长春工行个人理财服务的个性化方案设计
摘要
随着居民收入水平的提高、金融市场的逐步完善,人们的理财意识不断增强,理财需求日益增加。从国内、外理财业发展的实践来看,银行凭借其强大的资源、服务及技术优势,成为推动理财业发展的主体。理财行为不同于一般的消费行为,是一种投资、规划行为,满足的是人们的特殊需求。随着人们生活水平的提高以及收入差距的拉大,人们个性化的理财需求越来越大。
中国工商银行吉林省分行营业部(即长春市分行,以下简称长春工行)存在个性化不足的问题,例如:产品同质化、对客户性格、习惯、偏好等个性化因素考虑较少。本文试从这个角度出发,以该行的个人理财服务为对象进行分析,结合“4C”营销理论及最新研究成果,制定个性化的个人理财服务方案,探求建立有效的个性化服务模式,为客户提供高质量、高水准的个性化理财服务的同时,促进该行个人理财业务收益的最大化。
Financing behavior is different from general consuming behavior. It's a kind of investment and planning behavior, which purpose is to meet people's special needs. As the promotion of standard of living and the widening of the income gap, people's personalized financial needs are growing. At present, the personalization deficiency of personal financial services of civil commercial banks is more notable, such as product similarity and simplification, thinking less of clients' profession, character, custom, life cycle, and risk preference. ICBC Changchun is also facing above problem. The paper tries to research from this point, analyze the bank's personal financial services based on theories of "4Cs" and new research results, formulate the personalized design, seek to establish effective model of personalized financial services, provide high-quality and high-level service, and realize the maximum profit of the bank's personal financial service at the same time.
Personalized financial service emphasizes "customer-centric", regards customer's personalized needs, and differs form general and mass financial service. While considering common characters of service objects, it integrates more personality factors. Carrying out personalized financial service is the request of customer's diversified and transferring financial needs, banks gaining competitive advantage, realizing sustainable development, and truly reflecting the "customer-centric" idea. "4Cs" marketing theory provides guidance for how to establish effective service model and meet customer's personalized needs by studying customer's needs and wants, customer cost, convenience and communication. "4Rs" and "4Vs" theories then provide references on higher level.
ICBC Changchun's personal financial service faces the problem of personalization lacking. According to the investigation we find that the bank doesn't do well in personalization of personal financial services. The functions are simplex, aiming mainly at the masses. The specialist-services such as the "elite club" develop unfavorable. People assess common to ICBC Changchun's financial services. The service price and service efficiency are relatively poor. The bank's financial service can only meet the general needs of clients, hasn't met the special needs well, and hasn't made clients feel satisfied. The first that needs to improve is service efficiency. The others are personnel ability, professional degree, financial products' varieties and functions, service price etc.
On the basis of investigation analysis, the next step is to make the specific personalized financial service programme. The programme makes design in strategic objectives, service framework, service process, service channel and so on. It focuses on integrating and outstanding personality factors, at the same time, extending to management framework, brand construction, financial products and services innovation etc, and making it become a systematic implementation programme.
The operating strategies include: 1.Marketing strategy. That is to take differential services toward quality customers and general customers, and to win and retain quality customers by personalized, diversified, high-quality products and services. 2.Product strategy. Enhance R&D and innovation. Develop financial products that adapt to customers of different levels. 3.Service strategy. Through improving service quality, gain customer's satisfaction, loyalty and profit contribution. 4.Brand strategy. Pay attention to brand marketing, highlight their business and service characteristics, and establish a good reputation and image in the eyes of customers.
The operating objectives include: 1. Establish a good market positioning of financial service. Transform profit model from basing on general customers to basing on quality customers. 2.Build up the idea of "Customer First". To meet the customer's needs, the bank should establish a qualified and effective personalized service system. 3.Overcom systematic restrictions, and promote business expanding and innovation. 4.Regulate the process and management of personal financial service. Improve service efficiency and professional quality. Keep customer's higher degree of satisfaction. 5.Promote personal financial service's revenue for continuous and rapid growth. Keep a leading position in local banking industry. Achieve the maximum profit of the personal financial services.
