In general, the algorithm of active sales of banking products does not differ from the algorithm of active sales of anything else. Except, of course, the specifics of banking products and services.
The technique of selling banking products involves the ability to manage a conversation with a potential client, in particular, in cases where the client does not have information about financial tools for managing funds, has no experience of cooperation with the bank, and also does not have specific experience.
Therefore, first of all, you need to study well enough yourself and understand the banking products that can be offered to your potential customers. Make an idea for yourself about the profitability of a particular product, compile a table of competitive advantages (benefits for the client) and use it in situations where a reasoned response to the objections of potential customers is required. Identify the potential problems your product or service solves.
Banking products and services can solve the following tasks:
Income and growth
Savings and Savings
Safety and reliability
Ease of use and management
A specialist in the sale of banking products must act according to some algorithm to organize the sale of banking products.
1. Be sure to sketch out several scenarios to start a conversation on the phone.
Everything in order, greetings, clarifying questions, etc.
2. Designate for yourself a circle of potential customers who can be called. Individuals, companies, etc. Depending on the specifics of the banking products you offer.
Banks usually offer their customers a standard set of services, with a slight difference in conditions - several options deposits, lending, mutual funds under own management, etc.
3. The next step is to search and collect the necessary information, the more information you can get about your potential client, the better you will be able to create an atmosphere of trust and interest in the personality of a potential client.
Usually the purpose of the call in active sales of banking products is to set up an appointment.
In some cases, it is also possible to use the technique of several calls in cases where the interlocutor shows interest in banking services, but cannot decide what will be the most optimal for him. In this case, you can ask clarifying questions about the priority of tasks, find out the most important criteria in choosing services, and offer to contact a potential client a little later. In order to prepare an optimal offer that meets all the requirements of the client, thereby making effective sales of banking products. Do not forget to duplicate the information on the e-mail. It will be easier for the interlocutor, in the next conversation, to navigate the services offered, seeing in front of him the necessary information on the topic of your proposal. Always be guided by a simple trick: what would be of interest to you in the place of a potential client first of all? Which complex banking solutions contributed to the satisfaction of the above needs?
The peculiarity of sales in a bank is that the sales manager of banking products must help the client understand the proposed financial instruments, for example, explain such a mechanism as accrual of interest on deposits, teach how to choose the right investment method and provide all kinds of consulting support.
One more piece of advice. Collect objections (write down after the conversation) that you could not immediately answer on the phone. Then analyze the situation, find adequate answers to these objections and add to your list of answers to objections.
Do not hesitate to ask your colleagues for help in solving such problems, in working out answers to the objections of potential customers.
Keep confidence in yourself, in the product, in your bank, despite failures, difficulties in work.
Sales is technology. And some luck.
Are you familiar with the situation when you spend a lot of time and effort to attract customers, hold dozens of meetings and consultations, and, unfortunately, get minimal results? Unlike his colleague, who works less, gives less, and the result is much better than yours. At this moment, the thought comes to you: “Why is this happening? I work more and get less results? I guess I just got unlucky this month….” Of course, you can refer to failure, only your productivity will not increase from this.
Ownership plays a much bigger role in sales. sales technologies. In this article, we will consider one of the basic technologies - classical 5 step sales model banking products.
It is this model that most managers of bank branches use, it is this algorithm that is considered in basic sales training. What is the essence of this algorithm?
Before going directly to sales stages, I would like to make a small lyrical digression and say one important thing. Why is it so important to master sales techniques? The fact is that sales are not a spontaneous process with depending solely on your luck. In sales, 80% depends on how much professionally You can build a dialogue with the client, which tools You use how you work with customer objections. As soon as you master the necessary technologies, you will be able to sell much more.
In this and subsequent articles, I will tell you about standard (classic) sales models, as well as about nuances application of various methods and technologies in banking. We will cover most mistakes, which allow 90% of managers when communicating with customers. As a result, all this will allow you increase sales at your bank office and, if necessary, make the necessary adjustments to customer service procedures.
Well, are you ready? Then let's consider classic 5 step sales model.
We will consider exactly the 5-step model, although there are modifications of this model with a different number of steps (5, 6, 7 sales stages).
The idea of this approach is that the sales process can be represented as such stairs:
Climbing up this ladder step by step, with each step you get closer and closer to your goal - for sale. Working according to this algorithm, it is important to follow all the steps, move successively rather than abruptly jumping from one step to another.
As you can see, each stage has your goal:
1.Establishing contact - to arrange the client, create a friendly atmosphere, "favorable" ground for subsequent sales.
2. Identification of needs — it is important for the manager to understand which product will best satisfy the needs of the client, to find out the most important and most significant points for the client.
3. Product presentation – to tell about the most suitable product for the client in an understandable language, to make the client want to use a banking product or service
4. Work with objections - dispel all doubts and give reasoned answers to the client's objections
5. Completion of the deal - to say goodbye to the client, thank you for your cooperation and invite you to come again.
Your task, as a manager and negotiator, is first and foremost to make sure that the goal of the current stage has been achieved, and only then move on to the next level.
