Discussing the marketing path of the Postal Savings Bank of China under the new form

The Postal Savings Bank of China, which is currently under preparation, has been approved by the State Council and will be officially listed soon. It is reported that China Postal Savings has savings deposits of up to 1.2 trillion yuan, with 36,000 outlets nationwide, 270 million depositors, and annual operating income of more than 20 billion yuan. More than 8,000 of the 1.2 trillion yuan in deposits are deposited with the central bank. billion in capital. In addition, the deposits of the Postal Savings Bank of China are mainly used for agreement deposits with banks, interbank lending, and the purchase of government bonds, all of which are profitable.

However, the soon-to-be-established Postal Savings Bank of China has many problems that need to be solved urgently in terms of the scale of its business outlets, degree of financial modernization, business varieties, internal control mechanisms, and the deployment of financial professionals.

1. Although the Postal Savings Bank has many outlets, about 2/3 of them are located in rural areas. Most postal savings banks in various places have outdated business premises, insufficient safety facilities, backward hardware equipment, and poor operating environments. etc. questions.

2. The long-term policy of “only depositing but not lending” has resulted in a severe shortage of financial talents in Postal Savings Bank. The educational level of postal savings employees is low, their quality is not strong, and their business level is not high, making it difficult to provide diversified financial services that satisfy users.

3. The lack of high-quality professional talents has become a bottleneck for postal savings to develop intermediary businesses, especially the development, innovation and marketing of technological and high value-added intermediary businesses. Compared with the intermediary business of other commercial banks, the development of postal savings' intermediary business still lags far behind, and there are many problems, as shown in: 1. Uneven development of intermediary business. The variety structure is uneven. At present, the intermediary business carried out by Postal Savings is mainly concentrated in agency and bank card categories. Even for agency and bank card intermediary businesses, Postal Savings operates only a part of them. Regional development is uneven. According to relevant statistics, the income of municipal and prefectural bureaus with good intermediary business development can account for more than 20% of postal savings business income, while the proportion of intermediary business income of bureaus with poor development is less than 1%, and the gap is very obvious. The profitability of various business types is uneven. Branded products have better development momentum and greater profitability than unbranded products. Data show that in 2004, the postal savings green card achieved nearly 1 billion yuan in fee income, accounting for the vast majority of the intermediary business income that year. 2. Lack of effective business management system.

The author believes that the current Postal Bank should adopt the following marketing strategy: mainly adopt the basic marketing tactical strategy "4Ps" (product, pricing, channel and promotion strategy), as well as talent and service strategy.

1. Product strategy:

The "Opinions on the Development of Postal Savings Business in the Next Stage" formulated by the State Postal Savings and Remittance Bureau in 2003 pointed out that it is necessary to focus on the development of current deposit accounts Various intermediary businesses based on the green card as the carrier will drive the development of the savings business. By 2006, the intermediary business of the Postal Savings Bank had made considerable progress. Not only has it gradually developed large-scale collection and payment services such as payroll and pension payments, stabilizing a number of low-end customer groups, but it has also made breakthroughs in the field of personal financial management business, and has been able to cooperate with insurance, funds and large enterprises. Cooperate and begin to enter the high-end customer market. Taking bank cards as an example, as of August 2005, the postal green card had nearly 90 million users, ranking third after ICBC and Agricultural Bank of China. In the bank card market in rural areas, it accounts for more than half of the market share.

A person from the State Postal Savings and Remittance Bureau told reporters, "In terms of (intermediary business), there is still a big gap between us and other banks." According to him, the current intermediary business income of the Postal Savings and Remittance Bureau is between The proportion of the total postal savings income is less than 6, which is still relatively small. There are even fewer business varieties, less than a hundred. The intermediary business types of ICBC have reached 420 types.

Postal Savings has obtained a banking license and is mainly engaged in retail business. From the beginning, it has strategically positioned itself to create high-quality products and avoid the high risks of the company's business from the source.

Formulate a development plan for intermediary business, organize relevant personnel to conduct market research, develop and evaluate new products, improve the cost accounting system for intermediary business, and promote the development of intermediary business in a targeted and selective manner by leveraging the network advantages of postal savings and leveraging traditional businesses. . It is necessary to set indicators for intermediary business workload, intermediary business income, etc., increase the intensity of assessment rewards and penalties, and promote the overall benefits of intermediary business by establishing a business incentive system with unified management, unified planning, unified coordination, division of labor and overall marketing. Actively and steadily develop.

In mid-November 2004, the State Postal Savings and Remittance Bureau formally established a microfinance business working group, and seconded personnel from local areas to be responsible for the design of relevant systems. At the end of December of the same year, the State Postal Savings and Remittance Bureau formally submitted an application to the China Banking Regulatory Commission for launching small-amount pledge loan business and rural micro-credit business. Therefore, if policies permit, the Postal Savings Bank can use its network in rural areas to vigorously develop microfinance business for farmers; at the same time, it must improve its governance structure, risk management, strengthen internal controls, and train financial professionals. Postal Savings Bank of China is also quietly making efforts in small-amount mortgage loans that have attracted much attention from the outside world recently. A "Notice on Stably Promoting the Pilot Program of Postal Savings Small Pledge Loans" has been issued to all pilot provinces. It requires the ten provinces in the second batch of pilots to expand the scope of the pilot before the end of the year, and stipulates that provinces that meet the conditions can Added 52 more outlets. In addition, the boom in the securities market in 2006 drove the issuance and sales of funds. Rejected by the China Securities Journal: An insider from the State Post Bureau analyzed that the Postal Savings Bank is positioned as a "retail bank" and is mainly engaged in personal deposits and loans, insurance and other special businesses. Therefore, for "Postal Savings Bank", engaging in lower-risk intermediary businesses such as fund sales is completely in line with its positioning.

