缩减银行服务中英文对照外文翻译文献

2021年1月22日发(作者：blight)
银行服务中英文对照外文翻译文献


银行服务中英文对照外文翻译文献




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文档含英文原文和中文翻译
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银行服务中英文对照外文翻译文献

Japan: Bank Services With A Smile?


Japan's banks are focusing on a huge retail push -- a sign they're fit
again



Pedestrians wandering into MTFG Plaza in Tokyo's hip Shibuya district could
be forgiven for thinking they are about to enter a chic boutique. The building
was designed by an American architect and features an ultramodern,
snow-white exterior embedded with thin strips of multicolored lights. But
instead of designer brands, what's for sale is an array of home loans, mutual
funds, insurance, annuities, brokerage services, and plain old savings
accounts. Just ask at the concierge desk. The banking supermarket is one of
the first signs of a new strategic focus on retail customers by Mitsubishi Tokyo
Financial Group Inc. (
MTF
). Since the remodeled branch reopened in
December, it has kept its rank as the bank's busiest in Japan.

While financial one-stop shops are nothing new in much of the industrialized
world, the concept is just now taking root in Japan, where the biggest banks
have traditionally catered to the needs of corporate clients at the expense of
individuals.
Indeed,
retail
customers
have
long
been
subjected
to
unhelpful
tellers,
a
poor
selection
of
financial
products
at
uncompetitive
rates,
and
automated teller machines that shut down after 6 p.m. But after spending the
1990s digging themselves out of a pile of bad loans to Japan Inc., the major
banks have suddenly seen the wisdom of emulating titans such as Citigroup
(
C
) and HSBC Holdings PLC (
HBC
), which are world leaders in retail.
first
goal is to
be
the most
profitable
retail
bank
in
the
world,
says
Tetsuya
Wada, a director in charge of MTFG's retail banking business.
to keep that No. 1 position for the next 50 years.
Wada's
bravado
is
a
result
of
MTFG's
plan
to
execute
a
$$29
billion
friendly
merger with UFJ Holdings Inc., Japan's fourth- largest bank and the big bank
most
focused
on
retail
services.
Although
UFJ
had
to
fight
off
a
hostile
银行服务中英文对照外文翻译文献

counterbid from Sumitomo Mitsui Financial Group Inc. (SMFG), the merger is
now scheduled to be completed in October. It would make the new Mitsubishi
UFJ the world's largest bank, with $$630 billion in assets.

The
big
new
investment
in
retail
is
one
sign
Japan's
major
banks
have
put
most
of
their
troubles
behind
them.
The
long
hangover
from
nonperforming
loans is all but over. As of December, Merrill Lynch & Co. (
MER
) estimates the
bad loan ratio at Japan's major banks dropped to 3.8%, down from a peak of
8.4%
in
2002.
And
after
some
serious
belt- tightening,
Japanese
banks
now
have
the
lowest
cost
ratios
in
the
developed
world,
according
to
Goldman,
Sachs & Co. (
GS
) Yet bankers can't revert to the old ways of doing business.
Their best blue-chip clients are awash in cash and have less need for loans,
while
troubled
borrowers
have
been
cut
off
from
fresh
lines
of
easy
credit.
What's
more,
all-time-low
interest
rates
in
Japan
translate
into
puny
profit
margins.
SAVINGS TO BE SNAGGED


So the big banks -- MTFG, UFJ, SMFG, and Mizuho Financial Group -- are in
need
of
a
new
business
model.

about
margins,
says
John
Sequeira,
a
partner at Bain & Co. in Tokyo.
be
in
right
now,
so
Japan's
banks
are
looking
elsewhere.
Where
they
are
looking first is retail banking. The industry got some help in December from the
government, which rescinded regulations that forbade direct sale of stocks and
bonds to retail bank customers. That came on top of a decision three years
ago
to
allow
banks
to
market
insurance
products
such
as
annuities.
Those
reforms,
plus
government
plans
to
scale
back
bank
deposit
insurance
guarantees starting on Apr. 1, are expected to free up some of the $$13.5 trillion
of
personal
assets
in
Japan,
over
half
of
which
is
locked
up
in
low-yield,
long-term deposits, much of it in the postal savings system.