As to personalized financial service framework, the writer described from four aspects, which are customer needs analyzing, service pricing, service convenience and communicating. For customer needs, the writer introduced the model of "Investment Demand and Objectives Analyzing", "Customer Investment Preference Analyzing" and "Customer's Attention to Financial Ratios". For service pricing, the bank should think generally about bank cost, attractiveness to customers, other banks' similar product and service price, service fees and charges etc. The bank should continuously strive to lower service price, and provide post-value service. For service convenience, the bank should improve efficiency, shorten customer's waiting time, and reduce unnecessary repetitions and mistakes. For communicating, the bank should respond at the first time to customer's request, solve customer's problem with fastest speed, actively and properly handle customer's complaints. For personalized financial service process, the writer described from seven aspects, including client relationship establishing, client's information collecting, financial analyzing and evaluation, financial plan making, financial plan implementing, performance tracking and client relationship maintaining. For service channel, the bank should build and improve multi-means to provide more personality options and convenience.
To meet the needs of personal financial business development, the bank should carry out the client-cross-business management structure, and provide customers "one-stop service", "direct-client service". Strengthen personal financial service personnel management. Further divide classification, clearly define responsibilities, and improve quality. Enhance the personal financial manager training, certification and assessment mechanism. On brand building, firstly, the bank should promote the service idea, create maximum value for customers; secondly, optimize human resource, construct excellent financial team; thirdly, improve marketing publicity, enhance cultural connotation. Furthermore, the bank should also enhance personal financial products and services innovation.
The implementation of personalized financial service is a long-term project. After determining the basic programe, the bank might still meet some problems in performing. The main are the implementation not in place, legal risks increasing, human resources lacking, conflicting with other business and so on. To ensure the smooth implementation of the programe, the bank should take the following measures: The first is to gain support of higher level and the bank's leadership; the second is to study and formulate corresponding measures, strengthening the implementation of the programe; the third is to pay great attention to prevent and control financial business risks; the fourth is to improve professional abilities of financial personnel constantly. Generally speaking, the design is preferable both in theory and practice. It will exert a positive influence to ICBC Changchun's personal financial business development and forming core competitive advantages.
中国工商银行吉林省分行营业部(即长春市分行,以下简称长春工行)存在个性化不足的问题,例如:产品同质化、对客户性格、习惯、偏好等个性化因素考虑较少。本文试从这个角度出发,以该行的个人理财服务为对象进行分析,结合“4C”营销理论及最新研究成果,制定个性化的个人理财服务方案,探求建立有效的个性化服务模式,为客户提供高质量、高水准的个性化理财服务的同时,促进该行个人理财业务收益的最大化。
Financing behavior is different from general consuming behavior. It's a kind of investment and planning behavior, which purpose is to meet people's special needs. As the promotion of standard of living and the widening of the income gap, people's personalized financial needs are growing. At present, the personalization deficiency of personal financial services of civil commercial banks is more notable, such as product similarity and simplification, thinking less of clients' profession, character, custom, life cycle, and risk preference. ICBC Changchun is also facing above problem. The paper tries to research from this point, analyze the bank's personal financial services based on theories of "4Cs" and new research results, formulate the personalized design, seek to establish effective model of personalized financial services, provide high-quality and high-level service, and realize the maximum profit of the bank's personal financial service at the same time.
Personalized financial service emphasizes "customer-centric", regards customer's personalized needs, and differs form general and mass financial service. While considering common characters of service objects, it integrates more personality factors. Carrying out personalized financial service is the request of customer's diversified and transferring financial needs, banks gaining competitive advantage, realizing sustainable development, and truly reflecting the "customer-centric" idea. "4Cs" marketing theory provides guidance for how to establish effective service model and meet customer's personalized needs by studying customer's needs and wants, customer cost, convenience and communication. "4Rs" and "4Vs" theories then provide references on higher level.
ICBC Changchun's personal financial service faces the problem of personalization lacking. According to the investigation we find that the bank doesn't do well in personalization of personal financial services. The functions are simplex, aiming mainly at the masses. The specialist-services such as the "elite club" develop unfavorable. People assess common to ICBC Changchun's financial services. The service price and service efficiency are relatively poor. The bank's financial service can only meet the general needs of clients, hasn't met the special needs well, and hasn't made clients feel satisfied. The first that needs to improve is service efficiency. The others are personnel ability, professional degree, financial products' varieties and functions, service price etc.
