Keywords

1 Introduction

Mckinsey Global Institute pointed out that big data would have much to offer in the future six years ago when data finance was gaining momentum in China and the notion of “financial management” became a household name. Over the years, data information and internet channel have been regarded as an important production factor and distribution channel, extending its influence to each product and work flow, including financial products. With Asia becoming the global center for wealth management, the investable assets of mainland Chinese had already reached 213 trillion yuan (RMB, same below) by the end of 2016 and are expected to amount to 415 trillion yuan in 2020, in which, financial products still take up a small proportion. The total scale of assets management in China grew at the rate of 30.07% at the end of 2016, a sharp drop compared with the growth rate of 50% over the past four years, reflecting the poor market adsorption of financial products.

With broader access to information and transmission channel, the directional transmission of product information favored by the previous industrial age has evolved into bidirectional or even multidirectional transmission of information flow. Consumers living in the big data era also begin to take the initiative both in purchasing products and designing products. The manufacturers can carry out their further research and development according to the feedback from the information channel. For the wealth management market in China, the big data ushers in the times of financial management, in which, financial products and industrial products are undergoing tremendous commercial and management revolution brought about by big data.

As one of the information-intensive industries, the financial industry makes profits through the production and sales of financial products. In addition to not having a physical form, financial products are no essentially different from the production model of industrial products in terms of design, production and sales. As known to all, financial products have higher requirements for data value. Despite the high total value of big data, the unit value is relatively low. Its real utilization value is dependent on the reliability degree of metadata. For this reason, the financial product manufacturers who are able to explore, reorganize and expand the potential values of data on the basis of the basic value of metadata will stand out in the big data era.

2 Financial Products and Industrial Products

In a broad sense, financial products refer to the publicly-traded or liquidated assets that carry economic values, such as currency, gold, foreign exchange and negotiable securities. These financial products are the buying and selling objects in the financial market, whose prices are manifested by the interest rate or rate of return. The buying and selling of financial products can promote the accommodation of funds. In spite of the fact that different financial products have different specific stipulations, they have the same product elements, such as issuer, subscriber, deadline, price, earnings, risks, negotiability and rights and interests. According to different forms, financial produces fall into currency, tangible products and intangible products; in which, the intangible product, as a financial service, means that entrusted by the investors, financial institutions provide them with financial services that manage their assets. Financial institutions shall perform their duties diligently and responsibly and charge the relevant management fees while consignors are at their own risks and get returns. Such financial products can also be called asset management products, or the narrow-sense financial product discussed in this paper.

If industrial products were said to be the outcomes of the production and operation of the secondary industry, financial products can be likened to the outcome of the tertiary industry. The development of human society goes through three stages, namely, agricultural society, industrialization stage and postindustrial stage. The major characteristic of postindustrial stage is that the tertiary industry features prominently in this stage. At present, the output value of the tertiary industry in western developed countries account for 60% to 70% of GDP, and the proportion of output value of the tertiary industry exceeded 51% from the third quarter of 2015, facts eloquently demonstrating that the products of tertiary industry, particularly the financial products, have ushered in a flourishing innovation-driven era.

Table 1 offers a comparison of the properties of the financial products listed on the basis of the basic elements of the industrial products. Financial products are intangible with simple utilization value (for appreciation in asset value). It is essentially homogeneous with industrial products in terms of the most important functional characteristics, which makes it possible to apply the industrial production technology to the field of financial products.

Table 1. Basic elements of industrial products and financial product.
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  • Both of them must possess the basic core functions so as to provide consumers with the basic utility or interests.

  • Both of them must possess the intermediary functions. The product features, determined by the perceptual requirements of consumers, must also meet their needs for expansion.

  • Both of them must possess certain additional functions, which are also the associated use functions required by modern society, such as the demonstration, guidance, pre-sale and after-sale services of products.

