The arrival of the Internet era, the first step of the traditional banks at the moment what to do

In terms of issues, we have some very real problems in the banking industry. With the growth of the mobile internet, customer behavior has changed dramatically, and we are facing a different situation than before.

First, the first big change we've encountered is accounts. In the past, a big part of the bank's business development was card issuance, and many users had many cards in the bank, and in the past our customers also took pride in having many cards; but with the development of the Internet, our customers' behavioral habits tend to be more and more fragmented.

Particularly when Alipay, WeChat and other third-party payments rise, their account design is completely different from the bank's, our account system obviously feel particularly mixed, particularly heavy; when we are enjoying the financial services provided by the bank, the account, such a basic carrier, has become like a safe, hanging on the body feel very inconvenient. When we enjoy the financial services provided by the bank, such a basic carrier - the account - becomes like a safe deposit box, which is very inconvenient to hang on.

Specifically, as we mentioned earlier, banks have liberalized remote account opening in terms of regulation; the central bank and regulators are regulating how many cards each bank can open, and how many types of accounts it can open, etc., which poses a great challenge to banks in the design of the most basic accounts.

The second is our products. We are now customer-centric concept has not changed, our organizational structure business is divided into lines, each line is talking about customer-centric. When it reaches the customer step by step, the customer feels that the product rather than according to the scene of the power, which and our current Internet financial services to provide the feeling of service is a big difference.

Thirdly, many banks are starting to cut back on their branches, cutting back on our grassroots organizations. However, the bank's strength for so many years lies precisely in the outlets. We have more than 13,000 outlets in CCB, and it's just them, the employees, that's some of the points that are really doing what we're trying to do. It's very decentralized. It's not the same culture as an Internet company driving business online.

The fourth is our business entity. A high degree of centralization also brings a problem, the main body of the operation has taken the responsibility

The main body of the operation has taken the responsibility

.