I congratulate all bank employees and bankers on their professional holiday - Banker's Day! I wish you the fulfillment of plans, successful sales and high financial results.
Today I decided to highlight a post that will help those who are in the "front" (in the front - front-office) sales of banking products. I will describe a universal technique for selling banking products based on modern practice.
100% equipment suitable for employees retail business, however, in most cases, 80-85% is a sales technique, it will also be useful for small businesses and medium-sized corporate parties. This technique has the basics and inseparable concepts for managers of all directions, all those involved in the sale of banking products and the provision of banking services - those who are directly involved in customer service can use it.
I have already described a sales script - where I offer 10 simple tips that not only help to maintain a deposit portfolio, but also give a hint on how to work with new clients.
Today, we will look at the universal sales script, a universal technique for selling banking products that is suitable for selling: credit card, cash loan, debit card, deposit, cash management service, business card and other unnamed products. This technique is based on the training "Active sales", but with special remarks, because many managers do not understand important points, and senior managers or directors of departments miss this “misunderstanding” and let everything take its course.
The first is the first. Clearly understand what is selling and what is service.
Operational work in banks has one principle, but different organization. In some banks, sales and service are separated, but in most cases, present stage, and sales and service - performed by a universal manager.
However, it should be noted that if, nevertheless, the service manager and the sales manager are two different employees, they need to understand that they are a single team and they are very dependent on each other.
So what is selling and what is service? I apologize for being too sexist, but I really like the ingrained thesis of marketers:
According to the basic rules of marketing, when selling, we sell advantages, and deliberately (90% of cases) do not put emphasis on properties and obligations - which the bank and the client will now be connected with, but they are.
During the service, we focus on comfort, personal attention, speed of service, fulfill our obligations and pay the price - for the service, while forgetting to tell the client about promotions, new products, additional features- we decide that the client needs to be served with high quality, we believe that he already has everything that the client needs and at a pathological level we are sure that the client knows about all our capabilities and if he needs anything, the client will ask. During the service, the bank and the client seem to "grind" to each other: to the habits of the client, to the capabilities of the bank, and vice versa.
Sale- sale (especially the first one) is primarily an acquaintance of the client with the Bank. It is acquaintance with the bank and not with the product, because based on the “funnel of potential customers”, he may already be familiar with the product, through various channels: TV, the Internet, friends can tell him about it, outdoor advertising, in the end - the client can use a similar product in another bank.
The funnel of potential customers in a simplified form consists of:
Service- service (maintenance) is primarily a long-term relationship with the client. The quality of service, as well as the quality of relationships, encourages your client to get to know your bank better. To the extent of certain circumstances, the sale of the "product" has already been, or he has a desire to purchase your product as a result of viewing advertising (like love at first sight), - now, during the service: processing a loan, deposit, cash transaction - you must justify " customer expectations" to match the "picture" with: advertising, promises, friend's recommendation, etc.
If during the “service” the client’s expectations do not match, it will be more difficult for you to sell a new (second) product, this is obvious.
As bank employees, you know that in the modern banking world, the Cross-sell indicator cannot be lower than 2.5 (at least 2 products per client).
Second - first: Use the technique of selling banking products without deviations from the script.
let's consider specific example, the simplest example that occurs in our everyday life and is inherent in “one of the strategies” of modern Ukrainian banking, in the form of a so-called situational script, so the conditions and the script itself:
The client, having taken an installment plan of 20,000 hryvnias, for 10 months, will pay the bank 200 hryvnias. = 1% An experienced client will not even apply to the bank for the final repayment - modern technologies allow this. Repayment channel - our client chose the post office.
In general, maybe from the "network of household appliances" - the bank receives the main income, but from the client who took the installment plan - no. I don’t want to consider cases that are often talked about: the bank hopes that the client “gets into trouble” and fails to meet the deadlines and will pay increased percentage that banks specifically remove installments from a credit card so that the commission from payments is charged with a commission ...
Let's agree that everything is correct, the client understood the conditions, and does everything correctly - so the profitability from such a client - who took the above installment plan for the goods 0.00 UAH (more precisely, 200 UAH - which is actually "0").
Bringing such a client to a bank branch - to a service manager or sales manager, is most likely the task of "telemarketing", and the bank's strategy is based on Up-sell, which is simply not possible without Cross-sell.
In other words, this is a “creepy” and complicated case, but it does happen. What is a department manager to do?
I will not give examples of “how to do it wrong”, we will immediately describe the dialogue between the manager and the client, and describe why we use specific phrases and a specific order in our script.
Consider the following "game" situation:
Let's start with the fact that the manager was a little busy - at the moment when "our" client came in, at that time the manager finished serving the "acting" client. He looked up at the newly-entered customer, apologized to the customer he was serving, greeted the newcomer, and invited him to sit down to wait. (it's right to do so)
Not having "simple patience", the client who came in and was asked to wait a little, began to study the stand placed on one of the walls of the branch, hoping to find an answer to his question. At this moment, our manager was released, and before starting the service, he has to “call out” to the client - to draw the client's attention to himself.
