Stages of sales of banking products. The main technologies for the sale of banking products

How to get bank branches to sell products more efficiently.

Marketing services and research for financial market companies

Commentary by experts from Consulting Growth: Our company has created a separate direction for the provision of marketing, consulting services, research for: banks, investment, management companies, insurance companies, non-state pension funds, microfinance organizations (MFOs). A.V. Tyutyunnik. Analytical magazine "Management in a credit institution" No. 5/2008 Russian banks are opening more and more branches, branches, points of sale... But the pursuit of quantity does not always lead to the desired result - an increase in the quality and volume indicators of the banking business, a financial result that is adequate to the costs incurred. How to make points of sale sell, that is, to carry out the only important function for which they were created? This question is relevant to one degree or another for all banks. Without pretending to be a comprehensive study, the author shares some practical advice on this topic. Branch format Let's start with a topic that doesn't seem to be directly related to sales. Based on our research and observations, it appears that the format of many bank branches must undergo some changes for effective sales. And above all in terms of the occupied area. The area should not increase, despite the increase in the number of sold banking products and the volume of transactions. The suboptimal use of the current space is found in many banks. An analysis of the Eastern European experience makes it obvious that there are significant reserves for optimization. The most serious effect can be achieved by moving specialists who are not involved in customer service to more remote locations and compacting them, by reducing the area of ​​the branch and the number of checkout points, or by replacing the usual dedicated checkout points with the Teller Cash Dispencer system. which are equipped with work places of operators. The banks in Eastern Europe (Poland, Czech Republic) analyzed by us, as a rule, have branches with an area of ​​150, 200 or 300 sq. m, while serving both legal entities and individuals. We believe that the time of large branches is passing, and they are being replaced by networks of "lightweight" points of sale, which have a lot of advantages. Let's highlight the most significant advantages from our point of view. First, lightweight points make it possible to increase sales efficiency through quick payback. For example, a large bank branch with an area of ​​500 sq. m or more in the center of Moscow or St. Petersburg within a reasonable time is extremely difficult. And this, in turn, affects the bank's ability to directly stimulate sales, staff motivation, advertising and promotion. Secondly, from the point of view of bank capitalization, the number of offices is of greater value compared to their area due to a wider potential client base. In addition to efficient use of space in branches, it is necessary to pay serious attention to the internal layout of points of sale. Everything - from the location of functional customer service areas to information and advertising materials - should stimulate sales: be convenient and understandable for customers and selling employees, informative and attractive for new customers. Organizational and technological aspects of the development of the sales system (in a commercial bank) Turning directly to sales promotion methods, I would like to note that almost all of them are applicable both to branches in the classical sense and to lightweight formats of points of sale. The main tasks of the sales and marketing unit in the bank are: 1) increasing the client base; 2) expanding the range of services used; 3) development of secondary / cross-selling to existing customers. Organization of sales and customer service technologies; - methods of stimulating sales and promoting the project to the market; Increasing the number of client staff Consider the organizational and technological aspects of the development of the sales system in bank branches. We believe that many banks would benefit from an increase in the number of client staff at the point of sale. Based on the results of the research conducted, the recommended staffing table for a point of sale should be 50-70% of specialists involved in selling products to customers. Thus, for 20 employees of a typical point, it is recommended to have 10-14 specialists (including the manager and his deputies) for client work. Increased staff motivation Another important point is to increase the interest of the point of sale personnel in the results of their activities. The customer staff must have clear sales plans for the entire product line and an effective incentive system - bonuses must make up a significant part of the salary. For employees involved in selling services to clients, the bonus component should reach 50%, and in some cases, 100% of the base salary, for the rest of the staff - up to 20-30%. Many banks use a system of fixed payments - a fixed amount of deductions for each employee for the sold volume of loans, deposits, other products or for their quantity. For example, 100 rubles. for each consumer loan, 30 rubles. - for each attracted deposit of an individual. Non-monetary methods of incentives, for example, various contests, prizes, gifts to especially distinguished employees, are also of great importance for increasing the motivation of personnel. Strengthening the top management of branches In accordance with the task of increasing sales efficiency, we believe it is necessary to strengthen the top management of the branches in the form of an increase in the number of top managers and the requirements for them. It is recommended to introduce additional deputy managers for client work (for example, cash management and lending). Together with the manager, they must have personal sales plans and be an essential element to stimulate the growth of business activity. The role of the manager is essential to the effective operation of the department. Despite the fact that his main task is to achieve the set goals for the point of sale as a whole, the most important components of his work should be the coordination of actions and the support of effective communications both within the branch and with the head bank. The manager, being an experienced "client", must first of all be a team player, having perfect skills in delegating authority. The breadth of his knowledge and skills is more important than detailed knowledge of individual operations. Nevertheless, the manager must be involved in direct client work, taking on some of the personal obligations to develop the business and attract clients. We believe that the assessment of the manager's role in achieving the business goals of the department should be based on two main projections: client and managerial. In this case, the priority should be on the first component. In assessing the manager's contribution to client work, both the achievement of the overall goals of the department and the achievement of the manager's personal business goals should be taken into account. Delegation of authority from the parent bank to the points With the growth of the network of bank branches, it becomes necessary to more actively delegate authority from the parent bank to the points. Limits for a number of active operations, primarily lending, should be transferred to the branches. Limits should be provided not only for the manager, but also for his deputies and key customer service specialists (senior specialists). Despite the need to delegate a significant part of the authority, the efficiency of work largely depends on the organization of interaction between the head office and the network. It needs improvement in many banks. For example, requests and requests can be lost or processed for a very long time. One of the elements of the development of an