Why was Senteo created? What revolutionary does it bring to banks?
M.R. I have worked for consulting companies for many years. AT JohnRyan we were engaged in consulting in the field of banking transformations. In many ways, it was consulting on cosmetic transformations - the creation of a new brand, a new appearance, new design departments, communications. AT PricewaterhouseCoopers I worked in a team that participated in the processes of internal transformation of banks - operational activities, management model, staff development, cost optimization, risk management. We took old banking models and made new ones out of them. At that time, the process of transformation took place in many Russian banks. But we could only make recommendations. We could not move further with clients. These recommendations, of course, were of interest to bankers from the point of view of modern experience and practices, but many clients expected specific recommendations from us on how to implement their plans.
Consultants are usually distinguished by the fact that they give a lot of recommendations, paper documents ... and leave. I have seen that there is a great need to combine recommendations for external and cosmetic transformation with internal changes that affect the functioning of the bank from the inside: operational efficiency, staff development and management training, project management and implementation process. And we decided to create a company that would solve the problems of customers in a complex. A company that could not only set strategic goals for the client, but also accompany the client along the entire path of transformation, in its various phases. After all, it is impossible to take the old bank and - oops! - get a new one in a week.
Almost my entire career has been in banking. developing countries. I have worked in almost 30 countries around the world. It is possible to trace the main stages in the evolution of banks in emerging markets. Banks start with the task of attracting as many new customers as possible. The key at this stage is the effectiveness of the sales team, the main task- sell as much as possible banking products to maximize the bank's clientele. Ten - twelve years ago, this happened in Russia as well. Banks actively began to work with payroll projects - it was good way get clients right away. There was an explosive growth in the customer base.
Then other tasks appeared: the task of retaining customers, the task of increasing operational efficiency to reduce the cost of service. Banks have seen that 80% of the acquired clientele does not bring them profit. Banks began to realize that their retail business may not be profitable.
Further, the banks were faced with the fact that part of the clientele began to leave them, go to competitors. Often there was such a situation when clients received their salaries in one bank, and used banking services from competitors. Bankers needed to know their clientele better. There was a need for personalization of products, their customization, creation of new products that meet the expectations of the clientele.
It turns out the following sequence of development:
We have developed a unique methodology for improving bank-customer relationships that enables banks to achieve concrete results. There are many different methodologies for measuring bank customer satisfaction. You probably know about the Net Promoters Score methodology - one of the most popular now. The most important question in their methodology is: “Would you buy this product again? Would you recommend this product to your friends? But this is not a completely relevant indicator if we want to understand not the past, but the future behavior of customers. This indicator does not take into account the fact that the client may see other offers from competitors tomorrow or the day after tomorrow. This index reflects only that the client is ready to buy this or that product today.
A good indicator for predicting future customer behavior is the strength of the relationship and the quality of the customer's relationship with the bank. As I said, there are three different cycles of evolution: attraction, retention, and relationship building. A bank client does not dream of a car loan, he dreams of a new car. He doesn't need a credit card, he needs the freedom to shop when he needs it. At the first stage, the bank's task is to create a reason why the client wants to purchase a banking product, at the second stage - to remove the reason why the client wants to leave, at the third stage - to create a reason why the client wants to stay with the bank and reduce his price sensitivity. The task of the third stage is to create in the client the desire to consolidate all his financial relations in one place. global trend now - customers have relationships with several banks at once. They can be loyal to the bank within a certain product category: in one bank they have a credit card, in another - a mortgage, in a third - a car loan. Customers make their decisions mainly based on price comparisons.
And we strive to reduce the sensitivity of customers to the price of the product by improving the quality of the relationship between the client and the bank, to encourage them to consolidate their entire financial life in one bank. The advantage for the bank is huge. The bank knows its customers, it can assess risks, the cost of customer service is much lower, and so on.
