波士顿：2015年全球支付研究报告(英文 31 页)

GLOBAL PAYMENTS 2015

The payments and transaction-banking businesses are evolving at a dizzying pace. The advance of digital technology, the  entry of nontraditional players with compelling value propositions, and changing preferences in the way consumers pay for goods and services in their everyday lives have considerably disrupted the industry landscape.

Which direction will consumer payment habits take in the future? How fast will people and businesses adopt the latest digital technolo-gy and leave traditional payment methods behind? How can banks not only handle the arrival of new digital players but also use their own vast infrastructure and customer knowledge to remain competi-tive in the shifting market climate? Will joining forces with nontradi-tional players, rather than treating them as adversaries, prove to be a more profitable path forward? These are among the most pressing questions of the moment.

One industry characteristic that has not changed is that payments and transaction-banking businesses remain critical elements of the bank-ing industry and the global financial-services landscape. Because they are a critical source of reliable revenues and a linchpin of customer re-lationships and loyalty, their importance will continue to grow. But competition will intensify. In order to stand out in a very crowded field, payments players must differentiate themselves digitally, refine their customer-centric strategies, and raise their execution skills. Above all, they must listen to the customer’s voice and react accordingly.

In this thirteenth edition of The Boston Consulting Group’s Global Payments report, we offer a comprehensive regional overview of the industry. We then discuss the findings of a recent BCG survey of near-ly 5,500 consumers in four countries—France, Germany, the U.K., and the U.S.—that we conducted with three goals in mind: discovering why the adoption of digital payments has been relatively slow to date; identifying current consumer needs, preferences, and pain points in payments; and formulating the actions that banks can take to unlock the potential of consumer digital payments. Finally, we take a detailed look at the wholesale transaction-banking industry, specifically focus-ing on how banks can beef up the treasury and trade services that they provide to their clients. In preparing this report, we have for the fourth consecutive year collaborated with SWIFT, the global provider of secure financial-messaging services.

This year also marks the second edition of BCG’s Global Payments Model Interactive, available on bcgperspectives.com, which explores how regions and segments of the payments market will shift from year-end 2014 through 2024. This feature provides extensive global detail, including interactive charts on the volume and value of non-cash transactions as well as on revenues.

In the Global Payments model, payments revenues include direct and indirect revenues generated by noncash payment services (excluding interbank transfers). They are the sum of the following:

 Account revenues: spread income on current account balances (also known as checking or demand-deposit accounts) and account maintenance fees

 Transaction revenues: transaction-specific revenues on cards

(interchange fees, merchant acquiring fees, and currency conver-sion fees for cross-border card transactions); fees per transaction on a percentage or fixed basis for noncard payment types; fees for overdrafts and nonsufficient funds; and monthly or annual card membership fees

 Credit card spread (net interest income) and penalty fees

Retail payments are transactions initiated by consumers, and whole-sale payments are transactions initiated by businesses or govern-ments. 

As always, our aim in Global Payments 2015: Listening to the Customer’s Voice is to provide institutions that are active in the payments and transaction-banking businesses with a clear understanding of the  fundamental changes shaping the industry, as well as to offer recom-mendations on which specific actions should be taken by various types of players in order to achieve or maintain market-leading posi-tions. Today more than ever, no institution can afford to stand pat.

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