First stage: Greeting the client for all requirements:
Manager:- Dear Customer! (quietly but expressively, perhaps you need to stand up and show that at the moment he is addressing exactly this client, namely the words “dear client” - other categories: a woman, a young man, etc. - cannot be in business. After that , as we returned the client's attention to the manager, you can continue the dialogue)
Manager:— Hello, my name is Eugene, I am a manager, how can I contact you? (You can use the greeting - Good/morning/afternoon/evening, I prefer to say hello, be sure to introduce yourself by name and state your position. Knowing the name of the client's client and saying hello is a must).
Client:- Good afternoon, call me Pavel Lukich (now you are familiar and greeted each other)
At this sacred moment, you are already familiar people, said hello - both recognize the simplest rules of ethics, but with familiar people, you can discuss the issue of interest to you. Is not it?
Manager:— Pavel Lukich, what question are you interested in? (At the first opportunity, address the client by name - first of all, you personalize your question, the second useful moment, you address the client by name - the name is given by parents and it is pleasant for every person to hear it, in addition, you address the client in this way how he positions himself: Pavel Lukich, if he says “Pavel” - call “Pavel”, if “Lukich” - feel free to use it, as the client requires. important point, do not tell the client - "what's your problem?" or “what do you have there?”. Ask the client a guideline - he has exactly a “question”, if in the future, the client nevertheless voices himself - “... I have a problem with that ...” - rephrase in your answer: this is an interesting question or this is a difficult question, a good question ...).
Client:- I arranged the goods in installments, there was a girl from your bank who issued me a loan right in the store, so I came to pay, what do I need for this?
Manager:- Pavel Lukich, I can make payments by installments and can help you, please sit down with me (We again used the opportunity and personalized the appeal + reported that the client contacted the right representative of the bank, and now the client knows that his issue will now be dealt with, note that this knowledge is Important to the client If the manager does not cash transactions, no need to say: - "I do not do cash transactions"; - "To you at the checkout"; - "I will make you a "consumable" and you will go to the cashier" - and other verbal garbage! You need to understand that the service is based on cross and up-sell, for this you need to get acquainted, get to know the client - for this you need to invite him to sit down with you)
Client:- Great, then I'll come to you, here is the contract that they gave me in the store, where the details are indicated and everything that is there ... will be needed.
Manager:- I see Pavel Lukich. You are well prepared and prudent! Having props will allow me to be even faster! (praise the client at the first opportunity - using the “You are OK! I am OK” technique, it disposes the client and confirms to the client that he is acting correctly, at the same time this technique emphasizes your qualifications, which gives the client confidence)
Don't make mistakes! At the first stage, this is all that you, as a manager, had to do, we leave all other points and clarifications for the next stage.
Stage Two: Identification of needs
A lot of managers make a "total" mistake. Invalid error! They believe that the needs of the client can be clarified at the first stage, moreover, they just think that all the client needs is to pay for a loan, or any other operation. Sometimes I can’t understand why when trainings are taught to do Cross-selling, no one explains this, they also don’t explain that the bank has a strategy - Up-sell (it actually gives one service for free - in order to attract paid or profitable services for the bank ).
Manager:— Pavel Lukich, let me ask you a few questions that will help make your service fast today, and in the future simple and comfortable? (Be sure to ask for permission to ask questions - after you get permission to ask questions, you will be able to appeal for this permission, in case the client feels "reactance" * (it happens) and tries to enter the "block" - not wanting to answer any question.
Client:- Yes! Of course Eugene! Ask!
*Reactance is a term from the Sales Technique "Compliance Professionalism" or "Creating Artificial Scarcity". The thing is that each person tends to protect his "personal space", his "freedoms and rights" - the boundaries of which each has his own. As an example, some people, quite freely, without resistance, can tell the reasons for their successful well-being, while others, during such a question, will go to the bloc - with a single thought - "... why are you asking me about this ..."
Let's look at how a manager will exercise his right to appeal to "permission to ask questions":
Manager:— Pavel Lukich, tell us, what products of our bank do you use besides installment plan? (some banks have CRM, where, if there is any identification data, in the case of Pavel Lukich, this is the number of the installment agreement, the manager can see the entire “basket of products”, but it is imperative to ask a question in order to get the client to talk).
Client:“I don’t have anything else with you, only this installment plan!”
Manager:— Pavel Lukich, in which banks do you serve and what products do you use there?
Client: How does this question relate to the case? Does it matter where and what I use? (the client enters the block - the "reactance spring" is triggered)
Manager:— Pavel Lukich, I ask you not to worry, because I asked permission to ask you questions, and I need it in order to make your service quick, simple and comfortable, just for this. (Like this, the manager appeals to his “permissible right” to ask questions)
Client:- I am served in Privatbank, I receive a salary and a pension on the card there, I still don’t understand why you need to know this? (Please note that an appeal may not be enough for a client, he needs an additional explanation. And now I will tell you how to calm a client down with a simple “home-made”! In fact, the client needs to be told the truth!)
Manager:— Knowing banking products which you use, I can better understand your experience. I can assume that if you use the services of Privatbank, then you use Internet Banking (Privat24), and this radically changes things!
