Reflections on "the Road of Sub-branch Transformation"

With the increasingly fierce competition in China's banking industry, great changes have taken place in financial and economic forms. Bank outlets are not only the window of bank image and service, but also an important marketing and service channel to enhance user traffic. The reform of online banking service marketing poses a severe challenge to traditional banking outlets. This book expounds the significance of the internet age to the transformation of bank outlets from four angles: strategic transformation, management function, marketing strategy and service reform.

I. Strategic transformation

The first thing to do in the transformation of bank outlets is to determine the strategic positioning of banks, take customers as the center, and establish personalized intelligent outlets based on big data and customers' personalized needs. Personalized bank outlets are the ultimate goal of outlet development. At the same time, we should correctly understand the advantages and disadvantages of internet finance, make full use of its convenience, and move the counter to customers to provide differentiated and personalized services for customers. The most important point in implementing strategic transformation is to change management thinking and achieve management breakthrough. It is necessary to combine CIS management system with 4P marketing ideas. The person in charge of the network should always remember that he is the manager first, effectively combine on-site management, customer management, marketing management and emergency management, and establish the strategic management idea of overall management.

Second, the management function.

Management functions are divided into three points: managing oneself, managing organization, managing employees and working. In self-management, branch managers should face up to the severe external environment, always learn to improve themselves, broaden their thinking, learn time management, cultivate their own management, organization, service and marketing capabilities, and find their own leadership style, so as to guide the outstanding development of bank branches. In terms of management and organization, network managers should take network risk management as the core element, and on this basis, formulate practical and detailed goals, improve service quality and carry out various business functions. In the management of employees and work, network managers should clearly understand the job function and development direction of each employee, communicate effectively, and improve the enthusiasm and efficiency of employees through training, meetings and incentives.

Third, marketing strategy.

In the Internet era, great changes have taken place in China's financial service groups and product structure, which will inevitably lead to the transformation and reform of the marketing management of China's bank outlets. First of all, we should build a goal-oriented network marketing system, adjust the marketing objectives of the network, use internet marketing tools, and increase the stickiness between the network and customers through a series of marketing activities. Secondly, we should follow the principle of "know your customer", improve the customer identification and channel development capabilities of outlets, make use of the advantages of the Internet, regularly maintain existing customers, effectively tap new customers, fully understand all kinds of customer acquisition channels, and realize the organic combination of online and offline. Finally, the number of customers is an important factor in the continuous operation of outlets. Facing different customer groups, we should make full use of the convenience of the Internet, formulate different marketing strategies and methods, and carry out various marketing activities according to local conditions, so as to gain more effective new customers while maintaining old customers.

Fourth, service reform.

Under the new normal, our service ability, service quality and service level have gradually become the focus of customers' attention. In order to be in an invincible position in the future competition, service is the most important thing for the growth and transformation of outlets. Customizing the concept of differentiated service, improving the service experience based on customer needs, thinking about how to do a good job from the customer's point of view, and constantly improving the service system of banks are important means to improve the customer experience and help cultivate more high-quality customers.

Through reading this book, I realize that the management of modern bank outlets must constantly improve management capabilities, attach importance to management functions, grasp service changes, integrate with the Internet, and aspire to create a panoramic financial Internet ecosystem on the premise of clarifying the background, objectives and methods of transformation. Only in this way can we successfully transform in the era of global new normal transformation and be on the road in the future.