If we talk about banking innovation, we can divide innovation at the level of products and channels and innovation at the level of experience(impressions) of the client. Over the past ten to fifteen years, innovations have mainly been implemented at the level of products and channels of interaction, technological innovations. At the forefront is functionality, access to this functionality. For example - mobile bank ing as a new channel for access to banking products.
But if you take the emotional aspect, the aspect of customer relations, then you will find very few examples of innovation in banks. Few people work on how to impress a client. Some of the innovations in this area are simply ridiculous. Here, for example, Deutsche Bank - a project Q110 . Very pretty, great design. There are even bowls of dog food and water so that dog lovers can bring their pets to the bank. Some are trying to use fragrances in departments, some are trying to use sound accompaniment. Sberbank has opened a new flagship branch on Tverskaya, where the Minsk Hotel used to be. The entire facade of the department is a huge screen. I passed by a few months ago - beautiful, impressive. It must have cost the bank several million dollars. The most modern technologies are used there, but the question is, do these technologies add something to the quality of relationships with each client of the bank? I doubt.
Product and channel innovation is not enough. If you look at Developing markets, ten years ago it was easy to become the first, for example, with a new credit card with grace period. In 2005, when we launched mobile banking at Alfa-Bank, it was something amazing, wow! Even in Europe and the US, they were surprised when I showed how you can make a transaction using a mobile phone.
At the first stage of market development, such technological innovations give an advantage, but as soon as the market develops, everyone starts copying your solutions. When a certain level of development is reached, such copying occurs very quickly. The ROI of such technological innovations is much less. The time when the bank has a price or competitive advantage, is significantly reduced. It's getting harder and harder to come up with something completely new. It turns out that all competitors in the TOP-10 are at the same level. Only small, incremental improvements become possible; new, explosive innovations do not occur.
Emotional innovation is another type of innovation. And there are several stages here - from single contacts to constant contact between the client and the organization, which transforms the client's life. For example, MP3 players were an explosive technology that changed the music industry. Apple has an emotional connection with its clientele. Apple made several improvements to the MP3 player - they changed the design, added their own software, added the ability to download legal music. But what matters most is their integrated approach that brings together these technological advances and the relationship Apple has with its audience. To date, Apple has sold more than 300 million players, their share of sales is more than 70%. And this despite the fact that the player itself was not invented by Apple.
Another good example is Harley Davidson. Consumers have a very strong emotional connection with this brand. People who buy Harleys aren't buying a motorcycle, they're buying a lifestyle. If you look rationally at the Harley Davidson motorcycle, it is unlikely that anyone would buy it, based on rational arguments. These motorcycles consume a lot of gasoline, rumble loudly, often break down. But the person is emotionally immersed in the Harley Davidson lifestyle. He decides on his acquisition at the level of impressions.
They say that Banking services do not arouse such emotional interest in people?
M.R. Indeed, no banking product is as enthusiastic among consumers as the iPod or Harley. I have never seen a person who would have anticipated that his bank will soon launch a new car loan. Banking products are boring, uninteresting. They don't make people want to. What people want is the result that the banking product helps to achieve. The bank is only a tool to achieve the goal. Banks have to put up with it. We need to stop selling banking products. You need to sell solutions that help people achieve certain results. Let's stop talking about car loans, let's talk about a solution that will allow you to buy a new car. And it doesn't matter what is included in this solution - just a car loan, or a car loan and a savings account, or a car loan, a savings account and insurance. There can be a wide variety of modules in this package, it is important that a solution be offered to achieve a specific goal. To do this, you need to find out the needs of the client and start planning ways to achieve the goals with him. Not only those goals that the client has today, but also those that he will have in six months, in a year, in two ...
It turns out that this is partpersonalfinancemanagement?
M.R. This is part of the new approach. If I go to any bank in Russia today and say that I want to buy a car in six months, they will tell me everywhere to come in six months. If I want to buy an apartment in a year, they will ask me to come in a year. Today, the banking business is not set up to respond to customer needs that are not related to today.