Client:- Yes, I use and use a credit card and Privat24 and I’m not going to change anything, everything suits me, I won’t use your Internet bank or credit card, I don’t need an additional credit card, and the pension suits me completely. I just liked the terms of interest-free installments, without insurance, and I decided to take advantage of the offer of your bank. Will you give me a receipt? How much should I pay? Give you money? (Many managers find themselves in this situation - the client obviously believes that he is in control of the situation, and stands in a specific “block” - not intending to buy anything else, he puts pressure on the manager with the situation).
Try to extinguish the "outrage" and try to remove the "block" from the client. Use the “You are OK - I am OK” technique, confirm to the client that you have heard him, compromise and do a “cross” - like our manager.
Manager:- Pavel Lukich, I heard you, I printed the receipt!
It's time to take a flyer, in our case, this is an advertisement for a "bundled" debit card. (Essentially, the manager is not able to start the presentation, just as we can see that the client has no need - but this is only at first glance. The advertising booklet is picked up for several reasons: the client defocuses from his defense and focuses on the booklet / advertising in the hands of the manager, from the very first moment the client sees the brochure - on a subconscious level he will be interested in a new subject - at the moment when you start your "cross" - the client will receive a visual picture of your words.
Manager:— Pavel Lukich, I am not suggesting that you draw up anything, I am simply obliged to acquaint you with an interesting and profitable opportunity, I ask you to give me a minute of your attention - this is very important. (At this moment, as you can see, the manager does not insist on buying the product, but emphasizes that the information is very important, profitable, and most importantly, interesting).
Client:- Okay, I just ask you to hurry, I don’t have much time, I left for lunch, and I still have time to return, and I have a report to go far.
Third stage: Presentation in case there is little time
Pay attention to the fact that "reactance" actually helps the manager a lot, because the client did not guard his perimeter - but went on a counterattack (we will call it - "springed"), he revealed to us a "military secret", told us everything he could. We realized that there is no clear need for a new banking product. In fact, the client's need is not for a banking product, but for time. He needs to sell not a product! He needs to sell "time"!
Manager:- in fact, in order to pay by your installments, you absolutely do not need to go to the bank, there is one way that will allow you to pay by installments without leaving your workplace and it's completely free. You do not waste time and money on a trip to the bank, and do not have to wait in line.
Manager:– Look, here is a card in the “comfort” package, which can be topped up with a card from another bank absolutely free of charge – even yours salary card Privatbank, after you replenish it with the required amount, you can pay by installments. All this can be done through the Internet bank, which is free for this card - you are an experienced user, you know how to use the Internet bank - everything is simple and similar with us.
Client:- Eugene, this option does not suit me, because I keep receipts with wet seals so that I can prove that I made payments on time and in the right amount.
A little work with objections:
Manager:– The payment that you make using the Internet Bank can be certified with the seal of the bank, at any time convenient for you, completely free of charge, so you will not need to take time off from work at reporting period and spend money on travel. You are an experienced user, the Internet banking system is very similar, the card has its advantages, they are described in the promotional booklet that I will give you with me.
No need to put pressure on the client, show him a personal example, give him an alternative.
Manager:“Look, I also make my payments for utilities through the Internet bank, and then my colleague confirms them with a stamp - this way I pay for services without a queue and commission.
Do you have a pile of receipts? You really do it 🙂 Show the receipts to the client!
Client: When will I pay off the loan in full? Will you need to go to the bank?
Manager:- It is not necessary to do this, firstly, you will receive an SMS that the loan is closed, and secondly, you will see information about the closing in the Internet bank.
Client:“Okay, I’ll think about it, anyway I don’t have time for registration, I’ll take the material with me.
The client is interested in the product and will take the promotional material, but not all clients do this, sometimes even force the client to take the promotional material. How to do it? I can suggest you two ways:
Fourth stage: Product sales and clearance:
Manager:- Would you like to arrange a meeting?
Client: How long does it take to issue this card?
Manager:- Instantly, within 10 minutes, I only need a passport and a code.
Client:- Ok, let's do it now. And show me how and where to go and how to pay.
The payment card is an anchor product, we have done Cross-sell and Up-sell. On the one hand, it seems like the card is free and the payments are free, and at first glance, the value of the client for the bank is not increased. However, we were not selling a product - we were selling time for a client and the client does not yet know all the benefits of the card. During registration, you can tell about additional benefits, such as:
Each bank has its own advantages and chips, benefits and conveniences, but as you can see, the client at the time of service was not interested in our product, he has a similar one in another bank.
He was interested in saving time and money, in fact he bought them, but we did Cross-sell and Up-sell - thanks to high-quality service, we made a new sale. If the client is interested in paying for balances, the bank will receive an inexpensive resource, if Cash Back is interested, we will receive the client's transactional business or money transfers.
Client:- Super! Invested in the specified time!
Manager:- Pavel Lukich, pay attention, I will put your receipt in the file with the contract, here is your card, if you have any questions - here is my phone number, call me, I will always be happy to answer you. Thank you for choosing our bank! Do you have any Questions?
Client:- No, thank you, right now there are no questions, maybe they will arise later, I ran! Goodbye!
