At present, the banking industry generally agrees with a "28 law", that is, 80% of the bank's profits come from 20% of its customers. One of the gaps between China commercial banks and foreign banks is how to find these 20% customers and provide them with better services. Foreign banks have generally invested a lot of manpower. Financial resources, simulate and predict customer needs, and analyze customer contributions. Customer loyalty, and most of them have established data warehouses. Through data analysis and processing, it is easy to find out these 20% high-quality customers. Compared with foreign banks, our evaluation of customers is still static, one-sided and subjective, and we can't make a dynamic, comprehensive and objective evaluation and an accurate and efficient choice, which leads to our service to customers can only be popular, not personalized. For example, if the customer asks the bank to lower the loan interest rate, the bank may lose money on this single loan, but it may make money in other businesses. However, because the bank does not have a comprehensive understanding of the customer's use of financial products and does not know whether he is a high-quality customer, it dare not make a decision easily, which affects the service efficiency.
Due to the obvious gap between domestic commercial banks and foreign banks in customer relationship management, high-quality customers of Chinese commercial banks may invest in foreign banks with better services after China's entry into WTO. In addition, foreign banks have a weak customer base and limited financial strength in the China market. Based on the analysis of the market and competition, they will definitely consider taking the "boutique" route and adopting electronic means. Product innovation and high-tech financial products try their best to tap our excellent customers. Customers who can create 80% profits are lost, leaving some inferior customers, and our profitability will be weakened. Therefore, the first point of the company's customer development strategy under the new situation is to subdivide customers and implement differentiated services for high-quality customers. We should start to subdivide existing customers as soon as possible, gradually establish a customer classification management system, and manage customers in different categories according to the nature, characteristics and contribution to banks. , and according to the characteristics of different types of customers to develop quality customer standards, and then focus marketing efforts on the most profitable customers, as far as possible to meet their needs and improve their loyalty. After the relationship between banks and enterprises has stabilized, foreign banks will try their best to dig our corner. It's not that easy.
Second, pay attention to emerging industries and new enterprises, and constantly tap new high-quality customers.
While cultivating existing high-quality customers, China's commercial banks should also actively develop new high-quality customers. To this end, it is necessary to thoroughly study the development trends of industries and companies, clarify the long-term goals of cooperative groups and service groups, establish good cooperative relations with emerging industries and new enterprises with good growth from the beginning, and consolidate cooperative relations through various financial means.
With the change of market, high-tech enterprises. Multinational companies and listed companies will become high-quality customer groups of China commercial banks in the future. Judging from the current situation, these three types of customers have very good growth, and their position in the national economy and their contribution to GDP are getting higher and higher. Take Shanghai as an example. During 1999, the output value of high-tech industries accounted for 18.2% of the city's total industrial output value, among which the information industry maintained an average annual growth rate of more than 30% during 10, and now it has become the first pillar industry in the city, and the growth rate of modern biomedicine in 2000 also exceeded 20%. Sales revenue exceeded 654.38+00 billion yuan, and profits and taxes reached more than 654.38+05 billion yuan. The growth of high-tech industries represented by information industry, biomedicine and new materials is becoming the driving force for Shanghai to build a new industrial highland. Foreign-invested enterprises in Shanghai are also growing rapidly. Since 1995, the sales revenue and profits of foreign-invested enterprises have increased by more than 25% and 20% annually. In 2000, foreign-invested enterprises accounted for 54.5 1% of the city's total industrial output value, and realized profits accounted for 60% of the city's total industrial profits. By the end of 2000, 279 Fortune 500 multinational companies had invested in Shanghai, with 536 direct investment projects and contractual foreign investment of 9.633 billion US dollars. Foreign-invested enterprises represented by multinational companies have become an important factor in promoting Shanghai's economic development. In addition, after nearly two years of asset restructuring, the operating conditions of listed companies in Shanghai have been greatly improved. Earnings per share and return on net assets of listed companies all exceed the national average, and realized profits account for about 10% of the city's industrial profits. These three types of enterprises are combined (of course, the classification of these three types of enterprises is not distinct, they cross each other. For example, many foreign-funded enterprises are high-tech enterprises, and it is very common for listed companies to enter the high-tech field. It can be called an "elite force" among Shanghai enterprises. From the development trend, with the improvement of Shanghai's internationalization, the acceleration of direct financing of enterprises and the rapid development of high-tech enterprises, these three types of customers will develop faster. Shanghai's good investment environment will attract more multinational companies to invest in Shanghai. The development of capital market and the launch of GEM will greatly increase the number of listed companies. Sales headquarters. Shanghai headquarters and investment management headquarters have been established in Shanghai, which is a greater opportunity for commercial banks. At the same time, in order to achieve the goal that the added value of high-tech industries accounts for more than 30% of GDP by the end of the Tenth Five-Year Plan, Shanghai will continue to increase its policy support for high-tech enterprises, and the development speed of high-tech development zones will be faster and faster.