On the basis of the above-mentioned comparison, the concept of product life cycle (PLC) is introduced to directly reveal the homogeneity of financial products and industrial products in the process of production. The management of PLC, as an integrated information channel, is used to manage the life cycle of products and all the people, technological process/activity and technology related to its peripheral design, ranging from product design and manufacturing, deployment and maintenance, service, waste disposal to the end of the product life cycle. Based on the comparison between the properties of financial products and industrial products, it is of importance to appropriately adjust the PLM model of industrial products (the left in Fig. 1) to establish the Product Life-Cycle Management (PLM) model applicable to financial products (the right in Fig. 1).

Fig. 1.
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PLM model of industrial products and financial products

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In spite of the fact that the subdivision process of the four stages of financial product life cycle is different from that of industrial products, their stage characteristics are similar. At the stage of creation, financial products should be turned from an idea or a consumer demand into an exploitable state with the Kansei value improved to a product concept. At the stage of construction, the product manufacturing method and resource consumption are determined according to the planning and output of the last stage. System development and test experience can generate specific products that can meet the requirements for specifications and functional design. The stage of service support, or the stage of marketing or maintenance is targeted at providing consumers with sufficient information to inform them of the perceived values of their products and to guarantee the continuity of this Kansei value. The last stage means scrapping for industrial products but disposal for financial products due to their non-physical property. Specifically, this stage is characterized by the termination of sales of old products and the replacement with new products, or the upgrading of old products through optimization approaches. Each stage of the life cycle of financial products and different stages are connected by a series of operation activities. These activities are carried out, just like the industrial products, to find out the mode of production that can optimize the customer satisfaction, time, cost and quality to the largest extent.

3 Kansei Engineering and Operation of Products

3.1 Kansei Engineering Technology in the Operation of Industrial Products

Kansei is a Japanese word, stressing the relationship between product modality and Kansei. It is both a static concept and a dynamic process. The static Kansei refers to the feelings of people and the impression obtained while the dynamic Kansei means people’s cognitive psychological activities, their perception of things and their judgment of unknown, polysemantic and ambiguous information. The Kansei technology in the engineering field is manifested as a human engineering and a technology of studying the customer demands. The emergence of Kansei engineering has ushered the engineering field into a stage of redevelopment. This engineering technology has yielded enormous economic returns in the sector of home appliance, clothing, automobile and decoration. It is the core value of Kansei engineering to analyze the Kansei characteristics between people and products, set up standard database system for the following product design, combine the user senses, emotions, the essence of products and design characteristics and center around the Kansei demands of users. Such characteristics will be made the development trend of future design.

At present, Kansei engineering has been applied not only to the stage of product design, or the stage if creation and construction mentioned above, but also to the quality evaluation of product design so as to provide reference for the design and production of enterprises and make products more adaptive to the modern flexible production and requirements of network age. In accordance with the SIPOC organizational system model proposed by Dr. W. Edwards DemingFootnote 1, operating activities can be defined as a process of “input-conversion-output”. The application of different methods, be it quantitative analysis method, qualitative analysis method and product evaluation method, to product operating activities can be regarded as the “conversion” stage in this process (Fig. 2), which complies to the concept of man-machine interaction. For example, when designing a dining table, one can understand the superiority of different schemes (output) and choose the final production scheme through the input of user data, analysis and conversion with Kansei words, output of design consideration and material selection schemes and finally the input of comprehensive index for evaluation analysis (conversion) (Fig. 3). In the life cycle of PLM of industrial products, Kansei technology places more stress on the application of “Kansei design”. However, whether it is applicable in other stages and how to apply have not aroused extensive discussion.

Fig. 2.
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The concept of SIPOC model

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Fig. 3.
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The SIPOC model of a dining table’s design and sale

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3.2 Analysis of the Operating Activities of Financial Products

In the big data era, “Kansei” has become the symbolic capacity of era development, including the capacity to perceive and exchange data information, or the capacity to extract the information needed and to transmit these data information to others in an appropriate way, which are urgently needed by the operation of financial products. Before the introduction of Kansei engineering technology to the field of financial product demands, it is necessary to analyze the characteristics of operating activities of financial products in the big data era.