Manager:- It was a pleasure to help you. Happily.
In general, you and I saw that the sale had already taken place, and the client came to be served, we worked in a certain script, worked with the client's emotions and expectations. They showed that his visit is important for us, that we have a comfortable and fast service - they showed the level of service.
What followed? That's right - a new sale! We did not sell the product, we sold the client what he lacks - time!
Of course, there are many different situations, but any service and sales have the same 4 stages: greeting, identification of needs, presentation, sale.
If the client is a potential client, in other words, he does not yet have a single banking product, the script will not change much during the “first sale”, you will need to get to know the client more (the KYC technique will help us with this - know your client, active listening - the more we learn from client, the easier it is for us to work with him from the beginning), actively listen to him, if you initially build a trusting relationship with the client, he will reveal all his expirience to you - you will know his preferences and his values, because you will obviously have something to offer.
And finally, I’ll say that in order to sell and provide a service, you need to “love” customers.
Good sales to you! Evgeny Savostin, specially for the section Interns and Masters.
Intangibility. The client cannot touch these services, hold them in his hands. Sometimes this situation is called "selling air." The only compensation in this case may be leaflets.
Competitiveness. Now on the market financial services there is huge competition and it is very difficult to offer something original. And sometimes it is simply impossible - the introduction of any innovation is expensive, and copying successful experience is elementary.
Complexity. As a rule, such products are complex, have a large number of implicit items. At the same time, most potential customers have low financial literacy which they understand very well.
negative biases. In contrast to the positive image of banking products in commercials, the reality is not so rosy. And a large number of potential customers have a negative attitude towards financial institutions generally.
All these features are potential questions that will interest the client. On all these features objections and doubts will be based.
For example, let's take such a financial product as a credit card. Sales techniques for this product, handling objections in this area will be relevant not only to specialists in banks. Credit cards are issued today by third-party companies to attract customers.
Many people today use credit cards. And if your potential client does not aim to collect a collection of credit cards, then the objection “I use a card from another bank” will most likely arise. It makes sense to prepare for this objection in advance by choosing a script.
There are two ways to overcome this resistance. The first is to try to sketch out arguments at random. For example, “the card will be activated at the time of first use and may be in your wallet until that moment” or “we have a large points accumulation program” and so on.
The second option - we use a simple and natural algorithm: listen - accept an objection - ask clarifying questions - find out the truth of the objection - argumentation - check the acceptance of arguments.
1. Listen to the client
This can be a daunting task - the need to be silent for just a few moments can seem lingering. And sometimes you really want to rush to “persuade” the client.
2. Accept objection
— You have touched on an important topic. Nowadays the market banking services saturated with a large number of proposals and it is important to choose the best option for yourself.
3. Ask clarifying questions
— Tell me, are you satisfied with the card you are using?
A question like this is a really powerful thing. It is difficult to find a product that will suit the client 100%. And often he will have a need for something more profitable.
— Do I understand you correctly that you are interested to know the advantages of our card in part (we are talking about the problems that the client voiced).
— If I show you the benefits of our card, are you ready to apply for it?
5. Argumentation
Only now are we ready to use arguments to overcome the objection. We have enough information and we can talk much more specifically about the benefits.
—
Important - we voice the proposal to proceed to the design. You should not expect initiative from the client in this.
Today people are accustomed to using instead paper money bank cards. This is convenient, because many stores have terminals for paying with plastic cards, and if necessary, you can always find an ATM and withdraw cash. But with credit cards, everything is different - they use them less people. Many credit cards are even afraid.
In our situation, the client has experience of using debit card and doesn't want to get a loan. Let's use our algorithm.
1. We listen to the client
All as in the example above.
2. Accept objection
— Many think the same way and this is a really important question.
3. Ask clarifying questions
— Tell me, have you ever used credit cards? And want to understand the difference between a credit card and the one you use?
The client will definitely issue a credit card, if only there is a need for it. For example, a situation when there is not enough money before the salary. A client with a credit card can avoid having to borrow from friends. Asking about it can create a need.
— Tell me, have you ever had situations when you urgently needed money, and there was some time left before the salary? What did you do in such situations? Is it always convenient to borrow money? Are you curious to know how to avoid similar situations in the future?
Questions are the most powerful sales tool. Those questions that we cited above lead the client to think about a specific need. If we tried to do this in the form of statements, we would get new objections. And so the client himself came to a certain idea.
4. Finding out the truth of the objection
— If I tell you in detail about the features of our card and all the necessary nuances that you need to know, will you be ready to discuss the issue of its design?
5. Argumentation
The client is ready to listen to our arguments and we know his needs. We just need to make a nice presentation.
6. Check accepting arguments
— Did I manage to dispel your doubts? We make out?
The client as a whole has a negative attitude towards the bank as a whole. He has a bad experience in your bank or any other and the client is not willing to even listen to any offers of banking services.
1. Listen to the client
We give the client to speak, to fully voice their thoughts.
2. Accept objection
— You have touched on an important topic.
3. Ask clarifying questions
— Tell us what exactly happened?
