How can banks effectively carry out differentiated services?

In other words, commercial banks should weigh the benefits, set the input based on the output, set the service optimization based on the customer's contribution, and provide different characteristic services for different customers. Its quality directly determines the competitiveness of commercial banks; Its level directly affects the operating efficiency of commercial banks. Then, banks should establish a differentiated service concept centered on benefits. Commercial banking service is a valuable and limited resource. Therefore, we should start with the analysis of cost and profit, decide the choice by benefit, decide the input by output, and concentrate service resources to provide quality services that meet or exceed their expectations for quality customers. Judging from the current customer composition of commercial banks, 80% customers bring meager profits to commercial banks, and 20% customers are the backers to support the operation of commercial banks. Especially in the debt business, 80% of low-income or no-income customers occupy most of the service resources of commercial banks. At the peak of service, the crowded counter vividly illustrates this point. If high-quality customers queue up for business like ordinary customers, it will inevitably lead to the phenomenon that ordinary customers crowd out high-quality customers and "bad money drives out good money", which will make banks miss opportunities in the long run. Because of this, all commercial banks are trying to change this phenomenon. Establish a customer-oriented differentiated service concept. We should take customers as the center, start from their needs, establish customer files, communicate with them frequently, actively understand and carefully analyze their needs; Extend the functions of existing varieties, design comprehensive financial solutions, tailor innovative financial products, concentrate service resources, and provide personalized and differentiated services for quality customers. Market segmentation and classified management is to collect, accumulate and analyze all-round information of locked customer groups, make comprehensive evaluation according to comprehensive contribution, cost and income, and implement market, system and service matching. For high-end customers, it is necessary to configure senior account managers to tailor financial products for them, provide "one-on-one" and "package" services, and make service innovations or even "breakthroughs" according to their needs; For high-quality customers, we should improve service technology and means, increase service tools and provide standardized and personalized services; For ordinary customers, it is mainly to provide standardized and high-quality services to meet their normal financial needs; We can adopt a paid service strategy for low-end customers. The segmentation of customer market should be based on the actual situation of all walks of life, and can not be generalized. Commercial banks should formulate corresponding marketing strategies according to their own business development and actual ability, constantly improve after-sales service, and meet the financial needs of customers at different levels to the greatest extent. Establish and improve a good service network The existing service network of commercial banks is mainly composed of four parts, namely, business outlets, self-service equipment, virtual outlets and full-time service marketing teams. The four complement each other, and the * * * isomorphism constructs the service network at this stage. The service function of business outlets directly affects the social reputation and brand image of commercial banks. Through market research and cost accounting, commercial banks can adopt the methods of withdrawal, relocation, merger and construction to match the network layout with customer resources. Expand the number of self-service outlets and make them a supplement to traditional outlets. At the same time, improve the function of virtual outlets, so that telephone banking, mobile banking and online banking can undertake more important foreign service tasks. Strengthen the construction of service marketing team and concentrate resources to provide value-added services to customers. Large outlets can set up a self-service area, a cash area, a wealth management area and a VIP room, and at the same time be equipped with a lobby manager for consulting and marketing, so as to rationally divert customers. The four levels of services have their own emphasis and complement each other. Commercial banks can integrate according to their needs and continuously enrich the connotation of differentiated services. Integrating service resources for commercial banks, the leading product is service, and the employees produce or provide services. Here, the account manager is a "mobile banking window", and the business of high-quality customers is mainly handled by him. His service quality will directly affect customer satisfaction. By concentrating marketing power, banks can build account manager systems at all levels and in all fields, and realize the combined marketing of assets, liabilities, intermediary business and commercial banking business in their operating areas. At the same time, we can establish a financial product research center, concentrate high-quality talents to specialize in market research, innovate service varieties and methods, and implement differentiated services. Provide reminders, appointments, on-site services and financial planning for quality customers; For large-scale key projects such as urban infrastructure construction and important competitive customers, cross-disciplinary and cross-level joint marketing will be implemented to achieve linkage. For a long time, the interest rates or prices of bank assets and liabilities have fluctuated within a small range determined by the People's Bank of China, especially for personal loans and bank cards. The interest rates or charging standards of high-quality customers and inferior customers are the same. With the promulgation and implementation of the Interim Measures for the Administration of Service Prices of Commercial Banks and the further relaxation of financial control, the marketization of domestic interest rates has gradually taken shape, and the "free service" that commercial banks have followed for many years has become history. Commercial banks can determine their interest rate grades and charging standards according to their customers' credit status and contributions to banks, and implement differentiated services through differences in service prices. Different price cost strategies can be implemented: First, the high price strategy. For the newly launched brand products, the profit level of customers is high after use, and commercial banks can implement the high price policy; The second is the low price strategy. For the bulk loan business, letter of guarantee and letter of credit among high-quality customers, we can consider the low price strategy; The third is the average market price strategy. For mass customers with a small single business volume, they are charged according to the average market price; The fourth is the comprehensive profit cost strategy of single loss. The overall marketing of a customer should not only calculate the profit and loss of a single business, but also calculate the cost comprehensively. Innovation and differentiated service model innovation are the basis of service, and providing satisfactory financial services according to different customer needs is an important symbol to measure the service level and quality of commercial banks. Popular service is to try to find customers after developing a financial product. Differentiated service is to design a suitable personalized financial product for a customer after training, and serve through the account manager. At present, some grass-roots bank outlets have adopted such practices as large rooms, VIP cards and counters, and made beneficial attempts to differentiate services. However, due to the lack of credit environment, price policy, social habits and internal execution conditions, there is little difference in services. At present, commercial banks can upgrade their systems, change single services into comprehensive services, appropriately improve business processes, relax the operating authority of grass-roots banks, and fully demonstrate operational flexibility and decision-making speed under the premise of effectively controlling risks. Prevent risks through internal control and make different and flexible treatments according to the special requirements of high-end customers; For large-scale quality customers, take the initiative to come to the door, up and down linkage, financial assistance and other interactive and win-win service measures. Dealing with the relationship between different services as a special enterprise with operating currency, the services of commercial banks should not only meet the needs of customers, but also help to maintain the normal operation of the entire social credit system. Therefore, in practical work, we should avoid the adverse consequences caused by interest-driven. In addition, as a credit enterprise, the standardized service of commercial banks is an important part of external service image management and internal service management of banks, which is a solid foundation to ensure service quality and efficiency, and plays a key role in improving customer satisfaction and establishing a good social image. Therefore, while exploring differentiated services, we must attach importance to standardized services, correctly handle the dialectical unity relationship between standardized services and differentiated services, and pay equal attention to standardization and differentiation, and we must not neglect them. Differentiated services should be carried out step by step, and the concepts, methods and effects of differentiated services should be continuously explored and improved, and the relationships between various aspects related to differentiated services should be coordinated in time to make them be implemented healthily, comprehensively and efficiently. (Author Wu Aping) (The author is the president of Xuanwu Sub-branch of Xuzhou Commercial Bank)