If a client comes and says that he wants to buy in eight months new apartment, I, as a banker, must offer him a solution for this problem. For example: make payments every month to a savings account, payments of the same size as those that will be on the loan. But the advantage for the client will be that there will be six months of payment history. And this will allow those who manage risks in the bank to make a discount on the loan, as they will see the discipline and solvency of the client. Further, if it is our bank that offers a solution where other banks would say to come in six months, the client will be loyal to our bank. Let's say we helped a client find a solution for buying a new car. Two or three months after the purchase, we can invite the client to spend thirty minutes together to plan further goals for the next year or two and how to achieve them.
Do any bankers do this?
M.R. Perhaps only credit unions in the United States (Credit Unions) are tuned in to relationships with their customers. Credit unions are organized as non-profit organizations where the shareholders are the clients themselves. Due to the high influence of credit union clients on their management, unions are more relationship-oriented.
This approach requires a very big change in the mentality of bankers. Now bankers are thinking about two things: how to sell a product and how to service it. To properly implement experience innovation, you need to think big. You need to think about sales, service, and establishing contacts with the client to develop relationships. Understandable reasons for contacts with the bank that are not related to sales should be created.
Banks send me only SMS with offers of loans and cards. Got it already!
Let's take a customer who bought a banking product. For example, I opened a savings account in a bank. Sometimes he comes to the department to replenish it. This is sales and service. But the bank must build contacts with the client that are not related to the sales and service of products that the client has already bought. The reason for such contact should be relevant to the client.
You cannot establish such contact using SMS. It turns out that we need branches.
T.M. It's not so much about the contact channel, not about the technical gadget or the button. It is about the very idea of developing contacts not related to sales and service of products.
MR: There is a very simple way to establish such contacts - joint planning. You can suggest, for example, once a quarter to jointly review the existing tasks and propose options for their solution. You can plan your budget together. For the bank, this action does not cost that much, but it creates a much closer relationship with the client, makes the client want to consolidate his financial actions In one place.
In recent years, bankers have been actively cutting bones, reducing bank branches, since the maintenance of branches is an expensive thing. And besides, modern users - generations X, Y, millennium - they all live online. Is not it so?
MR: There is a very big risk in this. Suppose we close our branches and send all users to the Internet, to mobile banking, to ATMs. And it turns out that all banks are starting to look alike. All IVRs on the phone sound the same, ATMs may differ in color, type of font on the screen, but, in fact, they are the same in functionality. With Internet banking and mobile banking - the same story. They're alike.
As soon as the markets mature to a certain stage, a certain standard is formed, a certain set of channels and products is the same for everyone. Differentiation is getting harder and harder. And when all banks are similar to each other, the consumer makes his decision based on the price of the product.
Emotional and customer relationship innovations can be used to reduce price sensitivity. And the costs of additional relationship building efforts are lower than the gains from reducing customer price sensitivity. Those banks that recognize this and start using it today will have another wave of price advantage that is much harder to copy.
Here, Sberbank has invested many millions of dollars in one branch to create an experience for customers. Is this the right way?
M.R. I wouldn't invest that much. If you conduct a customer survey and find out how this affected their quality of life, how it affected the quality of relations with the bank, it may turn out that it did not affect them at all.
Can you give an example of a bank that implements such an approach in practice?
M.R. There is an example of Umpqua Bank. Examples can be given from other business areas. But let's make a small theoretical digression. If customers are asked today what they want from their bank, the answers will be: low interest rates on loans, free service… But if you ask them what they expect from relations with the bank in the next five years, then the answers will be divided into three groups. First: help when a client has problems. Second: help in managing finances, improving the quality of life. Third: assistance in achieving the goals and objectives of clients. Regardless of country or region, 90% of bank customer responses fall into these three categories. But customers of banks do not see, do not feel today that banks are interested in their future.