It is not at all necessary to follow the algorithm for working with objections linearly. So, for example, after clarifying questions, we received a more detailed reaction of the client, then we can go back a step and accept this reaction.
2. 2. Accept objection
— I understand you perfectly, in a similar situation I would draw exactly the same conclusions.
4. Finding out the truth of the objection
— We constantly strive to improve the quality of our services. If I talk about new features, are you ready to check out our other offerings?
5. Argumentation
We listened to the client, joined him, accepting his objections. And the client himself gave prior consent to an additional presentation. We can talk about important points based on the identified problems. In this case, our arguments will be well received.
6. Check accepting arguments
— Have I managed to change your mind about our services? Are you ready to check out our other offers?
We clarify the acceptance of our arguments, move on to the presentation and sale of other products.
Often, half a step is not enough to successfully sell financial services. And there is a need to create some kind of impulse that helps push the client to make a decision. Several motivational tricks.
This is a very powerful word to add value to our offer. The word “free” is all about benefit, good benefit.
But nothing is just “free”. Otherwise, it may only raise unnecessary questions. There should always be a reason for the freebie, such as a promotion for a limited period.
The reason for free may be the most unusual. For example, you can simply specify something that is always free by definition. Getting a credit card is free. But you can just point it out to the client and this will be an additional argument.
It is sometimes difficult for a client to make a decision. And in this situation, a strong argument will be an offer that does not oblige the client. For example, you might suggest that a customer simply try applying for a loan. Even having received prior approval, the client can refuse. Or maybe not give up.
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A.V. Tyutyunnik. Analytical journal "Management in credit institution» №5/2008 Russian banks open more and more branches, branches, points of sale. But the pursuit of quantity does not always lead to the desired result - the growth of qualitative and volume indicators. banking business, a financial result adequate to the costs incurred. How to force points of sale to sell, that is, to carry out the only important function for which they were created? This issue is relevant in one way or another for all banks. Without claiming to be a comprehensive study, the author shares some practical advice on this topic. Branch Format Let's start with a topic that seems to be not directly related to sales. Based on our research and observations, it seems that the format of many bank branches must undergo some change in order to sell effectively. And above all, in terms of the occupied area. The area should not increase, despite the growth in the number of banking products sold and the volume of transactions. Suboptimal use of current space is found in many banks. An analysis of the Eastern European experience makes it obvious that there are significant reserves for optimization. The most significant effect can be achieved by moving professionals not involved in customer service to more remote locations and compacting them, by reducing the area of \u200b\u200bthe branch and the number of cash desks, or by replacing the usual dedicated cash desks with a Teller Cash Dispenser system, with which the workplaces of operators are equipped. The banks of Eastern Europe (Poland, Czech Republic) analyzed by us, as a rule, have branches with an area of 150, 200 or 300 square meters. m, while serving both legal and individuals. We believe that the time of large branches is passing, and they are being replaced by networks of "light" points of sale, which have a lot of advantages. Let's highlight the most significant advantages from our point of view. First, lightweight points provide an opportunity to increase sales efficiency due to a quick payback. For example, a large branch of a bank with an area of 500 sq. m and more in the center of Moscow or St. Petersburg in a reasonable time is extremely difficult. And this, in turn, affects the bank's ability to directly stimulate sales, staff motivation, advertising and promotion. Secondly, from the point of view of the bank's capitalization, the number of offices is of greater value compared to their area due to the wider potential client base. Except effective use space in branches, serious attention should be paid to the internal layout of points of sale. Everything - from the location of functional customer service areas to informational and promotional materials - should stimulate sales: be convenient and understandable for customers and sales staff, informative and attractive for new customers. Organizational and technological aspects of the development of the sales system (in a commercial bank) Turning directly to the methods of sales promotion, I would like to note that almost all of them are applicable both to branches in the classical sense and to lightweight formats of points of sale. The main tasks of the sales and marketing block in the bank are: 1) increase in the client base; 2) expanding the range of services used; 3) development of secondary / cross-selling to existing customers. Organization of sales and customer service technologies; - methods of stimulating sales and promoting the project to the market; Increasing the number of client staff Let's consider the organizational and technological aspects of the development of the sales system in bank branches. We believe that many banks would benefit from an increase in the number of client staff at the point of sale. Based on the results of the studies carried out, the recommended staffing points of sale for 50-70% should consist of specialists involved in the work of selling products to customers. Thus, for 20 employees of a typical outlet, it is recommended to have 10-14 specialists (including the manager and his deputies) for client work. Increasing staff engagement Another important point is to increase the interest of the staff of the point of sale in the performance results. Client staff must have clear plans sales across the entire product line and an effective incentive system – bonuses should be a significant part of wages. For employees involved in the sale of services to customers, the bonus component should reach 50%, and in individual cases and 100% of the base salary, for the rest of the staff - up to 20-30%. Many banks use a system of fixed payments - fixed amounts of deductions for each employee for the volume of loans, deposits, other products sold or for their number. For example, 100 rubles. for every consumer credit, 30 rub. - for each attracted deposit of an individual. Of great importance to increase the interest of staff and non-monetary incentives, which, for example, include various contests, prizes, gifts for particularly distinguished employees. Strengthening the top management of branches In accordance with the task set to improve sales efficiency, we believe it is necessary to strengthen the top