中国大型商业银行个人客户星级服务策略——A银行基于客户贡献评价模型制定服务策略的案例

客户贡献评价模型是基于客户终身价值理论对个人客户群进行精准细分的管理工具。商业银行通过资金营运收入、非利息收入、成本费用、风险成本四个因子评价个人客户贡献,并作为个人客户获取、发展、维护、保留等制定个人客户星级服务策略的决策基础。个人客户星级服务策略较全面地考虑了影响银行经营绩效的因素,注重使用分层服务的方式引导个人客户改变交易习惯,具有准确传达银行经营管理导向、实现以"客户需求为中心"的金融服务差异化、充分利用银行渠道多样化、精准地服务个人目标客户的优点,是提高个人客户价值、忠诚度和满意度,提升商业银行竞争力的高效管理手段。     

基于理财客户个性特征的市场细分与差异性分析

大多数银行还没有形成一个系统、科学的客户细分方法体系.本文从客户心理因素和个性特征的视角出发,对个人理财客户进行市场细分.首先对文中的最客观、最具体的理财客户个性特征变量进行因子分析,萃取出4个个性特征维度,然后选择四个公因子的因子得分作为聚类变量,参与聚类分析,将客户分为3个类别.最后比较三类客户的心理因素特征及个性特点差异、个人银行业务需求差异、客户满意度以及客户忠诚度的差异.在市场细分的基础上制定差异化、有针对性的营销策略.     

贝恩观点:降低成本,提高客户忠诚度——中国银行业发展之着眼点

根据对北美市场的调研,零售银行的缓慢增长和大幅下跌的盈利水平仍将继续.为了恢复增长和盈利水平,银行必须赢取客户忠诚度,提高经济回报,同时显著降低成本.贝恩通过对97000位客户的忠诚度调研得出:客户在与银行互动中所经历的卓越服务、便利性和体验是提高银行品牌声誉、维系与客户感情的原因.为了提高忠诚度,银行必须找出客户不满意的根本原因,提供令人愉悦的客户体验.银行应该确定此报告中列出的三类客户互动的优先级,按照渠道和互动类型,深思熟虑地制定战略,实现忠诚客户经济回报的最大化.     

个人网上银行忠诚度及影响因素分析

随着互联网技术的迅速发展,网络使用环境的不断成熟,电子商务和传统银行的结合导致了网上银行的诞生。而现今网上银行已经有了一定的客户基础,现在需要考虑的是如何挽留住现有的客户,并且通过现有客户推动更多的客户前来使用。本文主要是针对使用个人网上银行的人群对他们的基本情况、使用情况和满意度与忠诚度所反映的问题进行分析的,通过总结影响客户对个人网上银行的忠诚度因素,进而对银行提出合理的建议。     

机器学习视角下商业银行客户信用风险评估研究

有效把控信贷风险是商业银行稳健运行的关键环节。本文从商业银行客户信贷数据出发,运用非平衡样本处理算法使少数类样本信息得到平衡,并通过机器学习分类器挖掘影响客户违约的重要风险因子,最后构建Logistic模型计算违约概率。研究发现:第一,客户忠诚度是重要因子,忠诚度越高,客户违约概率越低;第二,客户历史信贷数据价值高,是事前风险控制中的重要参考依据;第三,信贷合同特征是影响客户违约的另一重要维度,包括合同期限和合同利率。研究结论可以为银行授信、风险预警和防范违约风险提供理论参考和实践指导。     

服务质量、服务价格与商业银行顾客忠诚度

本文基于1202个银行客户的调查数据,考察服务质量和价格等因素对顾客忠诚度的影响。研究结果表明,服务质量中的接待能力、业务效率和有形性都对客户忠诚度有显著影响,而可靠性对客户忠诚度的影响不显著;服务价格对客户忠诚度有显著影响,而资本价格对客户忠诚度的影响不显著。此外,年龄、学历、不愉快经历、银行转换经历以及区域因素对客户忠诚度也具有显著影响。通过不断增值的服务提高银行客户对服务价格的满意度,增强接待能力、提高业务效率以及加强网点建设,在客户细分的基础上制定个性化的营销策略是商业银行构建客户忠诚度的关键。     

