From single means, simple satisfaction, isolated promotion, rigid price and passive service to professional concentration, teamwork, keeping an eye on demand, comprehensive satisfaction, comprehensive pricing and active service. With intensive and professional management as the core, we will realize the transformation from decentralized management to relatively centralized customer level management, from marketing products to comprehensive marketing customers, from relying solely on grass-roots operating institutions to specialized and three-dimensional marketing teams and business centers.
In terms of customer development, we should strive to achieve the leap of simultaneous improvement in quality and quantity, and ensure that customer assets, customer numbers and rankings in the system at all levels are consistent with the promotion direction at the customer level. Therefore, existing customers should pay attention to tap the potential, improve product coverage and increase the AUM value of customers. Incremental customers aim at effective high-value customers, especially bulk customers, to improve marketing efficiency. For example, OEM customers should be comprehensively sorted out, with clear goals, door-to-door docking, and increase incentives and constraints; For wholesale market customers, community customers, urban customers, private owners, small business owners and so on. Strengthen group management, formulate differentiated service plans and implement precise marketing according to the concept of "community finance".
While attaching importance to the development of traditional business, we should pay more attention to the popularization and application of new products and new businesses. Traditional business should realize the leap of scale benefit. Personal loan can improve differentiated service ability and loan interest rate by meeting customers' differentiated loan demand; Debit cards, agency life insurance, funds and wealth management products highlight the improvement of effective customer coverage, tap selling points and increase the attractiveness to customers; Credit cards strengthen the marketing of key products such as excellent cards, business cards and diamond white cards, and increase the promotion of lucrative products such as automobile cards to increase the market share of high-yield merchants such as restaurants, hotels and large department stores. New businesses and services should become new revenue growth points. Actively promote clearing business and grab market customers; Personal loan pilot to promote Internet personal loan channels and "e-room" electronic trading platform, called "buy a house, sell a house, go to CCB"; Speed up credit card installment business, especially focus on automobile installment, and strive to achieve comprehensive cooperation and coverage of automobile brands and dealers within its jurisdiction; E-banking follows closely the Internet economy, quickly cuts into the online group buying market, and builds the brand of mobile banking.
In terms of products and services, efforts should be made to achieve the leap of customer funds in the CCB cycle. We should deeply understand and practice the "customer-centered" business philosophy, and establish a rapid response mechanism around the constantly developing financial needs of customers to continuously meet their needs. In particular, taking the customer's capital flow as the core, coordinating the sales of deposits and wealth management products, promoting wealth management with deposits, consolidating deposits with wealth management, tapping customer value, improving customer satisfaction and promoting the coordinated development of deposits and wealth management business; By means of product innovation, we will actively build a product innovation supply platform integrating independent innovation, R&D and third-party procurement of product departments in the industry, integrate product sales channels, straighten out the supply and marketing process, and realize the double satisfaction of supply customers and demand customers.
Second, in performance appraisal, we should change from paying attention to pay-per-view system to paying equal attention to pay-per-view system and post salary appraisal based on post evaluation.
From purely profit-driven to performance management system based on job evaluation. Establish and improve the post-based assessment and evaluation system as soon as possible. Through a series of performance evaluation methods, such as job sorting, job value evaluation, job classification and grading, salary level setting and salary structure determination, the job responsibilities of different lines and posts are determined, the basic work tasks and work objectives of posts are set, the evaluation scheme of posts is formulated, the target salary of each post is reasonably determined, and the proportional relationship among basic salary, post salary, purchase incentive and task salary of each post is established.
In terms of resources, we should use the limited financial resources to the cutting edge, rationally coordinate the resource allocation of each line, follow up the market, and implement incentives for key areas, time periods, products and business points. Take professional concentration as an important measure of human resource allocation, equip with powerful wealth management and customer service personnel such as private banks and second-generation transformation outlets, establish professional teams such as personal business marketing support, outlet construction, credit card installment and "e-road" marketing, establish and improve the dynamic management mechanism of outlet leaders, and establish a team of expert managers who understand business, are good at management and are innovative. At the same time, according to the requirements of personal business model transformation, star-rated outlets, star-rated account managers and star-rated lobby managers are encouraged; Strengthen employee career management, care about the work and life of grassroots employees, and concentrate on promoting development.
Third, in the channel construction, from the counter channel to the counter channel, e-banking and self-help channel.
E-banking is a complete system, but the most basic attribute is channel, which is the expansion and extension of physical network services in time and space. Electronic banking and physical outlets are important channels for the Bank to develop its business and expand its customers. Accelerating the development of e-banking and self-help channels is the need to enhance core competitiveness. At present, it has more practical significance for Shandong Bank: first, the county economy in Shandong Province is relatively developed and the urbanization process is accelerating, while the network coverage of CCB in economically developed counties and towns is relatively insufficient, so it is necessary to improve the marketing network coverage by developing electronic self-help channels; Second, the bank's counter trading volume system is in the forefront, and the grassroots banks reflect the strong counter pressure problem. The teller's operating pressure affects the sales energy and service quality to customers. The transaction volume of Shenzhen Branch's e-banking channel is 3.5 times that of the counter channel, which shows that e-banking has become the main channel for commercial banks to develop their business and the main battlefield for mutual competition. Therefore, we should speed up the diversion and transfer of counter business to electronic self-service channels by means of customer identification, process optimization, product innovation, price concessions and marketing incentives. Henan Zhengzhou South Ring Sub-branch and Hebei xian county Sub-branch provided valuable experience for the bank to accelerate the development of e-banking business. The urgent task is to change from mainly using counter channels to using counter, e-banking and self-service channels to develop business.