effective communication system should be the introduction of a unified procedure, including a description of the flow of requests, responsible curators and deadlines for consideration and response to a request. We believe that the task of effectively organizing internal communications can be facilitated by using a modern information system for office document management. Technological aspects The call-center systems used by banks, with the correct organization of the process of collecting and processing incoming information, can become an effective tool for marketing research and a means of promoting new products, contribute to the collection and analysis of customer opinions, ratings of products and services, information and statistics on the needs of potential customers, their relationship history with the bank. An automated customer relationship management (CRM) system is able to increase sales, primarily by increasing the level of loyalty of current customers and the growth of cross / secondary sales. The quality of the services offered should be subject to constant monitoring by the bank. In an extended interpretation, quality is understood as the ability of a product or service to meet the needs and expectations of each individual consumer, to serve as a guarantee not only for his current preferences, but also for his future conscious choice. One of the tasks of the quality management service can be to conduct regular surveys of customers and employees in order to determine their satisfaction with the level of service and the proposed product line, as well as organize "mystery shopping" events. The first will help to assess customer loyalty and the real quality of services. This work can become the task of a centralized quality management service. Activities of the second type make it possible to assess staff loyalty, identify problems and failures in the bank management system and help to manage human resources more efficiently. Bank sales promotion methods Field service technology Currently, many Western European banks are actively using field service technology. It is enough for the client to leave an application in electronic form or call the bank's call-center, and the sales specialist will come to the client at the agreed time. Among the types of applications for field service technology, applications for opening an account, obtaining a loan and other banking operations can be processed. Not only acquaintance and provision of primary information, but also basic negotiations on products and conditions of provision can take place at the client's office. We believe that this model will also be in demand by Russian clients. Providing clients with up-to-date information Another area of ​​sales promotion is providing existing and potential customers with up-to-date information about the bank's services and technologies and conducting special programs to increase the loyalty of current customers and attract new ones. One of the channels for informing clients about products and services is the bank's presentation materials, the main purpose of which is to familiarize the client with the possibilities of receiving one or another banking service and the procedure for its provision. It is important that these materials are convenient and understandable for the client. To do this, they should be drawn up as if from the point of view of the client and structured based on the needs and understanding of the client. We believe that in order to develop cross-selling and demonstrate a high level of integration, it is advisable to prepare a single album of services for clients. The main purpose of the album of services is the concentrated and fullest possible disclosure of all existing services in one brochure. An album of services can also be presented as a reference for working with a bank, in which specific bank services are addressed to each client's needs, the advantages of the product, the terms of provision, and the necessary documents from the client are described in simple language. The album can be compiled for retail and corporate clients separately. Is this need close to me? Is the cost of services commensurate with their quality? Is this bank really capable of providing the service I need? How much more profitable is it to turn to this particular bank? Increased customer loyalty and satisfaction Practice shows that retaining current customers is a much easier and less costly process than acquiring new ones; therefore, banks should pay special attention to developing special programs to increase loyalty and satisfaction of current customers. Program elements such as: - regular gifts for the New Year and birthday (the gift takes into account the client's status); - invitations to events sponsored by the bank; - joint lunches and dinners; - targeted discounts on banking products; - joint loyalty programs with shopping centers and companies. Analyzing the experience of other banks, it can be noted that many of them experience difficulties in re-selling and selling additional products and services to the client. Maximizing income from each client (increasing the share of the client's "wallet") should be a priority for bank employees. The bank needs to develop a program to stimulate secondary (selling products from one division) and cross-selling (selling products from other divisions) sales. One of the conditions for the implementation of this system is the reflection in the sales plans of the client personnel and the management of the departments not only of the sales plan for basic services supervised by specialists, but also of the sales plan for services of other departments. The incentive system should take into account the fulfillment of both plans. Formation of a positive image of the bank Various mechanisms are used to form a positive image of the bank, but they all help in conditions of high competition between banks. Among them: - publishing materials about the bank in the media, publishing articles of bank employees in various publications, tracking independent ratings and reviews; - organization of participation of bank employees in seminars, conferences, exhibitions; - tracking events that potentially contribute to the formation of a positive image of the bank, its popularity in the banking services market; - participation in charitable programs, etc. Active marketing campaigns The battle for the client requires active marketing campaigns from the bank. In line with the results of recent research, effective organizations in the financial sector make more extensive use of approaches tested by large trading companies in the field of promotion. For corporate clients, not all such approaches can be used, but they must be taken into account. For example, using price promotions for new clients of legal entities offering free account opening and maintenance for three months. Advertising for such a program can be placed in one of the central business newspapers (for example, Vedomosti). Advertising events should be targeted, it is necessary to take into account the focus of the advertising material. For this, in accordance with the classification of potential customers, the most effective promotions for different groups of customers are determined. Another aspect that is sometimes overlooked is assessing the cost-effectiveness of an advertising campaign. For this, it is necessary to develop a budget for an advertising campaign, which will contain not only costs, but also the potential income from advertising. If you actually do not receive this income, the budget can automatically decrease, thereby helping to optimize the costs of an advertising campaign. In conclusion, I would like to note that the methods of sales promotion described above are partially used by many banks, but only an integrated approach to solving this problem can provide the bank with a really tangible effect in the struggle to increase sales efficiency. A.V. Tyutyunnik, KPMG, Partner, Business Consulting Department, Doctor of Economics

