{"id":8646,"date":"2015-12-28T13:59:10","date_gmt":"2015-12-28T12:59:10","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=8646"},"modified":"2020-01-02T10:53:42","modified_gmt":"2020-01-02T09:53:42","slug":"piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/","title":{"rendered":"Piloter la relation bancaire client : une ma\u00eetrise n\u00e9cessaire du paysage r\u00e8glementaire"},"content":{"rendered":"<figure id=\"post-8652 media-8652\" class=\"align-none\"><\/figure>\n<figure id=\"post-8648 media-8648\" class=\"align-none\">\n<figure id=\"post-8656 media-8656\" class=\"align-none\"><\/figure>\n<\/figure>\n<figure id=\"post-8656 media-8656\" class=\"align-none\"><\/figure>\n<p><em>Touch\u00e9e par la crise financi\u00e8re de 2008, la relation entre les \u00e9tablissements financiers et leurs clients fait depuis l\u2019objet d\u2019une inflation r\u00e8glementaire.<\/em><\/p>\n<p>Son encadrement ob\u00e9it \u00e0 une finalit\u00e9 essentielle\u00a0: redonner confiance aux \u00e9pargnants et investisseurs afin de stimuler la croissance.<\/p>\n<p>Transparence et loyaut\u00e9, tels sont les deux piliers du cadre r\u00e8glementaire de la relation entre les \u00e9tablissements financiers et leurs clients. Ces deux piliers polarisent l\u2019attention des r\u00e9gulateurs sur quatre th\u00e9matiques que sont : l\u2019information au client, le conseil, la gestion des conflits d\u2019int\u00e9r\u00eats et la gouvernance des produits.<\/p>\n<p>De ce fait, les banques et \u00e9tablissements de cr\u00e9dit cr\u00e9ent un v\u00e9ritable pilotage de la conformit\u00e9 de la relation client sur ces quatre th\u00e9matiques.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/www.solucominsight.fr\/wp-content\/uploads\/2015\/12\/a.png\" alt=\"\" width=\"231\" height=\"447\" \/><\/p>\n<h2>Devoir d\u2019information : une obligation de plus en plus pr\u00e9gnante<\/h2>\n<p>En 1978, la loi Scrivener impose aux \u00e9tablissements de cr\u00e9dits de formaliser des mentions obligatoires sur les offres pr\u00e9alables de cr\u00e9dit\u00a0; ce devoir d\u2019information s\u2019\u00e9tend rapidement \u00e0 l\u2019ensemble des acteurs des secteurs bancaires, financiers et assurantiels.<\/p>\n<p>En 2014, la loi Eckert vient \u00e9tendre l\u2019obligation d\u2019information aux contrats d\u2019assurance vie en d\u00e9sh\u00e9rence ainsi qu\u2019aux comptes bancaires inactifs. (Les assureurs devront, \u00e0 partir de 2016, adresser \u00e0 leurs assur\u00e9s une information annuelle concernant notamment la valeur de leur contrat. Concernant les comptes bancaires inactifs, les \u00e9tablissements devront informer leurs titulaires de l\u2019inactivit\u00e9 du compte et du transfert le cas \u00e9ch\u00e9ant des avoirs \u00e0 la Caisse des d\u00e9p\u00f4ts et de consignation).<\/p>\n<p>En 2017, MIF2 va plus loin dans la mesure o\u00f9 elle impose aux prestataires de services d\u2019investissement de r\u00e9v\u00e9ler \u00e0 leurs clients les conditions de s\u00e9lection des instruments propos\u00e9s, ou encore la nature ind\u00e9pendante ou non du conseil donn\u00e9.<\/p>\n<p>De plus, la directive MIF2, impose aux prestataires de services d\u2019investissement d\u2019enregistrer les conversations t\u00e9l\u00e9phoniques et les communications \u00e9lectroniques li\u00e9es \u00e0 des transactions d\u00e9finies par la directive. Aucun doute n\u2019est permis quant aux cons\u00e9quences organisationnelles que cela entra\u00eenera pour les acteurs.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/www.solucominsight.fr\/wp-content\/uploads\/2015\/12\/b.png\" alt=\"\" width=\"270\" height=\"301\" \/><\/p>\n<p>La r\u00e9cente \u00e9volution de la r\u00e9glementation en la mati\u00e8re tend vers une standardisation pl\u00e9biscit\u00e9e par les acteurs. Il s\u2019agit pour les r\u00e9gulateurs europ\u00e9ens d\u2019\u00e9tablir des r\u00e8gles trans-sectorielles pour des produits comparables. Ainsi \u00e9merge le principe de l\u2019information standardis\u00e9e et uniformis\u00e9e pour donner la possibilit\u00e9 aux clients de comparer pour mieux arbitrer.<\/p>\n<h2>Devoir de Conseil : pierre angulaire de la protection des int\u00e9r\u00eats du client<\/h2>\n<p>Les nouveaux textes europ\u00e9ens d\u00e9finissent les contours du devoir de conseil. Ainsi, MIF 2 d\u00e9finit la notion de conseil ind\u00e9pendant pendant que DIA 2 pr\u00e9cise le contenu de cette obligation \u00e0 la charge des assureurs. En mati\u00e8re de cr\u00e9dit, le conseil prend la forme d\u2019une mise en garde ou d\u2019un devoir d\u2019\u00e9clairer au b\u00e9n\u00e9fice du client.