ZS Bank VIP Customer Value-added Service Strategy Research

In recent years,under the background of the-continuous rise of China’s gross national product,the national income is increasing day by day.The increase of household disposable assets not only promotes the vigorous development of commercial banks,but also brings the intensification of homogeneous competition.This makes the business focus of commercial banks shift from paying attention to the allocation of financial products to paying more attention to customer service.In the overall asset scale and profit scale of commercial banks,the assets of major customers and the intermediate business income created for banks account for a significant proportion,so the maintenance and service of commercial banks to VIP customers is very important.At the same time,under the background of new asset management regulations,simple financial services can no longer fully meet the needs of medium and high-end groups,which requires commercial banks to focus more on the optimization and improvement of value-added services for VIP customers.This paper is committed to studying the VIP customer value-added service strategy of ZS bank,trying to explore the VIP customer value-added service system,so as to indirectly improve the competitiveness of ZS bank.As the first joint-stock commercial bank fully owned by enterprise legal person in China,ZS bank has always maintained the financial status of"king of retail" for more than 20 years.,However,with the progress of the times and the development of peers,the advantages of ZS bank are gradually weakened.This makes ZS bank must seek innovation and improve the efficiency of value-added services through more comprehensive customer service capabilities,so as to establish an identifiable,strong link and high interactive relationship with customers,so as to create a stronger core competitiveness.This paper focuses on the VIP customer value-added service of ZS bank,it also studies the optimization strategy of VIP customer value-added service.Based on Maslow’s hierarchy of needs theory,customer relationship theory and 4C and 4R marketing theory,.This paper combs the current situation of VIP customer service of ZS bank through literature research,interview and questionnaire survey.By focusing on the value-added development of VIP customer service of ZS bank,this paper finds out the key factors affecting VIP customer value-added service,and puts forward targeted VIP customer value-added service optimization strategies combined with the found problems and reasons.This paper finds that ZS bank VIP customer value-added service mainly has three problems.First,the value-added service does not really meet the needs of customers,resulting in the value-added service does not really realize value-added;Second,VIP customer relationship management is not affectionate enough,and value-added services fail to penetrate customers’ minds;Third,the display and communication channels of value-added services are not effectively combined,resulting in information asymmetry between banks and VIP customers in value-added services and failure to reach effective communication with the help of value-added services.The specific causes of the above problems are mainly summarized into three key points.First,the orientation of value-added service product development is not strong;The second is the lack of hierarchy and directivity of VIP customer relationship evolution;Third,the delivery of value-added service communication channels is not enough.Combined with the above three reasons,this paper puts forward the optimization strategy of ZS bank VIP customer value-added service.First,aim at the needs of VIP customers,deeply tap the potential needs of VIP customers,and build a perfect value-added service system for VIP customers,and promote value-added service innovation;Second,accelerate the development of VIP customer ancillary system,develop VIP customer value-added services,improve VIP customer dependence and satisfaction,and create a complete value-added service system;Third,reduce two-way costs and establish diversified communication.Scientific reengineering of value-added service process;Fourth,promote convenient delivery and integrate diversified value-added service channels;Fifth,improve communication efficiency and establish an interactive value-added service relationship.The contribution of this paper is to expand the VIP customer value-added service space of ZS bank and strengthen the VIP customer value-added service system of ZS bank.Based on three main theories,this paper studies the problems and causes of ZS bank VIP customer value-added service,and puts forward the optimization strategy of ZS bank VIP customer value-added service.However,the improvement of this part of the strategy is still in the theoretical stage and has not been tested in practice.This paper focuses on the VIP customer value-added service strategy,and does not optimize and study the specific details of the value-added service strategy,this limits the depth of research.To sum up,this paper has certain reference significance and practical value for optimizing bank VIP customer management business and improving customer service level.Especially in the business strategy of VIP customer value-added services,it can be used as a reference for the majority of banking industry,so as to promote the improvement and promotion of high-end services of banks.