While doing a good job of customer diversion, we need to rely on counter channels to work hard to serve high-end customers. Business outlets are the most effective channel for banks to provide differentiated services. Face-to-face communication helps to improve the loyalty of individual customers. We should make full use of OCRM and ACRM systems, consider the wealth and expected growth of customers, clarify the responsibilities of network managers, account managers and personal business consultants to maintain VIP customers, and strengthen customer segmentation and differentiated services.
Fourth, in customer service, we should change from paying attention to customer satisfaction to paying equal attention to customer satisfaction and employee satisfaction.
"The customer is God" and "the customer is the food and clothing parent". Customers are the suppliers of CCB's business products and the source of profits. Customer satisfaction largely determines the market competitiveness and value creativity of CCB. Customer satisfaction is of course very important. But "excellent banks come from excellent services, and excellent services come from excellent employees". It is suggested to discuss how to improve employee satisfaction from the perspective of "demand level". According to the hierarchy of needs theory, human needs are divided into survival needs, ability needs, security needs, social needs, respect needs and self-realization needs, which to some extent reflects the * * * same law of human behavior and psychological activities. To improve employee satisfaction, we need to care about the growth and development of employees, give opportunities to employees who want to be competent and successful, let outstanding talents who know how to operate, are good at management, have ideas and are diligent in pioneering stand out, let their enthusiasm for development, seek development and promote development come out, and strive to achieve harmony between enterprises and employees.
Five, in the management mode, we should pay attention to mobilize the enthusiasm of grass-roots banks, and mobilize the enthusiasm of both banks and grass-roots banks.
On the basis of adhering to hierarchical management and giving play to the important role of grass-roots banks as the basic network of customer marketing services, we will absorb the advantages of line management, further improve the professional, intensive and matrix management system, and fully mobilize and give play to the two enthusiasm.
On the one hand, it is necessary to further strengthen internal coordination and linkage, gather the professional expertise of high-quality talents according to the principle of professional concentration, give play to the advantages of centralized management, directly operate characteristic products or specific businesses, and provide professional services to customers. Share the business development pressure of grass-roots banks with scientific and reasonable division of responsibilities, business processes and assessment mechanisms, so as to avoid weakening basic management and causing business deformation under excessive development pressure. When conditions are ripe, professional centers can be assessed as profit centers and given corresponding management authority; When the conditions are not mature, it is necessary to assess its business volume, efficiency, quality and cost, and at the same time give it the necessary functional authority. At the same time, we will further strengthen the functional role of municipal branches as the main body of the overall operation of personal business.
On the other hand, as the direct providers of customer service, the account managers and counter staff of grass-roots banks can directly and conveniently obtain all kinds of market and customer management information in contact with customers, and can grasp the marketing opportunity at any time. Therefore, the active marketing of grass-roots banks is indispensable. We should continue to mobilize and give play to the enthusiasm of grassroots marketing service customers, strengthen rather than weaken the tentacles of grassroots marketing service customers, adhere to the "two-legged" walk, give full play to their respective advantages, improve market response speed and service level, and jointly explore the market.
Six, in terms of institutional layout, we should change from focusing on the central city line to focusing on the central city line, county and town economy and urbanization.
Key regional driving strategy is one of the important strategies for the overall development of CCB. The first development of key areas such as provincial capital cities, central city banks and strong county sub-branches has overall strategic significance, and it is necessary to continue to promote it and increase its efforts. At the same time, the task of accelerating the development of non-central city banks and non-strong county branches is not easy. At present, urbanization promotion and urbanization construction have become national strategies, and the promotion of this process contains huge financial resources and business opportunities. Grass-roots banks need to adjust their strategic deployment with the development of national policies, timely adjust their regional development strategies and channel layout strategies, make rational layout and scientific planning, and keep up with the pace of national economic development, urbanization and urbanization construction. Statistics show that urbanization will be a new economic growth point in the Yangtze River Delta, Pearl River Delta, Yellow River Delta and other economic regions in the next 20 years or even longer. Whoever occupies this market will take the initiative in the future competition. Zhejiang Branch of China Construction Bank took the lead in setting up a new rural financial service department in the national construction bank system, and Shanghai Pudong Development Bank set up a village bank in zouping county, all of which are powerful examples.
Combine urbanization with the construction of second-and third-tier cities and the rational layout of urbanization channels, take precautions and seize opportunities. A few years ago, CCB had many branches in underdeveloped counties and towns, but now the situation has changed. Some strong counties and towns have dense population, active economy and abundant cash flow, so they can consider re-entry. For the channel construction and layout in these areas, we should fully consider the behavior habits of modern consumer groups. You don't have to simply build some physical outlets, you can set up self-service banks, which can guide customers to use new service methods and channels such as online banking and mobile banking to develop their business.
Compliance development is the premise and foundation of building the first choice bank for high-end customers. Therefore, compliance should be placed in a more prominent position to ensure that business development is based on strict internal control and standardized management. Adhere to the principle of "giving priority to internal control", so that internal control runs through all operational processes of banking business, covering all departments and posts, and covering all risk points, forming a good professional habit of "obeying rules at all times, obeying rules at all times and obeying rules everywhere". On the premise of ensuring safe and compliant operation, we will strive to build the first choice bank for high-end customers.