(I) Basic environment for the healthy operation of the relationship manager system As a brand-new customer-centered business philosophy, the relationship manager system has higher requirements for all aspects of bank operation and management. It is necessary not only to do the best in traditional business, but also to collect, scientifically sort out, standardize, analyze and predict the information of financial market, customer industry and product market in time to provide information support for customers and banks themselves in real time. The relationship manager system needs a good running environment.
1. Positive, united and cooperative corporate culture. Banks are service-oriented enterprises, and the relationship manager system is the sublimation of this service. When dealing with the relationship with customers, we must establish a positive, United and cooperative corporate culture within the bank. First, this is the need to greatly improve the quality of talents; Second, this is the premise for information to play a timely, effective and overall advantage; Third, only active teams have the tendency and ability to explore and compete for the market, which is the basis for the relationship manager system to play its role.
2. A workforce with both ability and political integrity, high quality and high cultivation. From the meaning of relationship manager system, we can see that its healthy operation needs high-level human resources support on the one hand.
First of all, providing customers with all-round quality services requires employees to have strong comprehensive analysis ability and solid knowledge of finance, economy, operation and management;
Secondly, when providing information consultation, strategic strategy research consultation and other services to customers, employees must have fairly high comprehensive ability and management ability, be able to sort out and analyze all kinds of information in time and scientifically, and give scientific predictions. They not only need to fully understand information from the perspective of financial institutions, but also need to extract and analyze information from the perspective of customers, and provide scientific and timely decision-making consultation for customers in combination with their management needs;
Thirdly, in the process of analyzing and forecasting customers' potential demand for financial products, employees need to have the ability to accurately grasp the future development trend of enterprises, and at the same time have a positive sense of innovation, and can make quantitative judgments on the innovation of financial products from many aspects such as cost, market prospect, popularity and efficiency, so as to ensure that banks can maximize profits.
Finally, bank employees under the relationship manager system need to have a fairly high level of marketing skills.
On the other hand, employees under the relationship manager system also need to have higher professional ethics. Because the employees under the relationship manager system are in close contact with customers, especially when they are senior management consultants, they are very clear about the business strategies and financial situation that customers may make. If these business secrets are not strictly kept, it may lead to the exhaustion of customer resources. In addition, the relationship manager system also requires employees to communicate with other financial institutions regularly. Without a high degree of professional ethics as a guarantee, banks will also face the disclosure of internal business information, leading to the unhealthy progress of banks.
3. Have the ability of real-time and efficient innovation of financial products. During the operation of the relationship manager system, banks need to study the product market or potential market in time after the customer manager puts forward the product demand or potential demand, and develop products that can fully meet this demand in real time, actively innovate with high efficiency and high quality, and fully meet the market demand, so as to effectively occupy and lead the market.
4. Scientific and efficient decision-making. All aspects of the healthy operation of the relationship manager system need scientific and timely decisions. For example, when giving customers management decision-making advice, banks should not only give customers a variety of feasible suggestions, but also put forward suggestions that are in line with customers' continuous progress, which requires both relationship managers and banks to have considerable scientific management and decision-making capabilities; In addition, in the specific business decision-making process of banks, such as whether to enter or develop a certain financial service field, banks also need to have scientific and efficient decision-making and management capabilities, otherwise it may lead to confusion in business management or delay opportunities for progress.
(II) Specific operation and management strategies of banks under the relationship manager system In view of the operating environment of the relationship manager system and the present situation of commercial banks in China, the author puts forward the following management countermeasures for domestic commercial banks.
1. Activate the working atmosphere of employees, enhance their sense and ability of teamwork, and establish a harmonious corporate culture.
As the spiritual pillar and strength source of enterprise progress, the degree, content and form of its establishment are directly related to the actual progress and future prospects of this enterprise. As a special enterprise that relies on the service level and skills of employees, banks have higher requirements for the advancement of corporate culture. Under the relationship manager system, domestic commercial banks must strengthen the construction of corporate culture in the following two aspects: on the one hand, strengthen the education of employees' collective consciousness. The bank is a whole, and it is impossible for any employee to provide comprehensive financial services in the modern sense outside the collective. The relationship manager system requires us not only to have high-level professional service technology, but also to have a heart centered on collective interests and always regard ourselves as a link in the overall operation. On the other hand, strengthen employees' sense of cooperation and enhance their cooperation ability. The relationship manager system requires all departments and employees of the bank to give each other all kinds of information, services and technical support at any time, so that every employee can provide all kinds of services with a leader's attitude and ability when customers need them, and realize the operation goal of the relationship manager system.
2. Establish an effective incentive mechanism to enrich and tap the work potential of employees in various ways.
The healthy operation of the relationship manager system ultimately depends on the talent level and exertion of employees. As a brand-new financial service system supported by high professional skills, high management level and high innovation level, China's commercial banks must work hard on human resource management.
