approach to the customer, and the accurate estimate of the customer's financial capacity and to build lasting relationships with customers. The authors suggest the special importance of this process in the Wealth Management segment, where it becomes a key factor in the battle for the customer, and mitigation of the risk of losing the customer. In addition, the authors discuss and give arguments that the individualization of needs, preferences or behavior is not possible for each client individually, but through an effective design of the process of segmentation the bank is able to reduce the risk of missed sales activities by constructing groups of similar set of the analyzed components. In conclusion, attention is drawn to two very important, from the point of view of the segmentation, areas of the segmentation analysis. First, preparing and building new customer segmentation strategies Wealth Management, do not forget the cultural diversity of the regions of the world. Secondly - the emerging EU Directives on Basel II, MiFID and the Prevention ofMoney Laundering make that the way of the customer segmentation must be consistent with the construction law facing the EU directives for the local regulators. (original abstract)

Słowa kluczowe

PL

Segmentacja klientów; Sektor bankowy; Przeciwdziałanie praniu brudnych pieniędzy

EN

Customer segmentation; Banking sector; Anti-money laundering

• Czasopismo: Ekonomia / Uniwersytet Warszawski
• Rocznik: 2011
• Numer: nr 26
• Strony: 45--57

Twórcy

autor

Krzysztof Opolski

• Uniwersytet Warszawski

autor

Tomasz Potocki

• Uniwersytet Rzeszowski

autor

Tomasz Świst

• Uniwersytet Warszawski

Bibliografia

• A Wealth of Opportunities In Turbulent Time, 2008, Boston Consulting Group.
• Anderson E.W., Fomell C., Lehmann D.R., 1994, Customer Satisfaction, Market Share, and Profitability: Findings From Sweden, "Journal of Marketing" Vol. 58, No. 3.
• Antkiewicz S., Kalinowski M., 2008, Innowacje finansowe, CeDeWu, Warszawa.
• Chorafas D., 2007, Wealth Management, Elsevier.
• Colgate M., 1997, Personal Bankers and Relationship Marketing: A New Zealand CaseStudy,"Journal of Financial Services Marketing" Vol. 2, No. 1.
• Day G., 1969, A two-dimensional concept of brand loyalty, "Journal of Advertising Research" nr 9(3).
• Dick A. Basu K., 1994, Customer loyalty: towards an integrated framework, "Journal of the Academy of Marketing Science" No. 22.
• Dziagwo L., 2006, Private Banking. Bankowość dla zamożnych klientów, Oficyna Wydawnicza, Kraków.
• East R., Sinclair J., Gendall P., 2000, Loyalty: testing the Dick and Basu model, "Proceedings of ANZMAC Conference", Griffith University.
• Global Private and Wealth Management Survey, 2008, Pricewaterhouse Coopers.
• European Wealth and Private Banking Industry Survey, 2003, IBM Consulting Services.
• European Wealth and Private Banking Industry Survey, 2005, IBM Consulting Services.
• Garland R., 2000, Estimating customer defection in personal retail banking, "International Journal of Bank Marketing" Vol. 20, No. 7.
• Garland R., 2004, Share of wallet's role in customer profitability, "Journal of Financial Services" Vol. 8, No. 3.
• Geiger H., Hurzeler H., 2009, The transformation of the Swiss private banking market University of Zurich.
• Gresch D., Toepfer O., 2009, Regaining momentum in wealth management, Roland Berger Strategy Consultants.
• Hens T., Bachmann K., 2009, Behavioral finance for private banking, Wiley.
• Independent Thinking on: The Wealth Management Imperative, 2004, Fidelity Investments.
• Kumar V., Shah D., 2004, Building and sustaining profitable customer loyalty for the 21st century, "Journal of Retailing" Vol. 80, No. 4.
• Lambkin M., Focall G., Raaij F., Heilbrunn B., 2001, Zachowanie konsumenta - koncepcje i badania europejskie, PWN Warszawa.
• Maude D., 2006, Global Private Banking and Wealth Management, Wiley Chichester.
• Muszalski H., 2008, światowy sektor private banking i wealth management,"Magazyn Top Managerów", Wrzesień.
• Next-generation Wealth Management, 2008, IBM.
• Opolski K., Potocki T., Świst T., 2010, Bankowość dla bogatych - Wealth Management, CeDeWu.
• Prichard M., Havitz M., Howard D., 1999, Analysing the commitment-loyalty link in service contexts, "Journal of the Academy of Marketing Science" Vol. 27, No. 3.
• Private Banking Benchmark, 2006, Scorpio Partnership.
• Smith R., Walter I., 2003, Global Banking, Oxford University Press.
• The Emerging Landscape in Asset and Wealth Management, 2009, Russell Reynolds Associates.
• The Evolution of Wealth Management, 2004, Fidelity Investment.
• The McKinsey European Private Banking Economics Survey 2005, 2005, The McKinsey.
• The Transformation of Wealth Management part I, 2009, SEI.
• The Transformation of Wealth Management part II, 2009, SEI.
• The Wealth Management Imperative, 2005, Fidelity Investment.
• Tyszka T., 2004, Psychologia ekonomiczna, GWP Sopot.
• Wealth Management, 2009, NCB Marzec.
• Wealth Management Strategies For Success, 2006, Oliver Wyman.
• Wealth Management: The Challenge, 2003, Booz Allen Hamilton.
• Wealth Trends: The 2012 Wealth Management landscape, 2007, Dow Jones.
• World Resources 2008, 2008, UNDP.
• World Wealth Report 2008, 2009, Capgemini, Merrill Lynch