Alina Semenova, business coach, Modern Insurance Technologies LLC. Often, the cooperation of an insurance company with a bank stalls due to the fact that bank employees are not actively offering insurance products. It would seem that everything was done correctly: training (including role-playing games) was carried out, manuals on sales technology, objection development, insurance programs were issued. The training participants reported amicably that they understood everything, and the sales results were disappointing.

Often, the cooperation of an insurance company with a bank stalls due to the fact that bank employees are not actively offering insurance products. It would seem that everything was done correctly: training (including role-playing games) was carried out, manuals on sales technology, objection development, insurance programs were issued. The training participants reported amicably that they understood everything, and the sales results were disappointing ...

Psychotherapy methods for overcoming misseling.

Let's try to analyze the problem. To do this, let's break it down into its components.

• The first block of the problem is the psychological barriers of the seller and the peculiarities of his behavior.
• The second block is poor knowledge of the insurance program.
• The third block is the poorly developed skill of selling insurance products.
• The fourth block is a lack of knowledge about the psychology and behavior of the client.

Now let's take a closer look at each block.

Features of the seller's behavior

What behavior of the seller hinders the sale? As an example, consider a situation where a salesperson projects their own experience or beliefs onto a customer. So, he "carefully read" the description of the insurance program and concluded: no one needs it. However, the insurance will still have to be sold: the management ordered. Then the seller makes another “ingenious conclusion”: if there is no point in this service, then I will sell it at the lowest price. And then another problem arises: we are selling a tariff module, not a service. Here are some examples from my own experience.

Training on the technology of sales of insurance products from an authorized Lexus dealer. Many would agree with me that this is not a cheap car brand. At the stage of diagnosing the problems existing in the sale of a comprehensive insurance program, I propose to conduct a role-playing game. The task is to sell Casco for the new Lexus RX 400. - Hello, my name is Marina, how can I help you?

• Hello, today I am preparing documents for the new Lexus RX 400, in three days I am picking up the car and would like to insure it.
• Very good. Now I will tell you what programs we have and choose the most economical option for you. Stop! The game was stopped at this point. Why do you think? Because the client came to draw up documents for an expensive car, which, in addition to high technology, quality and comfort, emphasizes his status. I ask questions to the seller:
• Why say this particular phrase? Why do you start a sale with an offer? Why an economical option?

There was no answer, because the seller always does this. Because "Who will pay 20,000 more if you can buy it cheaper?" This is exactly the same projection of their installations to the client.

Another story, real, not playable.

I come to draw up documents for my car. I talk to the car sales manager - smart, handsome, unobtrusive, attentive, correct. Having discussed all the additional options that I want to see on my machine, I ask the question:

• What about insurance? Leave the dealer, preferably with an insured car.
• Take OSAGO. - And the Casco? After a moment of confusion, the seller asks:
• How many years have you been driving?
• More than ten.
• Have you had a serious accident?
• No, so little things: glass, fog lights, scratches ...
• Then why would you pay money to these krakhoborov?
• It is a tradition, I have been insuring cars under Casco for eight years and nothing happens!
• Eight years?! Yes, for the money you gave to insurance companies, you can buy another car !!!
• Not convinced, take me to the girl who deals with insurance.

We come to the girl. The dialogue is about the same.

• Hello, I can offer you XXX company, they have the cheapest insurance, others are more expensive.
• Girl, have you read the insurance policy of this company?
• Well, yes, sometime, but what?
• And the fact that the amount you are telling me is the cost of the program, which does not cover the risks I need.
• Yeah? - Why are you offering me this?
• Well, I wanted to save you money ...

What kind of negativity does the client receive in this case? In addition to downgrading, the client receives an insurance program that is replete with exceptions. It is unlikely that he will read the insurance rules, and if an insured event occurs that is not covered by the policy, he will be denied payment. As a result, the client will draw conclusions for himself that are not in favor of insurance. Hence another problem (or the second variant of obstacles to selling insurance) - Ignorance of the insurance product Let's make a reservation right away: ignorance of the product does not exempt from the obligation to sell. I talked a lot with outstanding sellers of insurance products, and these “sales lions” told me the following: “I don’t study products at all! What for? The main thing is to sell the idea! " It is logical, but you come to this, having significant and successful experience in sales, and the "lions of sales" have already forgotten how at first they dealt with the product and studied the rules in detail. Why do you need to know the product?

First, there is no greater offense to a client than an unqualified consultant. Suppose that all clients in insurance do not understand anything at all and you can tell them whatever you want. But there are exceptions to any rule. If you come across a client who asks the seller to explain the product and goes into details, and the seller tells him: “Read the rules and figure it out,” this can already turn into serious troubles not only for the consultant, but also for the company. Secondly, a good knowledge of the product is an additional confidence of the consultant. He is not afraid of objections to the cost of the product and can compare it with similar offers from competitors. In trainings, I am often asked to tell as much as possible about the product, because it gives me extra confidence. Thirdly, a good knowledge of the product provides the basis for selling a service, not a tariff module.

Weak sales skills for insurance products

As we know, the client does not like very much when he is manipulated - especially if the seller does it in a rude and unprofessional manner. At trainings, when I collect the expectations and wishes of the participants, very often such requests are heard: "Teach us NLP!" and "Come on, you will come up with a" golden, selling speech "for us, we will write it down, learn it and sell it all!"

• With the "golden speech" is not a problem, but will you provide me with a "golden client"?
• There is no such thing!

Then why do you want the golden speech? Many people know the "Three YES" technology - when a person answers "YES" to two logical questions, and to the third one, which is necessary for the seller, by inertia he also says "Yes". Coaches who teach the technology see it as a practical application of NLP in sales. Of course it is, only this application of NLP is analogous to hammering in nails with an expensive microscope. Will you be happy with the result? Unlikely. So the client, when such experiments are carried out on him, remains very unhappy.

There is such a wonderful statement “Sell the benefit, not the product!”. But for some reason we were able to bring it to the point of absurdity. Let me give you an example.

Our colleagues are returning home from a wonderful European country, where they were on a business trip to exchange experience. A colleague runs into the office and shouts from the doorway:

• I know! I know the secret of selling life insurance from one phrase !!! Guess what that phrase is!
• I'm at a loss ...
• Imagine, you come to the client and after “hello”, you say: “Imagine and describe how the first day after your death will pass!” The client immediately agrees to everything.