I often come across this situation: the client comes to the office, the manager is interested in how he can help the client.
Manager: " Hello Ivan Ivanovich, how can I help you?»
Client: "I would like to open a deposit"
Manager: “Excellent Ivan Ivanovich. we have deposits in the bank with replenishment, there are with the withdrawal of part of the deposit, there are with increased percentage, for example, for 1 year the rate will be 11% per annum, though there is no capitalization, but it is given as a gift a plastic card. What contribution will we make out?
And it can take a long time...
……………………………………………………………………………………..
QUESTION: Colleague, how do you assess the manager's behavior? What do you think was missed? What did the bank manager do wrong?
It is very interesting to hear your opinion on this situation. And I will voice my opinion in the next article! Remember that I regularly give nice gifts to all active subscribers 🙂
In addition, in the following articles we will dwell in detail on each stage of sales, analyze the main points, typical mistakes and "little tricks" to improve the efficiency of work with clients.
Sell beautifully and easily!
Sincerely, Oleg Shevelev ( be friends on VK , instagram)
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 experience. 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 client 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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The final stage of adapting the product to the market is adapting the market to the product.
Clive James
Bulk sales under the "financial supermarket" scheme involve service a large number customers similar in their consumer preferences and conducting similar banking operations. Retail sales, as a rule, are carried out stationary and require the creation of a wide branch network. In this regard, the main risk of direct financial losses in the retail business is the failure to fill the necessary volumes of banking operations with those capacities that are created for this business (banking infrastructure: branches, representative offices, acquiring, registered cash desks, processing, POS-terminal equipment, etc.). ). If this happens, then we can talk about the weak work of the bank's marketing services, which poorly researched market segments and were unable to stimulate demand in the necessary for retail business volumes.
For example, in order to develop the card business, the annual issue volume must be at least 1 million cards, and at the same time, at least 100,000 transactions per month must be made with them. The minimum profitability threshold for express loans is at the level of 200,000 consumers, and for SMS-banking service - 100,000 users. Thus, the basis for obtaining sufficient income to maintain the required level of profitability in the retail banking business is the turnover on customer accounts.
The main problem of retail sales is the creation of a system of high-quality cost management at all stages life cycle. Due to the high initial costs for the formation of a sales infrastructure, it is especially important for " financial supermarket» creating accessible and cheap products. However, many retail banks are overly keen on expanding their product range, which leads to another problem: the created products do not find demand, and attempts to impose them on customers reflect badly on the bank's image. In the retail banking business, the sales manager needs to instill the psychology of a large supermarket salesperson. A wide range of services allows you to fully use the principle of interchangeability and complementarity.
Targeted (individual) sales under the "financial boutique" scheme involve the search for certain groups of customers and exclusive forms of service. A small number of operations and relatively small initial costs require that sales managers focus on obtaining a high margin from the sale of individual products. For example, the minimum threshold for profitability in a "financial boutique" for cash settlement may be 15-20% of the costs. The main risk of the individual form of sale is the loss of the client.
An example is the Bank trade finance(LLC), which positions itself as a unique institution in the financial market. The mission of the bank is to increase the value of customers and the bank itself in mutually beneficial cooperation, which is expressed in the slogan "The art of increasing value."
The main criterion for the bank's activity, which is aimed at the development of various forms of service using the technology of a financial boutique (the term Private Banking is more often used), is the quality that is achieved through uniqueness, reliability and efficiency.
Due to the growing demands of individual clients for the quality of service, banks developing the Private Banking strategy are expanding the standard range of services, which includes:
On the product basis, the following sales methods can be distinguished: single sales, bundling, cross-selling, cross-selling. Single sales involve the sale of a product of one name, for example, opening a current account or obtaining a loan. Single sales can complement the already used list of products or be a separate planning object for trial sales.
The most popular today is the strategy of bundling banking products, which can be widely used both at the level of the head bank and a specific sales office. Batch selling considers available products as separate items in a catalog of related services and allows you to identify and create a set of products that would fully satisfy the needs of the client, thereby guaranteeing the best interaction with him.
The package may include seasonal products (tax payments, holiday contributions, construction loans). For example, in the case of the periodicity of paying taxes, you can offer their advance payment. The practice of banks included the annual introduction of seasonal deposits with a flexible system of interest accrual. In case of early demand of the deposit or its part, the interest varies depending on the term of the actual presence of funds in the deposit.
The quality of the product is directly related to the quality of service and implies, first of all, linking the expectations of customers and what the bank can offer. The concept of sales effectiveness, therefore, includes such a complex concept as a friendly relationship with the clientele, and this element can rightly be included in the technology of packaging products.
In table. 4.1.1 shows examples of traditional bundling of banking products for individuals at the branch level.
Technology package sale implies an appropriate professional level of competence (knowledge of the bank's product range, the ability to present the offered products, assistance in their use), communication skills (attention, courtesy, courtesy, ability to win over).
Table 4.1.1
Examples of Traditional Bundling of Banking Products for Individuals at the Branch Level
The ability to maintain long-term communication (for some clients and types of services purchased, the communication period is longer than for others), to respect the place and hierarchical level of communication (for VIP clients, the participation of the manager, providing a more comfortable environment), the use of the necessary regulatory requirements ( appearance, communication with customers, etc.).
