First, the reason analysis
First, the types of personal financial products are increasingly rich, and the business processes are becoming increasingly complex. Compared with the previous simple deposit and withdrawal, with the continuous increase of personal financial products, the time for a single customer to handle business has been greatly extended. Especially in the special period when banks sell treasury bonds, funds and pensions as agents, the waiting time of outlets will inevitably be longer under the condition that the counter staff remains unchanged. Take ICBC (Market Forum) Beijing Branch as an example. At present, there are 8 categories of personal products of the Bank, including deposit 1 1, loan1,settlement 1 1, wealth management and intermediary business 53 and bank card 9. According to estimates, it takes only 3 or 5 minutes to handle a simple deposit and withdrawal business, and a wealth management and intermediary business involves consultation, agreement signing and fund transfer, and the time ranges from 10 minute to half an hour or even longer.
Second, the diversion function of e-banking and self-service machines has not been fully exerted. The original intention of banks to divert customers by deploying self-service machines is difficult to achieve because customers are unfamiliar, uncomfortable and distrustful. In banks, it is often seen that the counter waiting area is overcrowded and the self-service trading area is empty. Take ICBC Beijing Branch as an example. In 2006, the online and telephone fund transactions amounted to 246,700, accounting for only 27% of the total fund business. 7.8 million mobile phone charges and local calls were paid through e-banking and self-service machines, accounting for only 37.8% of the total telecom fees paid by agents in the whole bank.
The third is to assume a considerable part of social responsibility. Because of its unique development process, large banks have high hopes from the government and people, and cannot unilaterally pursue profits and shut out some businesses, resulting in a large number of agency businesses with little or no profit, which consumes a lot of resources of large banks. At present, China Industrial and Commercial Bank Beijing Branch provides 70% of the city's nearly 900,000 retirees with monthly pensions free of charge, and generally handles business from 13 to 16 every month, resulting in serious queues at this time. In addition, the data construction of public utilities such as tap water and natural gas is not perfect, and it is impossible to realize real-time networking with banks, so it can only be operated manually by tellers. The bank's "two low and one high" customer structure (that is, low-income customers account for 60%, low-educated customers account for 70%, and elderly customers account for 60%) occupies limited counter resources, which objectively causes the most serious queuing phenomenon at its outlets.
Fourth, the actual loss of low-end personal gold business has affected the enthusiasm of banks. Due to the economic characteristics of the head office, the deposit of funds in the head office is an important part of the profits of all banks. Comparing the interest rate of savings deposits with that of the head office of Shanghai Branch (ICBC Beijing Branch is 2.6%), the head office of savings deposits with an absorption period of more than one year can't make up for the cost of absorption, resulting in more deposits and greater losses, which affects the enthusiasm of banks to serve low-end customers.
Fifth, cost constraints restrict the expansion of outlets. Due to the cost pressures such as the expansion and renovation of existing outlets, the construction of VIP financial centers, and the expansion and introduction of talents, it is necessary to gradually improve the service reception capacity, which is not achieved overnight. Based on the calculation of 20,000-50,000 yuan per square meter of shops along the street, a 600 square meter outlet needs 1.2-0.3 million yuan.
Sixth, the internal processes of banks need to be optimized. In recent years, major banks have strengthened the control of operational risks and improved relevant operating systems and processes. The internal control mechanism not only blocks risks, but also increases the business authorization and processing links, which affects the processing speed of some businesses.
Seventh, the service awareness of bank outlets needs to be strengthened. On the one hand, the number of lobby managers is still insufficient, especially in large banks with concentrated business, so it is difficult for a lobby manager to cope with the pressure of centralized inquiry. On the other hand, the lobby manager, due to his weak sense of service, did not play a very good role in actively asking customers about the types of business they handled, guiding and diverting customers to use self-service machines and reducing the waiting time in line.
Second, the main measures
Solving the problem of long queue time is a complex project, which needs to tap the internal potential of the bank, as well as the linkage between the head office and branches and the availability of external related conditions, which means that it takes a process to fundamentally solve the queue problem. Large banks in Beijing have realized the negative impact of long waiting time on their reputation and high-end customer service, and have taken active measures to comprehensively manage them from the aspects of strengthening management, tapping potential, increasing investment, improving quality and strengthening services.
Strengthen management and highlight key points.
The first is to implement the special person responsibility system for queuing problems at outlets. China Industrial and Commercial Bank Beijing Branch has designated a special person to be responsible for the organization and promotion, and designated a special person to be responsible for daily supervision. For branches and outlets without plans, measures and effects, the president of the branch reports to the branch, and the person in charge of the branch resigns. A system of unannounced visits to all-in-one outlets was established, and leaders and relevant departments and offices jointly conducted unannounced visits to outlets, notified the problems found and rectified them on the spot, and praised and publicized good practices. Bank of China (Quote Forum) Beijing Branch set up a leading group for network transformation, intensified work command and coordination, and transformed a product-centered business operation network providing differentiated services into a customer-centered marketing network providing personalized services, so as to comprehensively improve service quality through network transformation.
The second is to strengthen the daily management of outlets with serious queuing problems. China Industrial and Commercial Bank of China Beijing Branch has established a regular notification system to report the queuing situation of branches on a quarterly basis. Establish a statistical analysis system for the daily business volume of outlets, focusing on the gap between the daily business volume of l6 1 outlets queuing for more than 40 minutes and the actual reception capacity. On this basis, targeted measures are taken to implement dynamic and refined management. For outlets that queue for more than 40 minutes, lock the list and solve it within a time limit. This year, we will focus on solving the queuing problem of key regional outlets such as the Central Office, bustling commercial districts and major residential communities, and ensure that the queuing in key regions 126 key branches is controlled within 40 minutes, and the pressure drop of outlets queuing for more than 40 minutes during the year is more than 50%. In addition, in cooperation with intermediary agencies, we conducted a satisfaction survey of 26 branches and 22 financial centers in urban areas in three stages.