The first is to choose customers. Choosing a loan customer means choosing the market and opening up the market, mainly from: 1. The customer's industry. When choosing customers, we should pay attention to the prospect of their industry and tend to cultivate developing enterprises. The second is the customer's own situation and loan purpose. According to the customer's credit status, credit record and personal morality, it is decided whether the loan can be recovered as scheduled.
To complete the understanding of customers and projects, our account managers should do the following: first, interview, that is, effectively identify customers, understand the real use of loans, investigate the borrower's credit status and repayment ability, ensure the authenticity of loans, and effectively prevent loan risks. The second is credit investigation, that is, the customer's credit status, to determine whether the customer's loan application conforms to the credit policy of rural commercial banks. Credit evaluation usually adopts five criteria: personal morality, repayment ability, capital situation, business environment and guarantee situation. Third, financial analysis, including the accounting statements and other relevant materials of the enterprise, analyzes and evaluates the past and present profitability, operating conditions, solvency and growth ability of the enterprise from the aspects of financing, investment, operation and distribution.
The second is to cultivate customers. From the management point of view, we are more inclined to cultivate potential long-term partners. To be an excellent account manager, you should not only be an investment and financial adviser to customers, but also be a right-hand man to customers. You should also be a "think tank" for clients' career growth and know all aspects of their life, work and career.
The third is innovative products. From the marketing point of view, loans need new products constantly, but the variety of loan products is relatively stable, but this does not prevent us from flexibly arranging loans according to customers' needs, or even tailoring loans for customers; Appropriate loan structure arrangement is no less than creating new loan varieties, which is very important for loan customers to repay loans on time.
The fourth is overall management. From the business content, in addition to creating new loan varieties for customers, making them more suitable for customers' needs, it also provides a good opportunity to create more business opportunities in the process of loan negotiation with customers. In today's increasingly competitive financial services market, it is very important to cross-sell other banking products and services. For example, customers need to use corporate online banking, personal online banking and mobile banking for remittance. If loan customers promote their products, they can promote them on our online banking merchant platform, and tap the upstream and downstream customers of loan customers, which may create a new customer.
Development strategy of retail loan business of commercial banks under the condition of interest rate marketization
Abstract: In the process of interest rate marketization, the retail loan business of commercial banks in China is facing the challenge of profitability and unprecedented opportunities. Commercial banks should develop high-yield asset business and become "high-yield credit banks", and at the same time carry out institutional innovation to realize the diversified development of retail loan business.
Keywords: interest rate marketization, development strategy, retail loan
Since 20 14, China's financial reform has entered the deep water area, especially the regulatory changes in the financial field are very active, among which the marketization of interest rates and the steady advancement of deposit insurance system have become the two most influential changes.
First, the process of interest rate marketization in China
From 1996 to 20 14, China promulgated many interest rate marketization reform measures, and finally ushered in a substantial breakthrough at the end of 20 14. On 20 1 65438+1 October 2 1 day, the People's Bank of China raised the upper limit of deposit interest rate from 1 and1times the benchmark interest rate stipulated in 20 12 to1and 2 times. 2065438+On February 28th, 2005, the central bank expanded the floating range to 1 and 3 times again. On May 10, 20 1 15, 1 and 3 times were adjusted to 1 and 5 times. The further expansion of the upper limit of the floating range of deposit interest rate broadens the independent pricing space of financial institutions, which is conducive to further exercising the independent pricing ability of financial institutions, speeding up the transformation of their business models and improving the level of financial services, and laying a more solid foundation for the final liberalization of the upper limit of deposit interest rate; At the same time, it is also conducive to the price of funds to more truly reflect the relationship between market supply and demand, promote the formation of a savings structure that conforms to the balanced level and the wishes of customers, further optimize the allocation of resources, and promote the healthy development of economy and finance.
In addition, on June 2, 2005, the People's Bank of China issued an announcement to implement the Interim Measures for the Administration of Large Deposit Certificates from now on. According to the "Measures", individual deposits of more than 300,000 yuan will get rid of the current deposit benchmark interest rate and floating range restrictions and implement market-oriented pricing. On the one hand, the Measures are conducive to expanding the market-oriented pricing scope of debt products in an orderly manner and improving the market-oriented interest rate formation mechanism; On the other hand, it is conducive to further training the independent pricing ability of financial institutions, cultivating the market-oriented pricing concept of retail market participants such as enterprises and individuals, and making useful explorations and accumulating valuable experience for continuing to promote the marketization of deposit interest rates.
To sum up, China's interest rate marketization process is coming to an end, and it is expected that the upper limit of deposit interest rate will be completely abolished in the second half of 20 15 or the beginning of 20 16.
