Through the analysis of the current situation of rural credit cooperatives, it is pointed out that in the fierce market competition, rural credit cooperatives can gain and maintain their competitive advantage only by constantly seeking new customers, retaining existing customers and trying to find new ways to lose customers, and customer relationship management is an effective means for rural credit cooperatives to achieve the above objectives. This paper demonstrates the necessity and feasibility of implementing customer relationship management in rural credit cooperatives, and puts forward the measures that rural credit cooperatives should take.
Keywords: customer relationship management; Rural credit cooperatives; Necessity; Feasibility; Obstruction factor
The competition brought by economic globalization has intensified, making customers more and more one of the most important resources for enterprises today. It can be said that the choice of customers largely determines the survival and development of enterprises. Due to the increasingly fierce competition in the financial field, the business and services provided by rural credit cooperatives are more and more similar to those provided by commercial banks. In the face of fierce competition in the industry market, winning the trust of customers, having a stable and loyal customer base and constantly striving for more customers are the keys to winning the competition. This must be based on obtaining complete customer information, understanding customers and providing products/services that customers are satisfied with. At the same time, the development of science and technology, especially the wide application of information technology in production, provides the possibility for customer information management in the financial industry.
Customer relationship management has just achieved the perfect combination of practical needs and technical feasibility, and its application in rural credit cooperatives has shown its unique advantages and great potential in acquiring, developing and maintaining customers.
1, the current situation of rural credit cooperatives
1. 1 introduction of rural credit cooperatives
Rural credit cooperatives are cooperative financial organizations composed of farmers' shares, which are democratically managed by shareholders and mainly serve them. They are legal financial institutions approved by the People's Bank of China. Rural credit cooperatives are an important part of China's financial system. Their main task is to collect idle funds in rural areas and provide financial services for agriculture, farmers and rural economy.
Since the founding of People's Republic of China (PRC), the New China Rural Credit Cooperative has gone through more than half a century. Over the past 50 years, rural credit cooperatives have played an important role in various historical periods of China's socialist construction. Especially in the past 20 years since the reform and opening up, rural credit cooperatives have undergone earth-shaking changes following the development of China's socialist market economy.
1.2 Customer Management Status of Credit Cooperatives
The main customers of rural credit cooperatives are farmers, and loan officers are the people who have the most contact with them in the loan business. The loan officers of each branch understand the actual situation of each farmer through going to the countryside and classify the credit rating of each farmer. The higher the credit rating, the more credit loans they can get. Therefore, most customer information is in the hands of loan officers, and there is no unified management.
Secondly, cashiers and accountants are also the groups that have the most contact with customers. Most customers have their information registered by the cashier after handling the business. However, because the customer information is not input into the computer, the customer information between credit cooperatives is isolated, which is not conducive to unified management.
1.3 Main core competitiveness of rural credit cooperatives
The main core competitiveness of rural credit cooperatives is that their branches are widely distributed, and there are credit cooperatives where there are towns and villages, while many commercial banks have no credit cooperatives in relatively remote towns and villages. The universality of the network enables credit cooperatives to better understand customers and serve them.
2. The connotation of customer relationship management, the development status of financial industry and the development of customer relationship management.
2. 1 Customer Relationship Management (CRM)
Customer relationship management (CRM) is a customer-centered business strategy, which uses information technology as a means to reorganize the workflow, thus giving enterprises better customer communication skills and maximizing the profitability of customers. Customer relationship management includes the whole process of judging, selecting, striving for, developing and maintaining customers. Nowadays, the network economy has become a trend. When enterprises are looking for and establishing a business development strategy that matches the rapid expansion mode of e-commerce, they need to raise the value of customers to an unprecedented height. The market demand, the need to update the management concept, the need to update the enterprise management model, the need to enhance the core competitiveness of enterprises, the electronic wave and the support of information technology promote and promote the emergence of CRM. Specifically, three ways of understanding can be summarized:
2. 1. 1, CRM is a management idea and marketing concept. Originally put forward by CartnerGroup, the core content is to emphasize that customers are one of the most important resources for enterprise development, and comprehensively manage various relationships between enterprises and customers. In essence, it is the embodiment of the transformation from the traditional "product-oriented" to "customer-oriented" business philosophy. (It is generally believed by theorists).