On the basis of investigation analysis, the next step is to make the specific personalized financial service programme. The programme makes design in strategic objectives, service framework, service process, service channel and so on. It focuses on integrating and outstanding personality factors, at the same time, extending to management framework, brand construction, financial products and services innovation etc, and making it become a systematic implementation programme.
The operating strategies include: 1.Marketing strategy. That is to take differential services toward quality customers and general customers, and to win and retain quality customers by personalized, diversified, high-quality products and services. 2.Product strategy. Enhance R&D and innovation. Develop financial products that adapt to customers of different levels. 3.Service strategy. Through improving service quality, gain customer's satisfaction, loyalty and profit contribution. 4.Brand strategy. Pay attention to brand marketing, highlight their business and service characteristics, and establish a good reputation and image in the eyes of customers.
The operating objectives include: 1. Establish a good market positioning of financial service. Transform profit model from basing on general customers to basing on quality customers. 2.Build up the idea of "Customer First". To meet the customer's needs, the bank should establish a qualified and effective personalized service system. 3.Overcom systematic restrictions, and promote business expanding and innovation. 4.Regulate the process and management of personal financial service. Improve service efficiency and professional quality. Keep customer's higher degree of satisfaction. 5.Promote personal financial service's revenue for continuous and rapid growth. Keep a leading position in local banking industry. Achieve the maximum profit of the personal financial services.
As to personalized financial service framework, the writer described from four aspects, which are customer needs analyzing, service pricing, service convenience and communicating. For customer needs, the writer introduced the model of "Investment Demand and Objectives Analyzing", "Customer Investment Preference Analyzing" and "Customer's Attention to Financial Ratios". For service pricing, the bank should think generally about bank cost, attractiveness to customers, other banks' similar product and service price, service fees and charges etc. The bank should continuously strive to lower service price, and provide post-value service. For service convenience, the bank should improve efficiency, shorten customer's waiting time, and reduce unnecessary repetitions and mistakes. For communicating, the bank should respond at the first time to customer's request, solve customer's problem with fastest speed, actively and properly handle customer's complaints. For personalized financial service process, the writer described from seven aspects, including client relationship establishing, client's information collecting, financial analyzing and evaluation, financial plan making, financial plan implementing, performance tracking and client relationship maintaining. For service channel, the bank should build and improve multi-means to provide more personality options and convenience.
To meet the needs of personal financial business development, the bank should carry out the client-cross-business management structure, and provide customers "one-stop service", "direct-client service". Strengthen personal financial service personnel management. Further divide classification, clearly define responsibilities, and improve quality. Enhance the personal financial manager training, certification and assessment mechanism. On brand building, firstly, the bank should promote the service idea, create maximum value for customers; secondly, optimize human resource, construct excellent financial team; thirdly, improve marketing publicity, enhance cultural connotation. Furthermore, the bank should also enhance personal financial products and services innovation.
The implementation of personalized financial service is a long-term project. After determining the basic programe, the bank might still meet some problems in performing. The main are the implementation not in place, legal risks increasing, human resources lacking, conflicting with other business and so on. To ensure the smooth implementation of the programe, the bank should take the following measures: The first is to gain support of higher level and the bank's leadership; the second is to study and formulate corresponding measures, strengthening the implementation of the programe; the third is to pay great attention to prevent and control financial business risks; the fourth is to improve professional abilities of financial personnel constantly. Generally speaking, the design is preferable both in theory and practice. It will exert a positive influence to ICBC Changchun's personal financial business development and forming core competitive advantages.
