Keywords: commercial banks; Customer relationship management; tactics
China Library Classification Number: F83 Document Identification Number: Document Number B:100643510 (2008)12051-03.
1, the connotation of customer relationship management in commercial banks
Bank customer relationship management is mainly to retain existing customers for banks. Manage the communication channels established between banks and customers to attract new customers, analyze customer needs and provide support for bank decision-making. Banks mainly strengthen and improve customer relationship through customer relationship management, provide customers with quality services and improve customer service efficiency, so that banks can grasp customer needs, win more customers and reduce the overall operating costs of banks in the ever-changing market competition.
2. The inevitability of implementing customer relationship management in banks.
2. 1 Strengthening customer relationship management is an inevitable choice for commercial banks to enhance their competitiveness and profitability.
Strengthen customer relationship management, tap customer needs and sell bank financial products. And through the collaborative work in the background, give full play to the overall advantages of the bank and provide customers with all-round financial services. Banks do what they want and develop what products. Just like this, commercial banks constantly innovate their services in the process of meeting customers' needs, so as to win the market and customers and enhance their comprehensive profitability.
2.2 The implementation of customer relationship management is the inevitable choice for banks to implement marketing strategy.
The concept of marketing holds that only through a complete and effective system and a socially responsible attitude can we tap, guide and meet the needs and requirements of customers. Only one enterprise can effectively achieve its goal of pursuing profits.
2.3 The implementation of customer relationship management is an inevitable choice to meet the diversified needs of customers and innovate the financial service system.
The emergence of customer relationship management is to better meet the needs of customers. It requires banks to provide customers with services that are not "what I have, what you use", but "what you need, what I design for you". The renewal of this service concept makes the service means of banks more diversified and personalized, so as to meet the needs of customers to the greatest extent.
3. The role of commercial banks in implementing customer relationship management.
3. 1 Customer relationship management can improve the sales revenue of commercial banks.
The essence of customer relationship management in commercial banks is the differentiated management of customer value and coping style. Customer relationship management can help banks identify the differences between customer value and demand, make it easier for banks to define their goals, adopt the most appropriate methods to continuously generate income for the most valuable customers and the most growing customers, develop general customers and potential customers, and find out the problems and reasons for customers below marginal cost.
3.2 Customer relationship management can improve bank services and customer satisfaction.
Customer relationship management emphasizes personalized service, which can improve customers' satisfaction with banks. It is a link in the overall marketing of banks. Customers evaluate the service quality of banks, not only the technical quality, but also the functional quality.
3.3 Provide decision support for bank product positioning and market decision.
Through customer relationship management, banks can quickly understand the changes of customer demand and predict the customer demand in a certain period in the future. Therefore, banks can adapt to this change in product positioning and market decision-making, and provide the businesses and services that customers need most, so as to achieve the purpose of guiding customers' consumption and attracting customers, and continuously consolidate the dominant position of banks in market competition. The competition and development of modern financial industry has begun to break through the traditional commercial framework and enter a "customer-centered" era of change. Paying attention to collecting customer information, carrying out sufficient data mining, analysis and innovative services, designing high value-added and personalized financial products and providing customers with perfect financial services have become the core of modern commercial banks. Customer relationship management provides a system for banks to collect, analyze and use various ways to obtain customer information, and also provides a brand-new business strategy and method. It can help banks make full use of their customer relationship resources to expand new markets and business channels, improve their customer satisfaction and profitability, and enable banks to stand and develop in the fierce competition.
4. Difficulties faced by commercial banks in implementing customer relationship management.
4. 1 There is no sound customer relationship management system.
At present, China's commercial banks have the requirements of long management chain, slow market response, and organizational structure and business processes that cannot adapt to the profound changes in the market and customers. Customer strategy lacks a clear direction to seek. When dealing with the relationship with customers, we often adopt one-way promotion, failing to take sustained and regular coordinated management of various constraints in customer relations, failing to deeply understand the regional economic and cultural trends and the value analysis of key customers and potential customers, resulting in unstable customers. The marketing level is too low, and the customer management has big customers and small banks. The bank's market expansion system and customer groups can not achieve resource equivalence, and can not meet the growing financial needs of customers in terms of service quantity, level and region. The customer information exchange mechanism is not smooth, because there is no unified special software and management tools, the collection of customer files is incomplete and irregular, the customer information exchange mechanism in the system cannot be established, and the information acquisition is lagging behind.
4.2 Cognition of Customer Relationship Management
(1) The customer-centered management concept has not been fully established. The traditional business model and service mode still affect domestic commercial banks to varying degrees, especially the four major state-owned commercial banks. They haven't really realized that customers are the foundation of the bank's survival, and customer-centered is the need of the bank's survival and development, and the roles of banks and customers have not changed substantially. Therefore, the application of customer relationship management in domestic commercial banks has not yet established a solid ideological foundation and lacks the initiative to promote customer relationship management.
(2) There are misunderstandings in customer relationship management. Because in practical work, some banks compete with customers, and interpersonal relationships play a leading role. There are countless examples of an enterprise turning to other banks because of changing key people. Customer relationship management is thus unilaterally understood as interpersonal relationship, thinking that it is enough for banks to compete for good interpersonal relationship with customers. As long as you have a good relationship with customers, you can develop and retain customers.
