[Report] Business Intelligence in Retail Banking Market Research, Trends, Analysis TOC

Overview
- Catalyst
- Summary
Executive Summary
- Introduction
- Business Intelligence in Retail Banking (Market Focus)
- Business Intelligence in Retail Banking (Strategy Focus)
- Business Intelligence in Retail Banking (Technology Focus)
- Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)
Table of Contents
Table of figures
Table of tables
Business Intelligence in Retail Banking (Market Focus)
- Summary
- Introduction to the market brief
- Compliance requirement is keeping focus squarely on reporting and monitoring functionality
  - Need to retain accurate customer records and full transaction details
  - Pressure to implement advanced monitoring and measurement systems
  - Lack of comprehensive compliance strategy deteriorates the enterprise-wide visibility
- Sales and service effectiveness requires ability to predict customer requirements as well as fully understand customer relationship
  - Greater customer understanding requires detailed segmentation and analysis
  - Sales forces need to be able to offer a quicker and more accurate decision making process than its competition
  - Predictive bank to customer relationship entails coherent data for accurate and full customer analysis
- Strong management necessitates deep insight and control of banking operations
  - Improved business agility requires constant monitoring
  - Access to precise and reliable information enables accurate decision making processes
  - Banks must closer control their business relationships
Business Intelligence in Retail Banking (Strategy Focus)
- Summary
- Introduction to the strategy brief
- BI must be fully aligned with business processes
  - Business intelligence for revenue generation activities
  - Increasing use of performance measurements techniques
  - Business intelligence supporting financial visibility
  - Using business intelligence to fight fraudsters
  - Leveraging business intelligence to minimize risks
  - Achieving compliance requirements
- Ability to respond faster to customers, to regulators or to management generates need for real-time automation
Business Intelligence in Retail banking (Technology Focus)
- Summary
- The sourcing strategy must be aligned with needs and resources
  - Best-of-breed
  - Best-of-suite
  - It is a necessity to start BI projects with a proper data foundation
- Banks must develop a comprehensive end-to-end BI platform
  - BI tools are spreading out among various banking applications
  - End-to-end business intelligence platform becomes a necessity
- Banks require a consistent and standardized approach to developing an integrated and fully automated BI platform
  - Required architecture for automated delivery
  - End-to-end integration
  - Conclusion for vendors and banks
Business Intelligence Technology Spending through 2012 in Retail Banking (Databook)
- Introduction
- Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
- West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
- West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
- West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
- North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
- North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
- North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
- Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
- Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
- Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
- Asia & Pacific European Business Intelligence IT Spending, 2006-2012, by sources ($m)
- Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
- Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)
- Definitions: Sources
  - Internal
  - Hardware
  - Packaged software
  - Systems integration
  - Services
- Definitions: Solution areas
  - Customer intelligence
  - Performance management
  - Financial analysis
  - Fraud detection
  - Risk Management
  - Compliance
- Definitions: Geographies
- Methodology
APPENDIX
- Definitions
- Methodology
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
- List of Tables
  - Table 1: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
  - Table 2: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
  - Table 3: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Table 4: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Table 5: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
  - Table 6: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Table 7: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Table 8: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Table 9: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Table 10: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Table 11: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Table 12: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Table 13: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)
- List of Figures
  - Figure 1: What compliance and regulatory issues are driving increased IT expenditure in 2007?
  - Figure 2: Banks progressing towards a data driven customer service
  - Figure 3: Aligning BI solutions with business requirements
  - Figure 4: Business intelligence solution adoption within the retail banking industry, H1 2007
  - Figure 5: (Near) real time and no (near) real time requirements for business intelligence solution areas
  - Figure 6: Best-of-breed versus best-of-suite strategies and associated risks and rewards.
  - Figure 7: Business intelligence platform in retail banking
  - Figure 8: Example of a reporting tool - Operational dashboard delivered by Cognos (IBM)
  - Figure 9: Gathering, analysing and utilising data should be an automatic and continuous exercise
  - Figure 10: Global Business Intelligence IT Spending, 2006-2012, by regions ($m)
  - Figure 11: West European Business Intelligence IT Spending, 2006-2012, by countries ($m)
  - Figure 12: West European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Figure 13: West European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Figure 14: North American Business Intelligence IT Spending, 2006-2012, by countries ($m)
  - Figure 15: North American Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Figure 16: North American Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Figure 17: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Figure 18: Central and Eastern European Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Figure 19: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Figure 20: Asia & Pacific Business Intelligence IT Spending, 2006-2012, by sources ($m)
  - Figure 21: Middle East Business Intelligence IT Spending, 2006-2012, by solution areas ($m)
  - Figure 22: Middle East Business Intelligence IT Spending, 2006-2012, by sources ($m)

Business Intelligence in Retail Banking (Review Report)

Table of Contents