Standard
&
Poor's
(
MHP

)
estimates
that,
on
average,
retail
banking
银行服务中英文对照外文翻译文献

contributes
no more
than 30%
of total profits
at
Japanese
banks, compared
with 70% at Bank of America Corp. (
BAC
). The proportion for Mitsubishi and
UFJ is just 15%, which the managers of the combined group hope to raise to
35% in the next few years. A big step toward that is the MTFG Plaza in Tokyo,
one of nearly 100 such branches -- out of a total of 712 slated to survive the
merger with UFJ -- that the bank expects to open across Japan by 2007. Inside,
each
is
split
up
into
sections
offering
different
services,
usually
including
a
comfy lounge for private bank clients and a satellite office of MTFG's house
broker, Mitsubishi Securities.
Even before unveiling the remodeled branches, the bank had been turning its
giant
hull
toward
retail.
In
2002
it formed
Mitsubishi
Securities,
now
Japan's
fourth- largest broker, through the merger of four securities houses. The bank
also
has more than
doubled
the
size
of
its home
loan
business
since
2001,
thanks in part to a high-profile
was the first in Japan to install biometric ATM machines that scan customer
palms to provide account access. MTFG charges customers $$95 to register for
the palm-scanning ATMs, which are an extra security option in addition to PIN
numbers. Last
year its
earnings
in
retail
banking
totaled
a
respectable $$902
million.
very profitable,

MTFG's
rivals
have
been
quick
to
respond
to
its
retail
push.
Mizuho
has
opened Mizuho Investors Securities outlets at 31 of its 528 branches and plans
to open 100. Mizuho also acquired a 4.92% stake in Nikko Cordial Securities
Inc. in December, with which it may seek to market more financial products.
Meanwhile,
SMFG
--
already
the
leading
marketer
of
annuities,
private
pensions, and mortgages -- has begun selling foreign bonds at all its branches.
And SMFG is in talks with Daiwa Securities Group Inc., Japan's No. 2 broker,
about a merger.
NICENESS TRAINING


银行服务中英文对照外文翻译文献

Of course, remaking corporate cultures that have long been largely indifferent
to
individual
customers
won't
be
easy.
MTFG
is
transferring
300
employees
from
Mitsubishi
Securities
to
help
train
bank
employees
in
the
brokerage
business.
And
it
has
also
set
up
an
internal

academy
which,
among
other things, teaches staff to be nicer to customers. The academy, which has
already graduated some 1,500 staffers, offers a range of courses from a single
day to one day a week over three months.

Not
all
industry
observers
believe
that
blurring
the
line
between
banks
and
other
financial
companies
is
such
a
wise
move.
They
say
banks
risk
overreaching as they rush to be all things to all customers. And they may have
trouble beating established brokerages such as Nomura Securities Co. at their
own
game.

hard
to
see
the
synergies
from
banking,
the
brokerage
business,
and
insurance,
says
Yoshinobu
Yamada,
an
analyst
at
Merrill
Lynch
Japan
Securities
Co.
(
MER

)
in
Tokyo.

one-stop
shop
isn't
the
answer.
Moreover,
a
real
commitment
to
retail
banking
will
require
expensive
new
investment. Goldman Sachs estimates Mitsubishi UFJ would have to double
its
workforce,
to
96,236,
if
it
wants
to
provide
the
level
of
service
to
retail
customers routinely provided by banks such as HSBC.
about
sounds
all
good
and
well
in
theory,
but
serious
implementation
would
require significant investment in branches and people,
an analyst at Goldman Sachs in Tokyo.

Whether Japan's Big Three can reinvent themselves as profitable full-service
financial
supermarkets
remains
to
be
seen.
Still,
a
shift
toward
more
profit-driven
growth,
even
if
it
is
a
bit
awkward,
signals
the
end
of
a
long,
painful period of retrenchment for Japan's banks.