Financial institution is the designer, manufacturer and retailer of financial products. The production activities of financial products are the combination of a series of intangible innovative services. Financial institutions perform their basic functions of capital settlement, account information management and asset trusteeship. In the big data era, the input content of the operating activities of financial products displays statistical characteristics. It means that both the external and internal structural and non-structural information from the financial institutions, including the trade information, customer behavior information, demand information and industrial information, are packaged into pools. After being “converted” through data mining, creation and reorganization, these information are transmitted to other functional departments inside the financial institution and the social departments and individuals inside the financial institutions, thus achieving the data value and acting on each stage of the life cycle of financial products. Only through rapid transmission, analysis and processing will mass data be able to timely respond to user behavior. Due to the high total value but low unit value of these data, the operating activities of financial products are manifested as environmental complexity and non-linearity of data transmission.

Environmental Complexity.

In the operating activities of financial products, different departments of the financial institutions should perform their own functions of handling internal customers (from other departments) and external customers (consumers) at the same time. To this end, it is of prime importance to reconcile and perfectly convert the demands of these two kinds of customers, or it will be very difficult to follow the characteristics of big data era of “accepting the mixture of data”. The production and operation system of financial products, which is very complicated, stretches across different departments of financial institutions and different branches of financial groups, horizontally involving departments of the same level but different types (such as Headquarter A, Headquarter B and Headquarter C) and vertically involving departments of the same type but different levels (such as a1, a2 and a3, the branches in other places under Headquarter A). Requiring different “input” information and “conversion” method in the operation system of financial products, these departments also generate different “output” outcomes. To achieve the effective conversion of final results and give full play to the overall functions, all the roles and their SIPOC sub-models must be placed in a SIPOC master pattern. It is seen from Fig. 4 that these departments, which may appear in the operation of different stages, differ from each other in their operating activity contents. An optimal “translation” method must be found out for their correlation and exchange to guarantee the best conversion effect in case of hybridity in the information flow received.

Fig. 4.
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The SIPOC and PLM concept in financial products’ operation activity

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Non-linearity of Data Transmission.

Just like the industrial product PLM model, the cohesive relationship of PLM stages of financial products is manifested by the information sharing mechanism between roles of the same level and different types and information feedback mechanism between roles of different levels and same types (Fig. 5). From the perspective of the headquarter of financial institutions, it is necessary to receive (input) the information about the financial product demand and the corresponding operation support from the information sharing mechanism and the customer or market demand data from information feedback mechanism. After integrating, minting and analyzing (conversion) these data, financial institutions assign (output) new business solutions or optimization schemes of the original businesses. This scheme information, as the output content for the next stage, will be subject to a new round of process of “input-conversion-output”. In the big data era, the first key point in the process of data information transmission is the accuracy of information input, such as the consistency of data mining aperture and the reliability of data itself; the second key point is the data conversion mode, or how to avoid the loss of more data value in the second data information conversion, which is a problem that must be properly handled in the operating activities of financial products.

Fig. 5.
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The information sharing & feedback mechanism during financial products’ operation

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With the rapid social development, financial products can not only bring out the new functions of products, but also integrate the demands of internal management, market and consumers. Products based on Kansei engineering and “user-centered” concept, be it industrial products or financial products, are needed by our times. Therefore, the homogenization of financial products and increase of customer experience have made the financial product producers or service providers take full note of the Kansei values that go beyond the demands of market function values in the big data era. If all the information were converted and quantified into data usage and analysis, Kansei value becomes the potential value that transcends the basic uses of data, which is data’s real value and the ideal output outcomes of SIPOC model of financial products.

