This report*** is divided into five parts. The first part objectively analyzes the current situation of China's consumer finance market, including the macro background, changes in market supply and demand, policy drivers, the scale of mobile users, the future market space and other basic information; the second part mainly describes the definition of digitization, the goal of digital transformation of consumer finance business and the digitalization of consumer finance business evaluation index system; the third part mainly presents and analyzes the results of the research data oriented to the five major indicators. The third part presents and analyzes the results of the research data for five major indicators, including institutional research, consumer research, and third-party data monitoring; the fourth part focuses on the excellent cases of some banking institutions in the digital transformation of consumer finance; and the fifth part is the summary of the research and suggestions for the development of digitalization of consumer finance business.
The report is 154 pages long, and only part of the report is shown due to space constraints.
See the end of this article for the full report
Table of Contents
Chapter 1: China's Consumer Finance Industry Enters a Period of Stable Growth
1.1 The Good Operation of the National Economy Lays the Foundation for the Development of Industry
1.2 Improved regulation drives the standardized development of the consumer finance market
1.3 The scale of consumer finance mobile users continues to grow
1.4 The market has room for growth of nearly 11 trillion yuan in the next five years
Chapter 2: Evaluation of the Digitization Situation of Consumer Finance Business
2.1 Definition of Digitization and Objectives of Digital Transformation
2.2 Evaluation Indicator System of Digitization of Consumer Finance Business
2.3 Evaluation of Digitization of Consumer Finance Business
2.3.1 Overall Evaluation Results of Digitization of Consumer Finance Business
2.3.2 Evaluation Results of the Indicators of Five Dimensions of Digitization of Consumer Finance Business
Chapter Three. p> Chapter 3: Research on Digital Transformation of Consumer Finance Business3.1 Consumer Finance User Profile
3.1.1 Nearly 60% of users in Tier 1 and Tier 2 cities, with incomes in the range of 5,000 to 10,000 yuan
3.1.2 Digital users are predominantly young, with more than 80% of users under the age of 35
3.2 Digital technology strategy layout and resource investment
3.2.1 Banks continue to increase investment in technology
3.2.2 The strategic layout of digital technology has become deeper.
3.2.2.1 75% of surveyed institutions have set strategic goals for digital transformation
3.2.2.2 The business situation is clearly differentiated, and digitalization is still facing challenges
3.2.3 Digital technology strategies and practices of some institutions
3.2.3.1 Digitalization strategies and financial technology innovation practices of national banks
3.2.3.1 National banks' digitalization strategies and financial technology innovation practices
3.2.3.1 Banks' digitalization strategies and financial technology innovation practices. > 3.2.3.2 Digitalization Strategy and Fintech Innovation Practices of Regional Banks
3.3 Digital Products and User Evaluations
3.3.1 Rich Variety of Consumer Finance Products
3.3.2 Users' Favorite Evaluations of the Products
3.3.3 Users' Perceptions of the Products on the Mobile Side
3.3. 3.1 More than 70% of users commonly use APP to get services
3.3.3.2 Checking and repaying accounts is the most commonly used function of WeChat Bank
3.3.4 Users' brand impression of the product
3.4 Business process digitization and users' evaluation
3.4.1 Digitization of consumer finance business processes in banks and other institutions
3.4.1.1 Online service channels have become a standard feature and an important position for customer acquisition
3.4.1.2 Actively exploring digital risk control technology to intelligently improve service efficiency
3.4.2 Business process digitization has reshaped the consumer's perception of the experience
3.4.2.1 More than 9 users have successfully completed their credit evaluation online
3.4. 2.2.2 Nearly 7 users rated the efficiency of online processing at 8 points or above
3.4.2.3 More than 80% of users understand that cashing out will reduce their credit limit
3.4.2.4 More than 6 users have successfully allowed users to make repayments through mobile banking
3.4.2.5 Mobile has become an important channel for consumers to use consumer financial services
3.5 Scenario Ecological construction and user evaluation