(3) The understanding of "customer is God" is also one-sided. The traditional idea is that "the customer is God". An important goal of customer relationship management is to discover and realize customer value and pursue the maximization of customer value. If all customers are regarded as gods in customer relationship management, it will be difficult for banks to implement differentiated services and personalized services. Some services provided only to high-quality customers are also provided to ordinary customers, which will undoubtedly increase the service cost. Customer relationship management embodies that "customers are not all gods". Through customer relationship management, customers can be subdivided and their contributions to banks can be determined.
5. The implementation strategy of bank customer relationship management.
5. 1 Reorganize banking business processes for customer relationship management
To successfully implement customer relationship management, business process reengineering is the first step. The customer relationship management of commercial banks involves the repositioning of the status and functions of institutions at all levels of banks. It is necessary to redesign the marketing organization structure of banks and finally establish a brand-new flat marketing system. This requires gradually integrating information channels to obtain comprehensive, accurate and timely customer information. By effectively analyzing the customer's profit contribution rate, corresponding marketing, sales and service strategies are formulated, and accordingly, various business processes are examined, and unreasonable and unscientific parts are optimized, so as to facilitate customers, reduce customer waiting time and improve customer service efficiency. Only by flattening the organizational structure according to the requirements of business development and reorganizing new internal functional departments according to different customer groups after market segmentation can we ensure the implementation of the customer-centered business philosophy from the organizational implementation.
5.2 Adjust and improve the business process of bank customer relationship management
Because the content of customer relationship management is very rich, before the implementation, we should make an overall plan for the implementation plan according to the needs of banks, refine the project requirements from the perspective of business personnel who control and use new tools and processes, and promote customer relationship management step by step. In the process of implementation, in order to adjust the system at any time according to the business needs without deviating from the bank's application objectives, we can first develop local application modules, conduct experiments and quality tests in specific departments and regions, evaluate the stage results and make adjustments and improvements, and then add functions to the system or deploy them in more departments. Finally, the integration with other application systems is realized.
5.3 Clear market positioning
At present, the internationally accepted "28" rule is essentially the symmetry of cost and income, that is, 80% of the income of commercial banks comes from 20% of outstanding customers. According to this rule, defining and selecting major customers is the primary problem of bank customer relationship management. From the perspective of relationship marketing, market positioning is actually the relationship positioning between banks and specific customer groups, that is, to determine who to deal with. This kind of relationship positioning not only refers to the relationship positioning between the bank and its product consumption, that is, customers, but also includes the relationship positioning with other relationship subjects existing in the specific market environment of the bank. As a commercial bank, it is necessary to comprehensively analyze the economic structure, trends and peers in the region, analyze and demonstrate the existing customers according to the cost-benefit method, identify their own strengths and weaknesses, and determine their own customer orientation. In this process, we should combine maintaining existing customers, expanding potential customers, tapping potential customers and customer orientation, concentrate superior resources, carry out targeted marketing, improve the overall quality of customers and enhance operational efficiency. Implement customer relationship management, and find those customers with a certain scale and demand potential as quality customers in the determined business priorities and market objectives. According to the actual needs and potential needs of customers, we should change from understanding what customers need to play to why, and find market opportunities from it. After market segmentation, customers are classified by scale, business volume, reputation and other indicators, and a customer stratification strategy is established. Then effectively integrate products or service methods, concentrate resources to provide high-quality and personalized services for specific customer groups, and create customer needs through consulting services.
5.4 Handle the relationship between information, process, technology and personnel.
In order to achieve the success of the implementation of customer relationship management, banks should better understand the four elements of information, process, technology and personnel and their relationships, and actively manage the integration of these elements to ensure the perfect combination of information, process, technology and personnel at all stages of the implementation of customer relationship management. In different stages of implementing customer relationship management, the importance of these four elements is different. For example, when establishing a project team, the role of personnel is more prominent; In order to determine the requirements, we hope to determine a structured process and determine its priority. When considering system integration, technical factors are very important.
5.5 Implement differentiated service strategies to establish and stabilize high-quality customer groups.
The customer base is multi-faceted and multi-level. To strengthen customer management, we must implement customer hierarchical management, provide differentiated services according to the differences in customer level, scale and regional service demand, realize market expansion and resource equivalence of target customer groups, and improve service standards for customers. For individual customers and retail business products, because customers have strong regional requirements for services, small business scale and frequent use by customers, "one-stop" service can be implemented to seize the market flexibly and effectively and expand business. For systematic and high-quality customers, through comprehensive financial advantages and excellent professional services, we serve as strategic consultants for customers, provide forward-looking research on strategic merger, reorganization, acquisition and transformation of enterprises, design financial plans with appropriate structures and deadlines, and provide various high value-added services such as project feasibility demonstration, evaluation, investment plan planning, capital operation and credit investigation. For systematic general customers, in addition to providing sound and perfect services. We should also pay attention to providing customers with advanced service methods and means, and rely on the support of modern science and technology to develop safe and convenient business varieties and management methods. Reduce the cost as much as possible, and obtain operating income through external expansion and scale increase.
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