4 The Kansei Operation of Financial Products

Based on the preceding analysis, Kansei operation aims at probing into the relationship between the Kansei demands of the external and internal customers of financial institutions and operating activities through industrial production research methods. With the differentiated Kansei analysis results as the research basis, the Kansei demands are quantified into real values in order to apply them to the creation, construction, service and optimization of financial product operation, achieve the sustainability of life cycle chain of financial products and bring out the flexible production and optimization of financial products. To investigate the application of Kansei engineering technology to the operating activities of financial products, it is demanding to make certain the differentiated operation focuses of financial institutions on financial products of different types. As analyzed above, financial products have simple use value of, to be specific, increasing the assets of consumers. On this basis, the original use value is provided not by consumers, but by product designer who create and construct the product service life, rate of return, means of purchase, dividend distribution and mode of payment. Product designers have different positioning for different consumer groups. As the use values of financial products are circulatory, or characterized by rolling release or no fixed expiry date (open products), the financial products from the same financial institution can fall into the following three categories according to their operation focus (as showed in Table 2):

Table 2. Categories of financial products according to the operation focus
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It is important to increase the number of consumers on the basis of maintaining the classical brand name products; to accurately transmit the product information to customers, particularly the new products generated as a result of the change in external factors, such as regulatory policies and scientific and technological innovation; to bring the product optimization and upgrading based on historical evaluation data in line with the real demands of consumers.

Classical Products.

This kind of products, usually known as the well-developed brand name products or reputed products of the financial institutions, have entered into the service stage via the creation stage and construction stage. Under such circumstances, these products are targeted at further expanding customers, drawing their attention through marketing means and attracting them to make purchasing decisions, thus increasing the sales volume of products. At the same time, financial institutions should also keep an eye on the market feedback so as to make prompt handling decisions (termination or improvement).

Innovative Products.

This kind of products are brand-new for the market and consumers, most of which originate from the products uniquely created as a response to the change in the environmental factors, such as regulatory policies and scientific and technological innovation. Having crossed the creation stage and most of the construction stage, these products are in the second half of the construction stage and about to enter into the service stage. For this reason, these products should guarantee the accurate transmission of all the design concepts and functions of products to consumers through effective process design and service design. Product designers can also timely adjust their operation according to the early market feedback for the smooth follow-up promotion.

Burgeoning Products.

This kind of products are not completely unfamiliar for consumers. They may grow out of a financial product which were terminated because of poor sales volume and then be improved according to the market feedback data collected. As they have just left the disposal stage and entered into the creation stage, they should make the final production decision according to the accurate analysis results. These products should place their operation focus on how to obtain accurate demand analysis results in order to guarantee the effective and feasible decision-making and schemes for the construction and service stages.

The aforesaid analyses come to the conclusion that as a result of the differences in the operational priorities, different financial products have different “output” demands even in the same product life stage. However, one financial institution cannot customize an exclusive life cycle system for each product. The application of Kansei engineering technology to the operating activities of financial products aims at effectively utilizing the “transmission” methods, such as the configuration of methods with different weights and flexible method combination.

4.1 The Creation Stage

This stage focuses on demand interpretation and analysis and promotes product design through demands. The demands of financial products are jointly advanced by the product demand side and producers. However, these demands usually contradict each other. For example, consumers may prefer the financial products that can be purchased all week long; in contrast, restricted by fund operation arrangement, system structure and flow design, product providers are unable to provide non-stop services. The market trend suggests that for one thing, as people are getting increasingly familiar with financial products, there is also an increasingly complicated and sophisticated demands from consumers; for another, the regulatory policies have raised increasingly stringent requirements for product providers, thus narrowing down the scope of the subjective initiative of the designers. Therefore, demands must be subject to verification, such as test, analysis, simulation or qualitative evaluation, so as to guarantee the evaluability of the results. The information obtained can be expanded to the follow-up PLM stage and fed back to the design stage, thus improving the future design. This verification process is just like the “conversion” link in the “input-conversion-output” model. This stage is aimed at finding out the “transmission” method appropriate for product demand analysis.

