本文源引自Justin Estes发表于《The Financial Brand》2024年3月的文章，采用中英双语排版，由ImmersiveTranslate提供翻译支持。
正文：
Loyalty has become fleeting with financial providers proliferating and consumers increasingly shopping for the best deals. The result is “silent attrition,” as customer quietly shift their business to new providers, spreading their relationships across multiple institutions.
随着金融服务提供商的激增和消费者越来越多地购买最优惠的商品，忠诚度已变得转瞬即逝。结果是“无声消耗”，因为客户悄悄地将业务转移给新的提供商，将他们的关系分散到多个机构。
Consumers are increasingly dividing their banking and financial relationships among more and more providers, driven by proliferating options and attractive offers. How can traditional banks and credit unions fend off this behavior and nurture loyalty with their existing consumer base?
在不断增加的选择和有吸引力的报价的推动下，消费者越来越多地将他们的银行和金融关系分配给越来越多的提供商。传统银行和信用合作社如何抵御这种行为并培养现有消费者基础的忠诚度？
How can they counter the steady flow of third-party offers and enticements? When facing down digital-first competitors, what is the role of personal, human relationships? And how can employee incentives drive customer retention?
他们如何应对源源不断的第三方优惠和诱惑？当面对数字优先的竞争对手时，个人、人际关系的作用是什么？员工激励如何提高客户保留率？
Devesh Khare, chief product officer at MeridianLink, has some answers to those questions. Since joining MeridianLink, Mr. Khare has led portfolio and market expansions both organically and through acquisition, and has been integral in the launch and success of MeridianLink One. During his 16-year career, he has worked in product strategy across several industries, including fintech, health IT, and mobile commerce, and worked for a diverse set of companies including ADP, Amazon, and Broadcom
MeridianLink 首席产品官 Devesh Khare 对这些问题给出了一些答案。自加入 MeridianLink 以来，Khare 先生通过有机方式和收购领导了产品组合和市场扩张，并且在 MeridianLink One 的推出和成功中发挥了不可或缺的作用。在 16 年的职业生涯中，他从事过多个行业的产品战略工作，包括金融科技、健康 IT 和移动商务，并曾在 ADP、亚马逊和 Broadcom 等多家公司工作过
In a conversation with Jim Marous, founder and chief executive of the Digital Banking Report and co-publisher of The Financial Brand, Devesh discusses the strategies financial institutions can deploy to combat market fragmentation and secure lasting connections.
在与《数字银行报告》创始人兼首席执行官、《金融品牌》联合出版商 Jim Marous 的对话中，德韦什讨论了金融机构可以采取哪些策略来应对市场碎片化并确保持久的联系。
Q: How has the current competitive landscape radically degraded loyalty?
问：当前的竞争格局如何从根本上降低了忠诚度？
Devesh Khare: Today’s consumers face constant bombardment with attractive offers from challengers and fintech disruptors. This proliferation leads to “silent attrition” as customers readily open accounts with new entrants while still keeping their old relationships. Their business gets steadily diversified across an expanding array of vendors, progressively diluting loyalty.
Devesh Khare：当今的消费者不断面临来自挑战者和金融科技颠覆者的诱人优惠的轰炸。这种扩散导致了“无声消耗”，因为客户很容易在新进入者那里开设账户，同时仍然保持他们的旧关系。他们的业务在不断扩大的供应商范围内稳步多元化，逐渐削弱了忠诚度。
Q: Can you expand on the nature of silent attrition and what drives it?
问：您能否详细阐述一下无声消耗的本质及其驱动因素？
Khare: Historically, you maintained a primary checking account where all your transactions flowed through. You then added ancillary products like loans off of that core relationship. Because the bank held that primary account, they knew you and your financial profile intimately. So you trusted them when needs arose to provide additional relevant offerings with your best interests in mind.
Khare：从历史上看，您维护一个主要支票账户，您的所有交易都通过该账户进行。然后，您添加了辅助产品，例如基于该核心关系的贷款。由于银行持有该主要账户，因此他们非常了解您和您的财务状况。因此，当您需要时，您信任他们，他们会考虑到您的最佳利益，提供额外的相关产品。
This has now changed dramatically. Consumers see a plethora of external offers from competing providers. If the value proposition from their incumbent bank feels purely transactional rather than differentiated, customers don’t hesitate to shop around.