“知识型员工的双向忠诚度管理”理论框架

<正>一、研究目的为探讨知识型员工对企业的忠诚度,依据企业目标偏好将企业分为任务导向和员工导向两类,对员工忠诚度进行了界定,并就任务导向型企业和员工导向型企业分别与员工忠诚度的关系从企业整体价值链的角度构建了一个双向管理的分析框架模型,并提出了一系列的相关命题,以期为企业提高知识型员工的忠诚度在理论上提供指导。     

券商客户积分分级的模型设计与应用

中国证券行业服务严重同质化,客户对证券公司品牌的忠诚度低,如何有效衡量客户价值并持续跟踪客户价值量的变化,是券商提供差异化服务和提高客户忠诚度的前提。本文通过研究券商客户分级方法,指出传统客户分类模式的不足,提出了基于客户积分的客户分级模型,并选取4家营业部客户真实交易数据进行实证分析,进一步论证积分分级模式在量化客户价值、挖掘最有价值客户、营销新客户和服务老客户等方面的独特优势,从而为券商提高客户关系管理水平提供崭新的工具。     

金融企业的服务品牌内化研究

服务品牌内化研究是当前服务品牌研究领域的热门话题。金融企业通过构建基于机制设计下的服务品牌内化模型,能够有效地确定目标市场,进行品牌定位,实现品牌承诺和价值主张,激发员工参与行为,培养客户的忠诚度,实现获利战略目标。论文在研究前人成果的基础上,创新性的提出了"三维客户价值体验公式"、服务品牌构建路径、服务品牌内化"六力"假设模型、基于机制设计理论的服务品牌内化模型,为下一步的品牌内化研究提供了初步的理论模型,并对中国金融企业,以及其他企业服务品牌建设有着较高的实践意义。     

关于拓展维护中高端客户理财产品的思考

通过对某金融机构理财产品销售结构和某金融机构产品营销的变化,我们必须有"跳出理财抓客户"的思路和勇气,银行维系中高端客户产品、中小企业融资信贷类产品。结合某金融分支机构业务发展,我们要抓住在资金客户资金流出时机,进行理财产品转化和非理财产品投资,提高建行重点产品在中高端客户销售比例,全面提升"存款、客户和中间业务收入"。为此,我们更需要做好深度服务、创新服务。     

Effects of commitment on intentional loyalty at the person-to-person and person-to-firm levels

This study explores how customers’ affective commitment and calculative commitment to the personal adviser and bank, respectively, affect their intentional loyalty to the personal adviser and bank. Data were collected using a web survey of mass affluent customers of a major Swedish bank. Responses were measured and analysed using factor, correlation, and regression analyses. The results reveal that the person-to-person and person-to-firm loyalty categories are influenced by affective and calculative commitment to the personal advisor and by affective commitment to the bank, but not by calculative commitment to the bank. Moreover, there is a strong relationship between customer loyalty to the personal adviser and to the bank. It can be concluded that affective commitment has a stronger overall impact on customer loyalty than does calculative commitment, indicating the importance of creating affective ties with customers, and that personal advisers are central to bank – customer relationships. The importance of financial issues to mass affluent customers implies that both affective commitment and calculative commitment to the personal adviser are important in building customer loyalty to a bank or brand.     

Get inside the lives of your customers

Many companies have become adept at the art of customer relationship management. They've collected mountains of data on preferences and behavior, divided buyers into ever-finer segments, and refined their products, services, and marketing pitches. But all too often those efforts are too narrow--they concentrate only on the points where the customer comes into contact with the company. Few businesses have bothered to look at what the author calls the customer scenario--the broad context in which customers select, buy, and use products and services. As a result, consultant Patricia Seybold maintains, they've routinely missed chances to deepen loyalty and expand sales. In this article, the author shows how effective three very different companies have been at using customer scenarios as the centerpiece of their marketing plans. Chip maker National Semiconductor looked beyond the purchasing agents that buy in bulk to find ways to make it easier for engineers to design National's components into their specifications for mobile telephones. Each time they do so, it translates into millions of dollars in orders. By developing a customer scenario that describes how people actually shop for groceries, Tesco learned the importance of decentralizing its Web shopping site and how the extra costs of decentralization could be outweighed by the higher profit margins on-line customers generate. And Buzzsaw.com used customer scenarios as the basis for its entire business. It has used the Web to create a better way for the dozens of participants in a construction project to share their drawings and manage their projects. Seybold lays out the steps managers can take to develop their own customer scenarios. By thinking broadly about the challenges your customers face, she suggests, you can almost always find ways to make their lives easier--and thus earn their loyalty.     