The combination of qualitative inference and quantitative analysis method is conducive to resolving the major problems of this stage. This combination method is adopted to obtain the first-hand Kansei intention data of consumers in the stage of market investigation and consumer Kansei analysis. Other quantitative means are also employed to quantify the Kansei intentions of consumers and to build up the correspondence between the Kansei intention of consumers and the product design elements. Different from the industrial products, the consumers of financial products are more delicately classified, thus obtaining more Kansei information about the product. As designers cannot design products according to each Kansei information, a few sets of products that could represent the general Kansei appeals of consumers should be provided to help consumers find their favorite Kansei characteristics. In this way, the design elements that can most represent Kansei information is generated, thus charting the course for the future development of product design.

4.2 The Construction Stage

The main task of this stage is to complete the manufacturing and production of products. As financial product is not a physical product, this stage mainly determines which system, operation and order will be applied to accomplish periodical development goals instead of considering the selection of manufacturing raw materials and consumable items in this stage. In this process, much attention should be paid to the Kansei demand information of system users and flow participants. If such information were called the internal Kansei information of the financial institution, the Kansei information obtained from the creation stage is more likely to be an external Kansei information of the financial institution. Therefore, it is essential to acquire the internal Kansei information through appropriate “input” method and effectively combine the external Kansei information through suitable “conversion” method with a view to achieving the operation target of the stage.

First, the Kansei design elements of products obtained from the last stage should be integrated into Kansei words according to the degree of importance and the field involved, which will be provided for the participants of the construction stage of financial products (hereinafter referred to as participant of the second stage) for evaluation. It is worth-noticing that the number of Kansei words and the evaluation method of participants can directly influence the quality of research data. A missing of an important word will impact the effectiveness of the research results. The semantic differential analysis method can help each design element choose the most representative Kansei word. The participants of the second stage, as members of the panel, can cut and sort the Kansei words, thus acquiring the Kansei words that can facilitate the effective development of products. What’s more, participants of the second stage carry out system design and process design on the basis of these effective Kansei words. Coming from different departments of the financial institutions, the participants of the second stage are mainly categorized into the developers and operators of the operating system. It is the operators who determine the demand plans and completion flow in accordance with the early research results; on the basis of which, designers can complete the system development. The systematic development of the effective Kansei words can, to a large extent, fulfill the product demand target and operational target. In addition, after development, all the participants take part in the simulation test for further optimization of the process and the relevant system. The works of this link will be incorporated into work instruction to provide guidance for future actual production inspection.

4.3 The Service Stage

The physical time of financial products in this stage ranges from one month to several years, the longest period in product life cycle. The operational task of financial institutions in this stage is to guarantee that products can constantly provide consumers with perceived values. For one thing, consumers will be able to make purchasing decisions on this basis. At the same time, financial institutions will continue to supply information to potential consumers, such as product propaganda, marketing and consulting, to expand sales volume; for another, financial institutions offer product operation information to consumers to put into practice the Kansei services agreed in the selling period, such as the product dividend and the increase or decrease of purchasing capitals. Considering the fact that the financial products are mostly distributed through the propaganda album and posters of the sales networks of financial institutions or online advertising, online presentation or SMS reminder serves as the major operation and maintenance channel of product information. Under such conditions, the Kansei operation scheme of this stage boils down to the completion of the tasks of this stage, accurate transmission of product Kansei values to the consumers and optimization of Kansei service strategies according to market response.

In light of the speciality of financial products, it is difficult to obtain effective suggestions from consumers in advance. The marketing programs of new products are mainly formulated and introduced by the financial institutions and then flexibly adjusted according to the market response. The financial product service schemes mainly focus on whether the consumers can be immediately attracted by the information through the obviously presented or marked product characteristics. For this reason, visual factors and psychological factors are two Kansei factors that must be taken into consideration when formulating service schemes, in which, man-machine interaction is the most frequently-seen scene of this stage. In order to judge whether the product information can be accurately transmitted to the consumers, the most appropriate Kansei evaluation method is the two-phase analytic evaluation method. At the first phase, the analysis is carried out before products are formally introduced with the staff of financial institutions (apart from the product designers) as the subjects of the draft of service program. Considering the limited number of subjects and their higher professionalism, the eye tracking technology and expert evaluation method are employed to complete the scheme optimization work of this phase. The analysis of the second phase for ordinary consumers does not begin until the products are introduced to the market. In light of the large number of subjects and different types, direct evaluation methods, such as questionnaire method, interview method and observational method can be adopted to obtain the Kansei evaluation words from consumers as the basis for the program optimization of the second phase.