Second, the challenges and opportunities of retail loan business under the interest rate marketization
1, the challenge of retail loan business under interest rate marketization
The marketization of interest rates has narrowed the spread of banks and put pressure on their profitability. Judging from the 1 1 listed banks that have published annual reports, the performance of all banks is facing a slowdown in profit growth. Except Ping An Bank and Shanghai Pudong Development Bank, the year-on-year growth rate of net profit of the other nine A-share listed banks in 20 14 all fell to the "single digit" era. With the rapid development of financial marketization reform, retail banks are required to change the traditional business model mainly relying on deposit-loan spreads and further enhance their product innovation and risk pricing capabilities.
2. Opportunities of retail loan business under interest rate marketization.
At the same time, the marketization of interest rates has also brought unprecedented opportunities for retail banks to strengthen their internal capabilities, promote differentiated competition, and improve their service and innovation level.
(1) interest rate marketization reform and bank loan business transformation
Under the situation of economic transformation, the risk of loan enterprises has increased; Under the background of financial reform represented by interest rate marketization, the direct financing channels of large and medium-sized enterprises are becoming more and more perfect, and the profit space of banks is also greatly reduced.
Banks should adopt "new generation asset-liability management strategy" as a method to increase loan income, reduce capital cost and realize loan business transformation. It is necessary to establish a thorough analysis of the risk-adjusted loan income and capital consumption of each customer group and the financing cost of different types of deposits, actively choose the asset business structure of retail banks that is most suitable for their own situation, and develop high-yield retail loan business, mainly including small and micro enterprise loan business, personal business loan business, consumer loan business and credit card business.
(2) The growth rate of personal deposits slows down, which restricts the scale of personal loans of banks.
The promotion of interest rate marketization leads to the loss of deposits and the increase of capital cost, which has become an unavoidable problem for banks. At present, most banks are faced with the problem of absorbing and storing stable and low-cost funds.
Since 20 14, the shortage of bank funds has become more and more serious. The loan-to-deposit ratio of many state-owned banks and joint-stock banks is approaching 75%, among which the retail deposits of the four major banks account for more than 45%, but the average share of joint-stock banks is only 20%. The slowdown in the growth of personal deposits has increasingly restricted the scale of personal loans.
(3) The trend of "debanking" has intensified, and the challenge of retail credit business has escalated.
With the advancement of interest rate marketization, the cost of bank funds has risen, and the popularity and optional range of wealth management products have been expanding. The depopulation process of personal financial asset structure will continue until the next 10 year. Although less than 30% of the funds of most domestic banks come from retail deposits, there is no doubt that the competition for retail deposits will be more intense in the future. The "real" deposit interest rate in the market has obviously increased, and the actual income brought by these expensive sources of funds is extremely limited, and the profit rate of retail banks will continue to be impacted.
(4) The scale and structure of new credit are different, and the extensive circulation mode is difficult to last.
The development of traditional retail banking business has always focused on deposit first and its business structure is single. Under the new situation of retail business development, the bank's retail business should take the road of differentiated development, adjust the retail business structure and corresponding resource input to match the changes of customer structure and overall environment. Retail banks should take the new retail loan business with great development potential and great income as a breakthrough to find new profit growth points and promote the optimization of profit structure of commercial banks.
Third, the development strategy of retail loan business under the interest rate marketization
1. product strategy: develop high-yield asset business and become a "high-yield credit bank"
Retail and small and micro enterprise loans will become one of the growth engines of retail banking income in China in the next five years. The product strategy of retail banking business transformation is to be an excellent "high-yield credit bank", use excellent retail credit products to pull and bind customers, constantly optimize the loan structure, improve the loan income and make up for the profit pressure caused by high capital cost under the controllable risk.
(1) Expand the territory and innovation of consumer finance with credit cards and internet finance.
At present, individual customers have become the main customer groups in the credit market. From the perspective of credit card consumer credit business, consumer finance has entered a "golden development period". Credit card installment business is rich in consumer credit choices, convenient multi-channel processing and process optimization, which makes the customer base expand continuously. The traditional consumer loan business is gradually replaced by credit card installment business, and credit card installment business will gradually become the highland of occupying consumer finance in the future. The consumer finance business should seek the differentiated route under the tangible benefits, broaden the income channels, and then enhance the comprehensive profitability.
(2) Innovating micro-loan finance with professional technology, and changing from lending to comprehensive finance.
In 20 14, the growth rate of bank microfinance business is about 10%-20%, which is obviously slower than the growth rate of more than 50% in the previous two years. First of all, in 20 14, China's economy was in a downward cycle, and the orders of small and micro enterprises generally fell by 20%-30%, which led to the shrinking demand for effective credit; Secondly, the risks of small and micro enterprises are constantly exposed, and non-performing loans continue to rise; Finally, more and more institutions have entered the small and micro market, and the competition has intensified, and the share of banks in the "cake" has decreased accordingly.