2. 1.2. CRM is a new management mechanism aimed at improving the relationship between enterprises and customers. It is applied to the field of enterprise external resource integration such as enterprise market, marketing, service and technical support. On the one hand, attract and retain more customers by providing fast and thoughtful quality services, thus increasing turnover; On the one hand, through information sharing and optimizing business processes, the operating costs of enterprises can be effectively reduced. (It is generally believed by managers).
2. 1.3, CRM is a system software. It is a technical solution of customer relationship management. Emphasize the integration of sales automation, computer-aided sales, data mining and call center. (IT service providers generally believe).
In a word, customer relationship management is the product of the combination of modern management science and advanced information technology. It is a concept and technology to manage all the relationships between enterprises and customers. It is a dynamic process of managing customer information resources by computer, providing customers with satisfactory products and services, establishing a stable relationship of mutual trust with customers, making decisions by using customer information, and finally realizing "win-win" between enterprises and customers.
2.2 The development of financial industry and the status quo of customer relationship management.
In recent years, with the deepening of financial reform and opening up, the market environment faced by China's financial industry has been greatly improved, especially since the 1997 Southeast Asian financial crisis, governments at all levels have placed financial security and steady development in a very important position, adopted a number of management measures, strengthened their own construction and prevented financial risks, and made great progress. However, after China's entry into WTO, foreign-funded financial institutions will enter the China market, and the pressure on China's financial industry is still great, and the development situation is not optimistic.
At present, the CRM market in China is still in its infancy and growth stage. Despite the rapid development, almost no financial institution has really realized CRM in China's financial industry. Because the management of each financial institution attaches different importance to CRM, the promotion of CRM in each financial institution is also different. Taking commercial banks as an example, most commercial banks have started the construction of online banking and telephone banking. And with the passage of time, China's e-banking service system is becoming more and more mature. By the end of 2002, there were more than 300 cities with cross-border bank cards and online banking, with 4 million individual customers of online banking and 654.38 million individual customers of telephone banking. In 2002, the transaction volume of electronic banking reached more than 8.7 trillion yuan, and the transaction volume of online banking exceeded 300 billion yuan.
Although CRM has made some achievements in the financial industry, the application of CRM system in China's financial industry is still only a concept. Because we have not built our own ERP system, CRM system lacks a strong support system. In fact, China's financial industry generally has the problem of insufficient integration of its own resources, and has not really formed a basic platform for rear support, which leads to the weak comprehensive competitiveness and low profitability of China's financial industry. However, according to CCID, the CRM market in China is expected to grow rapidly in the future. The analysis and forecast of China CRM market by CCID consultants are shown in table 1.
Table1China CRM Market Scale Forecast from 2000 to 2006
200/kloc-0 in 2000/2006
Sales/10,000 RMB 4500 8000 60600
Growth rate /%-77.8 67
3. Differences and connections between rural credit cooperatives and commercial banks.
3. 1. They have different missions (concept, service scope and characteristics).
3. 1. 1 Different concepts: Rural credit cooperatives are local financial organizations funded by farmers, which implement democratic management of members and mainly provide financial services for members. Their service targets are farmers, their service areas are in rural areas, and their service objectives are to promote local economic development and social stability.
"Commercial bank" is a free translation of English commercial bank. On the issue of defining this concept, Chinese and western formulations are different. We believe that the definition of commercial banks should include the following points: first, commercial banks are intermediaries that issue and accept credit; Second, commercial banks are enterprises whose purpose is to obtain profits; Third, commercial banks are the only financial organizations that can provide "bank currency" (demand deposits).