4.4 The Disposal Stage

The last stage of PLC is disposal. According to the analysis in the preceding part, the disposal of financial products is characterized by the feedback, evaluation and summary of the existing products. The final target of this stage is that financial institutions determine the termination of sales of these products (the first generation products) and replace with the new products or optimized products (the second generation products). Different from industrial products, financial products can never introduce the second generation products when consumers are still using the first generation products. It is worth-noticing that only after the termination of the first generation products will be the second generation products be launched. As known to all, the withdrawal of the first generation products is an unstoppable trend. Therefore, the operating activities of this stage mainly focuses on the “filing” of the knowledge assets generated in the PLC of the first generation. The negligence of this work means that the same mistakes will be repeatedly made in the research and development of new products. As a result, many resources will be wasted on the product elements that consumers do not care about at all. The high degree similarity between new products and old products, however, will not bring too much actual value to financial institutions or consumers. This stage mainly focuses on how to establish an information base through filing and extract the information related to the research and development, test and usage of previous products so as to tell financial institutions the dos and don’ts in their future works.

This information base is just like the Kansei operation system, whose structure must facilitate the input of information of the products to be disposed. There must be an appropriate conversion method that can output the reference information valuable to the design of new products before the start of the life cycle of second generation products. Kensei operation system should be composed of several sub-information bases, which are established based on the analysis of the basic characteristics of financial products, Kansei evaluation of consumers and Kansei evaluation of designers and their correlation characteristics, such as Kansei word information, image information base, consumer kanser demand information base and product design element information base. This system mainly applies computer technology, artificial intelligence and fuzzy logic to provide Kansei reference for the creation stage of PLC and bring second generation products closer to the tendency of consumers through its periodic renewal according to the technological and economic development and changes in social demand.

5 Case Study

As introduced in the last part, the financial products under the same financial institution are classified into classical products, innovative products and burgeoning products according to the focuses of operating activities. Taking innovative products for example, this part offers a brief introduction to and analysis of the Kansei operation method used by financial products in the creation stage and construction stage. In this case, the financial institution is X, a national bank. Apart from the headquarter, it also sets up branches in all provinces and cities, including X1, X2 and X3. In the operation of financial products (the bank financial products in this case), it is the headquarter that takes charge of the product research and development, system construction and formulation of sales scheme and the branches that executes marketing promotion and after-sales service according to the scheme provided by the headquarter. In accordance with function division, the financial institution encompasses Department of Product Research and Development A, Technological Development Department B, Sales Department C and Back-office Operation Department D. These departments also have their corresponding institutions at the branches in each province and city. This organizational relationship is reflected as a dendritical structure (Fig. 6). As mentioned above, innovative products refer in particular to the unprecedented financial products that consumers never heard of before and whose concepts do not stem from the optimization and upgrading of other products. The initial period of PLM cycle of such products is also known as creation stage with no link of extracting effective Kansei information from the disposal stage of other products, which makes it easier to gain a preliminary knowledge of the application of Kansei engineering technology.