management of branches in the form of an increase in the number of top managers and the requirements for them. It is recommended to introduce additional deputy managers for client work (for example, settlement and cash services and lending). Together with the manager, they must have personal sales plans and be an essential element that stimulates the growth of business activity. The role of the manager is very important for the effective operation of the department. Despite the fact that his main task is to achieve the set goals for the point of sale as a whole, the most important components of his work should be to coordinate actions and support effective communications both within the branch and with the head bank. The manager, being an experienced "client manager", must first of all be a team player who is fluent in the skills of delegating authority. The breadth of his knowledge and skills is more important than the detailed knowledge of individual operations. Nevertheless, the manager must be involved in direct client work, taking on some of the personal obligations to develop the business and attract clients. We believe that the assessment of the role of the manager in achieving the business goals of the department should be built in two main projections: client and managerial. In this case, the priority should be on the first component. When evaluating the contribution of the manager to client work, both the achievement of the general goals of the branch and the achievement of the personal commercial goals of the manager should be equally taken into account. Delegation of powers from the head bank to points With the growth of the network of bank branches, it becomes necessary to more actively delegate authority from the head bank to points. Limits on making a row active operations, above all lending, must be transferred to branches. Limits should be provided not only for the manager, but also for his deputies and key customer service specialists (senior specialists). Despite the need to delegate a significant part of the authority, the efficiency of work largely depends on the organization of interaction between the head office and the network. In many banks it needs improvement. For example, calls and requests may be lost or take a very long time to process. One of the elements of developing an effective communication system should be the introduction of a unified procedure, including a description of the flow of requests, responsible curators, and deadlines for considering and responding to a request. We believe that the task of effectively organizing internal communications can be facilitated by using modern information system office paperwork. Technological aspects The call-center systems used by banks, with the proper organization of the process of collecting and processing incoming information, can become an effective tool for marketing research and a means of promoting new products, contribute to the collection and analysis of customer opinions, ratings of products and services, information and statistics on the needs of potential customers, their relationship history with a bank. An automated customer relationship management (CRM) system can increase sales, primarily by increasing the level of loyalty of current customers and increasing cross/secondary sales. The quality of the services offered should be subject to constant monitoring by the bank. In an extended interpretation, quality is understood as the ability of a product or service to meet the needs and expectations of each individual consumer, to serve as a guarantee not only of his current preferences, but also of his future conscious choice. One of the tasks of the quality management service may be to conduct regular surveys of customers and employees in order to determine their satisfaction with the level of service and the proposed product line, as well as the organization of "mystery shopping" events. The first will help to evaluate customer loyalty and the real quality of services. This work can become the task of a centralized quality management service. Events of the second type provide an opportunity to assess the loyalty of the staff, identify problems and failures in the bank management system and help to manage human resources more efficiently. Sales promotion methods in the bankField service technology Currently, many Western European banks are actively using field service technology. It is enough for the client to leave an application in in electronic format or call the bank's call center, and a sales specialist will come to the client at a pre-agreed time. Among the types of field service technology applications, applications for opening an account, obtaining a loan and other banking operations can be processed. Not only acquaintance and provision of primary information, but also the main negotiations on products and terms of provision can take place at the client's office. We believe that this model will also be in demand by Russian customers. Providing customers with up-to-date information Another area of sales promotion is providing existing and potential customers with up-to-date information about the bank's services and technologies and conducting special programs to increase the loyalty of current customers and attract new ones. One of the channels for informing clients about products and services is the presentation materials of the bank, the main purpose of which is to familiarize the client with the possibilities of obtaining one or another banking service and the procedure for providing it. It is important that these materials are convenient and understandable to the client. To do this, they should be drawn up as if from the point of view of the client and structured based on the needs and understanding of the client. We believe that for the development of cross-selling and demonstration high level integration, it is expedient to prepare a single album of services for customers. The main purpose of the album of services is the concentrated and most complete disclosure of all existing services in one brochure. The album of services can also be presented as a guide to working with a bank, in which specific bank services are addressed to each client's needs, product advantages, terms of provision, necessary documents from the client's side are described in simple language. The album can be compiled for retail and corporate clients separately. Is this need close to me? Is the cost of services commensurate with their quality? Is this bank really capable of providing the service I need? How profitable is it to apply to this particular bank? Increasing customer loyalty and satisfaction Practice shows that retaining current customers is a much easier and less costly process than acquiring new ones, so banks should pay special attention to developing special programs to increase the loyalty and satisfaction of current customers. Program elements may include: - Regular giveaways New Year and birthday (the gift takes into account the status of the client); — invitations to bank-sponsored events; - joint lunches and dinners; — targeted discounts on banking products; — joint loyalty programs with shopping centers and companies. Analyzing the experience of other banks, it can be noted that many of them experience