3. 1.2 Different characteristics: Rural credit cooperatives are the main legal financial institutions facing rural areas in China. They have a broad mass base and strong economic strength in rural areas, and have made positive contributions to consolidating rural basic status and promoting rural economic development. As a cooperative financial organization, rural credit cooperatives are an economic form in which partners unite and voluntarily combine to participate in and organize specialized institutions to engage in financial activities within the prescribed scope in the form of financial assets. For a long time, the principles of voluntariness, democracy, mutual assistance, benefit sharing and risk sharing have been formed. Functionally, rural credit cooperatives, as rural cooperative financial organizations, aim to meet the capital needs of decentralized agricultural production and rural economy and provide flexible financial services. More specifically, as an intermediary organization of rural funds, it transfers members' right to use funds from depositors to members who need funds, prevents other financial institutions from investing absorbed rural funds in other regions and industries for the purpose of obtaining benefits, and ensures that rural funds are used for rural construction, thus serving farmers and supporting agricultural production by regulating currency circulation.
A commercial bank is a financial enterprise with deposit, loan and transfer settlement as its main business and profit as its main business objective. Compared with other financial institutions, its obvious feature is that it can absorb demand deposits and create money. Demand deposit is an important part of money supply or exchange medium and an important source of credit expansion.
In addition to the general characteristics of commercial banks, China's commercial banks also have the following characteristics:
(1) In terms of ownership structure, state-owned commercial banks wholly owned or controlled by the state are the main body, and a certain number of joint-stock commercial banks have also developed.
(2) At this stage, commercial banks are not allowed to engage in trust investment and stock business in China, nor to invest in non-bank financial institutions and enterprises, nor to invest in non-self-use real estate.
(3) Implement risk management, including asset-liability ratio management.
3. 1.3 Different service scope
(1) Commercial banks have no credit loans; Rural credit cooperatives set up micro-credit loans for farmers. According to the credit rating, they can apply for a credit loan with their ID card or marriage certificate, and they can get it on the same day, which is very fast.
(2) Commercial banks are rich in intermediary business; Credit cooperatives are relatively thin.
(3) The business division of commercial banks is fine, and different businesses are handled by one person at different counters; All the business of credit cooperatives is done by accountants and cashiers.
4. The main problems of customer relationship management in rural credit cooperatives and the motivation of implementing CRM.
4. 1 because the main customers of credit cooperatives are farmers, their customer relationship management also has its particularity. The main problems are as follows:
4. The customer information management obtained by1.1is scattered, and there is no systematic management. Because customer information is mostly recorded by cashiers of various credit cooperatives, it has not been effectively analyzed and sorted out, and the customer information of various credit cooperatives is isolated from each other, which increases the management cost of customer information.
4. 1.2 The morality of loan officers becomes the key for credit cooperatives to obtain accurate customer information. Loan officers are another way for rural credit cooperatives to master customer information. Some loan officers have weak moral awareness and professional quality, and may be affected by some factors when they contact farmers, which leads to inaccurate customer information collected, which is not conducive to future work.
4. 1.3 lack of theoretical guidance and policy guidance. CRM came into being under the condition of perfect market economy and wide application of information technology, so it is definitely not feasible to transplant it completely to rural credit cooperatives. CRM has a wide range of connotations, involving the institutional structure and resource matching of credit cooperatives. Without rational guidance, exploration may make a breakthrough in a certain aspect, but it is difficult to form a unified will and policy of the whole bank, let alone have much impact on the traditional decision-making of credit cooperatives. In fact, many grassroots leaders still lack the necessary understanding of CRM, and the localization of CRM in China still needs a process.
4. 1.4 restrictions on the application level of information technology. The limitation of the application level of information technology is the main obstacle to the implementation of CRM in rural credit cooperatives. At present, China Rural Credit Cooperative has not yet completed the construction of a unified customer tag database, and the customer information is scattered, so it is still difficult to grasp the accuracy of customer demand. In the application of information technology, more attention is paid to the needs of business operation and internal management, and the search and analysis of customer information is not enough.
