銀行服務中英文對照外文翻譯文獻銀行服務中英文對照外文翻譯文獻(文檔含英文原文和中文翻譯)Japan:BankServicesWithASmile?

Japan'sbanksarefocusingonahugeretailpush--asignthey'refitagain

PedestrianswanderingintoMTFGPlazainTokyo'shipShibuyadistrictcouldbeforgivenforthinkingtheyareabouttoenterachicboutique.ThebuildingwasdesignedbyanAmericanarchitectandfeaturesanultramodern,snow-whiteexteriorembeddedwiththinstripsofmulticoloredlights.Butinsteadofdesignerbrands,what'sforsaleisanarrayofhomeloans,mutualfunds,insurance,annuities,brokerageservices,andplainoldsavingsaccounts.Justaskattheconciergedesk.ThebankingsupermarketisoneofthefirstsignsofanewstrategicfocusonretailcustomersbyMitsubishiTokyoFinancialGroupInc.(MTF).SincetheremodeledbranchreopenedinDecember,ithaskeptitsrankasthebank'sbusiestinJapan.Whilefinancialone-stopshopsarenothingnewinmuchoftheindustrializedworld,theconceptisjustnowtakingrootinJapan,wherethebiggestbankshavetraditionallycateredtotheneedsofcorporateclientsattheexpenseofindividuals.Indeed,retailcustomershavelongbeensubjectedtounhelpfultellers,apoorselectionoffinancialproductsatuncompetitiverates,andautomatedtellermachinesthatshutdownafter6p.m.Butafterspendingthe1990sdiggingthemselvesoutofapileofbadloanstoJapanInc.,themajorbankshavesuddenlyseenthewisdomofemulatingtitanssuchasCitigroup(C)andHSBCHoldingsPLC(HBC),whichareworldleadersinretail."Ourfirstgoalistobethemostprofitableretailbankintheworld,"saysTetsuyaWada,adirectorinchargeofMTFG'sretailbankingbusiness."ThesecondistokeepthatNo.1positionforthenext50years."

Wada'sbravadoisaresultofMTFG'splantoexecutea$29billionfriendlymergerwithUFJHoldingsInc.,Japan'sfourth-largestbankandthebigbankmostfocusedonretailservices.AlthoughUFJhadtofightoffahostilecounterbidfromSumitomoMitsuiFinancialGroupInc.(SMFG),themergerisnowscheduledtobecompletedinOctober.ItwouldmakethenewMitsubishiUFJtheworld'slargestbank,with$630billioninassets.

ThebignewinvestmentinretailisonesignJapan'smajorbankshaveputmostoftheirtroublesbehindthem.Thelonghangoverfromnonperformingloansisallbutover.AsofDecember,MerrillLynch&Co.(MER)estimatesthebadloanratioatJapan'smajorbanksdroppedto3.8%,downfromapeakof8.4%in2002.Andaftersomeseriousbelt-tightening,Japanesebanksnowhavethelowestcostratiosinthedevelopedworld,accordingtoGoldman,Sachs&Co.(GS)Yetbankerscan'treverttotheoldwaysofdoingbusiness.Theirbestblue-chipclientsareawashincashandhavelessneedforloans,whiletroubledborrowershavebeencutofffromfreshlinesofeasycredit.What'smore,all-time-lowinterestratesinJapantranslateintopunyprofitmargins.

SAVINGSTOBESNAGGED

Sothebigbanks--MTFG,UFJ,SMFG,andMizuhoFinancialGroup--areinneedofanewbusinessmodel."It'saboutmargins,"saysJohnSequeira,apartneratBain&Co.inTokyo."Lendingtocorporatesisn'tagoodbusinesstobeinrightnow,soJapan'sbanksarelookingelsewhere."Wheretheyarelookingfirstisretailbanking.TheindustrygotsomehelpinDecemberfromthegovernment,whichrescindedregulationsthatforbadedirectsaleofstocksandbondstoretailbankcustomers.Thatcameontopofadecisionthreeyearsagotoallowbankstomarketinsuranceproductssuchasannuities.Thosereforms,plusgovernmentplanstoscalebackbankdepositinsuranceguaranteesstartingonApr.1,areexpectedtofreeupsomeofthe$13.5trillionofpersonalassetsinJapan,overhalfofwhichislockedupinlow-yield,long-termdeposits,muchofitinthepostalsavingssystem.