<\/p>\n<p>De mani\u00e8re g\u00e9n\u00e9rale, il s\u2019agit pour les \u00e9tablissements d\u2019\u00e9mettre une recommandation personnalis\u00e9e dans une d\u00e9marche active qui doit aboutir \u00e0 une ad\u00e9quation entre le profil du client et le produit finalement propos\u00e9. Dans ce contexte, la mise en \u0153uvre des diff\u00e9rentes exigences r\u00e8glementaires imposera aux \u00e9tablissements de mettre en place des dispositifs efficaces de conduite du changement afin d\u2019accompagner leurs collaborateurs dans la transformation de leurs m\u00e9tiers de conseil.<\/p>\n<h2>Gestion de conflits d\u2019int\u00e9r\u00eat<\/h2>\n<p>La multiplication des interm\u00e9diaires dans la commercialisation des produits aussi bien financiers qu\u2019assurantiels, constitue une source importante de conflits d\u2019int\u00e9r\u00eat au d\u00e9triment des clients.<\/p>\n<p>Les nouveaux textes font de la r\u00e9mun\u00e9ration des commerciaux et interm\u00e9diaires un point majeur. Ceci implique une refonte des modes de r\u00e9mun\u00e9ration pour les diff\u00e9rentes populations commerciales.<\/p>\n<h2>\u00a0Gouvernance des produits<\/h2>\n<p>La gouvernance des produits vise \u00e0 int\u00e9grer les int\u00e9r\u00eats des clients dans la commercialisation mais \u00e9galement dans la conception des produits. Cela consiste \u00e0 d\u00e9terminer un march\u00e9 cible et une strat\u00e9gie de distribution appropri\u00e9e aux produits propos\u00e9s et aux march\u00e9s vis\u00e9s.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/www.solucominsight.fr\/wp-content\/uploads\/2015\/12\/c.png\" alt=\"\" width=\"591\" height=\"324\" \/><\/p>\n<figure id=\"post-8652 media-8652\" class=\"align-none\"><\/figure>\n<figure id=\"post-8652 media-8652\" class=\"align-none\"><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>Touch\u00e9e par la crise financi\u00e8re de 2008, la relation entre les \u00e9tablissements financiers et leurs clients fait depuis l\u2019objet d\u2019une inflation r\u00e8glementaire. Son encadrement ob\u00e9it \u00e0 une finalit\u00e9 essentielle\u00a0: redonner confiance aux \u00e9pargnants et investisseurs afin de stimuler la croissance&#8230;.<\/p>\n","protected":false},"author":889,"featured_media":8661,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1729,32],"tags":[533,78],"coauthors":[2035,2549],"class_list":["post-8646","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-banque","category-marketing-relation-client","tag-banque","tag-reglementation"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Piloter la relation bancaire client : une ma\u00eetrise n\u00e9cessaire du paysage r\u00e8glementaire - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Piloter la relation bancaire client : une ma\u00eetrise n\u00e9cessaire du paysage r\u00e8glementaire - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Touch\u00e9e par la crise financi\u00e8re de 2008, la relation entre les \u00e9tablissements financiers et leurs clients fait depuis l\u2019objet d\u2019une inflation r\u00e8glementaire. Son encadrement ob\u00e9it \u00e0 une finalit\u00e9 essentielle\u00a0: redonner confiance aux \u00e9pargnants et investisseurs afin de stimuler la croissance....\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/\" \/>\n<meta property=\"og:site_name\" content=\"RiskInsight\" \/>\n<meta property=\"article:published_time\" content=\"2015-12-28T12:59:10+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-01-02T09:53:42+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2015\/12\/Fotolia_73800486_Subscription_Monthly_XXL-73800486-Human-Resources-Flat-Icons-Set\u00a9-macrovector.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"3873\" \/>\n\t<meta property=\"og:image:height\" content=\"3873\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"L@etiti@Poitevien\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"L@etiti@Poitevien\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/\"},\"author\":{\"name\":\"L@etiti@Poitevien\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/c9be4ab80d005155988eaadc46e4f8ee\"},\"headline\":\"Piloter la relation bancaire client : une ma\u00eetrise n\u00e9cessaire du paysage r\u00e8glementaire\",\"datePublished\":\"2015-12-28T12:59:10+00:00\",\"dateModified\":\"2020-01-02T09:53:42+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/\"},\"wordCount\":707,\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/12\/piloter-la-relation-bancaire-client-une-maitrise-necessaire-du-paysage-reglementaire\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2015\/12\/Fotolia_73800486_Subscription_Monthly_XXL-73800486-Human-Resources-Flat-Icons-Set\u00a9-macrovector.jpg\",\"keywords\":[\"Banque\",\"R\u00e8glementation\"],\"articleSection\":[\"M\u00e9tiers - 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