The fact that it is impossible to sell the benefits of one's own death to a client does not occur to a colleague. You can go further - intimidate to death with "good" stories, then ask three questions to get three "Yes", close the deal, and two weeks later receive a statement to terminate the contract.

What can you do to make your customers happy with their interactions with the customer? Practice with sellers the skill of consulting a client. Again, from my own experience, I can conclude that bank employees are much more effective at selling insurance products if they acquire the skill of cross-selling insurance programs and banking products. In order for this skill to be worked out and then actively applied. ... ... changed it is desirable to explain the idea of ​​insurance on the example of financial instruments. Vague ideas about the psychology of the client The client pays money and, of course, he has some expectations from the seller's style of work, his behavior and attitude towards the client. What does the customer expect from the seller? ... Such involvement of the seller in the process, such an understanding of the client, when he knows exactly when to ask and offer something, and when not. In other words, it almost "reads minds."

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TOPIC 3 SALES METHODS
BANKING PRODUCTS AND
SERVICES

Sales rules and principles:

1.
If you own information, you own the world!
2.
Sell ​​the solution to the Client's problems!
3.
Take responsibility for yourself!
4.
Find a remedy, not an excuse!
5.
Just go for it! Always, under any conditions!

Rules for the effective sale of banking products:

one). Selling banking products is the skill of a personal manager. There are a number of tricks
sales techniques, which alone cannot move forward without appropriate skills,
therefore, the manager must constantly improve his skills.
2). Selling starts with knowledge. The manager needs knowledge about the bank's clients and their needs
business. To do this, you need to communicate with people, visit enterprises, make acquaintances.
The manager must know about the banking product or service, that is, the manager must find
advantages of its banking product over similar products of competing banks.
The manager must have information about competing banks, the manager must know the strengths and
weaknesses in the activities of your bank.
3). The manager must be able to "listen" to the client. The manager should not speak more than 45% of the time, and
should listen more. It is necessary to ask questions and determine the needs of the client. If the client
fail to talk, then as a result the manager does not know what the client needs and, accordingly, how
solve his problem.
4). The client buys not banking products, but benefits, therefore, when presenting banking
products, it is necessary to talk about the benefits, that is, about those properties of the product that are
significant for the customer's choice.
5). The manager must be able to mentally put himself in the client's shoes. For example: for a director
a trading company, it is logical to assume that it will be important to ensure the safety of money,
6). Price should not be the target of negotiations. So, if the conversation begins with determining the price, then how
as a rule, if a deal is concluded, then it is concluded at the lowest price, so it is better to first
interest the client, give him the opportunity to discover the benefits and understand the value of banking
product.
7). The manager needs not to sell banking products to clients, but to offer a way to solve it
problems, it should be noted here:
- clients do not like when services are imposed on them;
something that works for one client may not work for another.

3. Methods of selling banking products and services

I
Method based on
satisfaction
existing needs and
customer requests
II
Forming method
needs and requests
client

I. The method based on the satisfaction of existing needs and requests of the client is used in two cases:

Firstly
Secondly
when the client and the manager have already set
trusting partnership and manager
has information about the client's activities, about
problems that worry him;
when the client belongs to a certain group
enterprises with the same profile and
needs.
Using this method assumes
careful study of the activities of the enterprise,
his financial and credit history, plans
development and production, etc. Knowing the client's business,
state of affairs at the enterprise, personal
the manager clearly states the change
needs and offers a solution.

II. The method of forming the needs and requests of the client is the most complex and requires special skill and knowledge. First with

through cleverly formulated
purposeful questions and active listening to answers by the manager, the true interests are revealed and
the needs of the client's business.
This is achieved through the use of technology of open and clarifying questions, methods of presenting positive
signal or techniques of reflex listening. Then, with the help of a summary technique, the problem is formulated and
a variant of its solution is proposed.
Revealing
needs
by asking
questions + method
active
hearings
Reception
summarizing
Problems
Solution option
Problems

Methodology (diagram) of sales of the OPTs Features-Benefits-Values

Methodology (diagram) of sales of the OPT
Features-Benefits
The essence of this technique is that it is not sold
as much a banking product as
way to solve customer problems

In this case, the bank manager acts as a kind adviser, assistant and consultant to the enterprise.
The OPC scheme is designed with a clear understanding of the benefits and values ​​that
are incorporated in banking products and services and are of undoubted interest for the bank's client.
A distinctive feature of the compilation of classifications is that each characteristic
banking product, services match the benefits and value of the product.
The most successful application of this technique is in personal sales, when the client initially
I am not ready to use the bank's service and it is necessary to work with him so that he can
make your own decision.
In order to be guided by this principle, it is important:
♦ understand what potential benefit lies in a banking product or service;
correctly determine the interests of the client in order to interest the client at the presentation
this;
♦ use exactly those persuasive arguments that will help the client understand what is the benefit
he will receive using the service.

An example of lending a credit line using the OPC scheme

Example
credited
and I
credit
the lines
With
using
by
OPC schemes

10. Task 1. Description of the banking product according to the scheme of the OPC

Peculiarities
banking product
Advantages
banking product
for clients
Banking values
product for
clients

11. Classification of collection services

Features of the banking product
Benefits of a banking product
for client
Banking product values ​​for
client
1. The money is deposited in the bank
For delivery and delivery of cash
through their transmission
cashiers are not needed in the bank,
collectors who deliver and
vehicles, security
hand them over to the bank cashier
Saving cash register time
employees of enterprises and persons
accompanying them, on delivery and
handing over money to the bank. Security
continuous work of the cashier
enterprises due to the fact that its
functions for depositing money to the bank
are carried out by collectors.
Cost savings for the enterprise
maintenance of vehicles and security
to deliver money to the bank
2. Cash collection is carried out
Security is ensured
special service of the bank, which has
delivery of money from the enterprise to the bank
necessary equipment
Safety of funds
Partner collects proceeds
3. Cash collection enables delivery
regardless of the bank's operating mode with
revenue at a convenient time, flexible
Convenience
clients, including in the evening and at
graphics
weekend
4. Recalculation of cash proceeds
carried out 24 hours
Revenue received after
operating time,
recalculated by night shift
cashiers
Timely crediting of cash
funds to the current account and
the ability to make payments from 9
hours
5. An individual approach to
setting a price depending on
revenue and route
Payment for the service is carried out for the period
30 days
Saving money

12. Ways of selling banking products and services

Package offer
services
Cross-selling
Co-branding
programs

13. Package offer of services

A package offer means
organization of a large set of sales to a client
services in the form of a package or a chain of cross
sales

14.

