First, strengthen marketing risk management and broaden marketing channels.
1. Laying a solid foundation is the key to strengthening marketing. Marketing is the core function of commercial banks. Market is the starting point and destination of marketing management of commercial banks. Whether commercial banks can finally achieve good economic benefits mainly depends on whether they provide customers with the products and services they need, win customers and win the market. Therefore, commercial banks must do the basic work of marketing. The first is to improve the marketing system and mechanism. Commercial banks should set up marketing committees in the head office and branches to straighten out the relationship between the front desk department, the front desk department, the upper and lower branches and the same branches; Actively study and formulate methods for evaluating the marketing performance of account managers, establish and improve the interest coordination mechanism, formulate methods for adjusting the interests of all participating departments in comprehensive marketing, and improve the interest distribution mechanism and accountability system of the host bank and the co-bank; It is necessary to cultivate and enrich the business backbone of the customer department, improve the account manager system, introduce product managers, set up risk managers, and establish a responsibility system for maintaining key customers. The second is to deeply develop innovative business product systems around customer value. As customers' demand for financial products is becoming more diversified and personalized, commercial banks must go deep into the market to do detailed investigation and research, increase the development and innovation of financial products suitable for market demand, meet the personalized needs of different customers, and provide convenient conditions for customers to create their own value. At present, the focus of product and business innovation is to meet the diversified needs of customers, actively launch a package of services for financial products of commercial banks, and actively expand new businesses such as bond settlement agents and gold trading agents. Third, we should cultivate an excellent and high-quality comprehensive marketing team. If account managers know little about financial products and don't know how to provide different packages of financial products for different customers, they can't market the financial products of commercial banks well. Therefore, it is necessary to regularly train account managers to understand, be familiar with and master all kinds of products of commercial banks, so that they can learn to flexibly market and match different financial product combinations for different customers. In addition, we must constantly improve the marketing mechanism, often go deep into market investigation and analysis, keep abreast of market changes, formulate new marketing plans in response to market demand changes, and constantly introduce business products that meet market demand. At the same time, we should guard against marketing risks, strengthen after-the-fact maintenance and counter service for customers, and make marketing work form a complete service chain. [ 1]
2. Broaden the market with comprehensive marketing strategy. Comprehensive marketing is an all-round marketing method, which aims to meet all the financial service needs of customers and their associated customers and continuously provides customers and their associated customers with assets, liabilities and intermediary business, and the integration of local and foreign currencies. It is an important means for the rapid expansion of banking business and the rapid improvement of operating efficiency. Therefore, commercial banks should adapt to the diversified needs of customers, integrate and innovate their own products-assets, liabilities and intermediary business, and formulate overall solutions to meet customer needs. We should make full use of the floating right of financial products and set different prices for different customers within the scope allowed by the central bank and acceptable to ourselves in order to seize market share and development space. At the same time, in the marketing process, we should actively carry out further comprehensive marketing for customers' upstream and downstream and related customers, and constantly expand the business market of commercial banks.
Second, strengthen customer maintenance and realize hierarchical and efficient service.
1. Customer maintenance is an extension of marketing management. With customers, there is a market and wealth. Customers have become the most important assets of banks. Isn't it the ultimate goal to bring products to the market and bring good customers back to the bank through market development? Instead, we should constantly adapt to the changes of customers through customer maintenance, develop financial products suitable for them, retain customers and provide them with the best service, thus improving the operating efficiency of commercial banks. This is the ultimate goal. Therefore, the only way for commercial banks to maintain prosperity is to increase customer maintenance and have customers for a long time. With the convergence of wealth management products of various commercial banks? Unless the customer is very dissatisfied? Otherwise, they will not change their bank accounts easily. If customers transfer their accounts to other places, it is mostly because of poor service. So marketing must be extended and strengthened through customer maintenance? Attracting more customers and broadening the market can bring unlimited business opportunities for the development of commercial banks.
2. Hierarchical service improves customer maintenance ability. It is an important means to attract and retain customers by implementing different product portfolio services that adapt to different customers. No matter which bank customers open an account for business, they mainly pursue two points: convenience and benefits. The products and services provided by any commercial bank, regardless of its size, can only meet a relatively limited part of the overall market, but not all. Therefore, we should strengthen the research on the customer market, divide enterprises and the public into several groups according to the characteristics of homogeneous demand, and on the basis of market segmentation and customer segmentation, tailor different product combinations and hierarchical service marketing strategies for different levels of customer demand, so that the width, depth and length of commercial banks' product lines will continue to expand, and their competitiveness and profitability will also be enhanced. For example, Haikou, Sanya, Danzhou and Qionghai have developed individual economies and abundant social idle funds, but the liquidity of deposits is large, and the contradiction between supply and demand of temporary funds is more prominent. In view of this economic production structure and residents' income structure, commercial banks can mainly serve individual owners, judge customers' deposit psychology, analyze customers' loan demand, and mainly provide short-term, easy-to-cash-flow savings and securities. Loans are mainly pledged by certificates of deposit, which is low in risk and convenient for individual owners to revitalize their inventory. At the same time, improve accounting settlement, international business and other service means, speed up the settlement of funds, and serve the regional export-oriented economy. Strengthen public relations with key customers, advantageous industries and outstanding enterprises, sign bank-enterprise agreements with promising and potential enterprises, and carry out long-term cooperation in all directions. As a key target, especially the national pillar industries such as electric power, communication and transportation, they can provide all-round services in international and domestic business and intermediate business, and even open up markets for enterprises and serve their upstream supply and downstream sales. The ultimate goal is to radiate outward from large enterprises, form a network, expand the scope of indirect financing, occupy more market share, and form the unique charm and competitive advantage of commercial banks.
