银行服务中英文对照外文翻译文献

银行服务中英文对照外文翻译文献银行服务中英文对照外文翻译文献(文档含英文原文和中文翻译)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：微笑着银行服务？日本银行正专注于一个巨大的零售推-一个适合他们再次签署

行人进入广场游荡东京三菱金融集团在东京涩谷区的臀部可以原谅的思维，他们即将进入一个别致的精品。该建筑的设计是由美国建筑师设计，并配备了超现代的，雪白的外观与五彩灯光嵌入细条状。而是一个家庭贷款，共同基金，保险，养老金，经纪服务，和普通的储蓄账户阵列，而不是旧的设计师品牌，有什么可以转让的。B问服务台。银行超市是一个新的零售客户的战略重点由三菱东京金融集团（MTF）的第一个标志之一。由于十二月重新开放了改造分支，它保留了其列为该银行在日本最繁忙的。

虽然金融一站式服务是在工业化世界许多新鲜事，这个概念是刚才参加在日本，最大的银行在传统上迎合个人的开支，企业客户的需求的根源。事实上，零售客户长期受到无益的出纳员，一个没有竞争力的金融产品在利率差的选择，即自动关闭后，于下午6时后，花费了20世纪90年代不良贷款一堆自己挖了日本股价下跌取款机，各大银行也突然看到了模仿，如花旗集团（C）和汇丰控股（HBC）的，这是世界各国领导人在零售巨头的智慧。“我们的首要目标是成为世界上最赚钱的零售银行”，和田哲也说，一个在东京三菱金融集团的零售银行业务主管董事。“第二个是保持在未来50年中第一的位置。”世界反兴奋剂机构虚张声势是东京三菱金融集团的计划来执行290亿美元与日联控股公司，日本的第四大银行和大银行的大部分零售服务为重点的友好合并的结果。虽然日联不得不击退来自三井住友金融集团（三井住友）的敌意竞购，合并现定在10月份完成。这将使新的三菱UFJ世界上最大的银行，$630亿美元的资产。

大零售新的投资是一个迹象，日本的各大银行纷纷把他们的背后最麻烦。从不良贷款的长期后遗症几乎是结束了。截至12月，美林公司（MER）的估计，在日本主要银行的不良贷款率下降到3.8％，低于2002年8.4％的高峰。之后一些严重紧缩，日本银行现在在发达国家中最低的成本比率，根据高盛公司（GS）的银行家但无法恢复到做生意的旧方式。他们最好的蓝筹股客户现金充裕，贷款需求较少，而陷入困境的借款人已被切断信贷宽松新鲜线关闭。更何况，在日本的所有时间的低利率转化为微不足道的利润空间。

可节省陷入僵局

因此，大银行-东京三菱金融集团，UFJ银行，三井住友和瑞穗金融集团-是在一个新的商业模式的需要。“它是关于利润的，”约翰说Sequeira，在贝恩咨询公司合伙人在东京。“向企业贷款是不是一个好的业务可以在现在，所以日本的银行正在寻找其他地方。”当他们正在寻找第一个是零售银行业务。该行业得到了政府在十二月份，其中废止法规禁止的股票和债券直接销售给零售银行客户一些帮助。来到这对三年前决定前，允许银行市场，如年金保险产品。这些改革，加上政府计划缩减银行存款保险保证在4月1日开始，预计将在日本释放美元的个人资产13.5万亿一些，其中一半以上被锁定在低收益率，长期存款，其中大部分在邮政储蓄系统。

标准普尔（MHP）的估计，平均而言，零售银行业务贡献不超过总数的30％的利润在日本的银行，比70美国银行（BAC）的％。三菱与UFJ的比例只有15％，其中合并后的集团的经理们提出希望在未来数年的35％。一大步，是东京三菱东京广场，近100家分行对的-出了712预定生存与日联的合并总计-该银行预计，到2007年在日本公开赛。在内部，每一个被划分成不同的服务提供，通常包括一个私人银行客户舒适的休息室和一个三菱东京的家经纪公司，三