Seeking the current situation of counter service in commercial banks and the solution of existing problems

Since the 1990s, modern western commercial banks have experienced a shift from product-centered to customer-centered. This is the modern western commercial bank management system with a fundamental change, this change is reflected in all aspects of the bank management system, one of the important embodiment is: western developed countries commercial banks actively reform the traditional marketing model, the general implementation of the customer manager system. From the management system and organizational structure to carry out a major change, and gradually adjust the product-oriented organizational structure and operational layout to become a customer-oriented to customers, industries, regions and products as a clue to the mesh matrix organization and operational structure, centralized marketing resources, according to the types of customers and financial needs of the row, in order to maximize the adaptability to changes in the market and customer demand, the formation of the front marketing, intermediate risk control and the back product processing are both differentiated and closely linked. The three major sequences of front office marketing, intermediate risk control and back office product processing are both differentiated and closely linked.

With the accelerated pace of China's economic and financial system reform, the external operating environment of China's commercial banks has undergone significant and profound changes, and the financial competition is becoming increasingly fierce. The gap between state-owned commercial banks and the competition of international advanced commercial banks is not only in the financial products and risk prevention and control, but also in the marketing concept, marketing personnel and marketing technology is even more enormous. Whether we can further improve the level of marketing services of state-owned commercial banks, strengthen the excavation of potential demand for high-quality stock of customers and penetration and expansion of high-quality incremental customers, and increase the marketing management of high-quality customers is the key to determine the success or failure of state-owned commercial banks in the new round of market competition. Facing the severe and complex competitive situation, state-owned commercial banks must innovate their operation mode, improve their financial services, and establish a market-oriented and customer-centered operation and management system and business operation mode. Customer manager production as a scientific form of marketing organization and service innovation model, is the direction of development and inevitable choice of commercial bank management mode change, is the customer marketing system and customer relationship management of a new attempt to implement the customer development strategy is a major breakthrough, will have a significant and far-reaching impact on the reform and development of state-owned commercial banks.

I, the concept and connotation of the customer manager system

Customer manager system is a commercial bank through the selection and recruitment of customer managers, customer relationship management and maintenance, and customers to establish a comprehensive, clear and stable service correspondence, marketing financial products, procurement of customer needs, to provide customers with high-quality, efficient financial integration services, so as to realize the excellent allocation of customer resources, promote the commercialization of financial services, and enhance the commercialization of commercial banks. It is an operation and management mode to realize the excellent allocation of customer resources, promote the commercialization of financial services and enhance the competitive strength of commercial banks.

The account manager system is an innovation in the service concept and business operation and management mechanism of commercial banks, and an effective means of stabilizing and expanding high-quality customer groups. The account manager is not only the "salesman" of the commercial bank's financial products, but also the "purchaser" who collects market information and feeds back the customer's demand, and also the "serviceman" who provides the customers with financial products and financial services. ". As a representative of the commercial bank business, account managers can mobilize internal resources to provide customers with a full range of financial services, and play an organizational and coordinating role in establishing a long-term, close relationship with customers, is a specialized service group in the commercial bank operating system.

The essence and fundamental purpose of the implementation of the account manager system is to start from the effective needs of customers and the market, to establish a market-oriented, customer-centered, to enhance the marketing ability as the driving force of the whole bank linkage marketing service mechanism, through the cultivation of a large, stable group of high-quality customers to maximize the benefits of commercial banks. The account manager system must include the following core concepts:

1. Customer-centered concept. This is the most core concept of the customer manager system. Commercial banks must give priority to the needs and interests of customers, mobilize all resources to make customers feel satisfied, and take customer satisfaction as a yardstick for evaluating the quality and effectiveness of work. It is necessary to increase the value of customers' assets through the provision of professional-level services, so that customers can enjoy value-added services, so that their business risks can be reduced and their operational efficiency can be improved, thus increasing customers' trust, dependence and loyalty to commercial banks.

2. Marketing integration concept. At present, the service industry marketing has long exceeded the production of products, the scope extends to market research, marketing strategy, marketing organization, public **** relations, technical guidance, after-sales service and many other areas and links. Commercial banks to implement the account manager system, that is, to the marketing of financial products as a specialized business, the integration of a variety of marketing resources to meet a variety of marketing activities elements to achieve marketing specialization.

3. Core customer comprehensive development concept. For commercial banks to create 80% of the business and profits, and accounted for 20% of the total number of customers of high quality, core customers, commercial banks must attach great importance to the implementation of differentiated services to maximize the core customers to meet the financial needs. Only the core customer's financial needs have been effectively developed, in order to better provide customers with high-grade, specialized financial services, in order to seek greater economic benefits.

4. Personalized products and services concept. Account managers must be able to use a variety of knowledge and skills, according to customer needs to provide "tailor-made" type of financial services, through the investigation and evaluation of the customer, to provide customer service programs, financial products and a variety of external resources that can be leveraged in the combination of design, maximize the provision of professional services for customers.