4. 1.5 institutional and policy constraints. China Rural Credit Cooperatives all adopt multi-level mode in organizational structure, and the internal organizational structure has not completely got rid of the planned management and control mode. Compared with the western financial industry whose main goal is to pursue interests, the dynamic structure is relatively weak, and the information structure is often distorted under the condition of softening market constraints, and the decision-making chain is long, which leads to inefficient decision-making structure. At the same time, China People's Bank's requirements for the operation of credit cooperatives and its strict control policies are conducive to financial stability at the macro level, but they also limit the innovation ability of credit cooperatives at the micro level, and have a certain impact on the deepening of finance and the improvement of financial efficiency, especially on the widespread use of CRM.
4. 1.6 because the customers of rural credit cooperatives are mainly farmers, it is difficult to implement CRM.
4.2 motives for implementing CRM in rural credit cooperatives
4.2. 1 External motivation of credit cooperatives to implement CRM
First, global competition
(1) After decades of development, finance is now facing unprecedented competitive pressure. Major financial institutions have adjusted their service functions to reduce operating costs. One of the advantages of CRM is that it can greatly reduce the operating cost, so it is of great significance to establish CRM to reduce the operating cost of rural credit cooperatives.
(2) With the trend of globalization, the current world market tends to be integrated, and various bans have been lifted, allowing owners to enter more industrial fields. This undoubtedly requires rural credit cooperatives to have a timely insight into this change and provide better personalized services, and CRM is a sharp weapon in this regard.
Second, the change of market structure.
(1) A buyer's market has basically taken shape.
With the strengthening of market saturation, the financial industry has obviously entered the buyer's market from the seller's market. Customers began to have the right to choose. At the same time, the buyer's personalized demand has gradually expanded with the improvement of market positioning, and the contest between sellers for market share has intensified. In order to compete for target customers, rural credit cooperatives and major banks have put forward preferential policies, innovated products and services, and took the initiative to attack. In recent years, more and more rural customers choose to handle business in commercial banks, which has shaken the status of credit cooperatives in some cases.
(2) It is difficult to develop the potential market.
Customer resources with a certain technical level are scarce, so it is difficult to find undeveloped market demand now, and most developed markets are also in saturation. In this case, the competition between rural credit cooperatives and major banks for limited customer resources has become the focus.
(3) changes in the focus of marketing activities
In the past, the marketing activities of rural credit cooperatives mainly focused on attracting new customers. With the increasingly fierce market competition, it is becoming more and more difficult to open up new market space. Maintaining a stable customer base, that is, paying attention to the maintenance of old customers, has become the focus of bank marketing activities. According to the survey of professional marketing network company (Marketingprofa.com) in 2002, as long as the customer retention rate of financial institutions increases by 5%, the profits will increase by 70%, and 10% VIP customers can create 120%- 140% profits for financial institutions. Therefore, maintaining a certain customer base has become the key to the survival and development of rural credit cooperatives.
Third, the change of customers' consumption concept
Under the pattern of buyer's market, today's customers' consumption concept has changed, focusing on the quality of products and services rather than the price, and emphasizing the satisfaction of products and services to their own personalized needs. As far as rural credit cooperatives are concerned, it is "the change of customer behavior and expectation":
(1) Customers need to complete transactions with rural credit cooperatives faster and more conveniently.
(2) Customers expect rural credit cooperatives to get the services they need through all channels, and they can choose the channels they think are more convenient according to the actual situation.
(3) customers expect them to be treated individually, and even in some cases, they expect personalized service.
(4) In the era of information flooding, customers need the most detailed information so that they can make correct decisions accordingly.
In view of the "changes in customer behavior and expectations", rural credit cooperatives can only be invincible in the fierce competition if they adapt to and satisfy this change. This undoubtedly requires a high degree of integration of corresponding ideas and knowledge, and CRM solves this problem well.
