In 1882, the German sociologist F. Toennies (F. Toennies) for the first time proposed the term "community". He believed that the basic elements of a community are: a certain area; a certain group of people; a certain form of organization, *** with the same values, code of conduct and the corresponding management bodies; there are a variety of living services to meet the material and spiritual needs of the members. In China, the term "*** homogeneous body" was first proposed by Fei Xiaotong, referring to the social *** homogeneous body living in a certain area, with a certain social relationship as a bond, and with a homogeneous population as the main body of life. Of course, there are scholars who believe that the neighborhood refers to residential areas with property management, especially in the city.
As a social ****similarity, ****similarity in the individual or enterprise in the economic activities produce a large number of financial needs. This puts forward the service demand for financial institutions, but also for financial institutions to create business opportunities, community finance came into being. From the perspective of commercial banks, community finance refers to the bank's tangible or intangible outlets as the basis, from the perspective of customer demand, through the integration of various resources, to provide targeted financial products and services to the community of comprehensive financial activities.
The community here refers to the gathering area of various social resources, which is the collection of all economic elements in a certain area, including residents, enterprises, capital and information. It can be a residential community, a comprehensive business community, a commercial logistics community, an industrial enterprise cluster community, an institution, an enterprise community, a humanities and medical community and so on. The main customers of community financial business are human customers and small and micro-enterprise customers, basically belonging to the target customer groups of retail banking.
One is the attempt of commercial bank community financial services
Providing financial services for the community is an integral part of commercial bank financial services. In recent years, with the shift of business focus of domestic commercial banks, retail banking business has developed rapidly and community financial services have been emphasized. Some banks continue to innovate service channels and forms according to the characteristics and needs of community customers:
1. Banking services into the community. This is the community financial services used by most banks, the main forms are: door-to-door service (holiday organization staff to set up service points in the community, with the help of mobile terminals and other equipment on-site acceptance or handling of some simple business), appointment service (open service time in the community, provide business service card or business application registration appointment book, collect information on interested customers, after the event, analyze and timely contact with customers and business acceptance), and publicity seminars (organizing seminars and lectures, etc.). By carrying out the activity of "service in the community", changing "customers come in" to "bank goes out", the bank lowers its ego, strengthens the customer relationship, and combines the bank's business with the reality of the community. Combining banking services with community realities. This method is flexible and low-cost, but it often lacks unified arrangements, has low coverage, is arbitrary, and has mixed results.
2. Extending service hours. In order to meet the needs of some customers for financial services after work, some banks have launched a "financial night market", delaying the bank's business hours, especially private services, by 1-3 hours. This extended service is not a universal service. It is usually in special areas and users with special needs, such as summer, delay some outlets near the central business district or residential neighborhoods. Shanghai Agricultural and Commercial Bank's "Financial Convenience Store" is strongly promoted by the bank. It is a small bank branch, deep in the community and close to the market. Its most important feature is the implementation of staggered time extension service, open at night, manual service time extended to 21:00 pm. Equipped with appropriate staff, the staff can provide counter service for customers during evening business and handle traditional business that cannot be handled by self-service machines. Although the extended service meets the demands of some community customers, it obviously increases the bank's costs and management difficulties, and is not conducive to improving the efficiency of the use of electronic channels.
3. Explore smart services. Some outlets extended service fee fee time and effort, the existing self-service equipment can not meet the complex needs, the bank seems to be in a dilemma. Some banks have taken an alternative approach to explore new ways to provide intelligent services, such as the 24-hour intelligent banking machine (VTM) launched by Guangfa Bank, which is an organic combination of self-service equipment and manned services.VTM develops a new service model through technological innovations that organically integrates local customer self-help and remote seat assistance, with operations and authorization applications carried out at remote terminals, rather than the normal tellers carrying out the business operations at the counters. Savings cards can be applied for with ID cards, and business that normally needs to be done at someone's counter can be handled 24 hours a day. GFB plans to invest extensively in VTMs in residential communities. for those businesses that in the past could only be handled at a bank counter during working hours, in the future, customers can also choose to handle them easily at the 24-hour smart bank at their doorstep during their leisure time after work and after dinner. This is an important initiative of GFB's community financial services.