现在这种情况已经发生了巨大的变化。消费者会看到来自竞争提供商的大量外部报价。如果现有银行的价值主张纯粹是交易性的，而不是差异化的，那么客户会毫不犹豫地货比三家。
The proliferation of digital banking options greatly accelerates this fragmentation. Consumers expect seamless, integrated, personalized experiences comparable to those delivered by leading technology brands. If legacy institutions cannot evolve to provide these streamlined digital journeys, customers will readily turn to alternative competitors who can.
数字银行选项的激增极大地加速了这种碎片化。消费者期望获得与领先技术品牌所提供的无缝、集成、个性化的体验相媲美的体验。如果传统机构无法发展以提供这些简化的数字旅程，客户将很容易转向可以的替代竞争对手。
How Customer Data is Critical to Retaining Relationships
客户数据对于维持关系至关重要
Q: Given this dispersion of relationships, how can banks hope to rediscover relevance with consumers?
问：鉴于这种关系的分散，银行如何才能重新发现与消费者的相关性？
Khare: They must leverage data-driven insights to deliver highly personalized journeys that add tangible value. By harnessing transaction history, credit data, and other inputs allows banks to anticipate needs and proactively offer solutions tailored to each specific customer.
Khare：他们必须利用数据驱动的见解来提供高度个性化的旅程，从而增加有形的价值。通过利用交易历史、信用数据和其他输入，银行可以预测需求并主动提供针对每个特定客户的解决方案。
“Start by asking yourself who your target customer is and what experience do you want them to have.”
“首先问问自己，你的目标客户是谁，你希望他们拥有什么体验。”
Ultimately, it comes back to focusing on fundamentals. Start by asking yourself who your target customer is and what experience do you want them to have. Then, determine how you can use data and analytics to make that journey consistently seamless, contextualized, and relevant.
最终，还是回到关注基本面。首先问问自己你的目标客户是谁以及你希望他们拥有什么体验。然后，确定如何使用数据和分析来使这一旅程始终无缝、情境化和相关。
Q: Many banks seem to fear that a focus on digital necessarily comes at the expense of personal connections. Do you think this concern is valid?
问：许多银行似乎担心对数字化的关注必然会以牺牲个人关系为代价。您认为这种担忧有道理吗？
Khare: This idea reveals a misunderstanding of how to effectively harness digital capabilities. Implemented thoughtfully, additional digital touchpoints provide more opportunities to demonstrate relevance to customers and deepen satisfaction through frictionless experiences. By smoothing pain points and enabling self-service, you reinforce trust and loyalty.
Khare：这个想法揭示了对如何有效利用数字能力的误解。经过深思熟虑的实施，额外的数字接触点提供了更多机会来展示与客户的相关性，并通过无摩擦的体验加深满意度。通过消除痛点和启用自助服务，您可以增强信任和忠诚度。
Critically, the human element remains essential even in a digitally transformed institution. Generic fintech disruptors simply cannot match the level of human empathy, relationship-building, and problem resolution made possible by knowledgeable branch staff. The goal should be designing integrated journeys that leverage the best of both worlds. Banks need to learn how to measure beyond superficial intent signals like NPS.
至关重要的是，即使在数字化转型的机构中，人的因素仍然至关重要。一般的金融科技颠覆者根本无法与知识渊博的分支机构员工所实现的人类同理心、关系建设和问题解决水平相媲美。目标应该是设计综合旅程，充分利用两个世界的优点。银行需要学习如何衡量 NPS 等表面意图信号之外的因素。
Why NPS is Actually a Poor Predictor of Loyalty
为什么 NPS 实际上不能很好地预测忠诚度
Q: On that note, why do you feel generic NPS surveys fail to adequately capture the true health of customer relationships?
问：关于这一点，您为什么认为通用 NPS 调查无法充分反映客户关系的真实健康状况？
Khare: NPS predominately measures perceptions and states future intent rather than actual behaviors. There is often a large gap between someone saying they intend to recommend a company and them taking action to do so.
Khare：NPS 主要衡量感知并陈述未来意图，而不是实际行为。有人说他们打算推荐一家公司，但他们实际行动之间往往存在很大差距。
High NPS does not ensure loyalty. Plenty of surveys show customers defecting to competitors that delivered better overall user experiences despite voicing satisfaction.