T. M. If we talk about innovations in the sphere of relations, then there are still few implemented examples. Otherwise, it would not be considered innovation. To do this, banks really need to go beyond their current activities, beyond the usual model, when they are only engaged in attracting and servicing customers. Today, few people are engaged in the development of relationships with customers. Perhaps in private banking, banks are focused on relationships. There they understand the importance of relationships.
ATprivatebankingthe value of each customer is completely different.
T.M. That's exactly what the banks think. And we always tell bankers that it is probably wrong to consider each client simply as a cost. If a bank has a million customers, and the bank is so greedy that it doesn't want to spend money on developing relationships with these customers, then the customers are of no value to it at all. Then all these slogans, such as "We are always with you" and "Your bank" - all this is a lie!
T.M. But clients are sensitive to this. Therefore, banks themselves spoil their reputation in the eyes of the client, and clients do not consider the possibility of long-term financial relations with a bank. They remain price sensitive.
And yet - "examples in the studio"! Who implements relationship innovations?
M.R. Basically, these are small cans like Umpqua. Umpqua has already implemented a lot in the area of customer relationship innovation. You know that they are setting up community centers in their branches. There are several dozen small banks that are taking steps in this direction.
ProUmpquathey write a lot, but do they have proven results of such activities?
M.R. Look at their reporting. During the crisis, when many banks went down, Umpqua bought banks. They used the crisis to significantly expand their retail network on favorable terms.
The reason I ask questions so insistently is that many bankers perceive such stories as beautiful fairy tales. They want to see ROI. Sberbank put a huge screen in the branch, but where is the use of it?
M.R. I doubt that Sberbank will get ROI from installing the screen. But in our methodology there are calculations: how much each dollar spent on building quality relationships with customers will bring. We can show the calculation of income, profit from each client. If a bank has a million customers, each of which uses only one banking product, then the cost of service per customer is very high. And if the same million clients use three banking products, then the bank's profit will be much higher, and the cost of service per client will be lower. And the efficiency of the branch network will increase.
We show our clients in Russia that, according to our research, many people in Russia today, even those with an income level of $600, have banking products in different banks. They can have up to five different products in different jars. If these people are motivated to collect these products in one bank, then the income of this bank will be significantly higher, and the risks will be lower. There are a lot of advantages.
Large world banks are difficult to accept such innovations. Their leadership is very decentralized. Different people are responsible for different products. There are many managers, but no one is responsible for customer relations. This is how their KPIs are structured. And without this, the top management of banks is very difficult to influence the situation. They look at the total volume, at the total profit, but they do not see the profit per client. But if they see this indicator, they will change their attitude.
Therefore, we begin our work with banks by looking at these indicators together with bankers. We look at income per client, we look at operating expenses per client, capital costs per client. Then we divide it all into segments. This greatly opens the eyes of bankers. And after that, you can structure the business in a different way. And marketing in a different way.
There is an evolution of management in banks. Ten - twelve years ago, bankers focused on balance, there was passive business and active business in Russia. Then the focus shifted towards products, retail and corporate products appeared. And now we are at the stage when there is a focus on customers. The understanding comes that there is a mass client, there are VIPs. Anyway, in the minds of bankers there is some kind of mixture between the grocery business and the client business. The next level is relationship orientation.
Read recentlyG.E.Moneybankopened a new pilot office on Novoslobodskaya, in different colors?
M.R. Making a new office design is easy. But this is “lipstick on a pig's snout”, if not the design is accompanied by a serious internal transformation. The bank must understand how to build relationships with customers, how to manage them, how to measure these relationships.
As I said, big banks it is very difficult to transform, and there are other, non-banking organizations that do it. There is a PFM service in the US Mint.com. Look, I am a Wells Fargo private banking client here in the US. They have been telling me for five years that they cannot make a convenient interface for me in which I would see my finances the way I want - money, investments, real estate in one place. They tell me their system doesn't allow it. At Mint.com, which is a free site, I set up an interface that suits me in fifteen minutes. There I see my entire financial life, including today. market value my property and my car. I also created a budget plan for myself there, and the system sends me reminders if I spend too much money, or vice versa, if I saved money this month. The same system sees what commission I pay to my bank and offers me alternative options.