First, establish an effective incentive mechanism. It includes two aspects: spiritual motivation and material motivation, with emphasis on the latter. In view of the fact that foreign banks will price the employees of Chinese banks and other financial institutions according to the talent pricing standards in the international talent market, domestic commercial banks must do an effective job of encouraging talents in order to make employees feel that all aspects are valued. Of course, we should also pay attention to the principle of moderate motivation, not to let employees feel complacent and arrogant under excessive motivation, and to prevent employees from not trying their best at work;
Second, fully tap and utilize the talents of employees. At present, one of the biggest drawbacks in the development and application of human resources in domestic commercial banks is that the selection and employment of people are linked to feelings, face and qualifications. The goal of our reform should be to establish a mechanism of employing people who can be promoted and demoted, pay attention to the full play of abilities and talents, realize the real separation of posts and administrative levels, and realize the rational use and rational flow of talents. Only in this way can employees' talents be fully exerted and tapped, and banks can achieve maximum benefits with the lowest human resource cost.
Third, ensure that all aspects of the quality of employees can meet the needs of financial market progress, while paying attention to the coordination with corporate culture. On the one hand, we should strengthen the "exchange of blood" and pay attention to introducing high-quality talents from universities and society. In particular, it is necessary to increase the attraction to college graduates, use their strong learning inertia and incomplete transformation of social roles at school, activate the learning atmosphere of banks, improve their professional knowledge and service skills, and at the same time, through assimilation of corporate culture, make them identify with corporate culture to the greatest extent, and realize the discovery and play of their talents with the minimum training cost and the shortest time; On the other hand, strengthen the training of on-the-job employees, including retraining within banks and other forms of continuing education.
3. Improve the innovative ability of banks, attach importance to the cost of innovative products and strengthen the marketing of innovative products. The goal of relationship manager system is to provide customers with better financial services at the lowest cost, so the real-time innovation ability of financial products is extremely important for banks. In this regard, China's commercial banks can enhance their innovation ability and improve their innovation efficiency from the following aspects:
First, strengthen the function of the market information department, obtain product demand information and related financial information through multiple channels, improve the ability of information analysis and research, and improve the initiative to grasp the progress trend of the financial market. At present, most domestic commercial banks have set up market development departments or similar functional departments, but their positioning is generally single, and their information acquisition ability, channels, analysis and research ability and disposal right are relatively weak, which can not meet the future needs. Therefore, on the one hand, it is necessary to strengthen the authority of functional departments, so that they have the power to obtain inter-departmental information within the system or even outside the system, and have the power to integrate information from various departments to form authoritative data and information analysis, research and prediction within the system; On the other hand, it is necessary to expand and smooth the channels of information sources. Obtain information from employees and departments in a timely and effective manner, and at the same time transmit this information in time by establishing smooth and direct information channels. Of course, what we should also strengthen is the research capability of the information department.
Second, pay attention to the timeliness and pertinence of wealth management products. The core of the relationship manager system is to provide personal financial services to customers. Therefore, commercial banks must give priority to timeliness and pertinence when implementing product innovation, and the services provided to customers cannot be divorced from the actual needs of customers, otherwise financial innovation will fail or lag behind;
Third, pay attention to the benefit-cost ratio and adhere to the principle of caution when promoting products. Because the relationship manager system is very specific, it may lead to the narrow application scope of innovative products or the high promotion cost of products. Therefore, banks must carefully study the reality and future benefits and costs of financial innovative products, and make joint efforts with other financial institutions to reduce the promotion cost and broaden the application scope of products.
Fourth, strengthen the follow-up investigation and research of innovative products, modify or re-innovate innovative products in time, realize more diversification of financial products, and at the same time achieve the goal of stabilizing old customers and developing new customers under the premise of effectively controlling costs.
4. Improve the efficiency and level of decision-making, strengthen the execution of decision-making, and establish a real-time linkage mechanism between decision-making level and grass-roots level. In recent years, the decision-making level and efficiency of domestic commercial banks have been greatly improved, but in order to compete effectively with foreign commercial banks, we must further strengthen the construction of management and decision-making:
First, reduce the formalization of decision-making and improve decision-making efficiency. When making positive or negative decisions, we must make them without delay and reduce unnecessary links such as formal meetings or discussions during the period, so as to effectively improve the efficiency of decision-making, ensure that decisions can fully meet actual needs, give full play to the timeliness of decision-making and seize market opportunities;
Second, strengthen the implementation of decision-making and improve the effect of decision-making. In order to execute the orders and truly realize the institutionalized operation, both the operation under the big financial environment and the internal operation and management of banks should abide by the rules of the game, and decisions with different opinions during the execution can be retained, but they cannot refuse to be executed, so as not to affect the overall implementation effect of the decisions;
Third, it is necessary to track and investigate the decisions efficiently. It is necessary for the bank management to make timely follow-up research on the decisions made, so as to find out the problems in the actual implementation process in time and accurately, especially to strengthen the follow-up on the implementation of the decisions with reservations, so as to make timely and effective adjustments and ensure that the decisions have more practical guiding significance in practical work.
Fourth, strengthen the relationship between departments, branches and their internal departments, establish information channels between decision-making level and decision-making implementation level, and ensure the timely transmission of decisions and timely feedback of relevant information.
Commercial banks are the main force of finance in China, and finance is the core of economy. Domestic commercial banks must actively enhance their competitiveness, improve their ability to prevent and resolve financial crises, and enhance national financial and economic security.