In recent years, banks have focused on the development of small and micro enterprises. While small and micro enterprises have received unprecedented attention, their market share has been continuously diluted. Under the new situation, it is unsustainable for commercial banks to rely on microfinance business in the past and cover risks with price and scale.
At the same time, with the rapid development of information technology, especially the rapid popularization of Internet and mobile Internet technology, the traditional management mode, business development mode, employee management and production process of small and micro enterprises have also changed significantly. Commercial banks must keep up with the trend of the times and strengthen the integration of finance and technology.
Therefore, in the process of developing microfinance business, banks should not only pay attention to the "quantity" of microfinance business, but also tap the added value of microfinance, develop from simple microfinance to microfinance, cross-sell by tapping the needs of small customers, innovate microfinance finance with professional credit technology, effectively cover the risks of microfinance business and maximize the value of small customers.
2. Institutional strategy: institutional innovation to help the diversified development of retail loan business.
(1) Build a special franchise system to enhance professional ability.
Establish a professional operation and organization model of retail loan business, such as setting up microfinance center, personal loan center, personal loan approval center, credit card center, consumer credit center, auto finance center, etc. By establishing a business franchise system, we will provide professional examination, approval, lending and post-lending management operations for retail credit business, so as to improve the efficiency of loan review and risk control; Full-time marketing and business operations.
(2) Open up green channels, build platforms and get customers in batches.
Actively explore the mode of foreign cooperation and develop retail loan business. By building a cooperation platform and opening up a green channel, we can achieve the effect of obtaining customers in batches. First, cooperate with the internal subsidiaries of the banking group, especially the non-financial subsidiaries, in the related fields of household consumption and non-financial investment; Secondly, the marketing system of cooperation with third-party organizations includes real estate developers, car dealers and large shopping malls, real estate, study abroad institutions and other intermediaries, as well as various credit platforms such as governments and associations.
(3) Enhance business pricing ability, improve approval efficiency and risk control level.
The loan business of retail banks tends to micro-finance, consumer finance, credit cards and other fields. The pricing ability and profitability of loans should be improved, and the level of risk control and the comprehensive contribution of customers should also be improved.
Small and micro enterprises should establish an independent and differentiated risk pricing system. Personal credit business should also pay attention to adopt flexible pricing strategies according to different customers, improve the internal risk assessment system, and build an effective commercial loan interest rate pricing mechanism.
(4) Establish a credit model and strengthen vertical management and credit risk management.
Establish a retail loan credit model, improve the small and micro enterprise credit and personal loan management system, enhance the credit rating of corporate customers and individual customers, and shorten the approval process.
(5) Streamline business processes and improve service efficiency.
Fully draw lessons from mature technologies and design business processes that meet the characteristics of individuals and small and micro customers. In small and micro businesses, streamline business processes, improve service efficiency, and cultivate microfinance brands. In the consumer loan business, business process reengineering should be oriented to customer value and build value-added business processes.
References:
Zhao Zhihong. How do commercial banks deal with interest rate marketization [J]. Banker, 2005, (1)
[2] Huang Jinlao. Interest Rate Marketization and Risk Control of Commercial Banks [J]. Economic Research, 200 1, (1)
[3] He Yong. Research on Loan Pricing in Credit Business of China Commercial Bank [J]. shanghai finance university Journal, 2008, (2).
[4] Jiang Chun, Liu Chunhua. Interest Rate Marketization in Developing Countries: Theory, Experience and Enlightenment [J]. International Finance Research, 2007( 10).
What are the marketing strategies of personal loan customers?
The most common personal loan marketing channels of banks mainly include cooperative unit marketing, network agent marketing and online banking marketing.
I. Institutional marketing of loan outlets
The classification of outlet marketing includes omni-directional outlet marketing channels, professional outlet marketing channels, high-end outlet marketing channels and retail outlet marketing channels.
Customer-oriented personal loan marketing model.
Second, online banking marketing
Online banking marketing includes online banking electronic virtual service, operating environment, room opening and other functions, information service function, display and inquiry function, and * * * and business function.
In short, the main functions of online banking are online consultation, online publicity and preliminary acceptance review.
Third, the housing loan cooperative unit marketing.
Cooperative marketing includes individual housing loan cooperative marketing and other individual loan cooperative marketing. Individual housing loan cooperative unit marketing includes first-hand individual housing loan cooperative unit marketing and second-hand individual housing loan cooperative unit marketing. The marketing of other individual loan cooperative units means that commercial banks should strengthen cooperation with distributors, cooperate with distributors, sign cooperation agreements with them, and provide information or recommend customers.
This is the end of the introduction of retail loan marketing plan and retail loan business development ideas. I wonder if you found the information you need from it?