At the same time, as a rule, the bank offers several
options for combining services included in the package
offer, and the client has a choice
specific package.
The salient features of the package offer
are preferential pricing for one or
several products included in the package as well
the possibility of obtaining significant additional
services.

15.

Among Russian banks using bundling
services for the promotion of retail products,
the programs of AlfaBank, Bank of Moscow and Citibank are best known.
According to the bankers themselves, the main advantages for
when buying a package of services are both price
factors (benefits when purchasing banking
products, various discounts for the payment of one or
several services from the "package"), and the possibility
independently determine the composition of the "package" by choosing from
options offered by the bank.
As a rule, banks' proposals include
a gift to the client - a credit card.

16. Advantages of the package offer for the Bank

the ability to attract new customers by expanding
product line through the combination of various tools;
- increasing customer loyalty through the provision of
related products at discounted prices;
Pros of a package offer for
Client
purchase of the most demanded products and services for
preferential prices;
-the ability to obtain related products and services as
banking and non-banking at preferential prices.

17. Cons of the package offer for the Bank

1. The bank begins to associate with the client only with this specific
service.
2. As soon as the need for the service disappears, the client leaves the bank.
3. The bank is forced to constantly be in conditions of price dumping,
focusing the attention of clients on one service (clients unwittingly
compare the offer of this bank with the offers of its
competitors).
4. The client chooses service providers and allocates his needs
between them and spends more time moving, identifying
etc.
At the same time, studies show that more than half of clients
indicate that they are interested in receiving all financial services in
one place. To realize this interest in a typical situation,
you just need to make a good offer to the client.

18. An example of a package offer

19.

20. COBRANDING

[eng. Co-branding] - co-placement on products
commodity
signs,
logos
and
promotion
brands
business
partners,
allowing
to realize
Benefits
partnerships:
provide
clients
additional benefits and comfort of their acquisition, and partners
according to K. in this regard - to get closer to the client, to increase the loyal
audience, sales volumes, reducing the cost of network development
sales.

21. Success factors of the COBRANDING project:

Success factors of the COBRANDING project:
careful analysis of strengths and weaknesses
each partner brand followed by
uniting and highlighting strengths;
significant overlap (overlap) of trains
primary and secondary target audiences of partner companies;

22.

For banks, co-branding has become an effective marketing tool for promotion
payment cards and attracting new customers. Bank programs implementation
trade, transport, entertainment, travel companies is one of the
directions of expanding the client base of cards - bank divisions.
The most famous in this area are bonus co-branding programs,
which were pioneered by Rosbank, which launched "Beeline"
the Bee-Bonus program, and Sberbank, which implemented jointly with Aeroflot and
international payment system Visa first co-branding program
Aeroflot-Bonus, and then the Visa-Aeroflot program.
Among the most famous bonus co-branding programs of banks and trading
service companies can be called the Raiffeisenbank program, payment
the Visa program and the Raspberry savings program. Under this program
Raiffeisenbank issues co-branded credit cards "Malina Raiffeisenbank", which are at the same time a means of payment of the system
Visa and a card of the member of the accumulative program "Malina". Interaction
organized according to the standard scheme, when for any purchase with a card both in Russia and
and abroad to its owner, points are credited to a special bonus account, on
which are purchased goods from the "Raspberry" catalog. According to the coordinator
project "Malina" by Anna Thomas, within three years it is planned to issue up to 350
thousand co-branded cards

23.

Another common type of co-branding programs are
discount programs implemented by banks, international
payment systems and merchants, services
service, cellular operators.
Discount programs include co-branding
programs that provide customers - cardholders with discounts
purchases in trade enterprises - partners of the program, cultural and entertainment centers (Program "Thank you from Sberbank" -
it is profitable to pay by card! Discounts in partner stores,
accrual of bonuses for purchases around the world).
Similar to bonus programs within discount projects
all participants receive additional benefits:
- banks develop their card business, acting as
issuers of plastic cards;
- clients purchase cards from leading payment systems and receive
benefits from participation in discount or savings programs;
- service enterprises - an influx of new customers and visitors.

24. CROSS SALES

25.

Up-sell - an increase, literally "raising", the amount of the sale. This
marketing ploy that motivates the buyer to increase
purchase amount.
Cross-sell- cross-selling.

26. Cross-selling

Opportunity to sell additional to the Client
banking product or service.
The key to cross-selling success:
Remember customer motivation
Summarize for yourself everything said by the Client during
working time with objections
As a result, to form the most valuable for the Client
sentence
Example:
https://www.youtube.com/watch?v=nTQX4zz9XwQ
0.0 - 5.10 (min)

27. Practice. Cross-selling

Customer:
A woman of pre-retirement age, loves grandchildren and
serials. He wants to build a second floor in the country, so
she came to the bank to apply for a consumer loan for
100,000 rubles.
The task of the bank specialist is to find out about the main problem /
customer needs, sell a solution to the problem, and
Cross-sell additional banking products
(deposit, credit card, SMS informing, internet banking,
insurance, debit card)
For reference:
The key to cross-selling success:
1. Remember the Client's motivation for purchasing the main
product
2. Summarize for yourself everything said by the Client
3. Formulate the most valuable proposal for the client,
which will make the main product purchased the most
valuable

28. Customer service by a personal manager

29.