difficulties with repeat sales and the sale of additional products and services to the client. Maximizing income from each client (increasing the share of the client's "purse") should be a priority for bank employees. The bank needs to develop a program to stimulate secondary (sales of products from one division) and cross-sales (sales of products from other divisions) sales. One of the conditions for the implementation of this system is the reflection in the sales plans of client personnel and management of departments not only of the sales plan for the main services supervised by specialists, but also of the sales plan for services of other departments. The motivation system should take into account the implementation of both plans. Formation of a positive image of the bank Various mechanisms are used to form a positive image of the bank, but all of them help in conditions of high competition between banks. Among them: — publishing materials about the bank in the media mass media, publication of articles by bank employees in various publications, tracking independent ratings and reviews; — organization of participation of bank employees in seminars, conferences, exhibitions; — tracking events that potentially contribute to the formation of a positive image of the bank, its popularity in the banking services market; — participation in charitable programs, etc. Active marketing campaigns The struggle for the client requires active marketing campaigns from the bank. In accordance with the results of recent studies, effective organizations in the financial sector are more widely using the approaches tested by large trading companies in the field of promotion. For corporate clients, not all of these approaches can be used, but they must be considered. For example, using price promotions for new customers legal entities with the offer of free opening and maintenance of accounts for three months. Advertising under such a program can be placed in one of the central business-oriented newspapers (for example, Vedomosti). Promotional events should be targeted, it is necessary to take into account the orientation of the promotional material. To do this, in accordance with the classification of potential customers, the most effective promotions for various groups of customers are determined. Another aspect that is sometimes overlooked is the assessment economic efficiency advertising campaign. This requires the development of an advertising campaign budget, which will contain not only the costs, but also the potential income from advertising. If this income is actually not received, the budget can automatically decrease, thereby contributing to the optimization of the costs of an advertising campaign. In conclusion, I would like to note that the sales promotion methods described above are partially used by many banks, but only A complex approach to solve this problem is able to provide the bank with a really tangible effect in the struggle to increase the efficiency of sales. A.V. Tyutyunnik, KPMG, Partner, Business Advisory, Ph.D. |
Banking products are an interconnected set of banking services provided by the bank in a certain sequence, aimed at meeting the needs of the bank's client.
At the heart of any banking product is base element- technology. It determines the type of bank product. The technologies of banking products include settlement bank accounts, depository and savings accounts, all types of loans ( mortgage, consumer, car loans, express loans, overdrafts, factoring, leasing, credit lines, etc.).
Banking products and services include all kinds of transactions for card accounts, i.e. providing access to money client through payment cards of banks. Today, the sale of banking products almost always involves the sale of payment bank cards(credit, debit plastic cards). They have become a universal tool for remote banking customer service: using a payment card, any operations are carried out on customer accounts. In addition, now it is not necessary to look for an ATM or payment terminal.
Such a new banking product as Internet banking has become an integral part of the banking services market and has expanded the ability of bank customers to remotely manage their accounts. Thus, banking products include basic technologies that have a specific set of parameters - the maximum and minimum amount, currency, terms, type of payment card. Banking products differ from each other in the set and values of these most specific parameters. For example, for a loan, such differences would be the possibility early repayment, maximum loan amount, method of calculating monthly payments, size and type interest rate on a loan, intended use, form of provision of funds for a loan, availability of collateral, surety, etc. If we are talking about a deposit account, then the differences will be in the possibility of replenishing the account and withdrawing funds, the type of interest payment, prolongation, interest capitalization, etc. High degree automation of bank products allows you to quickly respond to changes in the field of banking services and, if necessary, bring new banking products to the market. Any set of banking functions documented in the form of a regulation can be attributed to a banking product.
Depending on the state of the country's economy, the time of year and other reasons, the market for banking products is changing. Today, the following leaders among banking products can be distinguished:
Batch banking service clients.
Such a proposal of banks, which implies comprehensive customer service, is especially popular today. By offering a range of popular products, the bank contributes to the growth of demand for its services, and also demonstrates loyalty to existing customers, which plays an important role in the conditions of fierce competition. Many banking products are now available for implementation on the Internet. A unique system has been created that combines current, deposit and loan accounts of the bank's customers. Today, the country's banks are faced with the task of returning the pre-crisis system of banking products, i.e. return to banking products for micro-clients.
The leader among credit banking products today is mortgage credit lending. Although it still has a fairly large growth potential. Banks are planning to stimulate the population with the help of a floating interest rate on mortgage loans. Car loans and loans for the purchase or construction of real estate have lost their positions, although they remain an integral part of the complex of banking services. Today, banks are looking for new marketing outlets and, slightly changing the form, create new banking products for car loans and real estate loans. Among such innovations is an expanded list of credit collaterals. The approach of banks is also changing when considering credit application from small and medium businesses. Now bankers are based more not on the liquidity of the collateral provided, but on the general financial condition borrower, its development prospects, overall efficiency work. Become more loyal conditions for obtaining a loan for start-up entrepreneurs. In addition, banking products that were previously available only certain categories business, can now benefit the country's small and medium-sized enterprises.