The one number you need to grow

Companies spend lots of time and money on complex tools to assess customer satisfaction. But they're measuring the wrong thing. The best predictor of top-line growth can usually be captured in a single survey question: Would you recommend this company to a friend? This finding is based on two years of research in which a variety of survey questions were tested by linking the responses with actual customer behavior--purchasing patterns and referrals--and ultimately with company growth. Surprisingly, the most effective question wasn't about customer satisfaction or even loyalty per se. In most of the industries studied, the percentage of customers enthusiastic enough about a company to refer it to a friend or colleague directly correlated with growth rates among competitors. Willingness to talk up a company or product to friends, family, and colleagues is one of the best indicators of loyalty because of the customer's sacrifice in making the recommendation. When customers act as references, they do more than indicate they've received good economic value from a company; they put their own reputations on the line. And they will risk their reputations only if they feel intense loyalty. The findings point to a new, simpler approach to customer research, one directly linked to a company's results. By substituting a single question--blunt tool though it may appear to be--for the complex black box of the customer satisfaction survey, companies can actually put consumer survey results to use and focus employees on the task of stimulating growth.     

Build loyalty in business markets

Companies often apply consumer marketing solutions in business markets without realizing that such strategies only hamper the acquisition and retention of profitable customers. Unlike consumers, business customers inevitably need customized products, quantities, or prices. A company in a business market must therefore manage customers individually, showing how its products or services can help solve each buyer's problems. And it must learn to reap the enormous benefits of loyalty by developing individual relationships with customers. To achieve these ends, the firm's marketers must become aware of the different types of benefits the company offers and convey their value to the appropriate executives in the customer company. It's especially important to inform customers about what the author calls nontangible nonfinancial benefits-above-and-beyond efforts, such as delivering supplies on holidays to keep customers' production lines going. The author has developed a simple set of devices-the benefit stack and the decision-maker stack-to help marketers communicate their firm's myriad benefits. The vendor lists the benefits it offers, then lists the customer's decision makers, specifying their concerns, motivations, and power bases. By linking the two stacks, the vendor can systematically communicate how it will meet each decision-maker's needs. The author has also developed a tool called a loyalty ladder, which helps a company determine how much time and money to spend on relationships with various customers. As customers become increasingly loyal, they display behaviors in a predictable sequence, from growing the relationship and providing word-of-mouth endorsements to investing in the vendor company. The author has found that customers follow the same sequence of loyalty behaviors in all business markets.     

Lead for loyalty.

The greater the loyalty a company engenders among its customers, employees, suppliers, and shareholders, the greater the profits it reaps. Frederick Reichheld, a director emeritus of Bain & Company, offers advice on improving loyalty that is based on more than a decade of research. Primarily, he says, outstanding loyalty is the direct result of the decisions and practices of committed top executives with personal integrity. The "loyalty leader" companies--those with the most impressive loyalty credentials--are a diverse group, ranging from Vanguard and Northwestern Mutual to Chick-fil-A, Harley-Davidson, Intuit, and Enterprise Rent-A-Car. But beneath their surface variations lie six strikingly similar relationship strategies: 1. Preach what you practice. Executives must preach the importance of loyalty in clear, precise, powerful terms. 2. Play to win-win. It's not enough that your competitors lose; your partners must win. There's a clear connection, for instance, between a company's treatment of its employees and its attitude toward customers. 3. Be picky. A truly humble company knows it can satisfy only certain customers, and it goes all out to keep them happy. Careful selection of employees also plays an important role. 4. Keep it simple. Great leaders understand that they must simplify rules for decision making. 5. Reward the right results. Many companies reward employees who grab short-term profits and short-change those who build long-term value and customer loyalty. 6. Listen hard, talk straight. Long-term relationships require honest, two-way communication and learning. Exemplary leaders break through the cynicism of the times by showing they believe that an organization thrives when its partners and customers do.     