There are non-banking organizations that pose a threat to the relationship between me and my bank, because my bank is too big and slow and does not value the relationship with me. There is a company called SmartyPig that has made a service that allows me to automatically send a certain amount every month towards my savings goals. Pay attention - they withdraw this money from my bank account and send it to my account in another bank, where they lie while the accumulation is in progress. Is this a threat to my bank? Of course.
Services such asPayPaldo you think it is a threat to banks?
If we consider banking business just like a transactional business, yes. But the bank has more opportunities to build relationships with customers, accompany their financial life, help in achieving goals. Banks have the potential to develop closer customer relationships than any other business. Banks have the opportunity to almost daily contacts with customers via the Internet, through a call center. If only they showed a little more interest in their customers.
It's easy to say that "customer relationships are the #1 priority" as it's fashionable to say these days. Similar slogans and promises can be seen everywhere, such as in advertising. But actually keeping such a promise is quite difficult, mainly due to the fact that today most banks around the world are not structured in such a format that would allow them to build quality relationships with their customers.
Our activities are focused on this. We help banks to imagine, create, measure and manage healthy and high-quality relationships with their retail customers, which are simultaneously profitable.
Reference
SenteoInc. is an international company with offices in the USA, Spain and Russia. She specializes in projects for the transformation of retail organizations, business training and development investment projects using your own concepts.
The consulting division of the company, working on transformational projects for Senteo clients, consists of experienced professionals with different competencies. Our team has completed more than 200 successful projects in 27 countries, including projects for 16 banks that are among the top 100 banks in the world.
Using its own and unique methodology, developed over many years and proven in practice, Senteo has a clear vision of the work banking structures and how to run a successful business.
More detailed information can be obtained from the website
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 the 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 banking services market is saturated with a large number of offers 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 problems identified. 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. Decor credit card- it's 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.
Share in social networks So, again about the objections of customers in sales. You have probably heard more than once about...Sales is technology. And some luck.
Are you familiar with the situation when you spend a large number 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 the 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)
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
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Study of the goals and subject of information management. Characteristics of information technology development trends. Analysis of the structure of the market for information products and services, its legal regulation. Objects of professional activity of the manager.
abstract, added 06/12/2013
Concept and classification of banking services and marketing approach to their management. Organizational and economic characteristics of the Lugansk city branch of Oschadbank. Measures aimed at improving the efficiency of bank service management.
thesis, added 03/29/2009
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3. The method of forming the needs and requests of the client is the most complex and requires special skill and knowledge. First, with the help of skillfully formulated targeted questions and active listening to the answers, the manager reveals the true interests and needs of the client's business. This is achieved through the use of technology of open and clarifying questions, techniques for giving a positive signal or techniques for reflex listening. Then, using the method of summarizing, the problem is formulated and a variant of its solution is proposed.
For example, in the course of meetings with the chief accountant of the enterprise, a problem was identified associated with an increase in overhead costs, and the need to reduce them. To solve this problem, the manager offers one of the solutions - participation in salary project which will reduce the cost of obtaining cash Money in the bank, delivery of funds to the enterprise, issuance of them to employees. A choice of two options is offered - transfer of employees' salaries to a deposit "on demand" or a deposit using a plastic card.
The general rule used in any of these methods is that by talking about the features of the services, the manager focuses the client's attention on the benefits and values \u200b\u200bthat the latter will receive if he uses them.
In order to successfully use the OPV scheme, it is proposed to be guided by the following two formulas:
1. Features of the banking service and (or) its benefits + Connecting phrase + Value of the service for the client (O + F + C)
2. Value of the service for the client + Connecting phrase + Features and (or) its benefits (C + F + O)
Rule 1. Selling banking products is the skill of a personal manager.