4. Community financial service model. Minsheng Bank's "community finance" model is part of its "strong focus on two small" strategy, which mainly includes: First, rooted in the community, to promote the construction of Minsheng Financial Smart Supermarket, located in the middle and high end of the residential area, set of self-service equipment, online banking, mobile banking experience, Second, innovative products, launching a series of convenient financial products, including community customer card and convenient payment platform, focusing on the real financial needs of community customers, and helping to build a 15-minute convenient business circle around the community; third, value-added services, providing people with services centered around food, clothing, housing and transportation. Third, value-added services to provide people with services around food, clothing, housing and transportation, including regular livelihood services in the community, exclusive offers from community merchants, and even regular medical checkups for the elderly in the community and square dance instruction. As an important product of "community finance", Minsheng Bank has launched the "Smart Home Loan" business, which grants credit to eligible community residents and provides small loans of up to 500,000 RMB for consumption without collateral or guarantee, and can be used for comprehensive personal and family consumption.
Community finance is an important manifestation of the deepening of commercial banks' business and services. Each of these approaches has its own characteristics. The "service to the community" is flexible and diversified, the extended service can improve customer satisfaction, and the intelligent service combines the advantages of self-service equipment and manned service, all of which are useful explorations of community financial services. Minsheng Bank's "community finance" model is precisely positioned, starting from a high point, and the effect will be visible. However, the "community" here only refers to the community of residence, not the community in the broad sense.
Second, the exploration of community banking
Community banking as a type of bank, has a unique function and role. In China, although commercial banks have been involved in community financial services, but not many people clearly put forward the "community bank" strategy, and even fewer people really work for it. Domestic commercial banks tend to want to grow bigger and bigger, with branches all over the country. Generally speaking, they are not satisfied with the positioning of community banks. The reasons are complex.
The. In recent years, some regional small and medium-sized banks, in the face of fierce market competition, rethink the future development of positioning, and gradually explore and practice "community bank" road. For example, Hangzhou United Bank, put forward the "centralized differentiation" development strategy to "build the best regional rural commercial bank" as the vision, the service object is clear for the "three rural", The bank's service targets are the "three rural areas", the community and small and medium-sized enterprises, and it strives to become a "boutique retail bank" and a "specialized personal bank" in the true sense of the word.
The strategic positioning of "community banking" is clear, but it needs to be put into action. According to the characteristics of community banks and community customers, the main measures can be taken to target:
One is to strengthen the collection of information. Community customers are many, different characteristics, effective customer information is the basis of community financial services marketing. Community banks can only accurately grasp customer information, in order to efficiently market to customers and provide personalized service. Sharpening the knife is not wrong, community bank institutions and outlets, especially the newly established outlets responsible person and account manager, to focus on a period of time to serve the community in the basic customer type and composition, industry distribution, industry penetration and other aspects of the more detailed mapping survey, and to establish a detailed customer information file. On this basis, the existing customers and potential customers for segmentation and research, clear target customers and key customers, one by one to develop targeted, personalized marketing and service programs, the community financial services to promote the real.
The second is to improve the marketing method. To explore the community bank marketing model, the formation of relationship marketing-based business development approach. For example, Hangzhou United Bank, on the basis of the traditional account manager system, to promote the community manager system, give full play to the community manager in the community between the customer and the branch of the link linking role. It has formulated the Measures for Business Assessment and Reward of Community Managers and the Regional Management Model of Community Managers to explore the community marketing model in terms of personnel training, daily management as well as assessment mechanism. In some affluent villages and high-end communities, a group of local community managers have been identified, who are responsible for understanding the needs of customers under their jurisdiction, recommending products, and conducting in-depth investigations of customers' creditworthiness. These community managers are familiar with the community situation, easily trusted by community residents, through the "sweeping" service to find and explore new customers, targeted services, the effect is better.
