After more than four years of cooperation, strategic assistance has enabled CCB to obtain comprehensive benefits in changing concepts, introducing technology, improving processes and cultivating talents. Whether it is to introduce the "voice of customers" survey method of Bank of America to promote the implementation of CCB's "customer-centered" concept; Or learn from the "data management" of Bank of America to promote the transformation of CCB management mode from "experience management" to "data management"; And learn from the standardization and unification of American banking processes, and promote the construction of CCB's "process bank". The international advanced banking management concept is gradually being transformed into CCB's daily operation and management actions. It is an important task for the banking industry in China to improve the service environment of banks and meet the rapidly growing demand for financial services of the people. It is a key measure for CCB's strategic transformation and development to comprehensively improve its sales and service capabilities to individual customers and realize the rapid development of personal banking business. At the beginning of strategic assistance, CCB took personal banking as the first choice for assistance, which is the most competitive business of Bank of America. On the basis of CCB's business environment, the two sides established sales processes and service processes of ordinary outlets, wealth management centers, wealth management centers and personal loan centers respectively, and improved internal management. After the transformation, CCB's individual ordinary customers, mid-to-high-end customers and high-end customers all experienced professional and efficient services, customer satisfaction was significantly improved, product sales increased rapidly, and the competitiveness of personal business market was greatly improved.
Ordinary retail outlets have changed from "transaction accounting" to "sales service", which has met the rapid and convenient service needs of mass customers. After completing the transformation of the first generation retail outlets, the average daily sales of outlet products increased by 64.8%, the average waiting time of customers decreased by 40%, and the waiting time below 10 minutes accounted for 7 1%, effectively alleviating the problem of "long queues" of customers.
Wealth management center has realized the transformation from "product-driven" to "customer-driven", which meets the professional and differentiated service needs of VI P customers. By the end of 2009, 200 branches of CCB 1. 200 had achieved the second-generation transformation, the proportion of customer service time in ⅵ P increased by 3 1%, and the sales performance of products increased by 14%. Equipped with10.5 million lobby manager and 30,000 financial planner, ranking first among domestic banks.
Fortune Center has achieved rapid response and accurate marketing to customers by establishing an event-driven high-end customer relationship management system. In 2009, CCB * * * had 109 wealth management centers successfully promoting high-end customer relationship management system, and the time for account managers to serve high-end customers increased by 39%. The number of customers signed by the account managers of Fortune Center increased by 200% on average, and the balance of signed customers increased by 42% every month.
Personal loan center has realized integrated customer service, which meets the requirements of individual customers for loan procedures and time, and is conducive to preventing risks and improving customer satisfaction. After the improvement, the per capita capacity of personal loan center increased by 7 1.4%.
In 2009, the "Mystery Man" scored 93.5 points in the unannounced survey on the service quality of CCB outlets, which was 2. 1 point higher than the previous year and significantly higher than other big banks. The satisfaction of individual customers was 63.9%, which was 3.6 percentage points higher than the average level in the same period and 6.3 percentage points higher than that in 2007. The overall customer satisfaction of the company was 88.5%, 0.5 percentage points higher than that of 2007. As a new channel of banking service, the value of e-banking lies in extending the service capacity of traditional outlets and improving customer satisfaction with more convenient service methods. On the other hand, it is to reduce the operating costs of banks and improve operating efficiency. It is an important part of CCB's development strategy to develop electronic banking business with higher standards and greater efforts to catch up with domestic advanced peers, and the transaction volume will increase by 200% in the next three years. Therefore, e-banking is also a key business area supported by strategic assistance.
CCB introduced the customer experience research method of online banking usability test into the product development process of e-banking, and the customer satisfaction of the improved product prototype increased by 9% after the test. Online banking also established an external monitoring system, which significantly optimized the response efficiency of online banking system stability events. In 2009, the time from receiving the customer problem report from 95533 to inputting the problem into the relevant system was shortened to less than 5 minutes, which not only helped the technical department to find the cause of the problem quickly, but also facilitated the business department to reply to the customer in time. In 2009, telephone banking individual customers13.92 million households.
CCB upgraded its personal online banking system in an all-round way, greatly reducing the complexity of online banking operations such as customer counter filling and login password setting. In 2009, personal online banking customer satisfaction increased by 6.3 percentage points. CCB has vigorously strengthened the construction of electronic transaction machines, with 36,000 ATMs in operation and 8 128 self-service banks. Each self-service device has an average annual transaction of 96,200 transactions, ranking first among domestic banks. Vigorously carry out the transaction diversion of electronic channels, and the number of transactions realized by CCB self-service and electronic channels is equivalent to more than twice that of physical outlets. In 2009, individual customers of online banking12.68 million.
Build a world-class online website sales process, build a leading domestic fund network service platform, and creatively realize direct transactions between websites and online banking, thus improving the contribution of website sales. The average daily click-through rate of CCB website fund channel customers increased by 354% compared with that before going online, and the proportion of visits increased by 5 percentage points. In June 5438+February, 2009, the daily average customer views of CCB website reached13.95 million, up by 205% year-on-year.
