CPG：2017年支付策略调查报告(英文版)(36页)（36页）.pdf

1、2017 PAYMENTS STRATEGY SURVEY 2017 Payments Strategy Survey | 2 Table of Contents Executive Summary .3 Forces of Change .4 Call to Action .9 Major Survey Findings .10 Major Differences Among Institutions .29 Preparedness Assessment .34 Recommendations .35 Conclusion .36 2017 Capital Performance Grou

2、p and American Bankers Association 2017 Payments Strategy Survey | 3 Executive Summary New technologies, changing customer expectations, and new competitors are combining to make consumer and commercial payments one of the most dynamic areas of financial services. The field is one that banks have hi

3、storically dominated even as threats to the industrys control were visible 20 years ago; however, the threats are even more apparent and real today. The magnitude of change occurring in payments means that payments must be a top strategic priority if banks are to maintain their leadership in this sp

4、ace. An assessment of the banking industrys preparedness to respond to the transformational changes that are occurring in payments presents a mixed picture. Collectively, the industry has taken some major steps to address these challenges and segments of the industry have also taken important steps

5、to adapt to the new environment. Yet many institutions are insufficiently prepared. The ability of banks to compete successfully in the rapidly evolving world of digital payments is characterized by several shortcomings. These include a lack of formalized strategic plans, complicated governance appr

6、oaches to payments, failure to adopt new technologies or to establish partnerships with nonbank competitors that offer new payments services that customers desire. These challenges must be addressed if banks are to retain their central roles in the evolving world of digital payments. 2017 Payments S