February**Dynamic Incentive Plan Course Background: The scale of existing customers is too large, and you don't know where to start looking for customers?
The success rate of existing customer development is low, and marketing is ineffective.
Among the allocated stock customers, there are too many sleeping customers, which cannot be managed, and it takes too much time, and I feel that it is too much to play 10 effective ** every day.
Habitually do the old customers in the stock, but the performance indicators are heavy, and the old customers have been marketed many times in turn, and the products that should be equipped have been equipped, how to achieve performance growth?
Every day is very busy, I feel that there is never enough time, and a lot of transactional work disrupts the rhythm of work.
If you can't break through the vigilance of existing customers, how to build customer trust?
Customers have no concept of financial products or investments, cannot communicate, and need to spend a lot of time to introduce and guide, and I think the input-output ratio is not equal.
Customers are more selective, more negatively affected, and will compare products, and our products have no advantages.
The customer's risk tolerance is weak, but the product is required to return high, how to match and solve this objection?
With the intensification of competition in the banking industry, especially the increasingly fierce cross-border competition, how to build the competitiveness of banks' core stock customers has become an urgent theme for banks.
Course Benefits:
Value cognition: Understand the development trend of the industry and clarify the core value activated by existing customers.
Hierarchical management: Interpret the value of existing customers and understand the ways and means of hierarchical management of existing customers.
Process optimization: Accurately analyze the activation process and break through the fear of unfamiliar dormant customer maintenance.
Skill improvement: Practical practice of interview skills, master the whole process of SMS invitation of existing customers.
Strategy maintenance: Analyze the stock stickiness strategy and use the six customer service strategies to accurately maintain stickiness.
Event Marketing: Improve event planning capabilities and tailor the marketing strategies of the bank's products to the scene.
Course Duration:2 days, 6 hours a day.
Course Audience:Branch presidents, account managers, etc.
Course Method:Lecture + case study + scenario interaction + case production + practical practice.
Logical structure of course design:"Flying with wings" full-scene marketing.
Course outline
Lecture 1: Background
1. Reflection and analysis under the new situation of bank development and competition
1.The customer base is deeply cultivated - my bank.
2.Channel innovation - convenient banking.
3.Product expert type - professional bank.
4.All-round winning – a well-rounded bank.
5.Ecological integration – not just banks.
2. Analysis of the value of traditional retail customers and the pain points of traditional expansion marketing
1.Insufficient customer resources - sports expansion is difficult to continue.
2.I don't know the pain points of customers - it is difficult to do sales-style expansion.
3.The expansion area is unclear - disorderly visits are difficult to manage.
4.The marketing strategy is not even - it is difficult to grasp the "head" and "tail".
5.The positioning of core customers is not accurate - focusing on customer development and ignoring after-sales maintenance.
Lecture 2: Marketing Conversion
1. Analysis and reflection on the unsatisfactory marketing effect of retail banks
Reflection:Role Perception Assessment, what is the role I work in?
1.From the transformation of the marketing pattern from customers chasing customers to chasing customers, where will we go?
Reflection:Customers don't enter the store, customers don't enter, and they can't go out to expand?
2.Retail Banking Customer Marketing and Typical Problem Analysis.
**Analysis:""Divine Doctor Xilaile", why is the apprentice beaten, but the master can directly collect money? ”
3.What exactly are customers rejecting?
4.Two of the most ideal prerequisites for customer marketing.
Discuss:"I don't need to! What exactly are customers rejecting? And why refuse?
2. The marketing role of financial consultants in marketing
1.Analysis of three types of marketing roles in financial business
1) "Lord" - never take the initiative to attack, sit and wait for customers to come to the door.
Case Study:"The infinite tragedy of the account manager of XX Rural Commercial Bank waiting for customers to come to the door".
2) "Salesman" – low closing rates and low customer perception in absolute inverse proportion to the huge workload.
Case Study:"I don't need it" - the customer's words made our account manager who took the initiative to come to the door speechless.
3) "Financial Advisor" - a professional partner who can win the trust of customers for life.
Case Study:"Let's see how this account manager managed to win the upstream and downstream of the big rural farmers and develop them into information liaisons."
2.Characteristics of the role of a financial advisor.
3.Based on the customer's financial status and actual needs.
Work Scenario Analysis:"Behind the deposit scale of XX Rural Commercial Bank".
4.How to convey the professionalism and motivation of financial advisors.
**Analysis & Speech Examples:What kind of marketing model do we need to retain the hearts and minds of customers, and effectively increase the repeat purchase rate and customer referral rate?
Lecture 3: Analysis of scientific maintenance process strategy for the maintenance of existing customers
1. The precision marketing process of new retail bank transformation disciplines
1.Control of marketing rhythm
Get "customers", "raise" customers, "manage" customers, and "turn" customers.
Case Study:From the bottom 3 to the positive top 3 list, let's listen to his customer acquisition
Customer acquisition channel analysis
1) Street community property activities to get customers.
2) Commercial market management activities to acquire customers.
Case Study:Let your beauty come and dress up my beauty - an alliance of banks and florists.
Case Study:The marketing principle behind the signing of 46 home improvement installment households at a CCB Home Improvement Cultural Festival.
3) Gain customers for school networking activities.
Case Study:Little painter, paint my home - the Ministry of Education boosted 178 million fixed deposits
4) All kinds of WeChat groups to get customers.
Case Study:Xiaoxiong's online financial "one acre and three points of land" helped one of its people support 30% of the bank's performance.
5) Other activities.
Analysis of hierarchical and hierarchical customer care strategies
1) Professional Breeders.
2) Activity Keepers.
