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Network transformation
Terminology in economics
Network transformation refers to the operation mode of the bank's network transformation. Network transformation and reconstruction network value Network transformation refers to the transformation of the business function of the network from the accounting transaction oriented to the marketing service oriented. Specifically, to use uniform standards.
Standardize the service marketing model of outlets, achieve service standardization and customer experience consistency, so as to improve product sales ability and promote
Customer satisfaction
.
- Chinese name
- Network transformation
- Time of presentation
- The year 2002
- serve
- Standardize the service marketing mode of network
- ocular
- Improve network operation capability
The domestic banking industry put forward this concept around 2002. Each bank is actively promoting the transformation of network functions, although each bank's method and focus are not the same, but its purpose is the same, that is, to improve the operation, marketing and service capabilities of the network.
[1]
As an important battlefield of modern commercial banks, bank branches are an important channel to influence customers and occupy the market. With the intensification of competition, bank products are increasingly homogenized, and network operation, service and marketing have gradually become the core competitiveness. While commercial banks pay close attention to network infrastructure construction and strengthen operation and management, It is also found that there are many problems in the network, such as low service rate, poor marketing perception, cumbersome business processes, and customer complaints. Therefore, only by scientifically diagnosing the status quo of service marketing and management of business outlets, effectively sorting out the management process, identifying the shortcomings of service marketing and operation management, and improving the level of service marketing and management of network outlets, can we meet the needs of internal management, market competition and customer satisfaction.
With the help of the construction of benchmarking business outlets, systematic sorting and improvement of the business service operation management system, the formation of a standard manual, through the development of talent magnetization training, to create a benchmarking business outlets as a unit, business outlets unique training team, the formation of a long-term mechanism of talent magnetization.
1, benchmarking network management manual preparation
2. Centralized training of business outlets
3. On-site counseling of business outlets
4. Follow-up curing in the later stage of the project
Through the construction of model business outlets, to play a benchmarking role, to achieve the purpose of improving the service, management level and marketing ability of commercial banks' business outlets;
Customer-centric, from the position and business two dimensions, rationalize the process, establish a standardized process template;
By optimizing personnel management, site management, service management, marketing management and customer management, set up an effective management system of business outlets;
Based on the model business outlets, establish a comprehensive in-store training mechanism to provide a platform for the staff of commercial banks' business outlets to learn and communicate;
Form a long-term mechanism of magnetization training for commercial banks, and ultimately achieve the purpose of improving the service level and marketing ability of commercial banks.
Research and diagnosis report of service marketing status of pre-project business outlets
Network service standards specification manual
Network site management manual
Product marketing language manual
Project implementation summary report
