Strategy Analysis On CRM Of Yiyang Postal-saving Bank

With the rapid development of postal-saving operation in Yiyang, the clients are divided into different categories. The difference in saving amount, money-draw frequency and deposit balance among the clients is obviously bigger. The existing service manner and management strategy based on scattering clients conflicted more fiercely with the new market environment and the consumer requirements. Moreover, other financial organizations in the same trade kept developing new sales strategies towards client segmentation, which formed strong impact on postal-savings. Yiyang Postal-saving Bank was facing serious problems of losing superior clients while with the inferior rushed in, thus, fell into a hard situation of highly-increased service cost and slow-down in the increasing speed in operation profits. We believe that the manner of"same service"towards all clients which has been implemented for many years can no longer meet the varied needs of the customers. This is the key source of the above conflicts. The constantly changing clients and the more competitive market are the driver for Yiyang Postal-saving Bank to quickly adjust and implement CRM strategy.At the present phase, Yiyang Postal-saving Bank has just realized the concept of CRM, but there still exist several problems in its CRM organization, analysis on clients data and the competence in managing the clients. If we want to successfully implement CRM to the enterprise, the first thing we should do is to scientifically identify the clients'value, which is the premises of the CRM operation system.Using the new subdivision of client value, the existing clients of the Yiyang Postal-saving Bank can be divided into three categories i.e. high value client, medium value clients and low value clients. Based on this, the writer has colleted the daily transaction information and relative data of those clients in different categories. The result of the statistics shows that there exist differences in clients of different categories. The clients of the same category have the same characteristics and preferences. The clients of different categories have different opinion towards service quality.Based on the above characteristics, Yiyang Postal-saving Bank should evaluate its clients'contributed value correctly and then make differentiation policies towards clients according to their value size. For instance, adopt preservation policy to the high-value clients; fully develop the potential value to midium-value ones; implement...