Fourth, the homogenization trend of products/services is obvious.
With the development of various modern production management technologies and the formation of economic globalization, the rational allocation of resources in the world has been realized to some extent. The product life cycle is shortened, there is no differentiation and acceleration, and homogenization is becoming more and more obvious. At the same time, customers' expectations for services have also been extended, which eventually leads to the homogenization of services. For rural credit cooperatives, the homogenization of products and services with other commercial banks leads to almost the same services, and customers can choose any one to realize customer value, which further intensifies the competition for customer resources in the industry. Objectively, there is an urgent need to provide personalized and one-to-one services to discover, retain and tap customers, and CRM is a good way to meet this demand.
Verb (abbreviation of verb) the influence of network economy
The development of science and technology, especially the popularization and application of the Internet, has realized the global sharing of information. Customers face a broader market, and information is easier to obtain. As CEOJeff Amazon said: "In the past, our service made a customer feel dissatisfied, and he could tell five friends. Now, through the Internet, he can tell 5000 people. " Therefore, information about customers and good customer relations have become extremely important, and the implementation of CRM has become a magic weapon to win competition in the new economic era.
4.2.2 Internal motivation of credit cooperatives to implement customer relationship management
First, financial system reform-achieving competitive cooperation.
According to the popular theory of cooperative competition in contemporary western economic circles, to maximize profits, it is necessary to seek cooperation on the basis of competition and achieve "win-win". For example, the emergence of UnionPay cards is a good example. At present, the credit union has also issued its own credit card "Shuxin Card", which is connected with the ATMs of all commercial banks.
Second, the change of social economic structure and social stratum-the change of customer structure and the formation of new customer groups.
With the continuous development of market economy in China, great changes have taken place in social strata. In the report of the 16th National Congress of the Communist Party of China, the current new social strata are divided into six categories. With the emergence of new consumer groups, there will inevitably be corresponding production, management and consumption patterns, and these changes will directly create innovative demand for products and services in the financial sector. Therefore, researching, developing and providing timely, high-quality, efficient and convenient products and services for new customer groups has become the basis for winning, maintaining and discovering them. CRM provides efficient and fast support.
Third, effectively integrate resources.
In order to improve the competitiveness and profitability of credit cooperatives, it is necessary to integrate the resources of credit cooperatives, including internal integration and external integration. External integration aims to improve customers' satisfaction and loyalty to credit cooperatives and establish a tall image of credit cooperatives. CRM application system is the form and content of enterprise's external performance. Its purpose is to strengthen the relationship with customers, reduce costs, improve efficiency, expand new markets, and improve customer satisfaction, loyalty and profitability through personalized service.
Fourth, improve the core competitiveness of credit cooperatives.
Generally speaking, the implementation of CRM by credit cooperatives will integrate their own financial resources system, optimize the market value chain and build the core competitiveness of credit cooperatives. ①CRM system will integrate the financial resources system of credit cooperatives. A complete CRM system will play a connecting role in the resource allocation system of credit cooperatives. ②CRM system will optimize the value chain of credit union market. CRM system will enable credit cooperatives to better grasp customer and market demand, improve customer satisfaction and loyalty, retain more old customers and attract new customers. ③CRM system will build the core competitiveness of credit cooperatives. The implementation of CRM will bring advanced customer-centered development strategy and business philosophy to credit cooperatives, optimize the organizational system and functional structure of credit cooperatives, and form an efficient management system and a smooth communication information system.
Fifth, increase the function of credit cooperatives.
Credit cooperatives can use CRM system to achieve a variety of functions. ① You can evaluate and analyze customers, analyze customer differences and their impact on the profits of credit cooperatives according to their different demand characteristics and financial consumption behaviors, and make clear what kind of financial products and services you should provide, what kind of problem solutions you should provide to customers, and how to control risks. On the one hand, credit cooperatives strengthen marketing; On the other hand, it strives to get customer feedback, realize two-way information exchange, and retain customers with excellent service. ③ Study the development trend and market changes of credit cooperatives, innovate financial products and services, and strive to be invincible in the competition.
