2015 3

1

2

5

18

23

42

43

2015 3

2020 40%

•

•

•

• IT

•

•

•

2

2015 3

1.

13 50%

O2OOnline to Offline

40% 2014 202011% 2020 3 5

2014 2 40%

1

BCG40%

60% 2

BCG 122008 27% 2013 34%

2013 35% 45%25-35%

2013 66%75%

3

2015 3

1

BCG2020CAGR=

+25%

+11%

2020

34,955

20182016

22,906

2014

18,533

2012

15,058

2010

8,356

2008

4,906

28,034

2008-2020

2014-2020CAGR

2008-2014CAGR

+11% +5%

+37% +11%

+29% +13%

+36% +19%

+45% +13%

+38% +11%0

10,000

20,000

30,000

40,000

6%

20%

10%

39%

8%

18%

2 40% 60%

BCG

40% 60%

2008 2009 2010 2011 2012 2013

60

55

40

50

45

0

%

2015 3

4

7%

45% 20%

1994 90 3

200850% 50% 5

3

3

BCG1

2

3 2005 50% 2005 50%

1 S&P1986

0

100

200

300

400

500

600

1986 1988 1990 1992 1994 1996 1998

(%)

S&P2

0

50

100

150

200

250

300

350

20082007200620052004200320022001

3

3

2

2001

2015 3

5

20

2020

2.

20

2.1

2090 21

BCG

BCG 18%2014 2010 2005 4

2009 4001960 38

BCGCCCI 5,000-23,000

2014 63%76% 5

2015 3

6

BCG 50 2010 24%2020 33% 1.5

2013

4 2010 2014

EIU BCG1

2

4

0

1

2

3

4

5

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

1.8x

2

1 2005

5 76%

BCG CCCI

>23K

12K 23K

8K 12K

5K 8K

<5K

63% 76%

2014 2014

2015 3

7

8.2 60%3,800

202060% 1 2014 2020

1 1 11

BCG CCCI 2014 2020

350-600 6

BCG 2014 102020

6 2020 2/3350-600

BCG CCCI

2020 2/3350-600

5345

3622

1112

13

12

99

11

12

1214

16

18

15 19 2535

0

60

20

40

80

100

2014-2020%

0

10

20

30

40

50

60

70

80

90

100

0 500 1,000 1,500 2,000

2014-2020 %

34270%

61970%

2015 3

8

2014 BCGBAI 18-25 45%

26-35 36%30%

•

•

• 1 5

•

•

•

2014 BCG72 41

67 3567 20

7

2014 BCG BAI35%

8

2015 3

9

7 BCG

2014 BCG

4155-77

72

20-57

35

23-46

67

58-76

2063-70

67

8

2014 BCG

25 25 25 24 22 22

19 18 18 1613 13

-505

101520253035404550

%

0 -10 -10 -10 -10 -10 0

44% 43% 43% 40% 35%35%

30 29 28 27 2223

BCG 2014

2015 3

10

9

2013 12

5.922.9

4.6

12.9

13.229.1

13.2

42.0

48.2

43.3

33.2

32.0

50.9

69.4

67.6

83.9

9.111.1

16.3

23.4

25.125.4

28.930.9

39.3

40.5

43.1

49.3

58.273.0

73.386.1

0 25 50 75 100

(%)2012 2013

2013 VS 2012 (%)

-

-

---

2012–2013

2.2

3.2

11.7 11.8

10.5 11.9 3.7 15.7 11.1 8.9 2.8 9.9 17.3 7.3 3.6 5.7

2.2

CNNIC 2014 6.3 47%83% 116

930% 2013

4% 2014 15%

2014 BCGBAI

18-35 51% 35-45 40% 45-6549%

2015 3

11

10 BCG 2010 2020ATM

2014 BCG 57%

64% 11

2015

•

10

BCG BCG

0

50

100

150

/

202020091999198919791969

A TM

2015 3

12

•

•

•

BCG12 1

+ 2.43.1

2.3

11 60%

2014 BCG1 102 10

x% 21

64%

13%

23%

x%

28%

55%

17%

x%

27%

57%

16%

2015 3

13

2.4

3G/4G

12

BCG1

3.1

2.62.4

2.0

1.31.11.0

0

1

2

3

4

++

+ ++

1 3% 2% 1% 43% 20% 15% 16%

2015 3

14

GPS

•

• IT

13

4C

• Compatibility

• Connectedness

• Cost

• Capitalization

2015 3

15

2.5

20142014 11 21 2012

1.1 1.22014 11 30 2015 1

2015 1( )

13

ATM

POS

2015 3

16

2.6

14

•

•

14

/

Ripple China

/ /

360

2015 3

17

•

•

15

•

•

•

15

/ / / /

• •

••

•

•

•

•

•

2015 3

18

3.

