In 2020, the COVID-19 epidemic suddenly struck and the holiday was extended. Under the conditions of "national isolation" and "zero contact service", the advantages of traditional bank physical outlets are eclipsed, and online channels are playing an increasingly important role in the interaction between financial institutions and customers. Digital operation has become the general trend of the financial industry. As an ordinary young employee who has worked in a bank for nearly four years, I have experienced the post change from teller to account manager, and from private business to corporate business. Now I want to talk about some thoughts on digital management based on my own practical experience:

First, flow is king, and drainage depends on canals.

In recent years, the mobile banking of various banks has developed by leaps and bounds, and it is not lost to Internet companies in terms of interface and functional integrity. However, after opening the mobile banking app and removing the logo, the main interface is "longer and longer", and the monthly activity indicators of most banks are worrying. According to statistics, there are only two banks with monthly APP users exceeding 100 million, namely, the "three-in-one activity" of ICBC (integrating e-banking, e-linking, e-purchasing and e-life of ICBC) and the "mobile banking" and "handheld life" of China Merchants Bank. It is also a monthly activity index. 20 19 years, wechat11000000, AliPay1000000, QQ 8.23 ... Behind the similar interfaces and convergent functions of mobile apps in various banks, there is a gradually consistent customer management cognition, which is a simple continuation of offline business thinking.

I remember when I first entered the lobby of the bank station, there was always a customer asking, "SMS messages from other banks are free. Why do you charge?" Other banks have WeChat account change reminders. Why don't you? "Whenever we encounter this problem, our answer is always" WeChat is a third-party software. In order to ensure the security of customer information, we don't support WeChat reminder for the time being. "Now we not only support WeChat account change reminders, but also businesses such as Golden Community and Dragon Payment have developed with the help of WeChat channels. Since ancient times, traffic has been the only way to do business. In order to improve the monthly users of our mobile banking, make it "live" and "fire", while ensuring the security of financial core data, we can also develop many businesses with the help of the existing traffic platform. We should strengthen the complementary role of external capabilities in customer service, increase cooperation with a number of head Internet platforms, build an ecological circle, and continuously enrich customer acquisition channels. For example, there are still many customers who buy our wealth management, funds and other products through outlets. They often don't pay more attention to and track the purchased products after success. You can also use the WeChat platform to accurately push wealth management product information for customers through big data analysis, and send the information of net product value and profit and loss changes to customers for free, so as to facilitate customers to make timely decisions such as purchase and redemption, lock in investment income, and increase the frequency and activity of mobile banking while improving customer experience.

Second, value-driven to benefit customers.

Under the digital business model, the traditional advertising marketing method with high investment and unpredictable recovery is no longer applicable. The hardest weapon of digital operation is "fission marketing" or "scene marketing". Fission is based on the word-of-mouth communication of users, and it is the most controllable, effective and convincing marketing means. Fission is the cost that will be used for marketing to benefit users in exchange for word-of-mouth communication; Fission is to participate in and share prizes. Of course, in order to succeed in fission, we must dig deep into customer needs and take customer value as the center.

Last year's ETC battle and this year's Sanjintong promotion both adopted fission marketing. Activities such as the spike activity of Golden Community, the treasure hunt activity of CCB, and the daily signing of credit cards all won a certain reputation through the mode of doing tasks-getting points-redeeming gifts, and at the same time improved customer activity. In addition to integral mall, we also have scenes such as Shanrong Business and yue life. These platforms are also very favorable, but their popularity and utilization rate are not high. You can also use internal and external big data analysis to accurately push product information to customers through platforms such as WeChat and Alipay to improve the utilization rate of each platform; We can open up channels for the use of points. Comprehensive points can be used not only for integral mall, but also for points deduction on platforms such as Shanrong Mall, Longfu and yue life, forming a closed loop of business development.

Third, data sharing and coordinated operations.

Digital management is not simply to move off-line broadcasting to online, nor is it simply to report data. Instead, we should look for data in the opposite direction along the business goal we hope to achieve, truly explore and correctly use these data along the customer value chain, and change from product-centric to customer-centric to match and innovate product solutions. At present, we still have problems such as big data fragmentation, inconsistent data standards and caliber, and relative isolation of various functional departments. As a result, we can't form a 360 customer perspective and fully understand customer needs.

Take corporate deposits as an example. In order to understand the development of deposit business, analyze problems and find reasons, it is extremely one-sided to rely solely on the index of deposit balance. You also need to know a series of data such as account opening, effective customers, credit customers and the movement law of upstream and downstream funds. At present, these data are scattered in different systems. Want to know the new account, you need to ask the settlement department for data, want to know the situation of small and micro loan customers, need to ask the Pratt & Whitney department for data, want to know the situation of the same industry, need to ask the finance department for data ... There is a time lag in communication and data exchange. In order to adapt to the development of financial technology, we have also developed many digital marketing tools, but these tools have not really been effectively used end to end. Taking enterprise radar system as an example, its functions are comprehensive, but many functions are not open to customer-oriented grassroots outlets, and are more used by managers as analysis tools, so it is impossible to capture and identify opportunities in time by using big data analysis. In addition, under the existing organizational structure, most functional departments of banks are still relatively isolated. When the market and customer needs change, it is difficult for all departments to reach an agreement quickly and make an agile response. Moreover, the process of each link is complex, which requires repeated review, and it is impossible to make rapid iterative decisions and adapt to the ever-changing digital age.

China's commercial banks have huge customer information data, but the application analysis and re-input of the data are insufficient. Next, we should innovate and update digital marketing tools extensively, effectively help front-line account managers to contact customers and improve the quality and efficiency of customer service.

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