Research On Customer Relationship Management In Communications Bank A Branch

Along with economic globalization and integration, the competition among banks is becoming more and more intense. How to improve the current management of banking sector to achieve the goal of changing in management philosophy has become an important issue.Bank is composed with various functional departments. It is a system which includes the activities of human resource management, marketing, strategic management. Customer relationship management is not only an opportunity, but also a challenge for the conversion of management philosophy; it has changed the center of banking management from products to customer. Meanwhile, it also has a significant impact on management philosophy which focuses on the financial products. The paper has summarized the background and significance of customer relationship management. We'll take Changchun A Branch of Bank of Communications as an example, in-depth analyze their existing problems and put forward some proposals and measures to improve customer service with a view to provide theoretical support and practical guidance to customer relationship management.Customer relationship management is a kind of dynamic process and business strategy. It provides satisfied products and services to the customers using customer information resources in hope of establishing a long-term, stable, mutual trust, mutual benefit relationship with customers. The core of customer relationship management is "customer-focus". By meeting customer's individual needs, its purposes are to enhance customer satisfaction and loyalty, shorten sales cycle, reduce cost of sales, increase revenue, expand their markets, and then raise its corporate profitability and competition. As the financial market becomes more and more prosperous, gradual opening to the outside world, now the banking industry is under a serious competitive situation. This paper thinks that only through continuously improving service quality and implementing "customer-focus", can the banks achieve the goal of beneficial win-win with their customers.However, there still exist some problems with customer relationship management. Taking Changchun A Branch of Bank of Communications as an example, the problems are as follows: firstly, the use of the OCRM system is confined to card approval, without fully use of data to make customer classification management. This problem reflects that the customer segmentation is not in place, which hinders effective and successful completion of card index. Secondly, because lack of effective customer identification means, it lead to a waste of human resource and loss of potential customers. So it is difficult to achieve the desired effect. Thirdly, differentiated services for customers are not obvious. Fourthly, as e-banking publicity is not enough, the counter is the single service channels. This leads pressures to both the counter and the completion of electronic channels target rate. Fifthly, the network layout is unreasonable, job division and responsibilities between positions are not clear. Meanwhile, the professional quality of the staff needs to be improved. Sixthly, the existing pay system results in lower-paid of front-line employees, and the problems in the incentive mechanisms reduce the staff's work enthusiasm, so affect the customer satisfaction with our services.To solve the problems, it needs to implement a series of customer service reform program in order to optimize services and enhance the quality of management. Such as: continually enhancing customer analysis, improving the market segmentation which includes business processes, resource allocation, service prices and service products; taking effective customer identification means, lobby manager, hall manager, finance manager respectively take different ways to recognize, mine and maintain high-end customers. Introducing advanced calling system, improving customer identification; taking good personalized customers service, paying attention to the maintenance of the old customers and the loss of customers to strengthen customer relationship; creating high-quality environment, such as the establishment of self-service area, lobby service area, Internet Banking Experience Zone, the customer waiting area, cash business areas, non-cash business area, Digui financial services area, high-end client area and so on; re-defining the job responsibilities and achieve the role changes among the lobby manager, Digui Customer Service Manager, Ward account manager and the teller.These improvements need a wide range of support and protection, by analyzing the corporate culture, customer relationship management system (OCRM system), customer service relationships, business processes and incentives mechanisms, the last part of the paper explains the elements witch can offer protection to the successful implementation of customer relationship Management Improvement Program. In corporate culture, we must create a good image of business services, establish corporate culture system, build a sense of responsibility; We should continuously enrich OCRM system so that it has a business process, customer management and channel management--the three effective modules; We should own a correct view of relationships in customer service such as bank size and customer size, personalized service and basic customer service, high-end customers and small customers ,potential customers and real customers, customer service targets and bank benefits; We also should optimize business processes. Under risk controlled conditions, we should minimize manual operations, reduce unnecessary examination and approval, improve the coordination of sectoral cooperation, increase the business efficiency; last, we should improve the incentive mechanism, and constantly improve the pay system, pay attention to employee career planning and staff training.Customer relationship management is not only an important part of sound bank management, but also a basic link to enhance the overall competitiveness of banks and optimize banking sector efficiency. This paper takes Changchun A Branch of Bank of Communications as an example to analyze the problems and propose solutions aimed at improving the A-branch customer service management efficiency and its business targets which provide a reference for commercial banks to implement customer relationship management and pave the way for the banking industry to realize its rapid development.