I. Customer status of the Bank
(1) The proportion of high-end customers is low. High-end customer relationship has high value and can bring high profit contribution to banks. According to the survey report of McKinsey & Company, there are about 30 million urban families in China at present, which can be called middle and high income families. The annual per capita income of these families exceeds 4,300 US dollars, of which 4% or10.2 million households have deposits exceeding 654.38 million US dollars. This wealthy customer group actually accounts for more than 50% of the total personal deposits of China commercial banks and contributes more than half of the profits of China banking industry. However, the number of customers with high contribution and great development potential is small, accounting for only%, and there is a lack of high-quality customers.
(b) Low customer satisfaction. Bank customers' satisfaction with the current financial institutions is low, which is lower than the overall level of 75% in Asia, ranking third from the bottom among the countries and regions visited in Asia. This shows that the customer satisfaction rate is far lower than the overall satisfaction rate, and the higher the customer level, the lower the satisfaction of large commercial banks.
(C) Low customer loyalty. Customer loyalty is low, and many high-quality customers have transferred their most important banking relationships to other banks. The transfer or loss of high-quality customers shows their dissatisfaction with the existing services of banks. Many wealthy customers have given up our banks and invested in new and more customer-conscious competitors. Especially in recent years, with the gradual development of China's domestic financial market, the number of competitors is increasing, and the increasingly fierce market environment makes the influence of customer satisfaction on loyalty constantly enhanced. In the fierce competition with other commercial banks, a large number of high-quality customers who are dissatisfied with our bank are lost, which leads to a sharp decline in the loyalty of our high-quality customers.
Second, the main reasons that affect the development of enterprise marketing in China
First, the speed of business development has slowed down, the market share of core business has declined, the competitiveness of urban areas is obviously insufficient, and the market share needs to be improved urgently.
Second, business marketing is weak, and a rapid and effective market response mechanism has not been established. The marketing level, marketing model, marketing efficiency and marketing team quality need to be improved, joint marketing and comprehensive marketing are not implemented in place, and assessment and incentives are not implemented in place. The main problem is that employees are under great pressure from the counter and business, unable to "go out" for marketing, and their incentives and income are not in place, which affects their marketing enthusiasm.
3. Difficulties in deposit organization. Banks pay attention to the time balance and sprint at the end of the month and the end of the season, but the deposits will drop seriously next month. Corporate deposits: system, finance and big customer deposits are less, mostly credit customer deposits. Personal deposits are also operated on the deposits of credit customers at the end of the month and in the quarter. For example, deposits in public accounts are transferred to individual depositors through credit. In recent years, the increase of commercial banks has brought certain influence on the development of personal deposit business.
Fourth, there are strict requirements for the post regulations and staffing of grassroots business outlets. However, from the perspective of business efficiency and the use of human resources, it is difficult for many grass-roots banks to meet this requirement, so there is a shortage of manpower and one person has more posts, which seriously affects the quality of work.
5. Difficulties in marketing high-quality customers. If in the service industry, while constantly transforming potential customers into real customers, old customers are paid more and more attention and regarded as important resources of enterprises. With the increasingly fierce competition in China's banking industry, customer loyalty is declining in the face of numerous bank choices, and customers are rarely loyal to a bank. Customers constantly change jobs from one bank to another in order to obtain the maximum delivered value of the bank, which makes the cost and difficulty of developing new customers for banks increase.
6. ABC's internal system constraints, complex processes, affecting work efficiency, causing customer dissatisfaction.
Seventh, the increment of personal loans is still small. Mainly the impact of real estate policy.
Third, the rectification measures
(1) Actively adjust the development strategy and seek opportunities in the crisis.
The development strategy of an enterprise is the general program of enterprise management. For the impact of the crisis, the bank should carefully examine its own exhibition strategy, modify inappropriate parts according to the actual situation, and speed up the implementation of strategies such as renaming, entering strategic investors and strengthening regional alliances. First of all, we should adhere to the dialectical attitude towards the crisis. Crisis is not only a challenge but also an opportunity. We should firmly develop confidence strategically and establish the thinking of looking for opportunities in times of crisis. Secondly, we should deeply understand the national macroeconomic and financial policies and carry out reasonable institutional expansion according to our own conditions. Through the establishment of a new institution, on the one hand, it will expand its business scale and enhance its comprehensive strength; On the other hand, discover and reserve new markets and new customer resources, thus breaking through the original single geographical restrictions. Thirdly, seize the opportunity, introduce strategic investors and lenders on the basis of favorable conditions, accelerate the introduction of management and business platforms while enhancing financial strength, form alliances to the greatest extent, maximize their business scope, and enhance their ability to resist systemic risks. In addition, in the crisis, enterprises are most directly tested, so we should strengthen the customer development strategy, continue to increase the maintenance of core customers and the expansion of key customers, and provide sustainable support for business development.
(two) to strengthen the management of the use of new products and derivative products.
1. Strengthen the management of M&A loans. China Banking Regulatory Commission issued the Guidelines on Risk Management of M&A Loans of Commercial Banks, allowing qualified commercial banks to start M&A loans. This means that bank loans are allowed to flow into the equity investment field for the first time since the central bank 1996 issued the "General Rules for Loans" which stipulated that borrowers should not use loans to engage in equity investment. M&A loans are not just loans. At the same time, it will accelerate the transformation of investment banking business of commercial banks. This transformation mode will most likely make the bank's identity change from a simple lender to a financial adviser and finally to a shareholder. The liberalization of M&A loan business will enable banks to participate in equity investment, and will also bring rich profits and imagination to banks. At the same time, M&A loan has the characteristics of high risk, high technology content, high complexity and strong personalization. China Banking Regulatory Commission has set a high threshold for commercial banks to carry out M&A loans, and commercial banks should strengthen management and develop steadily in the initial stage of M&A loans.