BCG

•

• IT

•

16

16

1

2

3

4

5

/ /IT

/

“ ”

“ ”

“ ”

“ ”

“ ”

2015 3

19

3.1

MACH

MACH Hong Leong Bank

MACH

iPhone

MACH

MACH

3.2

RHB Easy BankEasy Bank

10 50-80

Easy Bank

2015 3

20

9

mBank mBank 20002014

mBank

FacebookFacebook

20142014 2

2014120 200

mBank

3.3

Santander Bank

3% 3%

IT

2015 3

21

Commonwealth Bank of Australia

95%

20

IT

3.4

Wells Fargo

2.52.5-10

10-100

100

8,700

12,500 ATM2,000

3.5

2015 3

22

Rakuten

Super Points

2004 2005 AOZORA

Super Points 108 ID

2013 5,185 2,01440%

3.6

2015 3

23

IT

4.

17

4.1

Smarty Pig Facebook Twitter

American Express Small Business Saturday2009

10-25

/ /IT

/

1

2

3

4IT

5

7

6

1

2

3

4

5

7

6

Facebook Twitter1

Facebook Facebook My Business Story Google

2015 3

24

2015 3

25

70

4.2

BCG

18

4.4 IT

2015 3

26

BNP Paribas

1%

BCG

()

80-90% 50-60%

18

2014 BCG BCG

ATM

/

2015 3

27

• 1-2

• 1-2

•

•

•

20%

70%10%

Wells Fargo

2015 3

28

BBVA

2014 317

4.3

BCG 2014

ABN Amro9 1 7 5 14

6 90%

2015 3

29

Charles Schwab

28-12

0.5% 1.5%-2%

4.4 IT

IT

IT

4.4.1

BCG

•

•

2015 3

30

•

•

•

BCG

BCG

2015 3

31

BCG

IT IT

BCG

4.4.2

BCG34% BCG

19

•

19 “ ” “ ”

BCG“ ” BCG

1. 3. 5. 6. 7. 4. 2.

/

2015 3

32

•

• IT

•

•

•

•

BCG

Team Mechanism Thinking TMT

Team

Mechanism

2015 3

33

Thinking

4.4.3 IT

ITIT IT IT IT

IT , ITIT IT

IT IT ITIT

IT ITIT

IT

•

• VTM

•

•

2015 3

34

• P2P

•

• OCRM

•

• SOA

• ACRM

•

Commonwealth Bank of Australia 2003

• 2003-2006CRM

• 2006-2010

60

• 2010

2015 3

35

24Facebook

2010 CBA

CBA

•

•

•

•

IT ITIT IT IT

IT

IT IaaSSaaS

CRM

ITIT IT

IT

4.5

2015 3

36

4.5.1

BCG20

20

BCG

............

% X /

% X /

2015 3

37

4.5.2

•

•

•

•

•

• KPI

•

•

• 21

4.6

2015 3

38

IT

2015 3

39

21

IT

“ ”

•

•

•

•

4.7

30015

2015 3

40

•

•

Reader

4.8

BCG22

2015 3

41

20

2020

2020

2015 3

42

22

BCG

•

••

•••

••

•

••

BCG2015 2

BCG2012 10

BCG2015 1

2020BCG2014 10

BCG2013 5

BCG2014 9

BCG2012 4

2014BCG2014 7

2015 3

43

BCG2014 7

BCG2013 7

BCG2013 11

BCG2013 7

2020BCG2013 3

2015 3

44

Tjun Tang BCGtang.tjun@bcg.com

BCGhe.david@bcg.com

zhang.yue@bcg.com

lin.catherine@bcg.com

chen.justin@bcg.com

Ian Wachters Ian Walsh Nicole Monter Stefan Mohr Steven ThogmartinSaurabh Tripathi BCG BCG

BCGBCG

BCG

196345 81 www.bcg.com

greaterchina.mkt@bcg.com

BCG bcgperspectives.comwww.bcg.com.cn

© 201503/15

2015 3

45