3. Customer maintenance should pay attention to methods. The customer department should divide the work according to the different attributes of customers, that is, classify the customers in the target market according to the industry characteristics, number of people and professional status. Each account manager should often go deep into the front-line customers to introduce banking products to them, which is conducive to the account manager's in-depth understanding of customer needs and problems to be solved, so as to carry out targeted promotion and maintenance activities. The first is to establish a customer database. Customer information is the starting point of marketing activities, and its basic idea is to know everything about customers, and to give feedback and solicit opinions from time to time, so as to provide personalized service for every customer. Commercial banks should accurately plan and design a unified customer information management center to realize resource sharing. The second is to provide all-round post-marketing services as far as possible, enhance customers' dependence on banks and make it difficult for customers to leave. It mainly includes: after the marketing of financial products or services, it is necessary to track the use of financial products or services and regularly understand the problems existing in financial products or services; For high-tech and complicated products (POS, ATM, etc.). ), need to provide installation and debugging, technical consultation, design and application services, training services, etc. Handle customer complaints and provide remedial services; And other value-added services, such as financing services and information services. Third, we should pay attention to customer recognition and return. Every customer thinks that he is very important and should be recognized and valued by the bank. Therefore, to let customers know that banks care about them, appreciate them and make some returns, the possibility of them receiving financial services repeatedly will be greatly increased. Common methods include: for old customers and key customers, you can provide customers with the latest developments, financial status and technical progress of commercial banks by letter, telephone or direct visit; At the same time, understand the opinions and suggestions of customers on our products and services, and discuss the improvement plan. In addition, reward repeated financial transactions, such as sending some membership cards, club cards, discount cards, etc. At the same time, implement a new customer recognition plan, such as sending a thank-you letter within 24 hours after the financial transaction is completed, expressing gratitude, hoping to come again and take the initiative to ask for advice. Or do "special" things for specific customers, such as sending birthday cards, inviting customers to give awards to outstanding employees, holding seminars for outstanding customers on a regular basis, and giving away tickets for sports competitions or performances.
Third, strengthen counter marketing strategy and improve counter service quality.
1. Counter service and counter marketing. The counters of banks should not only provide services, but also promote product marketing through quality services. Counter service and counter marketing complement each other and benefit each other. The so-called perfect counter service is nothing more than several aspects: First, skilled business operation. Bank employees can accurately complete business for customers in the shortest time. The second is a warm service attitude. Employees can always answer customers' questions patiently and skillfully, which requires front-line employees to be familiar with various financial knowledge. The third is to improve the knowledge content of marketing. If you want to learn counter marketing, you need to know customers, learn various product combinations, learn to introduce different products to different customers, and let customers feel their benefits through financial product combinations.
2. Counter function and service quality directly affect the success or failure of marketing. As the forefront of marketing, the function, service quality and marketing ability of business counters directly affect the success or failure of commercial banks' marketing work. At present, commercial banks have built their own local area network, which can develop the prototype of "supermarket bank" in a planned way on the basis of comprehensive teller system, build open business areas in business outlets, and liberate some settlement, consulting and other businesses from closed counters. At the same time, relying on automatic teller machines (CD), automatic deposit machines (AD) and automatic teller machines (ATM) to handle deposit, transfer, cash withdrawal, credit card consultation and other services, to provide customers with convenient and fast services. At the same time, the decision-makers should constantly educate front-line employees to do a good job in counter service and marketing, so that they can clearly understand that doing a good job in marketing is not only a matter for the customer department of the bank, but also related to the success or failure of the final marketing results of commercial banks? Not to be underestimated. Therefore, the front-line staff at the counter not only do a good job and improve the service level, but more importantly, they are familiar with financial products and learn counter marketing. Only in this way can the profitability of commercial banks be established on a reliable basis, and any potential marketing will bring considerable profit prospects to banks.
Improving service quality is the best marketing method. The essence of marketing is service competition. Whoever has good service and can better meet the needs of market customers can occupy the market first. At present, commercial banks widely carry out star service and provide queuing pagers, which has played a certain role in improving quality. However, there are also some outlets and employees whose star titles are inconsistent with their actual services. For example, the addition of queuing pagers in some outlets reduces the efficiency of business handling, which seriously affects the external image of commercial banks and has a great negative impact on marketing. Therefore, in the process of counter business marketing, it is necessary to improve and standardize employees' service awareness and behavior, so that business objectives can be transformed into people's conscious behavior. In order to improve the service level, it is necessary to formulate and improve the specific service standards and business operation procedures of various businesses, and have unified, detailed and clear standards for all aspects of the work, so that every employee can receive customers politely, restrained and moderately? Handling business is "standardized, fast and accurate"? Let customers truly feel "harmony, friendliness and warmth"; Should "smile service" and "limited service" be fully implemented? Try out the "piece-rate wage" system, quantitatively assess the work of employees, pay them according to the quantity, realize the linkage between service quality and efficiency, service level and quantity, and salary, continuously improve service quality and reshape the service image of commercial banks. At the same time, it is necessary to actively introduce such service forms as "reservation service", "post-bid commitment service", "due phone reminder service" and "one-stop convenience service for agency fees" to explore service marketing strategies and lay a high-quality soft environment for commercial banks' marketing work.