Standard&Poor's(MHP)estimatesthat,onaverage,retailbankingcontributesnomorethan30%oftotalprofitsatJapanesebanks,comparedwith70%atBankofAmericaCorp.(BAC).TheproportionforMitsubishiandUFJisjust15%,whichthemanagersofthecombinedgrouphopetoraiseto35%inthenextfewyears.AbigsteptowardthatistheMTFGPlazainTokyo,oneofnearly100suchbranches--outofatotalof712slatedtosurvivethemergerwithUFJ--thatthebankexpectstoopenacrossJapanby2007.Inside,eachissplitupintosectionsofferingdifferentservices,usuallyincludingacomfyloungeforprivatebankclientsandasatelliteofficeofMTFG'shousebroker,MitsubishiSecurities.

Evenbeforeunveilingtheremodeledbranches,thebankhadbeenturningitsgianthulltowardretail.In2002itformedMitsubishiSecurities,nowJapan'sfourth-largestbroker,throughthemergeroffoursecuritieshouses.Thebankalsohasmorethandoubledthesizeofitshomeloanbusinesssince2001,thanksinparttoahigh-profile"MeetMTFG"TVadcampaign.AndthebankwasthefirstinJapantoinstallbiometricATMmachinesthatscancustomerpalmstoprovideaccountaccess.MTFGchargescustomers$95toregisterforthepalm-scanningATMs,whichareanextrasecurityoptioninadditiontoPINnumbers.Lastyearitsearningsinretailbankingtotaledarespectable$902million."Whiletheseservicesareveryattractivetoourclients,theyarealsoveryprofitable,"saysWada.

MTFG'srivalshavebeenquicktorespondtoitsretailpush.MizuhohasopenedMizuhoInvestorsSecuritiesoutletsat31ofits528branchesandplanstoopen100.Mizuhoalsoacquireda4.92%stakeinNikkoCordialSecuritiesInc.inDecember,withwhichitmayseektomarketmorefinancialproducts.Meanwhile,SMFG--alreadytheleadingmarketerofannuities,privatepensions,andmortgages--hasbegunsellingforeignbondsatallitsbranches.AndSMFGisintalkswithDaiwaSecuritiesGroupInc.,Japan'sNo.2broker,aboutamerger.

NICENESSTRAINING

Ofcourse,remakingcorporateculturesthathavelongbeenlargelyindifferenttoindividualcustomerswon'tbeeasy.MTFGistransferring300employeesfromMitsubishiSecuritiestohelptrainbankemployeesinthebrokeragebusiness.Andithasalsosetupaninternal"retailacademy"which,amongotherthings,teachesstafftobenicertocustomers.Theacademy,whichhasalreadygraduatedsome1,500staffers,offersarangeofcoursesfromasingledaytoonedayaweekoverthreemonths.

Notallindustryobserversbelievethatblurringthelinebetweenbanksandotherfinancialcompaniesissuchawisemove.Theysaybanksriskoverreachingastheyrushtobeallthingstoallcustomers.AndtheymayhavetroublebeatingestablishedbrokeragessuchasNomuraSecuritiesCo.attheirowngame."It'shardtoseethesynergiesfrombanking,thebrokeragebusiness,andinsurance,"saysYoshinobuYamada,ananalystatMerrillLynchJapanSecuritiesCo.(MER)inTokyo."Theone-stopshopisn'ttheanswer."

Moreover,arealcommitmenttoretailbankingwillrequireexpensivenewinvestment.GoldmanSachsestimatesMitsubishiUFJwouldhavetodoubleitsworkforce,to96,236,ifitwantstoprovidethelevelofservicetoretailcustomersroutinelyprovidedbybankssuchasHSBC."Whatthebankstalkaboutsoundsallgoodandwellintheory,butseriousimplementationwouldrequiresignificantinvestmentinbranchesandpeople,"saysDavidAtkinson,ananalystatGoldmanSachsinTokyo.

