In the past two years, various banks and Internet giants have been actively exploring new opportunities in the transformation of the domestic ToB market. This time, banks will not be as passive as in the competition in the ToC era. This will also be a new opportunity for banks to carry out financial technology innovation and transformation, giving banks the opportunity to stand on the same starting line as technology giants to think about new opportunities to serve enterprises in the future.
The appeal of ToB to banks is self-evident: on the one hand, from the perspective of market indicators, large state-owned enterprises, as the backbone of China’s economic development, play a leading and driving role in economic development, even in Under the devastating impact of the spread of the global epidemic, key national support policies such as new infrastructure investment will still maintain the long-term positive trend of China's economy. Obviously, where the country's money is invested, the bank's ToB business needs to cover that. On the other hand, China's small and medium-sized enterprises have entered an active period of development and their status in the entire national economy has become increasingly prominent. This is a potential for banks' ToB business. New opportunities to acquire massive incremental customers.
More than that, in addition to market trends and massive customer acquisition, the core value of the bank's ToB business lies in the birth of a new value chain based on the industrial Internet. Through this value chain, banks have the opportunity to participate in the entire process of the industrial chain in various industries, from cost reduction and efficiency increase in production and manufacturing to the realization of intelligent and refined enterprise digital operation and management. On the growth path of enterprises, through continuous financial technology empowerment, banks have the opportunity to form long-term cooperative and win-win relationships with enterprises that are deeply bound and integrated. This will be a new blue ocean for banks in the era of digital transformation and the integrated development of the industrial Internet, and will also become a new opportunity for banks to compete with technology giants.
In the era of industrial Internet, ThoughtWorks believes that the essence of bank ToB is to establish digital "connections", with the goal of solving the "efficiency" and "market" problems of enterprises.
The essence of bank ToB
If we sort out the corporate service platforms currently provided by various banks, we will find that many platforms provide corporate services such as corporate online banking and corporate mobile banking. , such as payment settlement, bank-enterprise reconciliation, issuance and withholding, etc., its main service targets are still enterprise-oriented financial operators. The essence of this type of service is to "online" the bank's counter business, but it does not penetrate deeply into the company's working scenes and business operations, and thus fails to form a strong binding relationship between the bank and the company. This is obviously unable to meet the needs of banks in the industrial Internet era to establish a new ToB value chain. In a complete ToB value chain, banks need to establish "connections" with enterprises to achieve intelligent management, operational optimization, collaboration and business growth. This requires banks to connect four types of roles of enterprises:
< p> It can be seen that when banks talk about the transformation of corporate business and provide customers with digital enterprise services, the bank's thinking needs to change: in the ToC era, the bank's retail transformation needs to change from "customer thinking" to "user thinking" ; In the ToB era, it is necessary to move the bank's services from "the company's financial department" to "all employees of the company", and integrate digital financial services into the company's work scenes and business operations.When we redefine the corporate services provided by banks, the bank's customers have changed, their needs have changed, and the scenarios in which customers use services have also changed. Focus on customers and become the only choice of banks!
Therefore, today we talk about the transformation of banks’ corporate business, no longer from the previous “enterprise perspective.” When we think about customer needs from an enterprise perspective, the needs we see are often the enterprise's needs for "business modules". For example, some enterprises may need a "financial tax reporting system", and other enterprises may need a "personnel salary system". management system". The "enterprise perspective" actually only solves a single need of the enterprise, without thinking about the role of the enterprise and the scenarios in which it uses this service. It does not think about providing customers with services from the perspective of customer needs, pain points and usage scenarios. products and services.
The core problem is that the products and services provided from the "enterprise perspective" only connect the operators of the enterprise using this platform, but do not connect the different roles of the enterprise, do not connect the enterprise's business operations, and do not fundamentally solve the problem of enterprise The problems faced by operation and management cannot effectively accumulate the core resources and data assets of enterprises, and banks cannot provide intelligent, precise and personalized financial services based on "connection".
If we refer to the practices of Kingdee, a well-known enterprise cloud service provider, we will find that its product matrix is ??laid out around different demand scenarios for different roles in the enterprise. Take Kingdee's financial platform as an example. The platform can not only help corporate financial personnel achieve financial statement management and intelligent analysis; it can also help each employee have their own process information, business information and financial information; it can also open up the enterprise's progress. Sales and inventory management and financial systems help corporate businesses achieve efficient and coordinated cost and profit control; at the same time, the platform can also mine greater value for the future through data analysis, thereby influencing corporate managers' decision-making and strategy formulation. The products and services provided by Kingdee come from the in-depth exploration of the needs of different roles of corporate customers, from the end-to-end customer journey to think about what kind of services customers need in different scenarios, so as to design the service carrier with the customer as the center. .
It can be seen that when we redefine the corporate services provided by banks, when the bank's services shift from "the financial department of the company" to "all employees of the company", banks need to change from customer-centric to The "scenario perspective" is used to design products and services for customers based on their pain points and needs and the end-to-end customer journey, thereby providing the bank's corporate customers with financial and non-financial services that are more professional and closer to corporate scenarios. Serve.
Bank services will need to carry more and more financial services provided by banks in the future: On the one hand, bank services will be integrated into the "work scenarios and business operations" of corporate customers, and by establishing scenario connections, they will help Different roles in the enterprise use the products and services provided by the bank to achieve cost reduction, efficiency increase and rapid business growth of the enterprise; on the other hand, bank services will be integrated into the "life scenes" of all employees of the enterprise, with a good user experience, And combined with refined operations to attract customers, retain customers, and then realize the re-monetization of traffic. In the process of connecting scenarios mentioned above, customer attributes, behaviors, transactions and other data are effectively precipitated. Through intelligent analysis of data, existing enterprise service products can be continuously optimized, and the bank's data services can also be exported to the outside world. Help enterprises grow faster and better.
From this, it is not difficult to see that in the future, banks will need to build four key capabilities to participate in the competition in the ToB market:
Under scenario finance, rely on the complete ecological services provided by the scenario , will cover the closed loop of customers from corporate management, to business operations, to financial solutions. Customer loyalty will become higher and higher, and once customer habits are developed, customer transfer costs will also become higher. At the same time, after a period of operation, successful scenario finance can often establish a virtuous cycle of continuous improvement and expansion. That is, the more complete the customer's scenario ecosystem, the richer the customer services provided, and the aggregated customers will become more and more The more, the higher the customer experience and loyalty will be.
Scenario is a bridge between banks and enterprises. The second half of the bank's transformation has arrived as scheduled, and whoever succeeds will conquer the world!
Text/ThoughtWorks Xia Yin