高 NPS 并不能确保忠诚度。大量调查显示，尽管客户表示满意，但他们还是转向了整体用户体验更好的竞争对手。
“High NPS does not ensure loyalty. Plenty of surveys show customers defecting to competitors that delivered better overall user experiences despite voicing satisfaction.”
“高 NPS 并不能确保忠诚度。大量调查显示，尽管客户表示满意，但他们还是转向了整体用户体验更好的竞争对手。”
In contrast, a customer effort score directly captures the ease and friction of recent journeys. So it serves as a superior proxy for how well you are delivering seamless, integrated experiences right now. Banks need to prioritize minimizing the effort required across the most important journeys to proactively identify pain points before customers ultimately leave.
相比之下，客户努力得分直接反映了最近旅程的轻松程度和摩擦程度。因此，它可以作为您当前提供无缝集成体验的优秀指标。银行需要优先考虑最大限度地减少最重要旅程中所需的工作量，以便在客户最终离开之前主动识别痛点。
Q: What advice would you give banks today seeking to optimize engagement and combat attrition?
问：对于如今寻求优化参与度和减少人员流失的银行，您有何建议？
Khare: The essentials hold true regardless of company type or industry. First, clearly define your target users and their needs through research and data. Then, map the ideal end-to-end journey for those high-priority segments based on how they want to interact with your brand. Finally, align your organizational focus on enabling personalized, frictionless experiences that build loyalty rather than simply maximizing transactions.
Khare：无论公司类型或行业如何，基本要素都适用。首先，通过研究和数据明确您的目标用户及其需求。然后，根据这些高优先级细分市场想要与您的品牌互动的方式，为他们规划理想的端到端旅程。最后，将您的组织重点放在实现个性化、无摩擦的体验上，以建立忠诚度，而不是简单地最大化交易。
Operationally, this means judiciously leveraging data and analytics to recommend contextual solutions proactively matched to individual customer needs. Implement feedback loops tracking actual customer behavior – like churn rates and customer effort scores – rather than superficial stated intent metrics like NPS that provide false comfort.
从操作上来说，这意味着明智地利用数据和分析来推荐主动匹配个人客户需求的上下文解决方案。实施反馈循环来跟踪实际的客户行为（例如客户流失率和客户努力分数），而不是提供虚假安慰的 NPS 等肤浅的意图指标。
Most importantly, seek to combine excellent digital capabilities for convenience with human empathy and problem resolution. Seamlessly blending both elements will distinguish the relationship winners going forward.
最重要的是，寻求将卓越的数字功能与人类同理心和问题解决结合起来，以提供便利。无缝融合这两种元素将使未来的关系赢家脱颖而出。
Leadership Needs to Set Customer-First Mindset and Metrics
领导层需要树立客户至上的心态和指标
Q: How can leadership help motivate employees to evolve towards personalized digital experiences?
问：领导力如何帮助激励员工向个性化数字体验发展？
Khare: It ultimately starts at the top. A customer-first mindset and vision must permeate an organization’s cultural fabric. But empowering staff is equally crucial. Employees on the front lines need to have the right tools, training and authority to resolve issues on the spot when they arise.
Khare：最终是从高层开始的。客户至上的心态和愿景必须渗透到组织的文化结构中。但赋予员工权力同样重要。一线员工需要拥有正确的工具、培训和权力，以便在出现问题时当场解决。
With a clear roadmap and sense of purpose combined with upside opportunity, most employees will come to see they complement rather than compete with technology. The two together enable scaled personalization.
有了清晰的路线图、使命感以及上升的机会，大多数员工会发现他们是技术的补充，而不是与技术竞争。两者结合起来可以实现大规模的个性化。
Above all, banks must closely align performance metrics and incentives across employees, shareholders, and customers. Leadership needs to consciously connect business value, customer satisfaction, and employee engagement metrics together, even if short-term sacrifices are required. This unity of vision is imperative to seeing the journey through.
最重要的是，银行必须密切协调员工、股东和客户的绩效指标和激励措施。领导层需要有意识地将业务价值、客户满意度和员工敬业度指标联系在一起，即使需要短期牺牲。这种统一的愿景对于完成整个旅程至关重要。