Personal manager - a bank employee, the main
the purpose of which is to establish and
development of long-term cooperation with
corporate clients on the terms of trust and
mutually beneficial, as well as ensuring partnership
relationships based on good knowledge, market business processes and customer development plans.

30. Personal managers must meet certain professional requirements:

one). Distinctive properties (specific personality traits):
a) Empathy - the ability of a manager to assess the situation from the client's point of view, to put himself on
its place.
b) Ambition - self-esteem, is inextricably linked with the successful completion of the assigned task
or performing a specific activity.
c) Strength of mind (resilience) - the ability of a manager to quickly recover from a failure.
d) Self-discipline, intelligence, creativity, flexibility, independence,
persistence, exactingness, reliability.
2). Abilities:
a) Ability to communicate;
b) Analytical skills - this is due to the fact that when working with a client, the emphasis is on
consulting work in the sale of banking services. For this, the manager must own
information about the client, his financial condition, problems and needs, as well as about banking
products, their benefits and benefits for the client;
c) Organizational ability;
d) The ability to manage your own time - this item is closely related to the previous one. Manager
should spend most of his time on clients who are more promising for
jar.
3). Erudition - the possession of special information, knowledge, that is, managers must
possess information not only about their customers, banking products, about the bank in general, but also about
competing banks. The manager must know the technology and methods of selling banking products,
successfully cope with the presentation of banking services and influence client decision-making.

31. The main duties of a personal manager:

1. Study banking products, their advantages, values, constantly
improve knowledge in the field of banking technologies.
2. Have analytical information about the client, his business, problems, about
key employees who make decisions or form opinions
a leader, understand the client's business, study his needs and requirements.
3. Ensure constant contact with the client by means of telephone
calls, correspondence, organization of presentations, negotiation.
4. Inform the client about traditional or new services of the bank, which
can be useful to his business.
5. Solve customer business problems, find options, service schemes,
beneficial for both the client and the bank.
6. In the process of presenting banking services, to interest the client
the profitability of the service and the ability to benefit or profit from it
acquisition.
7. Motivate the purchase of the service, inviting the client to do the right thing
selection of an advantageous form and conditions for its provision.
8. Own the techniques and methods of sales, be able to form the value of products
in terms of customer satisfaction.
9. Successfully complete negotiations with the client by agreeing on specific
actions and activities in relation to the offered service.
10. Know the history of the bank, its competitive distinctive characteristics.

32.

Tasks:
1. Conducting business analysis. Clarification of business needs, assigned clients in banking services.
In this case, the functions:
- creation and maintenance of an information base about clients
- study of the needs for banking services
- development of commercial proposals based on these needs
- monitoring, establishing feedback with the client.
2. Establishment and development of long-term partnerships based on mutual interests.
In this case, the functions:
- development of long-term plans for cooperation
- preparation of marketing plans for a group of clients - the volume of sales, services, the volume of income, and more.
- assistance in building relationships with other clients of the bank
-forming the demand for banking services
-building partnerships with each client
- constant informing of the client on issues related to his business and the bank, correspondence, business meetings, congratulations
clients with anniversaries and holidays,
participation in entertainment events
-development of individual service schemes
-providing clients with consulting services
-representation of clients' interests in business units and committees of the bank
-monitoring, customer surveys to find out satisfaction with banking services
3. Implementation of a long-term plan of cooperation with clients.
In this case, the functions:
-conducting events in accordance with a long-term plan for the development of partnerships with a client
-organization and promotion of bank services in rubles and foreign currency
-monitoring the movement of clients' funds, offering convenient schemes for placing funds
-accompanying the sale of banking products and services
-conducting preparatory work before meeting with the client
-after-sale care, that is, finding out the client's opinion on the quality of services and maintenance
-monitoring the effectiveness of the activities carried out according to the plan, determining the profitability of clients
4. Attracting priority potential customers.
In this case, the functions:
-carrying out systematic work to attract contractors for service
-carrying out work to attract funds
-attraction of potential customers available in the market
5. Scheduling the work of the manager and drawing up reports.
In this case, the functions:
-planning of work for a week based on long-term plans for the development of cooperation with the client
- a weekly report to the head of the department
-report on non-fulfillment of the main tasks
Implementation of the institution of personal managers in a bank can be difficult due to:
1.high mental load, great requirements regarding knowledge of bank products and services of competing banks
2.psychological difficulties (there are times when it is difficult to find an approach to the head or chief accountant of the enterprise and in this regard
you have to spend a lot of time and effort)

33. The use of information technology in the system of sales of banking products. Remote banking: systems

"Client-Bank" (Internet banking, on-line banking, direct banking, home
banking), Telephone-Banking systems (telephone banking, telebanking, SMS-banking), devices
self-service banking.
Analysis of foreign sources allows us to highlight the following areas
innovative development:
1. Development of a "multichannel banking system",
combining traditional technologies and new tools:
a) self-service
b) remote service
c) Internet use
d) call centers
e) highly qualified individual advice.
2. Virtual banking and financial technologies: banking management
account, cash payments, electronic signature, conclusion of contracts,
financial organizations (exchanges, banks).
3. Integrated use of new information and communication
technologies for electronic and mixed (traditional and new) marketing.
4 Collection, storage and analytical processing of internal information. New
internal control and audit capabilities.
5. Changes in the qualifications of employees: product - manager, consultant,
specialist in transactions and consultations.
6. New banking products (services) based on new technologies.
7. New self-service machines (mono and multifunctional,
informational).