Judging from the present situation and development trend of these three customer groups, they are a fast-growing emerging customer group, representing the future market direction. An important development strategy of commercial banks is to choose high-growth customers and grow with the growth of customers. Expanding these three types of customer groups and sharing the fruits of the rapid growth of these enterprises is a very important aspect of the company's customer strategy under the new situation. This is a major event related to the future survival and development of China's commercial banks. If we do not actively intervene now, it will be tantamount to handing over this market to foreign banks.
Third, meet the financial needs of quality customers and build a new relationship between banks and enterprises.
Due to historical reasons, there are many non-market factors in the cooperative relationship between Chinese commercial banks (especially state-owned commercial banks) and customers. This cooperative relationship is not lasting and may not stand the test of objective economic interests. To build a new relationship between banks and enterprises that is completely linked with economic interests, we must rely on commercial banks' own business varieties and technical means, and their responsiveness to the needs of high-quality customers. Compared with ordinary customers, high-quality customers have higher requirements on service efficiency, service varieties and service quality, and sometimes they also have preferential requirements on interest rates and rates.
Service efficiency is the primary and universal requirement of quality customers. For example, multinational companies require simple bank settlement procedures. Fewer links, faster. It is an important criterion for multinational companies to evaluate whether a bank or a financial product is convenient to inquire and whether it can reduce the transit time of raised funds.
In terms of service types, the financing needs of high-quality customers are often complex and diverse. For example, multinational companies prefer the international comprehensive credit financing method and require banks to provide long-term and readily available financing. In addition to the commonly used standby letter of credit and foreign exchange pledge, the loan commitment with loan repayment often requires banks to allow accounts receivable mortgage, chattel mortgage loan and parent company guarantee. Comfort letters, etc., instead of using the commonly used mortgage guarantees of housing, land and fixed assets in China, some also require credit loans. High-tech enterprises in the initial stage can't see the market because their products have just come out of the laboratory. They only have capital investment and no return. Primitive accumulation is only intelligence, intellectual property rights and scientific research achievements. Even if there are some tangible assets, it is only a few computers and precision equipment. This feature determines that they have a strong demand for loans secured by intangible assets. And listed companies, due to frequent capital operation, often need banks to provide bridge loan. Flexible short-term financing such as special loans for mergers and acquisitions. In addition to all kinds of innovative demand for loan services, high-quality customers also need banks to provide many services other than credit support, such as settlement network and corporate banking. More advanced and value-added services such as financial consultants.
In terms of service quality, the requirements of high-quality customers are higher than those of ordinary enterprises. In addition to asking the bank to provide on-site service. In addition to mobile banking services, financial needs that are more advanced than the current technical support capabilities of commercial banks are often put forward. For example, customers of large high-quality companies request to use the electronic platform of banks to check the cash balance and liquidity of subordinate enterprises at any time, which requires banks to speed up the pace of electronic and network construction and provide high-quality financial services to customers.
In addition, quality customers are not only in service efficiency. The demand for variety and quality is very high, and banks often have to pay interest. Give preferential treatment in price.
In view of the financial needs of various high-quality customers, commercial banks should design personalized service programs to meet the needs of high-quality customers. Old financial products are "packaged" and provided to high-quality customers, and the relationship between banks and enterprises is fixed by signing cooperation agreements between banks and enterprises.
Fourth, reform the internal management system of banks to meet the needs of quality customers.
Striving for the high-quality customer market can not only be considered from meeting external demand, but also from the internal management system of banks to establish a service system centered on high-quality customers. Including: 1, strengthen the linkage between banks and departments at higher and lower levels and improve service efficiency. One of the solutions to the efficiency problem complained by high-quality customers is to improve the service level vertically, reduce the management approval links and increase the direct operation of higher-level banks. For some large enterprise group customers, commercial banks should set up a service team composed of account managers of the head office, branches and sub-branches to open a "through train" to improve evaluation. Efficiency of business approval. The second is to strengthen the marketing departments of banks at all levels horizontally. Product management department. Technical support and support departments exchange information and participate in service scheme design, product marketing and after-sales service of high-quality customers; Form a unified overall resultant force.
