銀行服務(wù)中英文對照外文翻譯文獻(xiàn)

銀行服務(wù)中英文對照外文翻譯文獻(xiàn)銀行服務(wù)中英文對照外文翻譯文獻(xiàn)(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(wù)？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(jìn)入廣場游蕩東京三菱金融集團(tuán)在東京澀谷區(qū)的臀部可以原諒的思維，他們即將進(jìn)入一個別致的精品。該建筑的設(shè)計是由美國建筑師設(shè)計，并配備了超現(xiàn)代的，雪白的外觀與五彩燈光嵌入細(xì)條狀。而是一個家庭貸款，共同基金，保險，養(yǎng)老金，經(jīng)紀(jì)服務(wù)，和普通的儲蓄賬戶陣列，而不是舊的設(shè)計師品牌，有什么可以轉(zhuǎn)讓的。B問服務(wù)臺。銀行超市是一個新的零售客戶的戰(zhàn)略重點由三菱東京金融集團(tuán)（MTF）的第一個標(biāo)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(wù)是在工業(yè)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(tǒng)上迎合個人的開支，企業(yè)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(chǎn)品在利率差的選擇，即自動關(guān)閉后，于下午6時后，花費了20世紀(jì)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(tuán)（C）和匯豐控股（HBC）的，這是世界各國領(lǐng)導(dǎo)人在零售巨頭的智慧?！拔覀兊氖滓繕?biāo)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(tuán)的零售銀行業(yè)務(wù)主管董事?！暗诙€是保持在未來50年中第一的位置。”世界反興奮劑機構(gòu)虛張聲勢是東京三菱金融集團(tuán)的計劃來執(zhí)行290億美元與日聯(lián)控股公司，日本的第四大銀行和大銀行的大部分零售服務(wù)為重點的友好合并的結(jié)果。雖然日聯(lián)不得不擊退來自三井住友金融集團(tuán)（三井住友）的敵意競購，合并現(xiàn)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(chǎn)。

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(jié)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(yán)重緊縮，日本銀行現(xiàn)在在發(fā)達(dá)國家中最低的成本比率，根據(jù)高盛公司（GS）的銀行家但無法恢復(fù)到做生意的舊方式。他們最好的藍(lán)籌股客戶現(xiàn)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(guān)閉。更何況，在日本的所有時間的低利率轉(zhuǎn)化為微不足道的利潤空間。

可節(jié)省陷入僵局

因此，大銀行-東京三菱金融集團(tuán)，UFJ銀行，三井住友和瑞穗金融集團(tuán)-是在一個新的商業(yè)模式的需要。“它是關(guān)于利潤的，”約翰說Sequeira，在貝恩咨詢公司合伙人在東京?！跋蚱髽I(yè)貸款是不是一個好的業(yè)務(wù)可以在現(xiàn)在，所以日本的銀行正在尋找其他地方?！碑?dāng)他們正在尋找第一個是零售銀行業(yè)務(wù)。該行業(yè)得到了政府在十二月份，其中廢止法規(guī)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(chǎn)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(yù)計將在日本釋放美元的個人資產(chǎn)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(tǒng)。

標(biāo)準(zhǔn)普爾（MHP）的估計，平均而言，零售銀行業(yè)務(wù)貢獻(xiàn)不超過總數(shù)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(tuán)的經(jīng)理們提出希望在未來數(shù)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(yù)定生存與日聯(lián)的合并總計-該銀行預(yù)計，到2007年在日本公開賽。在內(nèi)部，每一個被劃分成不同的服務(wù)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(jīng)紀(jì)公司，三