埃森哲：COVID-19：银行如何管理业务影响 - 埃森哲（英文版）.pdf

1、NOWNEXTCovid-19:WhattoDoNow,WhattoDoNext RESPONDING TOCOVID-19 Anopenlettertoretailand commercial bankingCEOs Wereallinthistogether By now most banks are in full business continuity mode and youre addressing the immediate challenges of protectingyourstafffrominfectionwhileprovidingmuch neededservice

2、stoyourcustomers. Banks can obviously not be bystanders as this crisis develops.Weallneedtobeactiveparticipantsanddo whatever we can to help consumers and businesses weather the storm. While a challenging situation, this is also an opportunity for banks to show that they understand theircustomerspli

3、ghtandarecommitted to supportingthemthroughthecrisis.Theupside of thesedifficult circumstancesis that they canbeusedto buildstronger,enduring, trust-based relationships withcustomers. 2COVID-19: Open letter to retail and commercial banking CEOs While the focus of banks efforts should be short-term,

4、this crisis may very well accelerate many trends that were already reshaping the banking industry.Itsquitepossiblethattherewillbenoreturnto“businessasusual”. So, while short-term responses are clearly necessary, they may (and often should)layafoundationforlonger-termbusinessmodelchanges. Astheindust

5、ryreacts,itcannotallowtheperfecttobetheenemyofthegood. Numerous Accenture clients have immediately announced paymentholidays forloans, resultingincallcentersbeingoverwhelmed. Thetriageofissueswas difficultforunder-trainedstaff,andtherewasalotof confusion.Butweagree withthecalculusofourclients:itwasm

6、oreimportant to quickly signal the banks intent to be supportive partners and display empathy,thantoworry aboutgettingallthedetailssortedoutbeforesetting customers minds atease. Thesebanksadopted the approach to a crisis that is often taught to leaders in themilitary:beclearabouttheintent,setadirect