商业银行客户忠诚问题初探

本文立足于最新的客户关系管理理论,结合我国商业银行的实际,从提高客户忠诚度对商业银行的好处、忠诚客户的分类、客户忠诚的形成过程、影响银行客户忠诚的因素、商业银行如何提高客户忠诚度等五个方面对商业银行的客户忠诚问题进行了探讨.     

What price loyalty? A fresh look at loyalty programs in the credit card industry

There is controversy about the effects of loyalty programs in the customer relationship management literature. Although some managers and researchers believe that customer loyalty created through loyalty programs leads to higher firm profits, others have found evidence that loyalty programs do not have a positive effect on firm's profits. In this article, we present our findings regarding the effect of reward cards and affinity cards on customer profitability in the context of credit card industry. We find surprising evidence that customers who own either a reward card or an affinity card generate significantly less profit than those customers who do not have these cards. Equally puzzling is the fact that these customers also have lower average lifetime with the firm. This leads us to a puzzle as to why these practices are widely prevalent in the industry. We find that loyalty cards provide value to the issuers in terms of risk management. They serve as a mechanism to reduce the risk associated with more profitable customers by attracting less risky customers. Thus, through loyalty cards the financial institution is able to balance out the total risk of the portfolio of customers by acquiring customers, who although less profitable, are less risky.     

Loyalty-based management

Despite a flurry of activities aimed at serving customers better, few companies have systematically revamped their operations with customer loyalty in mind. Instead, most have adopted improvement programs ad hoc, and paybacks haven't materialized. Building a highly loyal customer base must be integral to a company's basic business strategy. Loyalty leaders like MBNA credit cards are successful because they have designed their entire business systems around customer loyalty--a self-reinforcing system in which the company delivers superior value consistently and reinvents cash flows to find and keep high-quality customers and employees. The economic benefits of high customer loyalty are measurable. When a company consistently delivers superior value and wins customer loyalty, market share and revenues go up, and the cost of acquiring new customers goes down. The better economics mean the company can pay workers better, which sets off a whole chain of events. Increased pay boosts employee moral and commitment; as employees stay longer, their productivity goes up and training costs fall; employees' overall job satisfaction, combined with their experience, helps them serve customers better; and customers are then more inclined to stay loyal to the company. Finally, as the best customers and employees become part of the loyalty-based system, competitors are left to survive with less desirable customers and less talented employees. To compete on loyalty, a company must understand the relationships between customer retention and the other parts of the business--and be able to quantify the linkages between loyalty and profits. It involves rethinking and aligning four important aspects of the business: customers, product/service offering, employees, and measurement systems.     

Don't homogenize, synchronize.

To be more responsive to customers, companies often break down organizational walls between their units--setting up all manner of cross-business and cross-functional task forces and working groups and promoting a "one-company" culture. But such attempts can backfire terribly by distracting business and functional units and by contaminating their strategies and processes. Fortunately, there's a better way, says the author. Rather than tear down organizational walls, a company can make them permeable to information. It can synchronize all its data on products, filtering the information through linked databases and applications and delivering it in a coordinated, meaningful form to customers. As a result, the organization can present a single, unified face to the customer--one that can change as market conditions warrant--without imposing homogeneity on its people. Such synchronization can lead not just to stronger customer relationships and more sales but also to greater operational efficiency. It allows a company, for example, to avoid the high costs of maintaining many different information systems with redundant data. The decoupling of product control from customer control in a synchronized company reflects a fundamental fact about business: While companies have to focus on creating great products, customers think in terms of the activities they perform and the benefits they seek. For companies, products are ends, but for customers, products are means. The disconnect between how customers think and how companies organize themselves is what leads to inefficiencies and missed opportunities, and that's exactly the problem that synchronization solves. Synchronized companies can get closer to customers, sustain product innovation, and improve operational efficiency--goals that have traditionally been very difficult to achieve simultaneously.