5. The concept of financial service innovation. Account manager system itself is system innovation, account manager itself is the main body of financial product innovation. As a bridge and link, the account manager should be exceptionally sensitive to the needs and changes of customers, timely refinement and summarization, feedback to the product department, and the product department to join hands in product innovation and design, the fastest speed to the latest financial products to customers.

Second, the state-owned commercial banks to implement the difficulties and obstacles of the customer manager system

State-owned commercial banks are restructured from the professional banks under the planned economic system, it is whether in the operating system, management mechanism, or the level of operation and management of the modern commercial banks and the requirements of the existence of a large gap. In the current situation of state-owned commercial banks to implement the customer manager system will encounter difficulties and obstacles:

1. Business management system reform lagging behind the customer manager system on the system requirements. The customer manager system requires commercial banks to establish a new labor system and flexible and effective management system with reasonable distribution of benefits. However, from the actual situation, although the state-owned commercial banks have carried out the reform of personnel system, income distribution system reform and other management system reforms in recent years, the phenomena of excessive concentration of power, seniority ranking in the appointment of cadres, and egalitarianism in the distribution of income inherited from the planned economic system still exist to a certain extent, and the incentive and constraint mechanism adapted to the requirements for the development of the modern commercial banks has not yet been established. If there is no scientific and reasonable appraisal and incentive mechanism to ensure that the customer manager's work enthusiasm will be hit and lose the motivation to work. The lag in the reform of the operating system will directly affect the effective implementation of the customer manager system, and become an institutional obstacle to the implementation of the system.

2. Lack of sufficient ideological understanding of the necessity and urgency of the implementation of the customer manager system. At present, some employees of state-owned commercial banks, including a considerable part of the senior management of the market competition situation is not enough to analyze the lack of awareness and sense of urgency, the concept of innovation is weak. Can not from the "customer-centered, market-oriented" strategic height of the choice of business operations, in the bank-wide allocation of a variety of resources, the use of a variety of integrated means to expand and cultivate the customer market. We cannot use new concepts and standards to create a practical and distinctive service model and realize a fundamental change in the bank's mode of operation through the provision of comprehensive services with high technological content and perfect functionality, turning the fragile customer base into an interdependent banking-enterprise cooperative relationship.

3. There is a gap between the construction of the staff team and the requirements of the account manager. The duties of the account manager require him not only to be familiar with the simple banking business, but also in the enterprise management, capital operation and other aspects of the operation of a high level of skill, in order to be in the product portfolio, corporate restructuring and financial consultants and other unconventional business areas of innovation, to become a real investigator of the loan project, the developer of the new business and the promoter of the organizer of the low-cost funds, the intermediary business of the marketers and the trustworthy financial adviser. customers' trustworthy financial advisors. However, from the point of view of the overall quality of marketing personnel of state-owned commercial banks, whether it is a group of teams, or a single level, there is a considerable gap from the due standard. The number of marketing personnel is small, the comprehensive quality is low, the problem of lagging behind the construction of the team is very prominent.

4. The centralized and unified assessment mechanism to meet the requirements of the account manager system has not yet been established. The implementation of the customer manager system requires the first to establish a centralized and unified comprehensive assessment and evaluation system. At present, the state-owned commercial banks in the internal operation and management of the existence of obvious characteristics of institutionalized management. Corporate business, personal banking business, real estate finance business, international business, etc. have their own marketing staff, and there is a lack of unified and coordinated departments in the research, provision and management of customer services. Meanwhile, the assessment and incentive system linked to business performance has not yet been fully established, and the assessment is too decentralized, with frequent errors and disconnections in feedback, monitoring, analysis and assessment of different businesses.

5. The contradiction between intensive marketing and departmental service division restricts the account manager's "external operation". At present, the internal organization and function division of state-owned commercial banks are mainly based on the standard of business types, and the diversified and integrated needs of customers are divided, resulting in the market expansion in the segmentation and multiple management. Inadequate internal conditions for external operations of account managers have affected market expansion and weakened market competitiveness. The implementation of the customer manager system requires the reorganization of the state-owned commercial bank's operation and management system, breaking the original departmental setup and functional division of labor, and establishing a new model of institutional setup.

6. Backward means of service, insufficient financial innovation. At present, the state-owned commercial banks on the backwardness of the technical means of customer service, business varieties are few, will inevitably hold back and affect the account manager on the quality of customer service and marketing level. Account managers also generally have a low level of technical application, insufficient knowledge of the knowledge economy, business innovation experience, etc., in the provision of services in the technical content and business innovation can not meet and adapt to the needs of customers.

Three, the state-owned commercial banks to implement the countermeasures of the system of account managers

The implementation of the system of account managers must break through the backwardness of the management system of state-owned commercial banks, the relatively low quality of the personnel, the means of service backwardness of the innovation of the lack of experience in many aspects of the obstacles, follow the "unified leadership, hierarchical management, gradual and step-by-step, the gradual implementation of "The principle of unified leadership, hierarchical management, step-by-step, gradual implementation of the principle of a new business philosophy and means of service, and gradually established to meet the needs of market competition, high efficiency, all-round marketing and customer service system centered on customer manager system, as well as matching personnel incentives and constraints, support and protection mechanisms, to train high-quality customer manager team, improve overall competitiveness, and maximize the benefits.

