In 2020, the new crown epidemic suddenly attacked, the holidays were extended, "universal isolation", "zero-touch service", the advantages of the traditional bank physical branch lost color, online channels in the interaction between financial institutions and customers play an increasingly important role in the digitalization of business has become a general trend in the financial industry. Digitalization has become a major trend in the financial industry. As a bank into the work of nearly four years of ordinary young employees, I experienced from the teller to the account manager, from the private business to the public business position changes, now combined with the work of the practical experience of the digital business to talk about a few thoughts:

First, the flow of the king, lending channel diversion

In recent years, the development of the banks' cell phone bank by leaps and bounds, on the interface and functionality integrity, has been no match for the Internet company, the Internet is not the best. The first thing you need to do is to get your hands on a new phone to get the best out of it. But open the mobile banking APP, remove the logo, the main interface "more and more like", and most of the bank's monthly activity indicators are worrying. According to statistics, there are only two banks that have more than 100 million monthly APP users, ICBC's "Three Rong and One Live" (Rong e Bank, Rong e Union, Rong e Shopping and ICBC e Life) and China Merchants Bank's "Mobile Banking" "Palm Life". ". The same monthly activity indicators, 2019 WeChat 1.1 billion, Alipay 1 billion, QQ 823 million ... behind the similar interface and convergence of functions of each bank's cell phone APP, it is the gradually consistent perception of customer management, and it is a simple continuation of offline management thinking.

I remember when I first joined the bank to stand in the lobby, there are always customers asked "other banks SMS are free, why do you still charge? Other banks WeChat have WeChat account change reminders, why don't you have?". Whenever we encounter such questions, our answer is always "WeChat is a third-party software, in order to protect customer information security, we do not support WeChat reminders for the time being." Now, we not only support WeChat account change reminder, Jin Community, Dragon Payment and other businesses have developed through the WeChat channel. From ancient times to the present, the traffic is business, in order to increase the monthly active users of our mobile banking, so that mobile banking "live", "fire" up, in the case of protecting the core financial data security, we can develop with the help of the existing flow of platforms There are many other businesses. We should strengthen the complementary role of external capabilities in customer service, increase cooperation with a number of head Internet platforms, build an ecosystem, and continuously enrich customer acquisition channels. For example, there are still many customers who purchase our bank's wealth management and fund products through branch channels, and they often do not pay more attention to and track the products they buy after they have successfully purchased them. We can also use the WeChat platform to accurately push information on wealth management products for our customers through big data analysis, and send them information on the net value of the products they hold and changes in profit and loss free of charge, so as to facilitate the customers to enter the mobile banking to make decisions on buying, redeeming, and locking in investment returns in time. This allows customers to make timely decisions on buying, redeeming, and locking in investment returns, and increases the frequency and activity of mobile banking while enhancing the customer experience.

Second, value-driven, benefit customers

In the digital business model, the past kind of high investment, recovery can not be expected to post advertising traditional marketing techniques are no longer applicable. The most hardcore weapon of digital management is "fission marketing" or "scenario-based marketing". Fission is based on the user's word-of-mouth communication, is the most cost-controllable, the most effective, the most persuasive marketing tools; fission is the cost of marketing, let the user, in exchange for word-of-mouth communication; fission is to participate in the prize, share the prize. Of course, in order to succeed in fission also have to dig deep into customer demand, customer value driven as the center.

Our last year's ETC campaign and this year's SANJIN promotion have adopted the fission marketing approach, and activities such as the Jin community spike activity, CCB treasure hunt, and credit card daily signing have won a certain amount of word of mouth through the mode of doing tasks-getting points-redemption of gifts and at the same time increased the customer's activity level. In addition to the Integral Mall, we also have the scenarios of Sunrong Business and Happy Life, etc. These platforms also offer great discounts, but their popularity and utilization rates are not high. We can also use internal and external big data analysis to accurately push product information to customers through WeChat, Alipay and other platforms in order to increase the utilization rate of each platform; we can open up the channels of integrating integral points, which are not only available for the Integral Mall, but also for Sunrong Mall, Longpay, and the Credit Card Daily Signing. We can open up the use of points channels, integrated points can not only be used in the points mall, but also for points deduction on the platforms such as Sunrong Mall, Dragon Pay, and Joyous Life, forming a closed-loop business development.

Third, data **** enjoy, collaborative

Digital management is not simply moving the offline method of play to the line, more than a simple data briefing, but should be along the business goals we hope to achieve the reverse to find the data, along the customer value chain to really dig, the correct use of these data, from product-centric change to customer-centric to match, innovative product solutions. The customer-centered approach is to match and innovate product solutions. At present, we still have big data fragmentation, data standards and caliber is not unified, the relative isolation of various functional departments and other issues, the failure of the system to completely open up between, so that it can not form a 360 ° customer perspective, not a comprehensive understanding of customer needs.

Take the public deposits, to understand the development of deposit business and analyze the problem to find the cause, rely solely on the deposit balance of this indicator is extremely one-sided, but also need to understand the account opening, effective customers, credit customers, upstream and downstream funds movement law and a series of data. At present, these data are scattered in different systems, you want to understand the new account situation need to ask for data from the Settlement Department, you want to understand the situation of micro-credit customers need to ask for data from the Department of Incentives, you want to understand the situation of the industry need to ask for data from the Department of Financial Planning and Accounting ... ... in the process of communication of the data has produced a time lag. We have also developed a number of digital marketing tools in order to adapt to the development of fintech, but these tools have not really been able to achieve effective end-to-end utilization. Take the public radar system as an example, the functions are very comprehensive, but many functional privileges have not been opened up to the use of grassroots outlets that are directly in front of customers, and they are more often used by managers as analytical tools, to the extent that they are not able to capture and identify points of opportunity in a timely manner by using big data analytics. In addition, under the existing organizational structure, most banks' functional departments are still relatively isolated, making it difficult to quickly reach agreement among departments and make agile responses when market and customer needs change. Moreover, each step of the process is complex and requires repeated review, making it impossible to achieve rapid iteration and decision-making, and not adapting to the ever-changing digital era.

We commercial banks have huge customer information data, but the application of data analysis and re-entry is insufficient, the next step, we should widely innovate and update digital marketing tools, effectively help front-line account managers to achieve customer reach, improve customer service quality and efficiency.

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