Modern commercial bank customer consumption psychology

Author: Zhou Wei
Publisher:
Publish Date: 2004-02-01
Features: The characteristics of modern commercial bank development are based on the extensive application of computer technology, communication technology, and internet technology, integrating information network technology with traditional commercial banking business, and providing information consulting services for various types of clients in society. All of this is changing the survival methods, management concepts, and business strategies of traditional commercial banks. Commercial banks in developed Western countries have undergone profound changes in three aspects: income structure shifting from profit margin-based to service fee-based; product structure shifting from deposit and loan-based to intermediation service-based; and business strategy shifting from bank-centric to customer-centric. These three major changes in income structure, product structure, and market positioning are leading to new developments in the organizational structure, management structure, and operational structure of commercial banks. Internally, this reflects a transition from a vertical "pyramid" management system to a "flattened" management system; externally, it manifests as the accelerated development of mergers and acquisitions in the banking industry due to increased competition and adjusted market positioning. To achieve the goal of maximizing profits, the gradual strengthening of cost control and risk management has become the mainstream trend of modern commercial banks. As a special enterprise that operates risks, commercial banks, despite having abundant human, financial, and material resources, possess only subordinate and internal resources. The truly valuable resources that bring wealth to commercial banks are external customer resources. The condition of the customer base determines the success or failure of a bank, so making customer management a key priority of bank management is a strategic move with a long-term vision and aligns more with the logic of market operations. For this reason, Comrade Yang Gaolin has organized and planned this series of books, "Modern Commercial Bank Customer Management." Currently, there are banks everywhere, and people rely entirely on their own overall judgment when deciding which bank to deal with. The books in this series, such as "Customer Satisfaction," "Customer Consumption Psychology," and "Customer Management," are specifically dedicated to studying customers. Bank management must not forget profits, but constantly emphasizing profit maximization may cause customer. During the marketing process, one should always think for the customers. When customers are satisfied, profits will follow—this is actually one aspect of bank corporate culture construction. On the other hand, one of the important tasks of banks is human resource management, which involves motivating employees to win customers. Of course, to ensure customer satisfaction, continuous innovation in services and products, overall risk reduction, improvement of internal governance and internal control, and strengthening the bank's "physical fitness" through a good reputation and positive image are essential to attract customers, make them feel secure, and foster long-term cooperation. The books in this series, such as "Human Resource Management," "Corporate Culture," "Financial Innovation," and "Risk Management," are based on these ideas. The overall concept of this series is well-structured, with each book being independent yet integrated as a whole. The internal correlations align with the principles of customer management, demonstrating that the planner is a person with both theoretical expertise and extensive practical experience. This series will greatly benefit the improvement of customer management in China's commercial banks and will certainly enhance the market competitiveness of China's commercial banking industry. Browsing through the entire series, the theoretical explanations are clear, the language is accessible, and the content is highly relevant to the times. It combines insights from practical work with lessons from international banking customer management experience, making it highly suitable for bank employees to read. For individuals in various sectors who have a demand or interest in this field, it is also an excellent popular reading material. To my knowledge, no comprehensive series on bank customer management has been published in China so far. While this series may have some shortcomings, it embodies the dedication and efforts of the authors in advancing the development of bank management in China. We should be grateful to them.