The call center improves the telephone connection rate through the reasonable scheduling and scheduling of the main control center; Improve service quality and consistent experience by unifying management processes and standards; Through the implementation of professional division of labor, the efficiency of problem handling has been improved. In 2009, the number of calls received in Chengdu Center was1961.170000, with the highest daily average of 79000. The evaluation of seat service quality is 90.8 points, which is 3.06% higher than that in 2008. The volume of manual valet transactions increased significantly, reaching 2,990,800, an increase of 57.77% compared with 2008. Credit card business is one of the strategic businesses of commercial banks. In April, 2007, China Construction Bank signed a memorandum of cooperation with Bank of America on credit card business, aiming at improving its professional level and market competitiveness by introducing advanced concepts, skills and experience in credit card management.
In the field of business development, the two sides have deep cooperation in product research and development. Bank of America cooperates with strategic partners Liverpool Football Club and China Construction Bank to issue credit cards. Football card face design is novel and product rights are unique. More than 400,000 copies were issued a year. We shared the management concept of customer life cycle and customer loyalty with Bank of America, which promoted the change of CCB credit card from "customer development" to "paying equal attention to customer development and customer management". Drawing lessons from the practice of Bank of America, the "525" strategy of credit card marketing in outlets was introduced, that is, marketing five credit card products, two types of customers and five standardized marketing processes, and increasing the daily net increase of customers in each outlet from 0.8 to 1.2. The pre-approval system for credit card business was optimized, and the success rate of credit card marketing was increased from 10% to 14%.
In the field of risk operations, the prediction accuracy rate has increased from 63% to 84%, and the automatic voice response menu has been optimized, and the automatic voice response usage rate has increased from 47% to 50%. With the implementation of the credit card background operation process optimization project, the working time of the whole billing process was reduced from 72 hours to 58 hours, and the rejection rate of business card printing was reduced from 7.5 ‰ to 6 ‰. Cooperating with the United States to develop the application scorecard, the automatic approval of credit cards has been realized, and the automatic approval rate has reached 38%. Learn from the experience of credit card fraud management in American banks, improve the fraud detection strategy, and double the alarm accuracy.
In the field of data analysis, with the help of Bank of America, a unified data analysis platform for data warehouse and credit card business was established to support information sharing, thematic analysis and model development, which played a key role in business development. A credit card data analysis team was set up, and the professional quality of employees was continuously improved through the expert training and side-by-side work of Bank of America, and the data analysis laboratory of the credit card center was initially established.
In the field of financial management, through field communication and video conference, we can understand the process, methods, tools and models of bank of America's credit card financial planning and forecasting. Carry out experience sharing in cost system and cost allocation, and promote the establishment of reasonable cost centers and cost levels for credit card business lines. The lack of effective product supply for small and medium-sized enterprises is a common problem in banking services, and it is also an urgent problem to be solved in CCB's operation. Bank of America has helped CCB establish a competitive advantage in product development and marketing of small and medium-sized enterprises.
The two sides developed innovative small unsecured credit line loan products to meet customers' flexible liquidity needs. CCB draws lessons from a series of management techniques, including risk pricing methods, analysis of important financial indicators of enterprises, and special approval policies. At the end of 2009, 14 tier-one branches in Anhui, Fujian, Guangdong, Hebei and other places handled small unsecured loans for small enterprises, adding 95 small unsecured loan customers with a loan balance of 81140,000 yuan. The average loan interest rate of small unsecured loans reached 7.06%, which was 32.96% higher than the benchmark interest rate, and the NPL ratio was zero. With the help of enterprise e-commerce platform to carry out online credit services, it has issued online loans of 4.8 billion yuan to more than 2,000 customers in 8 provinces and cities, which is in a leading position in the market.
Both parties designed and popularized tools for industry screening and customer screening, and established standardized sales and management processes, which made up for the lack of unified industry and customer identification tools in CCB's small enterprise field, solved the problem of lack of standardized processes and management paths in front-end sales, and effectively improved the accuracy of customer screening and the marketing efficiency of account managers. Industry screening tools have been used in the adjustment of credit structure of small enterprises in CCB. The first pass rate of customer screening by account manager is 30%, the second pass rate is 95%, and the final approval rate is 6 1%. Two pilot branches in Hebei and Shanghai * * * added 65,438+002 customers and 747 million yuan in new loans. Bank of America's assistance in the field of information technology involves strategic planning, system development, operation and maintenance, post-disaster recovery and construction, data control and other fields. Through cooperation, CCB has deepened its understanding of information technology and the best practices of international advanced banks, and formed a series of systems and processes, which have played an important role in improving the level of information technology and enhancing its business development support capabilities.