2. Strengthen information management and timely capture enterprise and project information. In the emerging customer market, whoever grasps the information first and enters their circle first may take the initiative and win the trust of customers. So we must start from the source, such as strengthening cooperation with government departments. Contact the office of the Committee to keep abreast of information about high-quality high-tech enterprises or projects; Strengthen cooperation with stock exchanges. Contact the investment banking department of the securities company. Obtain the information of high-quality enterprises to be listed; It is also necessary to strengthen contacts with foreign investment committees, foreign investment associations, foreign economic committees and foreign banks to obtain the source information of multinational companies' investment intentions. As long as they master the information earlier than other banks, they can occupy the optical machine and build entry barriers for other banks.
3. Study and formulate classified credit evaluation system, loan policies and strategies for emerging customers. Because emerging customers have different characteristics from ordinary enterprises, the current credit rating evaluation system of commercial banks in China is designed for traditional mature enterprises and is not completely suitable for evaluating them. For example, the current credit rating evaluation system focuses on the analysis of the company's balance sheet and income statement, ignoring the analysis of cash flow, which is very unfavorable for high-tech enterprises and multinational companies whose profit indicators are not necessarily "good-looking". In loan evaluation, we often only pay attention to the financial profit indicators of enterprises in the past few years, but we don't know enough about the factors behind these figures, which is unfair to high-tech enterprises that attach importance to the risk control ability of entrepreneurs. Therefore, for the high-tech enterprises mentioned above. Multinational companies. For potential high-quality customers such as listed companies, we must make some changes in credit evaluation and formulate classified credit guidance policies in order to make a more comprehensive and accurate judgment.
4. Implement account manager system and product manager system. Commercial banks should not only further deepen the account manager system, cultivate the main force of marketing, and concentrate their advantages on differentiated marketing for high-quality customers through a vertical and smooth customer service system, but also set up product managers according to product varieties or categories, responsible for product management, sales promotion and development, as a background suitable for front-office business marketing and account managers. The functions of account manager and product manager are interdependent. Mutual restriction, * * * together constitute the two main lines of quality customer service system.
5. Establish a reasonable and effective incentive and restraint mechanism. In order to establish a customer-centered service system, in addition to the above reforms and institutional innovations, domestic commercial banks should further reform the incentive and restraint mechanism. As a service industry, the sales of bank products exist in the service process, and human factors largely determine the quality of products and services. In other words, the quality of bank marketing team is the key factor to determine the effectiveness of marketing activities. Therefore, it is necessary to further deepen the reform of personnel system, wage system and welfare system; Gradually establish an incentive and restraint mechanism to meet the management needs of modern commercial banks, fully mobilize the enthusiasm of front-line personnel, and provide talent protection for dealing with customer competition after China's entry into WTO.
In a word, consolidating existing high-quality customers and tapping potential high-quality customers are the primary tasks for commercial banks to meet the challenges of China's entry into WTO. We should actively organize the marketing of high-quality customers to meet their financial needs. Internally, it is necessary to reform the organizational mechanism and management system, and establish a marketing system aimed at meeting customer needs from information, product development and management mechanism, linkage mechanism between higher and lower levels, customer evaluation and credit rating evaluation system, and human resource management system.
Finally, it needs to be added that some potential high-quality customers, such as high-tech enterprises, are unfamiliar areas for banks at present. Compared with traditional enterprises, we don't deny that the risk is relatively large, but we must have a correct understanding and understanding of this risk. The banking industry itself bears risks, and its attitude towards risks should not be passive avoidance, nor should it just seek to resolve them. Instead, we should regard risk as a resource and actively develop available risks to resolve our own risks. Just like Dominic, a British financial expert. In "Challenging Risks-How Financial Institutions Survive and Develop", Caselli said that for financial companies, designing products and marketing are very important, but they are not the core skills necessary for success, and managing risks for return is the core skill for their success. "It is precisely because there are risks in this world that there will be financial companies. If they want to develop and prosper, these companies must face up to risks, look for risks under every stone they can find and expose them. For the best financial companies, where there are risks, there are opportunities, but for weaker financial companies, it means suffering losses. "