In the practice of many banks with large branches, a method such as cross-selling is used.
Cross-selling is the offering of related products to a clientele. Along with this, the replacement of those products that were already consumed at one time can also be carried out, and new products can be offered in exchange (cross-selling). This strategy brings good profits and allows you to achieve an advantage over competitors. One of the main conditions for the success of this method is the logical construction of the product line in relation to customer requests. Products must be interesting and attractive to the customer and included in a package of services that can be offered for sale at any time.
The list of related and interchangeable products for clients not yet attracted, but significant for the bank, may include those products that the current clientele does not use, but may be interested in in the future.
This strategy allows you to plan sales and make optimal use of the bank's resources. It also allows you to better understand consumer expectations and evaluate the market. Another important aspect of cross-selling and cross-selling is competitive advantage which follows from them. The client feels that his most diverse requests in banking products can only be satisfied in this bank. For example, if a customer buys traveler's checks from a bank, they may be advised to purchase accident insurance while traveling abroad. The strategy of batch and cross-selling allows you to establish stable and long-term relationships with customers and increase the share of loyal customers.
In order to develop and implement a strategy for gaining more client confidence, the bank needs to create an effective information system. The sales office should have access to all information about the client: the type of relationship with the branch, the number and types of products consumed, the qualitative and quantitative turnover, the main types of demand for banking services etc. Having such information, it is necessary:
Direct selling is associated with the initiative of the seller, who addresses his offer directly to the client at his location. The volume of direct sales is constantly growing and in a number of European countries already exceeds 50% of the total turnover (in Russia, according to some estimates, no more than 1%).
Direct sales - the most difficult type of sales, which requires the seller to master the art of negotiation. The importance of direct sales in banking practice will increase for the following reasons:
All this requires advanced training of the staff of the front offices of banks and, first of all, client managers. The scope of direct sales is large customers, individual service, complex banking products.
During the period of growth in retail lending, various types of “tied lending” are very popular, when the loan is secured by a purchased product. This type of lending is called POS lending.
POS lending (POS - Point Of Sale) can be defined as a branch of the retail business of banks, providing for the issuance of loans for certain goods directly on the premises commercial enterprise. largest specific gravity Among the high-demand goods are mobile communications and computer equipment.
Among the banks that actively worked in the POS lending market during the development period consumer lending Alfa-Bank, Russian Standard, HKF Bank, OTP Bank, Rusfinance Bank were singled out.
Availability of a loan (the decision on obtaining a linked loan is made by the bank within 15-30 minutes, and documents confirming income are not required) and a relatively small amount (about 20 thousand rubles) lead to increased risks, so banks set interest rates higher than the market and receive income higher than with conventional lending. This explains the intensive growth of POS lending in Russia since the mid-2000s. until 2014, when the recession began in the economy.
Decreased interest of bankers in the POS-loans market is quite natural. The potential of such loans is largely limited by the list of goods and services that can be sold through credit schemes. In addition, it is extremely difficult to use various online services in POS lending, which are actively developing at the present time.
Change economic situation and growing instability in banking system forced banks to reorient sales strategies towards credit cards and development of POS lending in online commerce. Starting from 2011, the credit card market in Russia began to grow rapidly. This is due to the entry into this market of the largest issuer of payment cards - Sberbank of Russia, which, in addition to overdraft cards began to issue revolving credit cards of various payment systems. To issue them, Sberbank of Russia simplified the current procedure for issuing credit cards and introduced a scoring system.
The second area of consumer lending, which has received dynamic development in last years- lending for purchases via the Internet. For a bank, a POS loan in an online store has several obvious advantages:
More than half of Sberbank's retail clients are ready to recommend Sberbank to their friends and acquaintances.
Customer Satisfaction Index CSI (Customer Satisfaction Index), which characterizes customer satisfaction with banking services, allows you to evaluate the price-quality ratio of banking products and services in terms of meeting customer needs and requests. In Sberbank branches, it is 9.1 points out of 10 possible. The most loyal customers of Sberbank are young people and representatives of the social segment: the figures for these categories are 61% and 57%, respectively. During the year, Sberbank received more than 860,000 customer reviews. Sberbank conducts satisfaction surveys via phone calls and SMS with a request to evaluate the quality of service after a visit to a branch or a call to a contact center.
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A.V. Tyutyunnik. Analytical journal "Management in credit organization» №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- this is an increase in the interest of the staff of the point of sale in the results of activities. 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 reviewing 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, product and service ratings, 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 bank's presentation materials, the main purpose of which is to familiarize the client with the possibilities of obtaining a particular 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 reference book for working with a bank, in which specific bank services are addressed to each client's needs, product advantages, terms of provision, and necessary documents from the client 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 department management 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 they all 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 market banking services; — 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. In case of actual non-receipt of this income, the budget can automatically decrease, thereby contributing to the optimization of the costs of the advertising campaign. In conclusion, I would like to note that the methods of sales promotion 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. |