34. Systems "Client-Bank" (PC-banking, home banking)

Systems accessed through a personal computer. Bank at
this provides the client with technical and methodological support during installation
systems, initial training of customer personnel, software updates
and accompanying the client in the process of further work. Client-Bank systems
provide full-fledged settlement and depository services and maintenance of ruble
and foreign currency accounts from a remote workplace. Client-Bank systems allow
create and send to the bank payment documents of any type, as well as receive from
bank account statements (information about account movements). For safety reasons in
“Client-Bank” systems use various encryption systems. Usage
systems "Client-Bank" for servicing legal entities is still one of the most
popular RBS technologies in the Russian Federation. Client-Bank systems
fundamentally divided into 2 types:
1.1 bank-Client (fat client)
The classical type of the bank-Client system. At the user's workstation
a separate client program is installed. The client program stores on the computer
all your data, as a rule, are payment documents and account statements. The client's program can connect to the bank via various communication channels.

35. Internet Client (thin client) (On-line banking, Internet banking, WEB-banking)

The user logs into the system via an Internet browser.
The Internet-Client system is placed on the bank's website.
All user data (payment documents and
account statements) are stored on the bank's website. Based
Internet Client can be provided
limited information services
functions.

36.

Art-banking - financial and consulting support
investment in art. A new service that has appeared on the financial markets
the world at the end of the 20th, beginning of the 21st century.
Most large Western credit institutions allocate within their
divisions focused on working with VIP-clients with portfolios from
500 thousand euros, art advisory departments. This service has been in Russia for several years.
offered by departments of the largest credit institutions, including
Gazprombank, UralSib, VTB, etc.
This service is designed for both corporate and private investors.
The range of services offered is diverse and covers the following areas:
· Consulting on the formation of investment quality collections;
· Analysis of collections or individual objects of art;
Advice on the selection of collections, management and long-term
maintaining their value;
· Examination of the authenticity of a work of art;
· Restoration and storage.

37.

Direct-banking is a bank without a branch network. He
offers the following types of RBS:
§ Telephone banking;
§ Online banking;
§ ATMs (in rare cases);
§ Bank mail;
§ Mobile banking.
Excluding expenses related to the organization of a branch
bank networks, virtual banks can offer more
high interest rates on deposits lower
service charges than their traditional competitors.

38.

"Telephone apparatus-bank" systems (Telephone banking, telebanking, SMS-banking)
Telephone banking is a type of remote banking
service in which the client receives banking services through
using the capabilities of telephones. Using a telephone banking system
the client can receive both information services from the bank and manage funds
on their accounts.
The telephone banking system can be implemented in two ways:
1.the client's communication by phone with the bank operator who receives calls to
a specially organized workplace (call center, call center, etc.)
2.interactive speech interaction (IVR) allowing the client to access
bank services by telephone without the participation of an operator.
The emergence and development of mobile communications has led to the emergence of another way
implementation of telephone banking, called SMS banking, in which
information services and the ability to manage their accounts client
carries out by sending SMS-messages from his mobile phone.
SOURCE http://studopedia.org/3-6519.html

39. PRACTICE 2.

ANALYSIS OF BANKING PRODUCTS AND
PACKAGE OFFERS

Sales is technology. And a little luck.

Are you familiar with the situation when you spend a lot of time and effort to attract customers, hold dozens of meetings and consultations, and, unfortunately, get the minimum result? Unlike his colleague, who works less, he puts in less effort, and his result is much better than yours. At this moment the thought comes to you: “Why is this happening? Am I working harder and getting less results? Probably, I was just unlucky this month .... " Of course, you can refer to failure, only your productivity will not increase from this.

Ownership plays a much larger role in sales. sales technologies... In this article we will look at one of the basic technologies - the classic 5 step sales model banking products.

This model is used by most of the managers of bank branches, it is this algorithm that is considered in basic sales trainings. What is the essence of this algorithm?

Before going directly to stages of sales, I would like to make a small lyrical digression and say one important thing. Why is it so important to own sales technologies? The fact is that sales are not a spontaneous process s, depending solely on your luck. In sales, 80% depends on how much professionally You can build a dialogue with the client, which tools You use how you deal with customer objections. Once you master the technology you need, you can sell significantly more.

In this and subsequent articles I will tell you about standard (classic) sales models and also about nuances application of various methods and technologies in the banking sector. We will deal with most mistakes which allow 90% of managers to communicate with clients. As a result, all this will allow you increase sales at your bank office and, if necessary, make the necessary adjustments to customer service procedures.

Are you ready? Then let's consider classic 5-step sales model.

We will consider exactly the 5-step model, although there are modifications of this model with a different number of steps (5, 6, 7 stages of sales).

The idea behind this approach is that the sales process can be represented as such stairs:

Climbing these stairs step by step, with each step you become closer and closer to your goal - for sale... Working according to this algorithm, it is important to follow all the steps, to move consistently, and not abruptly jump from one step to another.

As you can see, each stage has its purpose:

1.Establishing contact - to position the client, create a friendly atmosphere, "favorable" soil for the subsequent sale.

2. Identifying needs - It is important for the manager to understand which product will most fully satisfy the client's needs, to find out the most important and most significant points for the client.

3. Product presentation - tell about the most suitable product for the client in an understandable language, make the client want to use a banking product or service

4. Work with objections - to dispel all doubts and give reasoned answers to the client's objections

5. Completion of the transaction - to kindly say goodbye to the client, thank him for his cooperation and invite him to come again.

Your job as a manager and negotiator is, first and foremost, to make sure that the goal of the current stage has been achieved, and only after that move to the next level.

I often come across this situation: the client comes to the office, the manager is interested in how he can help the client.

Manager: " Hello Ivan Ivanovich, how can I help you?»