2. Strengthen the management of financial derivatives. Commercial banks in China cannot blindly imitate the practices of western countries. To develop financial derivatives without restriction, it is necessary to establish a financial risk transfer mechanism according to the actual situation in China. Many financial derivatives developed in western countries have deviated from the scope of risk control and become tools for a few financial adventurers to pass on risks and seek criticism. The development of financial derivatives market in China must serve the real economy, and financial institutions must strengthen the management of financial derivatives.
(3) Accelerate business transformation and vigorously develop intermediary business.
1. Accelerate business transformation. In recent years, China's city commercial banks have accelerated their strategic transformation. Implement "retail banking strategy" and "comprehensive management strategy". The main contents of strategic transformation include the transformation of income structure, business varieties and business model. The income structure has gradually changed from the income model based on spreads to the model of paying equal attention to spreads and handling fees. Business types have gradually changed into markets and businesses that have little impact on direct financing and profit marketization, supporting retail business, expanding the proportion of retail business and intermediary business, vigorously developing investment banking business, and increasing the ability to provide services for small and medium-sized enterprises, with special attention to emerging service industries. The management mode has changed from hierarchical system to matrix system and unit system. Strategic transformation is the need for city commercial banks to adapt to interest rate marketization reform, financial disintermediation, increase profit sources and provide customers with all-round financial services.
2. Strive to expand the income from intermediary business. In the second half of 2008, China's interest rate continued to decrease, and the adjustment range of loan interest rate
It is greater than the deposit interest rate (deposit falls 189 basis points, loan falls by 2 16 basis points), which squeezes the profit space of city commercial banks and objectively requires them to further expand their intermediary business income. At the same time, the growth of intermediary business. It will greatly expand the growth space of city banks' future income and profits, which is of great significance for city commercial banks to resist the risks brought by the further deterioration of the financial crisis.
(four) to develop a scientific evaluation, establish a healthy management concept.
As a commercial bank, the pursuit of profit maximization is the business purpose of city commercial banks. However, the pursuit of profit maximization should be based on a certain basis. Without business foundation, divorced from reality, commercial banks are required to realize surreal profit plans in a certain period of time, which will force grass-roots units to engage in short-term behavior, realize temporary profit maximization, and lay hidden dangers for later operation. In particular, linking profits with the political achievements of presidents at all levels as the main basis for the promotion and reuse of presidents makes all kinds of hidden risks inevitable. Therefore, to evaluate the business performance of branches of commercial banks, in addition to the book data and indicators, it is necessary to comprehensively check and evaluate the hidden risks, formulate the corresponding index system, monitor the hidden risks, and check the book indicators together to ensure the robustness of business operations. At the same time, it is necessary to turn the past rigid assessment indicators into guiding indicators, especially the distribution of profit plans and deposit growth plans should be realistic, and the indicators should not be set high and across the board. Commercial banks are different from other industrial and commercial enterprises. Once the risk ratio is too high, it will take a long time to make up. Therefore, all branches of commercial banks are not allowed to exchange hidden risks for immediate profit maximization. We should correctly handle the relationship between the pursuit of profit maximization and steady development, establish the concept of steady development, and ensure the normal operation of enterprises.
(V) Improve the risk identification rate and improve the supporting measures for risk delivery.
The earlier financial risks are discovered and disposed of, the less losses financial institutions suffer and the lower the cost of risk management. Credit rating of financial institutions, differentiated supervision according to credit rating, establishment of corresponding risk prediction model, strengthening on-site and off-site supervision, finding problems from report analysis and on-site inspection, and reducing the randomness of financial supervision. According to China's national conditions, it is a weak link in China's supervision to find financial risks in advance and deal with them in time, especially in dealing with them in time. Many times, due to the constraints of funds, policies and other aspects, effective measures are not taken, which leads to the long-term difficulty in solving the already serious problems. In this regard, it is necessary for China to complete the relevant supporting policies for risk disposal as soon as possible, such as formulating preferential policies for reducing or exempting legal fees, property transfer fees and taxes for financial institutions that have been merged, reorganized and closed, so as to create conditions for timely handling of risks.
(6) Strengthen the enterprise concept, advocate win-win cooperation and crisis.
In the face of crisis, the interests of banks and enterprises are known. Because banks have the most contacts with enterprises and industries, they may have a deeper and more thorough understanding of various industries. Therefore, banks should pay attention to strengthening communication with enterprises and take various forms to help enterprises correctly understand and deal with the crisis. At the same time, we should also strengthen the propaganda of management concepts, pay attention to doing practical things for enterprises, and solve practical difficulties for enterprises, especially in times of crisis, we would rather give a hand than push it, rather than just icing on the cake. Therefore, in the crisis, we must really do this for enterprises, advocate the concept of win-win cooperation and help enterprises tide over the difficulties. After all, only by retaining customers can we retain the market and achieve long-term development.
Facing the adjustment of national economic structure and the change of development mode. The development model that the bank has been following, with scale expansion as the main means, credit assets as the main product and interest spread as the main profit channel, has become increasingly unsuitable for the changes in the external environment. Therefore, adjusting customer structure and promoting strategic transformation are the only way for CCB to continuously improve its competitiveness and realize scientific development.