5. Strategies of implementing CRM in credit cooperatives.
The strategy of implementing customer relationship management in rural credit cooperatives is to organize business activities and innovate management around customer relationship. It is a long-term strategic move for credit cooperatives to implement customer relationship management, which includes two aspects: one is to organize management innovation around customer relationship management; The second is to develop CRM system to provide technical support for operation management. However, due to historical reasons, it is much more difficult for credit cooperatives to organize business activities and carry out management innovation around customer relationship management than the development, debugging and operation of CRM system, which is the key to the success or failure of credit cooperatives in implementing customer relationship management.
5. 1 Customer-oriented strategy for rural credit cooperatives to implement customer relationship management.
The customer-oriented strategy of rural credit cooperatives in the operation process is embodied in three aspects. First, we should establish the concept and consciousness of "customer-centered"; Second, in the core competitiveness, cultivate and improve the ability to identify customers, serve different customers and adapt to environmental changes; Third, in the business performance evaluation, the related indicators of customer relationship management are included in the business performance evaluation system.
(1) Concept and Consciousness Orientation
As an enterprise, the most fundamental source of the development of rural credit cooperatives is customers. Therefore, the concept of "customer-centered" should be instilled in every employee. First of all, it is necessary to educate the existing senior managers of credit cooperatives on modern management theory, and then enrich a group of highly educated and high-quality talents with real talents and some "returnees" to the senior management positions of the head office of credit cooperatives. Then change the concept of the head of each branch. They are the most direct commanders in the implementation of customer relationship management, and their concepts and attitudes determine the degree of implementation of customer relationship management in local branches. Finally, it is necessary to implement the customer relationship management strategy into the specific actions of employees in grass-roots outlets and strengthen the training of employee management concepts. Only by transforming the concept of "customer-centered" into the consensus of all employees can commercial banks keep ahead in concept and consciousness, give play to their ability to surpass competitors and lay the foundation for long-term development.
② Core competitiveness orientation
The leading idea and consciousness should be embodied in concrete practice, so the customer-oriented strategy in the operation of rural credit cooperatives must also have the ability to implement the customer-oriented strategy. To have this ability, we must recognize the customer situation and our own advantages, which is manifested in customer relationship management, which is very important to improve the ability of employees in three aspects: the ability to identify customers; Ability to serve different customers; Adaptability to environmental changes. The ability to identify customers is closely related to technical support, the result of the interaction between business system and CRM system, and the service consciousness and personal quality of employees. Therefore, we need to optimize the functions of business system and CRM system, and at the same time strengthen the training of employees' service consciousness in order to improve their personal quality in an all-round way. For the service ability of different customers, we should first understand the contribution of customers through the analysis of customers, and provide services higher than the standardized level for high-quality customers.
(3) the orientation of enterprise performance appraisal system
At present, the performance appraisal of rural credit cooperatives in China mainly focuses on some "hard indicators" related to operation, such as profit, deposit and loan scale, proportion of non-performing loans and market share. However, customer-related soft indicators related to the long-term development of credit cooperatives, such as high-end customer share, customer satisfaction, customer loyalty and customer contribution, are almost blank. To implement the customer-oriented strategy in the operation of credit cooperatives, it is necessary to incorporate the relevant indicators of customer relationship management into the performance appraisal system, and combine the indicators of customer dimension with the indicators of business strategy, so that grass-roots managers can pay attention to the potential of long-term development.
5.2 Rural credit cooperatives to implement customer relationship management management innovation strategy
The management innovation strategy of rural credit cooperatives is aimed at the internal operation mechanism that does not meet the requirements of customer relationship management, and carries out changes and innovations in information management, human resource management and organizational structure, aiming at creating an internal management mechanism that is conducive to the implementation of customer relationship management.