2. Scientific asset allocation interview
Short-term capital allocation
1) The function and allocation method of short-term funds.
2) How to use our backgammon to attract funds from other banks.
Medium-term risk fund allocation
1) The role of medium-term funds and the allocation method.
2) Medium-term capital allocation suggestions for different customer groups.
3) How to use large-denomination certificates of deposit to attract funds from other banks.
4) Wealth management products are converted into medium- and long-term fixed deposits.
Scenario 1:Nuggets for the difference in large certificates of deposit.
Scenario 2:Wealth management products are transformed into long-term fixed deposit nuggets.
Medium-term hedging fund allocation
1) The role and allocation points of medium-term insurance funds.
2) Risk analysis of equity market investment.
3) Why our investments often end in a "happy and miserable" way.
4) **Customer interview skills and methods for regular investment.
Lecture 4: Introduction of active marketing landing strategies after segmentation of different stock customer groups
1. Scientific marketing process of different regions and customer groups of new retail banks
Step 1: Sort out the resource structure.
Step 2: Delineation of marketing areas.
Step 3: Analysis of customer pain points.
Step 4: Correlation of value links.
Step 5: Strategies for a win-win mode.
Step 6: Refinement of the implementation on the ground.
7 Steps: Aggregation of Ecological Marketing.
Case Study:The bank helps the "Ten Bowls" to recruit community customers, and the "Ten Bowls" helps banks establish deposit settlement channels.
Case Study:A joint-stock bank in Shandong has 10 major customer groups and 10 major themes, with new deposits of 200 million yuan a year.
Scenario Analysis:Dr. Zhang from three hospitals gave us a "finance lesson".
Analysis of the strategy of "managing" customers on the second and third positions
1.A value-added system with different "festivals" as the main axis.
2.A value-added system with different "customer groups" as the main axis.
3.A value-added system with different "courtesy" as the main axis.
Case Study:A set of good luck "codes" make the outlets as fast as increasing the flow of customers into the store.
4.A value-added system with different sections of "WeChat group" as the main axis.
Case Study:The WeChat wall of the business hall of Shanghai Pudong Development Bank opened up the "second" business hall of the bank.
5.A value-added system with different "financial knowledge" as the main axis.
3. Analysis of customer "turning" strategy
1.Why "turn".
2.How to "turn".
3.How to keep "turning".
Case Study:3 months to complete 12 months credit card task - MGM marketing concept to build.
Fourth, "heavy punches" - several key points to expand the customer base pain point analysis and marketing strategy
1.Middle-aged and elderly customers (the memorial customers at the bottom of the pyramid).
1) Middle-aged and elderly customers are value-oriented.
2) Financial marketing strategies for middle-aged and elderly customers.
3) Financial non-marketing strategies for middle-aged and elderly customers.
4) Establish a marketing ecosystem for middle-aged and elderly customers.
Case Study:500 new depositing members brought by Pinduoduo "Pinduo".
Case Study:The alliance of middle-aged and elderly universities has rejuvenated the outlets in the old city.
2.Small and medium-sized merchant customers (customers who are around many bankers).
1) The value orientation of small and medium-sized merchants.
2) Financial marketing strategies for small and medium-sized merchants.
3) Financial non-marketing strategies for small and medium-sized merchants.
4) Small and medium-sized merchant customer marketing ecosystem.
Case Study:One move was successful, and the bank manager Wang became a customer in Boss Zhang's store
3.Parent-child customers (groups with strong link functions).
1.Parent-child customer group value orientation.
2.Financial marketing strategies for parent-child customers.
3.Parent-child customer group financial non-marketing strategy.
4.Parent-child customer marketing ecosystem.
Case Study:Xinhua Road Sub-branch's reversal strategy from looking for customers to register information to being asked by customers to register information.
4.Migrant workers (the key to supporting the basic stock throughout the year).
1) Value-oriented migrant workers.
2) Financial marketing strategies for migrant workers.
3) Financial non-marketing strategies for migrant workers.
4) Marketing ecosystem for migrant workers.
Case Study:Build a marketing circle ecosystem for migrant workers to help complete the annual deposit task in January
Group Discussion:How do you feel through the analysis of the market value of customers in the process of transformation?Next, how to achieve the transformation from precision to innovative marketing?
Event planning plan production:Deduction learning**, scheme deduction wall, etc.
Lecture 5: Three core strategies in the precise expansion marketing of existing customers + three extension strategies intensive reading
Guide:Is the traditional marketing model not working well or will we not use it?Have you done a new expansion model in the Internet era?
First, the most efficient expansion marketing model roadshow marketing
1.Establish the right perception of roadshow marketing.
2.The objectives of the roadshow marketing and the choice of location.
3.The division of labor in roadshow marketing.
4.Effective strategies to improve the diversion efficiency of roadshow customers.
5.Roadshow customer tracking and service.
Group Walkthrough:Roadshow marketing site simulation.
Second, the most strategic expansion of marketing model cross-industry cooperation
1.The model and significance of cross-industry cooperation.
2.Selection of the target merchant partner.
3.Negotiation strategies for target merchants who do not sell without sales.
4.Customer diversion strategy under the cross-industry cooperation model.
5.Customer escalation strategy under the cross-industry cooperation model.
Case Study:Multi-dimensional customer value developed through cross-industry cooperation.
Third, the most productive expansion marketing model salon marketing
1.Classification and hierarchical construction of customer salons.
2.Experience design for customer salons.
3.On-site preparation of the client's salon.
Case Study:The model innovation and effect of the salon operation of millions of customers are highlighted.
Group Walkthrough:Design a special salon based on the target customers of the outlets.
Fourth, the production of the calendar of the comprehensive deposit marketing column of different customer groups