引文
1.Marry Rowland著,《BEST PRACTICES FOR FINANCIAL ADVISORS》,中信出版社,2007年1月第1版
2.顾晓安编著,《个人理财》,上海财经大学出版社,2007年6月第1版
3.王健朴 主编,《理财学》,暨南大学出版社,2005年8月第1版
4.陈雨露 主编,《理财规划师工作要求》,中国财政经济出版社,2004年12月第1版
5.辛树森 主编,《个人理财》,中国金融出版社,2007年1月第1版
6.中国银行业从业人员资格认证办公室编,《个人理财》,中国金融出版社,2007年8月第1版
1.Eugenia Y.Huang,Chia-Yu Lin,Customer-oriented financial service personalization,《Industrial Management & Data Systems》,Vol.105 No.1,2005,P26-44
2.John Willmott,Norwich Union:why merely "good" customer service was no longer good enough,and what we did about it,《Industrial and Commercial Training》,VOL.37 NO.7 2005,P341-347
3.John C Ashe,Personalized service attracting business to Keystone Community Bank,Kalamazoo,《Michigan Banker》,Jun 2000,P62-63
4.John Jainschigg,Personalized service,《Computer Telephony》,Sep 1999,P10
5.凌江怀,西方商业银行个人理财业务发展新趋势及其借鉴,《华南师范大学学报(社会科学版)》,2004年第4期,P3-8,P14
6.张哲操,我国个人理财业务发展探讨,复旦大学,万方数据,2005年
7.刘斌红,个性化服务与企业价值创造,《当代经济》,2003年第8期,P61-62
8.赵建兴,生命周期理财理论与实践的新发展,《经济师》,2003年第5期,P16-P17
9.迟桂华,浅谈市场营销组合理论的发展,《北方经贸》,2005年第1期,P45-46
10.李玉珍、桑银峰,国际市场营销发展趋势展望,《经济论坛》,2004年第2期,P77-78
11.赵剑林,现代市场营销学浅析,《科技情报开发与经济》,2006年第9期,P158-159
12.潘晓晓,论4C理论在商业银行营销中的应用,《市场周刊.理论研究》,2006年第9期,P112-114
13.王静,投资理财:金融个性化服务与现实障碍,《浙江经济》,2003年第23期,P56-58
14.夏宇、刘艳,浅论商业银行服务品质个性化模式的构建与实施,《商业现代化》,2005年13期,P112-113
15.朱欢、李艳锦,我国商业银行开展个人理财服务的营销策略分析,《金融与经济》,2005年第8期,P43-44
16.孙桂芳,中外资银行个人理财业务比较分析,《上海立信会计学院学报》,2004年第4期,P29-32
2.顾晓安编著,《个人理财》,上海财经大学出版社,2007年6月第1版
3.王健朴 主编,《理财学》,暨南大学出版社,2005年8月第1版
4.陈雨露 主编,《理财规划师工作要求》,中国财政经济出版社,2004年12月第1版
5.辛树森 主编,《个人理财》,中国金融出版社,2007年1月第1版
6.中国银行业从业人员资格认证办公室编,《个人理财》,中国金融出版社,2007年8月第1版
1.Eugenia Y.Huang,Chia-Yu Lin,Customer-oriented financial service personalization,《Industrial Management & Data Systems》,Vol.105 No.1,2005,P26-44
2.John Willmott,Norwich Union:why merely "good" customer service was no longer good enough,and what we did about it,《Industrial and Commercial Training》,VOL.37 NO.7 2005,P341-347
3.John C Ashe,Personalized service attracting business to Keystone Community Bank,Kalamazoo,《Michigan Banker》,Jun 2000,P62-63
4.John Jainschigg,Personalized service,《Computer Telephony》,Sep 1999,P10
5.凌江怀,西方商业银行个人理财业务发展新趋势及其借鉴,《华南师范大学学报(社会科学版)》,2004年第4期,P3-8,P14
6.张哲操,我国个人理财业务发展探讨,复旦大学,万方数据,2005年
7.刘斌红,个性化服务与企业价值创造,《当代经济》,2003年第8期,P61-62
8.赵建兴,生命周期理财理论与实践的新发展,《经济师》,2003年第5期,P16-P17
9.迟桂华,浅谈市场营销组合理论的发展,《北方经贸》,2005年第1期,P45-46
10.李玉珍、桑银峰,国际市场营销发展趋势展望,《经济论坛》,2004年第2期,P77-78
11.赵剑林,现代市场营销学浅析,《科技情报开发与经济》,2006年第9期,P158-159
12.潘晓晓,论4C理论在商业银行营销中的应用,《市场周刊.理论研究》,2006年第9期,P112-114
13.王静,投资理财:金融个性化服务与现实障碍,《浙江经济》,2003年第23期,P56-58
14.夏宇、刘艳,浅论商业银行服务品质个性化模式的构建与实施,《商业现代化》,2005年13期,P112-113
15.朱欢、李艳锦,我国商业银行开展个人理财服务的营销策略分析,《金融与经济》,2005年第8期,P43-44
16.孙桂芳,中外资银行个人理财业务比较分析,《上海立信会计学院学报》,2004年第4期,P29-32
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