Selling is a skill. If the personal manager is experienced and is a master of his craft, then this seems natural and given by nature. However, sales skills and mastery are acquired. It should be noted that it is fashionable to learn professionalism in the field of sales and become a master of this business. You just need to learn and apply the knowledge and skills of mastery. There are a number of sales techniques, but technique alone, without the right skills, will not get you very far. Therefore, the manager needs to improve his skills.
Rule 2: Selling starts with knowledge.
Knowledge is the basis on which the professionalism of a personal manager is built, it is the foundation of his success.
As a professional manager, knowledge is necessary:
1. About the bank's clients and their business needs. When a manager prepares for a meeting, he must collect and study information about the client, about all key leaders. The secret of consultative selling lies in the fact that the manager acts not only as a provider of banking services, but also as an adviser and consultant who can be trusted. He not only sells a banking product, but also brings ideas to each client to solve a problem, develop a business. The manager should not focus his attention only on the leader making the decision. Of course, this is the person with whom you need to have a relationship, since he has the final say, but it is important to be able to obtain information from other employees. To do this, you need to communicate with people, visit enterprises, make acquaintances.
2. About the banking product or service that the manager offers to clients. Namely: to know the characteristics of the product, its features, values for the client, how suitable it is for the client, what are the advantages of a banking product over a similar product of competing banks.
3. About banks-competitors: their products and services, their prices, advantages and disadvantages of competitors.
4. About strong and weaknesses activities of your bank.
Based on this knowledge, you need to build a conversation with the client.
Rule 3. The manager must be able to "listen" to the client.
Many personal managers believe that their gift of eloquence will help them when selling banking services. However, the main difficulty for the manager is to encourage the client to speak. The manager should not talk more than 45% of the time, but should listen more. You need to ask questions and identify needs, hot spots of the client, because if the manager manages to get the client talking, it will help to find out what the client has needs, what he needs. After that, you can continue the method of solving his question, show how banking products will help satisfy his desires and needs.
Rule 4. Customers do not buy banking products, they buy benefits.
When offering banking products, the manager must understand that customers are not buying banking products or services, they are buying the satisfaction and benefits that they can get from these products. Therefore, it is not necessary during the presentation to talk exclusively about the properties of the product. The features or features in the OPV scheme are focused on the product itself. We need to talk about benefits. Benefit or value in an HPV is what those very features mean to the customer. Benefit is "focused" on the customer. When presenting a banking product, it is important for a manager to show what real benefit these properties of the product will bring to the client.
In order to find out what benefit, value to present to the client, the manager needs to: firstly, give the client the opportunity to talk about what is especially important for him, and, secondly, during negotiations, listen carefully to him, determine what is especially worries the client. Then show what benefit the client will receive using these properties of the banking product.
Rule 5. The manager must be able to mentally put himself in the place of the client.
Before selling a banking product or service, the manager needs to put himself in the place of the customer-buyer to determine what is important and significant to the customer. For example, what will be the main thing for the director of a trading company for business development, what benefits are important for him and may have an impact on making a positive decision to use the proposed service; in which case the manager will devote time to the personal manager? It is logical to assume that the safety of money, convenient time for collection of proceeds, timeliness to the current account, reasonable prices, and an employee who could be contacted with a question will be important for the head of a trading company.
After the manager takes the position of the client, he will be able to understand the client and his needs. At the same time, it is important to remember that customers use banking services, guided by their own needs. It is important to let the client feel its importance for the bank. It should be the focus of the manager. To do this, you need to talk about his needs, problems, what the manager can do for him. At the same time find mutual benefit. For the client, the benefit is the value of the service, for the manager, for example, it is the consciousness that he helped the client solve important issue and at the same time increased the volume of sales of banking products. When a manager puts himself in the place of a client, he will understand the problems of clients and how banking products and services can help solve these problems.
