Modern commercial bank customer satisfaction

Author: Hong Zhenling
Publisher:
Publishing Date: 2004-01-01
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 services, and providing information consulting services for various types of customers 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 income to service fee income; product structure shifting from deposit and loan dominance to intermediation business dominance; and business strategy shifting from bank-led to customer-led. These three major changes in income structure, product structure, and market positioning are leading to new developments in the organizational, management, and operational structures of commercial banks. Reflected in the internal management system of commercial banks, this is a transition from a vertical "pyramid" management system to a "flat" management system; externally, it is manifested as the accelerated development of mergers and acquisitions in the banking industry due to increased competition and adjustments in 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. Since the 1990s, commercial banks in China, especially state-owned commercial banks, have accelerated the application of electronic technology in banking services, establishing comprehensive business network systems and management information systems, and promoting innovation in the management systems of commercial banks. The use of network technology has shifted the management center upward, separating the front office and back office, driving marketing innovation; the integration and exchange of retail and wholesale businesses have diversified marketing channels; the sharing of customer data has promoted continuous innovation in business technology; automated teller machines (ATMs) and cross-bank ATMs have extended the scope of banking services, shortening the time and space of financial transactions, reducing costs, and improving efficiency. It is understood that in the first half of 2002, the online banking transaction volume of Industrial and Commercial Bank of China reached 213.8 billion yuan, while the telephone banking transaction volume exceeded 100 billion yuan, reaching 112.6 billion yuan. Mobile banking services have also begun, and the number of online banking customers has surpassed 20 million households. It is not difficult to see that China's commercial banks have already started on the path of functional innovation. Although we are still in the initial stage compared to developed countries, it represents the development direction of modern commercial banks. As a special enterprise that operates risks, commercial banks may have abundant human, financial, and material resources, but these resources are subordinate and internal. The truly valuable resources that bring wealth to commercial banks are external customer resources. The status of the customer base determines the success or failure of the bank, so making customer management a key priority of bank management is a strategic move with a long-term vision and is also more in line 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." Nowadays, with banks popping up one after another, people have to rely on their own overall judgment to decide which bank to deal with. This series of books, including "Customer Satisfaction," "Customer Consumption Psychology," and "Customer Management," is specifically dedicated to studying customers. Bank management cannot forget profits, but if profits are always, it may cause customer. In the marketing process, one should wholeheartedly think about the customers. When customers are satisfied, profits will follow. This is actually one of the contents of bank corporate culture construction. From another perspective, one of the important tasks of banks is human resource management, which involves motivating employees to win customers. Of course, to make customers satisfied, services and products must be continuously innovated, overall risk reduced, internal governance and internal control improved, and the bank's "strength" and "health" enhanced to attract customers with good reputation and a positive image, making customers feel at ease and fostering long-term cooperation. The "Human Resource Management," "Corporate Culture," "Financial Innovation," and "Risk Management" volumes in this series of books are based on these ideas. The overall design of this series of books is reasonable, with each volume being independent yet integrated, and the internal connections conforming to the laws of customer management. It can be seen that the planner is a person with both theoretical expertise and rich practical experience, and 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 banks. Browsing through the entire book, the theoretical explanations are clear, the language is easy to understand, and the content is highly timely. It combines the refinement of practical work experience with the experience of international banking customer management, making it very suitable for bank employees to read. For individuals in various sectors of society who have a demand for or interest in this topic, it is also a good popular reading material. To my knowledge, there are currently no comprehensive series of books on bank customer management available in China.