Revise the strategic planning of information technology, strengthen the construction of systems and processes, and improve the infrastructure and basic management capabilities. Drawing lessons from the information technology management methods of the Bank of America, this paper revised the information technology planning, optimized the resource allocation mode and implementation sequence selection procedure of information technology projects, formulated and implemented new information technology project management methods, and made the project development management standardized and streamlined. * * * Revise and improve the secondary system of "Software Capability Maturity Integration Model", cooperate to build "Information Technology Infrastructure Library" and build a unified standard operation and maintenance process management platform. Cooperate to complete the construction scheme of CCB IT disaster recovery system, determine the layout and site selection scheme of production system and disaster recovery system, and enter the implementation stage.
Share data management experience, improve data quality of key business links and improve data quality management methods. Establish targets, plans and quantitative indicators to improve data quality. According to the order of company business before retail business, the two sides first implemented projects to improve the quality of company business data. By the end of 2009, the accuracy of customer information of CCB increased by 30.78%, and the integrity rate of ownership structure increased by 32.27%. Strengthening the construction of innovation ability, innovating management, innovating products and innovating services are the keys of commercial banks. CCB not only cooperates with Bank of America to develop new products and new processes, but also draws on its methods to fundamentally build its core competitiveness. CCB has established a standardized product innovation process, successfully innovated products, initially established a "customer voice survey" system, and formed a process design and process change capability based on the "Six Sigma" method.
Established the first product innovation laboratory in China. Since the establishment of the laboratory, there are nearly 10 prototypes of new products that have been developed and are being developed, among which there are many strategic innovations that cross business fields and adopt new business models. Develop and apply product innovation process to improve the market competitiveness of new products. The new product innovation process has been applied in the fields of wholesale, retail, investment and wealth management. Xiamen Branch adopted new product innovation process to develop "Jucai 1" products, signed 1476 contracts in five days, and collected 605 million yuan, which was well received by the market.
Establish a "voice of customers" system to promote business innovation and management improvement. Through the "Voice of Customers" survey, a basic database of customer satisfaction was established, and a "customer satisfaction barometer" was created, which provided objective and effective key data for quickly responding to customer and market demands and continuously carrying out business improvement and innovation. CCB has also established an information platform (VOPA system) to collect, analyze, process and feed back employees' opinions and suggestions. In 2009, 5,499 opinions and suggestions put forward by employees of the whole bank were collected through the platform, 94% of which have been solved, and the rest have been submitted to relevant departments for study and solution.
Speeding up the construction of process bank by using the method of "six fitness horses". On the basis of learning and using for reference, CCB has developed a set of change management processes and methods suitable for its own characteristics, which can effectively solve the problems of standardization, standardization and effective control in process management and process construction, and improve the quality of process management and the efficiency of business innovation. By 20 10, the head office and branches * * * had completed 693 training sessions with 55,000 person-times, and 194 employees had passed the green belt certification. Promoting the scientific management of human resources is an important part of the reform of human resources management in CCB. The strategic assistance of Bank of America has brought the process, tools and experience of human resource management of commercial banks in the developed market economy environment.
The senior leadership model, middle leadership model and employee leadership model are established, which provide basic tools for the selection, training, assessment and appointment of leading cadres and employees. The success factor tables of key positions and some business lines are established, which provides a scientific basis for employee development. Around the leadership development of new managers, a 360-degree evaluation process is designed, and a new employee plan is established, which shortens the employee's entry time. Establish an effective evaluation system of leadership behavior and improve the annual evaluation system. Complete the accelerated training plan and strengthen the comprehensive training of reserve employees.
Drawing lessons from the successful experience of Bank of America, the bank carried out the "Voice of Employees" survey, including work status, teamwork, salary and benefits 12, and initially established a new platform for institutionalized communication between enterprises and employees. The survey results in 2009 showed that employees were generally satisfied with working conditions, with an overall satisfaction rate of 94%. In the past few years, CCB and Bank of America have cooperated in many business fields based on the principles of avoiding competition, complementing each other's advantages and win-win cooperation, which has been affirmed by customers and the market.
In August 2006, CCB acquired Bank of America (Asia) Co., Ltd. and established CCB Asia, which rapidly expanded CCB's financial service network in Hong Kong. At the same time, CCB Asia provides a full range of personal finance and settlement services for CCB's high-end customers, which can attract SME customers engaged in cross-border business to CCB.
As for the joint venture leasing company, CCB Leasing cooperated with three branches of CCB 13, with 28 marketing tracking projects, of which 12 were approved, with a turnover of 5.043 billion yuan. In terms of trade financing, the two sides have formed a more specific cooperation outline on trade financing, especially international supply chain financing. 20 10 plans to select the global customers of two American banks, implement the cooperation mode between them on a pilot basis, and implement unified operating standards and management services in all provincial branches of CCB. The two sides have also carried out continuous cooperation in cash management, ATM cash withdrawal, foreign currency cash, US dollar settlement, fund raising and customer cooperative marketing, and achieved good results.
20 10, the strategic assistance between the two sides is progressing steadily. At present, eight projects have been established in the fields of human resources, corporate business and wealth management, and 10 projects have been established in the field of credit cards. Bank of America has sent experts to CCB's wealth management and private banking, information technology and electronic banking, and CCB will also arrange for four senior and middle managers to go to Bank of America for on-the-job training.