In my opinion, to answer the questions about the future development of the banking department and the bancassurance channel, we must first answer several questions:
1. What is the current trend and changing environment of the whole insurance industry? 2. How do banks and insurance companies position their own advantages and differentiated features? 3. What changes need to be made in the current operation mode of bank insurance? These problems are very important, and also involve many key theoretical knowledge and the judgment of practical development. Therefore, I can only say that I tried to answer them with my own ideas.
1. Industry trends (this is actually a big article, which cannot be comprehensive and can only be outlined) 20 16 Up to now, the life insurance market is undergoing very profound changes, mainly as follows:
The business model of institutional expansion and organizational development is basically declared unsustainable and will soon end;
The differentiated business strategy among the main companies began to appear, and the more obvious the differentiated characteristics, the more obvious the business results (such as Hongkang, Mei Xin, Hengqin, etc.). ), small and medium-sized companies with no characteristics or lack of differences began to struggle;
The trend of separation of production and marketing is becoming increasingly clear, and intermediary channels are rising rapidly. Some small and medium-sized companies began to strategically abandon the competition in some sales channels or withdraw from some regional markets, and the abandoned parts were occupied by agents;
Full participation of Internet and big data. For all life insurance companies, the mobile Internet is not only a sales channel, but also has begun to enter the whole process of operation, involving brand, operation, sales, service and training, and various intelligent investment systems have been launched.
2. The differentiation advantage of the banking department can be asserted that the above-mentioned industry change trend will accelerate the opening of the competition gap between major life insurance companies, and those life insurance companies that cannot clearly locate the target market and differentiate their competitive strategies will be eliminated by the trend.
The natural advantage of bank-based life insurance companies lies in the channel resources of controlling shareholders, and only on this basis can we determine our core competitiveness. In other words, if the bank company makes great efforts to be a personal agent channel, I think it is not worth the loss. It is the last word to concentrate on deepening the banking channels.
Judging from the current operation of various banks, I think almost none of them have done "intensive cultivation". Basically, they are just using the channel resources of the bank to ensure the business scale and bring abundant cash flow. Compared with ten years ago, the grass-roots operation mode has no substantial improvement and progress, which is nothing more than the income comparison of homogenized products and the competition between large and small accounts.
Of course, this does not prevent these banking companies from continuing to live well, but whether they can really get to the forefront of the industry is more a matter of business model, depending on how the major banks as controlling parties view this insurance license.
Integrated financial services is a cliche, but no company has given a particularly beautiful answer on how to integrate and serve. At present, even if a banking company wants to move its own VIP customers, individual customers and corporate customers, it is inconvenient and has obstacles, not to mention that most banking company business cadres are stretched to the limit in insurance professional ability.
3. Bank insurance operation mode. Although the regulatory authorities have repeatedly applied for orders and strictly controlled misleading sales through various means, bank insurance has always been the hardest hit by misleading sales, and all kinds of false statements about term, current price and income abound. One of the basic reasons why these things are repeatedly banned is that almost no customers walk into the bank to take a policy home.
No matter how excellent an orator or a so-called professional, you can't deny the above. In other words, almost all customers buy bank insurance products, especially over the counter, not from their original intention, but are induced. This mode of operation is doomed to be unsustainable and must be changed. I want to talk about my own views on the operation mode of bancassurance:
Bank-insurance business should be divided into three categories according to sales behavior: counter sales, non-counter sales (wealth management customers or private banks) and corporate customers. At present, most life insurance companies are unwilling to distinguish these three categories or don't know how to distinguish them, or even if they do, there are no different products, policies and services, which is the fundamental reason for the confusion in today's bancassurance market.
Counter sales. Short, flat and quick, we should give priority to saving instead of products, and don't push for annual payment, health and life, because that doesn't conform to the logic of counter sales, nor to the working habits of tellers and the expected psychology of depositors. The counter should be wholesale/monthly, regular/satisfactory, universal/connected. It can be made clear in three or five sentences that customers are highly accepted and can really benefit.
Not a counter. In fact, when you come to a wealth manager or a private bank, there is no need to distinguish between "bancassurance products" because they are no different from insurance agents in sales behavior. It is a waste to let these sales experts with excellent resources and strong ability sell those "bancassurance products" with low cost performance. Of course, they can directly sell serious illness, accidents, medical care, annuities and whole life insurance, but they really don't want to understand if they don't sell these products.
Corporate customers. In fact, the current domestic life insurance market, which is very extensive and unprofessional, lies in risk identification and management, which is seriously lacking. Basically, the company told me to sell whatever I wanted, regardless of the real risk status and transfer needs of customers. The risk identification of corporate customers is even worse. In fact, if banks can provide risk identification and management services for their long-term deposit and loan enterprises with a highly professional attitude, at the same time, it will be a huge market with insurance products as the main risk management solution. But as I said before, the current banking companies lack such vision and courage, and the corresponding professional quality and ability, so most of them are still in the stage of being dragged forward by the market.
Mobile phone code word, logic confusion, please forgive me.