Internet Business Solutions Group

Survey Report Analysis: Winning the Battle for the Wealthy Investor: New Cisco IBSG Study Uncovers Significant Opportunity To Address Needs of Wealthy Under-50 Investors
This report provides in-depth analysis of a recent Cisco study of 1,000 wealthy U.S. investors to understand their attitudes toward investing in today’s challenging economic environment; their relationships with financial advisers; their use of technology; and how they prefer to interact with financial services firms and advisers.

Winning the Battle for the Wealthy Investor: New Cisco IBSG Study Uncovers Significant Opportunity To Address Needs of Wealthy Under-50 Investors
Cisco IBSG recently sought the perspective of 1,000 of financial services firms' wealthiest, most valuable clients. This point-of-view highlights how technology-enabled interactions are key to banks attracting and retaining this critical customer segment.
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2011: Positioning for Future Competitiveness in Retail Banking
The global macroeconomic situation has presented the financial services (FS) industry with a myriad of challenges over the last few years. As the industry prepares to enter 2011, the financial services landscape will continue to pose many interesting challenges to FS players. As a result, most banks are reviewing the strategy they should adopt to ensure future competitiveness.

Transforming the Insurance Industry To Increase Customer Relevance
Given the challenges insurance companies face today from heightened consumer expectations, new market entrants and niche players, powerful demographic shifts, and advances in technology, it is important for executives to think seriously about transforming their companies’ centuries-old business models to become more relevant to their customers.

Young Consumers Transforming Retail Banking (Jörgen Ericsson and Philip Farah VoD)
Young Consumers Transforming Retail Banking
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Top 10 Reasons Young Consumers Will Transform Retail Banking
Top 10 Reasons Young Consumers Will Transform Retail Banking

The Next Growth Opportunity for Banks
How the post-crisis financial needs of younger consumers will transform retail banking services.

Next-gen Web: Tools for Building Strong Customer Relationships in Retail Banking
Examine technologies that constitute the Next-generation Web, and how these capabilities play out in the real world of retail banking. In this paper, IBSG discuss next steps banks can take to use Web 2.0 technologies to differentiate themselves in the market, retain customers, attract new ones, and protect and extend competitiveness.

Enabling Connected Commerce: Banks Can Compete More Effectively by Supporting Shopping Preferences of Connected Consumers
Learn how connected consumers behaviors and perceptions are changing relative to shopping and payments. Cisco IBSG launches a survey whose findings provide a roadmap for banks to evaluate their current competitive position as well as recommendations for creating new channels for revenue in today’s severe economic downturn.

Retail banks have to deal with regulations cutting into traditional revenue streams, a backlog of delinquent loans, and fewer mega-merger opportunities. Growth will depend on banks' ability to provide a differentiated value proposition to high-value / high-potential segments (e.g., HNW, mass-affluent, Gen Y) and to capture next-generation opportunities in payments, while taking advantage of productivity-enabling technologies in order to "save to invest."

A soft economy, high unemployment rates, unabated underwriting capacity, and low interest rates have created pressures on volumes, premiums, and investment revenues for P&C and life insurers. In this environment, customer-centric strategies (e.g., targeted to baby boomers with unaddressed retirement needs), new distribution models to improve competitive standing with brokers /distributors, and productivity plays (e.g., shared services, offshoring) will be essential to improve profitability.

In the highly volatile, highly regulated environment that characterizes the post-recession capital markets, firms are looking for ways to better manage risks, improve operational efficiencies, and strengthen client relationships. High-performance trading, improved risk management and reporting capabilities, increased reliance on shared services (possibly sourced in the cloud), and next-generation approaches to internal and client-facing communications will constitute key drivers of competitive advantage.