3.5.1 Banks and other institutions continue to broaden the ecological layout of digital scenes of consumer finance
3.5.1.1 Dining and shopping are currently the focus of the ecological layout of digital scenes
3.5.1.2 Scenario-based digital marketing to help customer acquisition and customer acquisition
3.5.2 Multiple scenes and rich benefits further Enhance user consumption experience
3.5.2.1 Digital users' application penetration rate in travel, payment and other scenes exceeds 10%
3.5.2.2 Nearly 8 users are satisfied with the richness of the scene, with the evaluation focusing on the score of 9
3.5.2.3 Users' preference for SMS, WeChat, short videos and other online marketing reach methods
3.5.2.4 Rate Discounts are the most attractive marketing strategy
3.6 User Satisfaction with Products and Services
3.6.1 Nearly 7 users rated their satisfaction with the products at 8 or above
3.6.2 More than 60% of users rated their satisfaction with the services at 8 or above
3.6.3 Overall user satisfaction is centered on the range of 7-9
3.6.4 More than 60% of users rated the services at 8 or above
3.6.5 Users prefer SMS, WeChat, short videos and other online marketing reach methods. p> 3.6.4 More than 8 successful users are willing to recommend others to use the service
3.7 Fulfillment of Social Responsibility
3.7.1 Continuously carry out public welfare activities and proactively take on social responsibility
3.7.2 Actively develop green finance to help realize the dual-carbon goal
3.7.3 Construct a talent cultivation system and strengthen the humanistic care of the employees
All the users are satisfied with the service.
Chapter 4 Excellent Cases
4.1 ICBC: Promoting the strategy of "the first personal finance bank" and establishing a digital eco-operation system
4.2 China Construction Bank: Strengthening the construction of technological innovation capacity and enhancing the quality of digital operation
4.3 ICBC: Strengthening the construction of technological innovation capacity and enhancing the quality of digital operation
4.6 Guangzhou Bank: customer management and channel innovation, to create a boutique digital bank
4.7 Centaline Bank: technology-enabled customer acquisition and risk control, credit card business growth against the trend
4.8 Shengjing Bank: firm position of the "Citizen's Bank", to provide the best service to the public. Digital risk control protects the business
4.12 Bank of Qilu: Agile organization model, practice "small and beautiful" digital transformation
4.13 Changan Bank: digital operation helps to overtake the curve, integration of regional culture to build special products
4.14 Lanzhou Bank:
Chapter 5: Recommendations for the Digital Development of Consumer Finance Business
5.1 Consumer Finance Digital Transformation Research Findings
5.1.1 National Banks' Strategic Characteristics are Distinctive, and Regional Banks' Strategic Objectives Need to be Fine-tuned
5.1.2 Digital Products Have Not Yet Formed a Scale, and Institutions are Focusing on Mobile product construction
5.1.3 Differences in the degree of digitization of business processes, but the pace of transformation in the field of risk control is relatively fast
5.1.4 The degree of openness of the scenario ecosystem is relatively high, and the construction of a comprehensive open bank has a long way to go
5.1.5 Institutions have gained recognition from users for their digital transformation, and the results of customer-centricity have begun to show
5.1.6 The shortage of talent is one of the bottlenecks in digital transformation. Talent shortage is one of the bottlenecks in digital transformation, and institutions tend to focus on internal cultivation
5.1.7 Institutions actively undertake social responsibility, and feed the development of society with the results of digital transformation
5.2 Suggestions for the digital development of consumer finance
5.2.1 Dismantle the goals of the digital strategy, and comprehensively promote the transformation of the practice
5.2.2 Create digital products, and strengthen the user brand. 5.2.2 Create digital products to strengthen users' brand perception
5.2.3 Refine and stratify target groups, and efficiently reach digital marketing
5.2.4 Accelerate the integration of science and technology with the business, and effectively improve the customer experience
5.2.5 Increase the penetration rate of the digital scene, and explore forward-looking layouts
5.2.6 Enhance the construction of the digital team, and set up a talent training system
5.2.6 Strengthen the digital team construction, and establish an effective and efficient digital marketing system.
Conclusion ...............................................................
Conclusion