Customer: "I would like to open a deposit"

Manager: “Excellent Ivan Ivanovich. We have deposits in the bank with replenishment, there are with the withdrawal of a part of the deposit, there are with an increased percentage, for example, for 1 year the rate will be 11% per annum, although there is no capitalization, but a plastic card is issued as a gift. What contribution are we going to make out? "

and it can go on for a long time ...

……………………………………………………………………………………..

QUESTION: Colleague, how do you assess the manager's behavior? What moment do you think was missed? What did the bank manager do wrong?

It is very interesting to hear your opinion on this situation. And I will voice my opinion in the next article! Remember that I regularly give nice gifts to all active subscribers 🙂

In addition, in the following articles, we will dwell in detail on each stage of sales, we will analyze the main points, typical mistakes and "little tricks" to improve the efficiency of working with clients.

Sell ​​beautifully and easily!

Best regards, Oleg Shevelev ( be friends on VK, instagram)

useful links

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• Youtube channel "PoraRasti"- subscribe now to get access to new materials first;

In recent years, banks have been actively expanding their sales network. But only the largest retail banks can afford to pursue an aggressive policy of expansion without fear of being at a loss. However, even for them, and even more so for all the other, less well-known, banks, it is necessary to determine for themselves which sales channels will be the most effective, how to win the fight for a client and successfully compete with non-bank organizations, communication salons, post offices, social networks.

In the banking sector, direct sales prevail, in which the bank and the buyer of the banking product come into direct contact. Therefore, it is traditional for banks to deliver services to a client using bank branches. Each additional point of mass sales makes it possible to expand not only the scale of the sale of services to direct users, but also the sale of related and additional services. According to P.A. Leontyev, this leads to the fact that with an increase of 10% in the number of retail outlets, the volume of sales, as a rule, increases by an average of 20%. Branches can provide full (universal branches) or limited (specialized branches) range of services.

Many Moscow and regional banks (Alfa-Bank, TRUST Bank, Probusinessbank, Home Credit Bank, Otkritie, Renaissance Capital, AK BARS banks) adhere to the strategy of active expansion of the sales network. Banks receive or expand their network mainly through the takeover of another bank. During a crisis, this usually took place within the framework of reorganization. Thus, Alfa-Bank received the network of the Severnaya Kazna bank, and the Otkritie Financial Corporation - the network of the Russian Development Bank (renamed to KB Otkrytie) and VEFK Bank (which became the Petrovsky branch of Otkritie Bank). True, Otkritie considered its St. Petersburg network, obtained from VEFK Bank, redundant and closed a third of its branches, leaving 103 offices in St. Petersburg and six in the regions of the Northwestern Federal District.

In recent years, fully automated branches have appeared (most often in the mini-office format) with a small number of employees who only assist clients in working with ATMs and advise clients on the implementation of transactions. For example, in December 2011, the Moscow bank of Sberbank of Russia opened the first street self-service pavilion at st. Running, ow. 4. The main goal of creating street pavilions is to make banking services more accessible for residents and guests of the city. Through self-service devices of Sberbank of Russia, you can pay for utilities, mobile and landline communications, Internet, cable TV, fines, taxes, repay a loan, make other payments, withdraw funds from a bank card or top up its account.

Banks actively cooperate with communication salons. According to experts, today the processes of interaction between banks and communication salons are the most streamlined in the Svyaznoy group of companies. Although the group has an affiliated bank (Svyaznoy Bank CJSC), consumer loans through this network are also provided by Alfa-Bank, OTP Bank, Renaissance Capital and Home Credit banks. Bank employees are not present in the offices of "Svyaznoy", the sale of banking products is carried out by specially dedicated staff of the salons. "Svyaznoy Bank" does not work in the consumer lending market, therefore banks - partners of "Svyaznoy" stores are not competitors for it.

A number of banks use the postal network to sell credit products. Banks Home Credit, Otkritie, Tinkoff Credit Systems (TCS) cooperate with Russian Post.

The scheme for the implementation of services on the principle of a financial supermarket is attractive for banks from the standpoint of diversifying risks, increasing the flow of customers, minimizing costs and increasing work efficiency. In addition, the financial supermarket model allows you to reduce the cost of maintaining unnecessary sales offices and a staff of specialized consultants. True, considerable problems also arise: it is necessary to develop a new format of the network, make changes in the field of information technology, and change positioning. In addition, the financial literacy of Russians is low, and incomes are low.

More accessible for banks now is another form of selling additional products to their customers - cross-selling. Cross-selling is understood as an offer to a client purchasing a banking product to buy other (most often interrelated) products or services, and on more favorable terms. Some authors distinguish between cross-selling and cross-selling. In the first case, in their opinion, services are selected for each customer segment in such a way that one product is complementary (cross-selling), in the second - alternative (cross-selling). However, most practitioners use one term: cross-selling.

Banks leaving the Internet using non-standard sales tools, including advertising on social networks, guerrilla marketing, joint programs with popular websites, is one of the most notable retail trends. Currently, almost all Russian banks are promoting Internet banking services. Clients can not only transfer money from one account to another (including replenish deposits and card accounts), but also transfer money through the Network to other banks, convert funds, open and close deposits. Developing Internet technologies, each bank introduces additional services. For credit institutions, the development of the virtual space offers many benefits.

First of all, it is cost savings. Remote service can significantly reduce rental and maintenance costs of premises, significantly reduce the number of personnel and, accordingly, salary costs. Thanks to cost-effective online services, the bank can offer more favorable conditions, while at the same time speeding up the processing of banking information, which contributes to attracting new customers and entering new markets, without opening additional sales offices.

A 2009 study of Western banks by The Boston Consulting Group found that an online bank client is 26% more profitable than a traditional offline service. This is due to a decrease in the cost of service (by 14%), a higher volume of sales of services (by 8%) and a lower cost of customer retention (by 4%).

In Russia, due to the relatively low volume of online transactions and lower economies of scale, margins are likely to be slightly lower.