Alina Semenova, business coach, Modern Insurance Technologies LLC. Often, cooperation between an insurance company and a bank stalls due to the fact that bank employees offer insurance products not active enough. It would seem that everything was done correctly: training (including role-playing games) was carried out, training manuals on sales technology, objection processing, and insurance programs were issued. The participants of the training unanimously reported that they understood everything, and the sales results were disappointing..
Often, cooperation between an insurance company and a bank stalls due to the fact that bank employees offer insurance products not actively enough. It would seem that everything was done correctly: training (including role-playing games) was carried out, training manuals on sales technology, objection processing, and insurance programs were issued. The participants of the training unanimously reported that they understood everything, and the sales results were disappointing...
Methods of psychotherapy for overcoming misseling.
Let's try to analyze the problem. To do this, let's break it down into components.
Now let's look at each block in more detail.
What behavior of the seller interferes with the sale? As an example, consider a situation where a salesperson projects their own experiences or beliefs onto a customer. So, he “carefully read” the description of the insurance program and concluded: no one needs it. However, you still have to sell insurance: the management ordered it. Then the seller makes another "brilliant conclusion": if this service does not make any sense, then I will sell it at the lowest price. And here another problem arises: we are selling a tariff module, not a service. Let me give you a few examples from my own experience.
Training on the technology of sales of insurance products at the official Lexus dealer. Many will agree with me that this is not a cheap car brand. At the stage of diagnosing the problems that exist during the sale of the Casco program, I propose to conduct a role-playing game. The task is to sell a casco for the new Lexus RX 400. - Hello, my name is Marina, how can I help you?
There was no answer, because the seller always does this. Because "And who will pay 20,000 more if you can buy cheaper?" This is exactly the same projection of their installations on the client.
Another story, real, not a game.
I come to draw up documents for my car. I'm talking with a car sales manager - smart guy, handsome, unobtrusive, attentive, correct. After discussing all the additional options that I want to see on my machine, I ask the question:
We come to the girl. The dialogue is about the same.
What negative does the client receive in this case? In addition to lowering the status, the client receives an insurance program that is replete with exceptions. It is unlikely that he will read the rules of insurance, and if an insured event occurs that is not covered by the policy, he will be denied payment. As a result, the client will draw conclusions not in favor of insurance. Hence another problem (or the second variant of obstacles to the sale of insurance) - Ignorance of the insurance product Let's make a reservation right away: ignorance of the product does not exempt from the obligation to sell. I talked a lot with outstanding sellers of insurance products, and these “sales lions” told me the following: “I don’t study products at all! What for? The main thing is to sell the idea!” It is logical, but you come to this with significant and successful experience in sales, and the "sales lions" have already forgotten how at first they dealt with the product and studied the rules in detail. Why do you need to know the product?
First, there is no greater insult to the client than an unqualified consultant. Let's assume that all clients in insurance do not understand anything at all and you can tell them whatever you want. But there are exceptions to any rule. If a client comes across who asks the seller to explain the product and goes into details, and the seller tells him: “Read the rules and figure it out,” then this can already turn into serious trouble not only for the consultant, but also for the company. Secondly, a good knowledge of the product is an additional confidence of the consultant. He is not afraid of objections on the cost of the product and can compare it with similar offers from competitors. In trainings, I am often asked to tell as much as possible about the product, because it gives additional confidence. Thirdly, a good knowledge of the product provides a basis for selling the service, not the tariff module.
As we know, the client really does not like being manipulated - especially if the seller does it rudely and unprofessionally. At trainings, when I collect the expectations and wishes of the participants, very often such requests are heard: “Teach us NLP!” and “Let’s you come up with a “golden selling speech” for us, we will write it down, learn it and sell everything!”
Then why do you want golden speech? Many people know the “Three YES” technology - when a person answers “YES” to two logical questions, and also says “Yes” to the third one, which is necessary for the seller. The trainers who give the technology consider it a practical application of NLP in sales. Of course, this is true, only this application of NLP is analogous to driving nails with an expensive microscope. Will you be happy with the result? Hardly. So the client, when such experiments are carried out on him, remains very dissatisfied.
There is such a wonderful statement “Sell the benefit, not the product!”. But for some reason, we were able to bring it to the point of absurdity. I'll give you an example.
Our colleagues are returning home from a wonderful European country where they were on a business trip to exchange experiences. A colleague runs into the office and shouts from the threshold:
The fact that it is impossible to sell the benefit of one's own death to a client does not occur to a colleague. You can go further - intimidate to death with “kind” stories, then ask three questions to get three “Yes”, close the deal, and two weeks later receive an application to terminate the contract.
What can be done to ensure that customers are satisfied with the communication with the client? Develop in practice with sellers the skill of advising a client. Again, from my own experience, I can conclude that bank employees are much more effective in selling insurance products if they acquire the skill of cross-selling insurance programs and banking products. In order for this skill to be worked out and then actively applied. . . changed it is desirable to explain the idea of insurance with an example financial instruments. Vague ideas about the psychology of the client The client pays money and, of course, he has some expectations from the style of work of the seller, his behavior and attitude towards the client. What does the customer expect from the seller? . Such involvement of the seller in the process, such an understanding of the client, when he knows exactly when to ask and offer something, and when not. In other words, it almost “reads minds”.
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