1. Unify thinking, raise awareness, and establish a new market consciousness and marketing concept among employees. The introduction of new customer management concepts, optimize customer structure, and increase the planting of good customers is an important part of the development strategy of commercial banks. In the implementation of the customer manager system, we must first unify the thinking of all employees, especially managers at all levels, so that we fully understand that the implementation of the customer manager system is an important means to achieve the state-owned commercial banks "re-engineering", involving every aspect of the bank's business processes and every employee. All employees must study marketing theory, and raise awareness of the importance and urgency of the implementation of the customer manager system. In addition, we should strengthen the market awareness, customer awareness, competitive awareness, strengthen coordination and cooperation in the work, establish the concept of "second line for the first line, first line for the customer", overcome the work style is not rigorous, the concept of old-fashioned service, the development of a weak sense of consciousness, and other issues, and actively penetrate into the market, penetrate into the customer to market share and customer satisfaction as the standard, and work creatively for the smooth implementation of the customer manager system, to ensure the smooth implementation of the customer manager system. Creative work to lay a good foundation for the smooth implementation of the account manager system.

2. Transforming business processes and improving the organizational structure of the account manager system. Focusing on the integration of business processes, the establishment of a customer-centric marketing mechanism and the construction of a commercial bank organizational structure with the customer manager system as the main symbol. Externally, all kinds of financial services for the same customer can be realized as one-stop service, i.e., all business contacts are unified under the responsibility of the account manager; internally, the functions of investigation, evaluation, credit assessment, post-loan inspection, ledger management and comprehensive credit-granting for the same customer are merged, so as to avoid multiple management and to improve the efficiency of the utilization of information resources and work efficiency. A product manager system and a risk manager system corresponding to the account manager system have been established, with product managers set up in the product management department and risk managers set up in the risk control department to build a working platform for account managers. The back-office department simplifies operation procedures, improves approval efficiency, provides efficient and high-quality counter settlement and high-tech financial service means, and provides business support for account managers.

3. The dynamic management of account managers is based on peer-to-peer allocation and competitive recruitment. The equal allocation of account managers and customers is a substantive element to ensure that banks provide quality services to customers. Where the state-owned commercial banks to provide credit, risk-bearing corporate customers and high-quality individual customers should be equipped with account managers. The quality level of customers should be determined according to factors such as customer return rate, social status and risk status of customers, and account managers should be equipped with the corresponding level according to the quality level of customers. Key customers and core customers should be equipped with senior account managers and account manager teams. To establish and improve the qualification examination, grade assessment, competitive recruitment and final elimination system for account managers, and to implement hierarchical management. In equipping account managers, the company insists on selecting outstanding employees with good ideas, high quality and strong ability to the account manager positions, continuously growing the account manager team and enhancing the overall strength of account managers.

4. Improve the appraisal system for account managers and establish a performance-linked salary distribution mechanism. Improvement of the assessment system, the establishment of performance-related payroll distribution mechanism is an important part of the implementation of the account manager system. In accordance with the principle of matching responsibilities, rights and benefits, we should establish a matching assessment and incentive mechanism with the account manager system, link the income and grade promotion of the account manager with personal performance, and determine the performance salary of the account manager according to the contribution of the account manager to the bank's efficiency, so as to realize the more you work more you get and widen the gap in the distribution of income. It is necessary to reform the existing appraisal method and establish an appraisal system with the account manager group and the individual account manager as the appraisal unit. The remuneration distribution of account managers takes the form of basic protection, performance assessment and full float. Account managers' basic livelihood security and rank allowance are paid monthly, and performance pay is based on quantitative assessment indicators (including the completion of asset business, liability business and intermediary business), and the mode of deferred distribution of part of the pay is implemented.

5. Strengthen the training and comprehensively improve the overall quality of account managers. Establishing and improving the training system for account managers and providing comprehensive training for account managers is an important part of improving the overall quality of account managers and the smooth implementation of the account manager system. Only by building a lifelong education system for account managers can we continue to improve the overall quality and business skills of account managers and provide customers with continuous, high-quality and efficient financial services.

The training of account managers can be implemented through a point system, whereby the management department of the account manager is responsible for establishing a training file for the account manager, and the training points are used as an important basis for the renewal of the account manager's employment. The training is mainly practical, taking into account the development of human resources potential and the business development needs of commercial banks. The training strives to be diversified to meet the quality differences and job nature requirements of the account managers, and to be tailored to the local conditions and materials, and can be conducted in a flexible and diversified manner, such as centralized training, thematic research, and online training. To highlight the quality of innovation training and professional ethics education, to cultivate the customer manager's sense of innovation, dedication and quality service consciousness.