WhetherJapan'sBigThreecanreinventthemselvesasprofitablefull-servicefinancialsupermarketsremainstobeseen.Still,ashifttowardmoreprofit-drivengrowth,evenifitisabitawkward,signalstheendofalong,painfulperiodofretrenchmentforJapan'sbanks.

日本：微笑著銀行服務？日本銀行正專注于一個巨大的零售推-一個適合他們再次簽署

行人進入廣場游蕩東京三菱金融集團在東京澀谷區的臀部可以原諒的思維，他們即將進入一個別致的精品。該建筑的設計是由美國建筑師設計，并配備了超現代的，雪白的外觀與五彩燈光嵌入細條狀。而是一個家庭貸款，共同基金，保險，養老金，經紀服務，和普通的儲蓄賬戶陣列，而不是舊的設計師品牌，有什么可以轉讓的。B問服務臺。銀行超市是一個新的零售客戶的戰略重點由三菱東京金融集團（MTF）的第一個標志之一。由于十二月重新開放了改造分支，它保留了其列為該銀行在日本最繁忙的。

雖然金融一站式服務是在工業化世界許多新鮮事，這個概念是剛才參加在日本，最大的銀行在傳統上迎合個人的開支，企業客戶的需求的根源。事實上，零售客戶長期受到無益的出納員，一個沒有競爭力的金融產品在利率差的選擇，即自動關閉后，于下午6時后，花費了20世紀90年代不良貸款一堆自己挖了日本股價下跌取款機，各大銀行也突然看到了模仿，如花旗集團（C）和匯豐控股（HBC）的，這是世界各國領導人在零售巨頭的智慧。“我們的首要目標是成為世界上最賺錢的零售銀行”，和田哲也說，一個在東京三菱金融集團的零售銀行業務主管董事。“第二個是保持在未來50年中第一的位置。”世界反興奮劑機構虛張聲勢是東京三菱金融集團的計劃來執行290億美元與日聯控股公司，日本的第四大銀行和大銀行的大部分零售服務為重點的友好合并的結果。雖然日聯不得不擊退來自三井住友金融集團（三井住友）的敵意競購，合并現定在10月份完成。這將使新的三菱UFJ世界上最大的銀行，$630億美元的資產。

大零售新的投資是一個跡象，日本的各大銀行紛紛把他們的背后最麻煩。從不良貸款的長期后遺癥幾乎是結束了。截至12月，美林公司（MER）的估計，在日本主要銀行的不良貸款率下降到3.8％，低于2002年8.4％的高峰。之后一些嚴重緊縮，日本銀行現在在發達國家中最低的成本比率，根據高盛公司（GS）的銀行家但無法恢復到做生意的舊方式。他們最好的藍籌股客戶現金充裕，貸款需求較少，而陷入困境的借款人已被切斷信貸寬松新鮮線關閉。更何況，在日本的所有時間的低利率轉化為微不足道的利潤空間。

可節省陷入僵局

因此，大銀行-東京三菱金融集團，UFJ銀行，三井住友和瑞穗金融集團-是在一個新的商業模式的需要。“它是關于利潤的，”約翰說Sequeira，在貝恩咨詢公司合伙人在東京。“向企業貸款是不是一個好的業務可以在現在，所以日本的銀行正在尋找其他地方。”當他們正在尋找第一個是零售銀行業務。該行業得到了政府在十二月份，其中廢止法規禁止的股票和債券直接銷售給零售銀行客戶一些幫助。來到這對三年前決定前，允許銀行市場，如年金保險產品。這些改革，加上政府計劃縮減銀行存款保險保證在4月1日開始，預計將在日本釋放美元的個人資產13.5萬億一些，其中一半以上被鎖定在低收益率，長期存款，其中大部分在郵政儲蓄系統。

標準普爾（MHP）的估計，平均而言，零售銀行業務貢獻不超過總數的30％的利潤在日本的銀行，比70美國銀行（BAC）的％。三菱與UFJ的比例只有15％，其中合并后的集團的經理們提出希望在未來數年的35％。一大步，是東京三菱東京廣場，近100家分行對的-出了712預定生存與日聯的合并總計-該銀行預計，到2007年在日本公開賽。在內部，每一個被劃分成不同的服務提供，通常包括一個私人銀行客戶舒適的休息室和一個三菱東京的家經紀公司，三