(1) Transition from information management to knowledge management Customer relationship management is a management activity based on information collection, utilization and analysis. The effective management of information is to transform information into knowledge about customers. It is not difficult for China Rural Credit Cooperatives to collect information. The difficulty is how to transform information into customer knowledge and how to introduce knowledge management. Knowledge management is a management concept that regards knowledge as an exploitable resource based on information. Its purpose is to seek the best combination of information processing ability and people's knowledge innovation ability, and to maximize knowledge sharing in the whole management process, so as to transfer the most appropriate knowledge to the most appropriate people at the most appropriate time and enable them to make the most appropriate decisions.
(2) Reform human resource management and give full play to the advantages of human resources. China rural credit cooperatives have a large number of high-quality talents, but they can't meet the needs of the development strategy of credit cooperatives, including customer relationship management. To give full play to the advantages of human resources, we must reform all aspects of human resources management. In employee recruitment, it is a long-term task to attract high-quality talents on the basis of human resource planning. No longer recruit temporary staff to reduce costs. In employee training, we should make full use of network resources to organize online training, encourage employees to work in different positions, and make employees have more comprehensive professional qualities by arranging job rotation. In the personal performance evaluation of employees, external evaluation indicators are introduced, such as asking customers to evaluate services or asking professional companies to rate services. At the same time, we should pay attention to evaluation feedback and positive incentives to promote a virtuous circle of employee behavior. In the aspect of career management, the planning of employees' career in credit cooperatives is almost blank, and the development space of employees is narrow. The way to change this situation is to expand the space for employees' career development. Income distribution adopts a variety of professional sequence standards, and employees can develop in the professional direction, thus promoting the formation of professional talent teams at different levels and in different directions.
(3) Promoting organizational change with customer relationship management. Customer relationship management requires credit cooperatives to be sensitive to the environment and have the ability to act quickly. What is needed is an organic flat organizational structure, which can reduce the authorization links in business processes and better meet the needs of customers. China Rural Credit Cooperatives should change the traditional way of setting up departments according to products or organizing design around business processing, but set up departments according to customer groups, organize design around customers, set up special customer management posts, formulate management rules and clarify responsible persons. Credit cooperatives take the customer service department as the center, adjust the functions of existing product departments and provide support for customer service. At the same time, the branch has set up a corporate business department and a personal financial business department for corporate customers and individual customers respectively. The corporate business department and the personal financial business department should not only undertake marketing management responsibilities, but also undertake customer-related system management responsibilities. The existing product departments should be gradually integrated, and some should be gradually merged to strive for a certain growth period.
5.3 Rural credit cooperatives customer relationship management process reengineering strategy
The process reengineering strategy of rural credit cooperatives is to continuously improve and change the existing business processing processes and marketing models through electronic means, and the process reengineering is to further improve the credit cooperatives' ability to win customers. Through process reengineering, the effectiveness of investment and the pertinence of actions can be improved, and finally the purpose of improving customer satisfaction, loyalty, profitability and contribution can be achieved [6].
(1) Business Process Reengineering
The reengineering of business process should mainly solve three problems: first, how to meet the individual needs of customers; Second, how to make full use of electronic means to divert counter business; Third, how to improve the internal business processing efficiency of rural credit cooperatives. The purpose of solving these three interrelated problems is to liberate credit cooperatives from heavy business processing and realize the transfer of personnel and work tasks to customer relationship management. First of all, many personalized demands from the whole bank have strong commonality, so rural credit cooperatives can treat and solve such demands from the height of the whole bank and incorporate the solutions into the normal business processing system. Secondly, in order to improve the efficiency of internal business processing, it is necessary to integrate different business systems, simplify the front desk operation, and concentrate the business that does not need real-time processing in the background, so that the front desk service personnel can spend more time and energy on customer service and customer relationship maintenance. At the same time, on the basis of customer contribution, customers are classified and partitioned according to customer level.