2. Price strategy:

The price of postal financial products is the interest rate, which is restricted by national financial policies. There are two types of fund prices in the current financial market: fixed and market. Postal finance should proceed from reality in marketing, comprehensively analyze capital costs, capital needs, and market competition to achieve fund safety, efficiency, and flow.

3. Channel strategy:

Statistical data shows that as of August 2005, there were more than 37,000 postal savings outlets nationwide, of which rural outlets at and below county level accounted for 2/ 3 or more. And most of its outlets have implemented computer networking, allowing nationwide deposits and withdrawals. On the third day after the State Council passed the Postal System Reform Plan, Liu Mingkang pointed out during a survey in Xinjiang that the role of the Postal Savings Bank in rural areas is irreplaceable by commercial banks. The China Banking Regulatory Commission supports the Postal Savings Bank of China in opening more branches after its establishment. Postal Bank must give full play to its channel advantages and make a reasonable layout. When adding new branches, it should give priority to areas lacking channels and areas with high business development potential.

There is still a gap between Postal Savings and commercial banks in terms of hardware equipment such as network systems and business outlets. The author found in some areas of the Central Plains that due to the limitations of the lack of network equipment and professionals, the number of postal savings outlets in urban areas is far less than the number of other bank outlets, and a considerable number of outlets cannot handle all businesses, such as remittances, deposits and withdrawals, etc., and mainly accept The financial business is payroll agency and insurance agency; and there are very few staff at the savings counter. In view of this, the Postal Savings Bank also needs to make great efforts to promote the optimization and integration of existing systems. Unify and standardize existing business outlets, update and purchase computers and other business facilities, comprehensively improve the level of hardware equipment, and provide necessary facilities for carrying out intermediary business. Postal savings should also increase investment in technology and improve the information management system. There are three levels of focus on development: the first is the multi-functional service network, which is used to promote the priority development of intermediary agency business; the second is the business management information network, which aims to develop intermediary business management software; the third is to compare the postal savings situation with various financial institutions across the country and Technology and business information from other industries are connected to enrich the information database, realize the sharing of information resources, and drive the development of related intermediate businesses with low information investment.

4. Promotion strategy:

Seize the good opportunity of Postal Savings Bank’s listing, increase publicity efforts, and establish a good new image in the minds of customers.

1. Image promotion.

That is to find a carrier that can represent corporate services to display service content and form. For example, Postal Finance has the characteristics of many outlets, many field staff, and long extended services. After the integration of some business outlets, they will present a beautiful, comfortable and safe business environment and modern facilities, which can highlight the grade and quality of services. These are the main contents of Postal Savings Bank’s promotion.

2. Special business promotion. If a company wants to develop, it must continuously launch new products and services, which to a certain extent make people curious about the company, thus creating motivation to try the product (or service).

5. Talent strategy:

Financial businesses are diverse and complex, requiring a team of professionals including finance, computers, financial accounting, engineering technology and law. First of all, we should vigorously introduce financial and computer professionals to enrich the workforce and reserve strength for future development; secondly, draw on the advanced experience of professional banks to effectively strengthen on-the-job employee training and improve the professional standards of employees; once again establish a complete set of incentives The constraint mechanism gives employees the motivation and pressure to improve their professional standards from both material and spiritual aspects.

Through the above measures, we will create an employment mechanism that gathers talents, cultivates talents and helps outstanding talents stand out, so that people can make the best use of their talents and talents, and meet the demand for talents due to the rapid development of intermediary business.

6. Service strategy:

1. Establish Postal Savings Bank’s own service marketing concept and positioning. As an emerging financial institution, it is necessary for the Postal Savings Bank to establish new service marketing ideas and concepts to guide the development of service marketing work and establish a new corporate image. On the other hand, banks usually provide five services to customers: access to cash services, asset security, asset payment services, loan services, and financial advisory services. But this does not mean that every bank can provide all-round services. Banks should combine their own characteristics to develop products that meet consumer needs and their own interests. Postal Savings Bank should clarify the marketing positioning of institutional outlets in different regions and levels to retain old customers, develop new customers, and achieve profitability goals.

2. Improve service quality standards and service guarantee system. Enterprise service quality standards are the basis for measuring service levels. Whether it is the service function standards or the service standards of service personnel, they are a mirror that reflects the appearance of Postal Bank. Strict service quality standards can give employees a sense of responsibility, easily form corporate cohesion and centripetal force, and maintain corporate vitality. While establishing service projects, the service quality assurance system is also very important. It is a commitment made by Postal Finance to customers and a means of promotion. To a certain extent, it is possible to eliminate users' risk concerns about services, and at the same time, it also provides a basis for customer information feedback.

3. Strengthen personnel training and management. In order to ensure the success of marketing, companies must train marketing personnel in service theory and service skills according to standards, so that they can master work skills and improve their work level. Secondly, we must strengthen the management of service personnel. Enterprises must understand the psychology of service personnel so that problems can be discovered and resolved early. At the same time, competition mechanisms and incentive mechanisms must be introduced to achieve survival of the fittest through competition and continuously improve the quality of the team.

4. Continuously expand the market and carry out differentiated service marketing. If Postal Savings Bank wants to attract customers in the market, it must expand its service offerings and provide unique programs to customers. Such as door-to-door service for large deposit withdrawals, financial management consultants; receipts for collecting gas and water electricity bills can be delivered to customers by couriers, etc. Provide VIP rooms to customers at outlets where conditions permit, and gradually set up financial management centers and financial consultants; so that the Postal Savings Bank of China can always maintain an active image in the minds of customers.

Information comes from: ypjs.com/news_yyyx/5281.htm