Fig. 6.
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The dendritical structure of financial institution X

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The determination of the concept of product is the basis for research and development. The product innovation of X institution is aimed at resolving consumers’ needs for unplanned fund. The market investigation conducted by X institution shows that after purchasing the financial products, consumers could only take back their principals and get returns on the date specified by the sales contract. It is impossible for consumers to terminate the contract before the date of expiration to meet their demands for unplanned funds even in case of emergency. It is not sufficient to simply take into consideration innovation to establish a financial product with complete elements. Therefore, the research personnel from a department of X institution first carry out product design and background analysis in the creation stage in order to obtain a complete innovative product model. After conducting the background analysis of product design from the perspectives of market status, industrial characteristics of product, the influence of Kansei engineering on product design and the special design of this product, research personnel obtain the design considerations of this product and sort them according to the research and development focus (Fig. 7). In light of the different Kansei value degree of different design considerations to the internal operational staff of X institution, system and external consumers, one to four alternative proposals are chosen for some of the design considerations (time limit, yield characteristics, operation mode and brand) as the options for the Kansei evaluation in the construction stage participated by other departments.

Fig. 7.
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The Kansei operation at the creation stage

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In the construction stage, Technological Development Department B, Sales Department C and Back-office Operation Department D join the evaluation team to settle the major two problems facing this stage together, namely, product design considerations and product manufacturing. Each department has its own Kansei vocabulary library. For example (the lower part in Fig. 8), Back-office Operation Department D is responsible for the operation management after consumers have purchased the financial products, including registration of consumers’ purchase share, returns calculation, accounting treatment of product investment end and release of data information. All these works have to be achieved on the professional computer system. The multiple professional systems form an operation treatment platform through the business process and the corresponding data interface. The back-office operation of new products must be conducted on the same operational processing platform. Therefore, the Kansei requirements of department D, to a large extent, are based on system operation, process control and risk control. The launching of new products should not cause troubles to the existing product operation, or lack the necessary links for its own operation. Likewise, all these departments have made decisions on the design considerations of new products and implementation model from their perspective of Kansei demands. The final scheme is formulated on the basis of the comprehensive consideration of the evaluation results of all the departments (the upper part in Fig. 8).

Fig. 8.
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The Kansei operation in the construction stage

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6 Conclusions

For lack of space, the cases in the preceding part simply introduce part of the Kansei operating activities of innovative financial products in the creation and construction stage, which simply account for a small fraction in the whole life cycle of financial products. In the link of determining the Kansei demands of different departments, the actual situation is more complicated than the cases presented. For example, department C serves as both the “evaluation expert” in the construction stage and the “executor” in the service stage. It is worth-noticing that these two roles are sustained in the constant information input and output with its branches C1, C2 and C3. In each department’s verification and feedback of the final scheme and manufacturing outcomes, more Kansei engineering methods will be employed. In department D’s Kansei evaluation of the new system functions, the application of eye movement technique can help the developers of department B gain an understanding of whether the new product functions can facilitate back-office operators’ identification of key information and know more about the essential elements of information concerned by the back-office operators, thus reaching the goal of bringing the system development achievements in line with the actual operational effect through constant iteration tests. At the service and disposal stage of financial products, more Kansei operational model and Kansei engineering technology are worth further discussions. For example, after the classification of product concept and required elements, it is necessary to conduct in-depth and detailed investigation of the different parts of products. In order to improve the feasibility and integrity of the Kansei operation model theory of financial products in the big data era, it is of prime importance to collect more cases to analyze how to help financial institutions pay more attention to the Kansei demands of the insiders of the institutions and the external consumers in their product operation with systematic Kansei engineering data and how to satisfy the emotional demands of consumers by detecting the new products with Kansei engineering technology in the final test phase.

In this information age, compared with industrial products, the operation of financial products depend more on the production factor of “information”, which will turn Kansei engineering into the operation media and approach for financial products. If Kansei design could create a lifestyle that meets the needs of consumers and help consumers have dialogues with producers, the Kansei operation of financial products can promote the standardization of design information and product information and create a brand-new lifestyle. If cooperative relationship were established between the operation of financial products and usage of industrial products, consumers are able to enjoy a more colorful digital modern life. For all of these reasons, financial institutions should hold internal and external dialogues and establish a dialogue-based Kansei operation model in the process of product operation.