Third, rich service channels. Physical outlets are still the main service channels of community banks, according to the characteristics of community customers and service needs, re-planning and adjustment, strengthening and re-creation of the marketing function and service function of the outlets. In particular, under the premise of risk control, the branches should be fully authorized, such as granting the authority to carry out consumer credit and small and micro-enterprise loans, so as to enable them to "one-stop" meet the needs of customers. ATMs, self-service points, intelligent terminals, online banking, mobile banking and other service channels should be comprehensively utilized to guide customers to improve the level of independent services. We can cooperate with supermarkets and merchants in the community to set up financial service points or contact points to extend the reach of banking services and create the customer experience of "community banking, everywhere". You can also set up a community service marketing team similar to the credit card marketing team under the leadership of the community manager, sweeping the streets, active marketing, door-to-door service, to enhance the marketing and service tension.
Fourth, innovative financial products. Community banking generally has a strong regional characteristics, to seriously do a good job of market demand analysis, clear market and product positioning, organization development and marketing of products and services suitable for use by community customers. In particular, we should speed up the innovation of personal and microfinance products to enrich the content of community financial services. For example, the introduction of exclusive community co-branded cards integrating convenience, merchant preferences and financial services enhances community identity and brings many services. For different communities, the needs of different customer groups, you can also carry out product mix marketing, such as focusing on investment and financial management to the high-end customers marketing "silver certificates" and "regular a pass", etc., to focus on risk and protection of middle-aged and old-aged customers marketing capital-protection type It also markets capital preservation products, treasury bonds and money funds to middle-aged and elderly customers who emphasize risk and protection, and markets electronic remittances, online banking and telephone banking to small business owners who have frequent inter-regional fund transactions.
Fifth, optimize the business process. Community banking business is generally characterized by "small, fast and frequent". Customers have very high requirements for business efficiency. To sort out the existing counter business processes, reasonably simplify some of the cumbersome processes, such as filling out, lost and personal loans, etc., to meet the needs of the community customers to conveniently and quickly handle business. For credit business, customer surveys, data collection and other pre-credit investigations can be handed over to the community manager, giving full play to the role of the community manager, the establishment of relevant customer files and tracking records. When the customer has a loan demand, can do the first time information extraction and information symmetry, can greatly shorten the loan process.
Third, the community financial services thinking
Community financial services, the exploration of community banking, in the country are not mature enough and perfect, and therefore did not form a clear and complete model. But in the course of several years of development, gradually also reached some relatively consistent understanding. There are several misconceptions that need to be clarified:
First, community financial services are not just for community residents. It should be a comprehensive service that serves both community residents and community SMEs. The object of community financial services, basically belongs to the category of retail banking customers, can be in the "big retail banking" model, on the basis of the traditional personal banking business, and systematically promote the personal customers, micro-enterprise and small business three-dimensional marketing and integrated management. Of course, the community financial services, this comprehensive service, but also selective, large enterprises, large industries may not be the community financial marketing object.
Secondly, community financial services are not just for small and medium-sized banks. Large commercial banks, joint-stock commercial banks, city commercial banks, as well as a large number of rural financial cooperatives and postal savings banks, can participate in them and play an active role. Different types of banks, have their own characteristics and customers, if the service is appropriate, can find their own focus in community finance. The active participation of a variety of banking institutions is also very beneficial to community financial services. Of course, community financial services is not just a simple repetition of the original products and services, commercial banks to get out of the road of heterogeneous competition.
Third, community financial services are not just the main body of commercial banks. Commercial banks are the main force of community financial services, but not the only service provider. Other non-bank financial institutions, such as insurance companies, fund companies, securities companies and microfinance companies, can also provide various forms of community financial services. Of course, commercial banks have the strongest service function and are natural leaders. Banks should play a leading role in coordinating and organizing other financial institutions*** to participate in community financial services.
It should be emphasized that not all banks are suitable for transformation into community banks. In China, the direction of development of large commercial banks is banking group companies, national joint-stock commercial banks are also moving towards the goal of full-featured banks. Most urban commercial banks, a large number of rural financial cooperatives, postal savings banks, as well as the upcoming private banks, have the characteristics and conditions of community banks, and can focus on the transition to community banks. The development of community banks also can not flock, according to their own characteristics, to choose the appropriate path of development.
But no matter what, in the context of urbanization, the community economy is booming, domestic Chinese banks, especially retail banking needs to focus on moving down, deepening services, and needs to take root and thrive in serving the community economy. This is also an important means of differentiating themselves from foreign banks.
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