Let's go straight to the text. Throw two sour grapes first.
- 1-
-Financial technology makes traditional retail bankers so sour-
Baidu Encyclopedia says that financial technology is "technology-driven financial innovation". In fact, this concept can be further extended, adding two words, "technical personnel-driven financial scene innovation", "personnel" and "scene" are the core.
Let me talk about personnel first. In addition to doing technology, technicians' greater contribution is to abstract complex technical principles into easy-to-understand and tall terms. Internet writers popularize science into cartoons and essays, and integrate concepts into ordinary people's lives, becoming the talk material for leisure and business. When we talk about financial technology now, we must talk about "ABCD". Anyone can talk about big data, blockchain, cloud computing and artificial intelligence. Technicians and network writers have contributed a lot.
Besides, there are also "paid" and "paid" scenarios of financial technology. The rise of Taobao has driven a lot of online demand. If you earn money, you have power. The invisible hand will promote the rapid iteration of technology all the way, and products such as Yu 'ebao and Licaitong will be derived from the traffic portal of payment. Combined with biometrics, image recognition, artificial intelligence and other technologies, online identity is verified, and scene applications such as online insurance, social security, medical insurance and parking payment are derived. Therefore, financial innovation is more suitable than financial scene innovation.
Have a sour grape.
90% of the scenes of financial technology are convenient scenes for individual customers, but do traditional retailers (except product managers) really understand financial technology?
For example, the concept of "big data"
It turns out that it is much easier for technicians to understand life scenes than retailers to understand technical principles. Therefore, it is understandable that banks often take the lead in financial technology innovation in IT demand departments and network finance departments.
Although it is cruel, it must be said that on the track of financial technology, the traditional front-line retailers have fallen behind. Like customers, we are just experiencers of financial technology.
Yes, man, the second sour grape.
According to whether it is bulletproof or not, the traditional retail staff of banks are divided into two categories, one is called teller hidden in bulletproof glass; The other is the client/lobby manager walking around outside the bulletproof glass. In the days without financial technology, it is clear how many tellers are left in the cat food and dog food of big customers. Because there are too many intersections, it is the most sufficient moment for information exposure. However, in the era of financial technology, the shadow of customers is intangible. Banks have also specially developed an "intelligent network customer identification system" to "track rare customers". Technology gives customers freedom, but it also weakens KYC's ability.
Although it is cruel, it must be said that the traditional retailers in the front line have been put back on the track of KYC.
The original intention of financial technology is to facilitate customers and improve efficiency. Banks can also focus on core business and customers, but for retail, the biggest contribution is 20% of high-net-worth customers (perhaps less). Maintaining and managing them depends on the accumulation of money and countless daily exchanges, which may make customers with an average daily income of 100 suddenly transfer money 100; Long-term access to comprehensive customer information, preferences, in order to achieve more than 1 billion product purchases, comprehensive family trust, financial needs behind the enterprise, and so on.
I'm not against financial technology. On the contrary, I'm a fan. In the changes of the times, traditional retailers can't object, but reflect, otherwise it will be more sour next.
-2-
-What should traditional retailing reflect on-
Bank retail business consists of three major revenues, namely, basic settlement (credit card handling fee, remittance handling fee, etc. ), consignment products (basic deposits) and personal loans, but internal and external troubles coexist.
Basic reconciliation was stifled by the internet. At present, the convenience of payment in China leads the world. The key is that many free, Internet giant and bank online services have successfully killed the basic settlement;
High-net-worth customers of consignment products are constantly being hunted. There are more than 5,000 independent tripartite wealth institutions, 5,094 funds from 139 fund companies are sold by Tian Tian Fund, and 4,804 funds from 135 fund companies are sold by Haobu Fund.
A loan is inseparable from bricks, and the competition in the Red Sea is fierce. After the long-tail customers that banks didn't want to do in the past were beaten out by small loans, many banks happily started joint loans. However, after the economic downturn and the new online lending regulations, mortgages and mortgages around bricks will still be personal loans.
Playing finance with financial technology is a cross-border dimension reduction blow. It is similar to playing scenes instead of playing banks and playing other industries. However, can the traditional retail, which has been pumped a few tubes of blood and scattered a wave of work, really resist the impact by doing live broadcasts, dancing and holding small classes on hot clouds? Can you really reduce face-to-face information interaction and lose sight of customers' eyes and demeanor?
-3-
Do the right thing, not the right thing.
Customers, not only the retail feet, but also the retail waist, can hit the ball, smash the ball with their feet, and their feet pass through the waist, belt and arm.
A few days ago, I had an interesting information exchange with a good friend (the general manager of three-party financial management and sales). I have two months of idle funds to make products, and she has funds to remit across borders. She gave two product suggestions within 1 minute, so I chose one. I spent the same time telling her the shortest route of cross-border remittance, telling her that it is the fastest and there is no handling fee. Within five minutes, we all got the information that the other party wanted most.
Therefore, even if an old driver who has been in business for more than ten years still needs trusted people to give the fastest and best advice in the segmentation field, I really don't have time to collect the product information of major banks, log in to mobile banking and open product manuals to analyze and compare one by one, and she doesn't have the energy to calculate the complicated process of cross-border remittance and the comparison of charges. Everyone is focusing on his own field, and professional things should be left to trusted professionals. Just as autonomous driving can't replace drivers in a short time, the current technical means can only collect public information and standardize data analysis, and still need "artificial" intelligence for unmeasurable indicators such as preferences, moods and psychological expectations.
Therefore, how to use financial technology to establish and consolidate "professional trust" with customers should be the right move for traditional retail banks.
-4-
Retail paradise
Three viewpoints
Viewpoint 1: Give more guns to the front.
"The first line calls for gunfire" is one of the management concepts of an IT factory. I quite agree. Only soldiers on the battlefield know how to shoot shells and how to use resources.
The major banks have a variety of technology products on the client side, including intelligent customer service, cloud outlets, investment think tanks, etc., but they still focus on statistical analysis internally. In order to gain the "professional trust" of customers, frontline soldiers need professional knowledge and investment tools most, but unfortunately, this information still mainly comes from channel training, autonomous learning, administrative orders and so on. As for what customers can do on the spot, it depends on personal nature.
Are these online technical tools and requirements fragrant to retail account managers? The confidence of account managers in talking with high-net-worth customers may increase by several degrees.
Most importantly, these tools and experts will gather a large number of real scenes and requirements in the background, forming valuable materials for real "artificial intelligence" and "machine learning".
Viewpoint 2: tirelessly fool people, even if you pretend to be B, you must pretend to be awesome.
Talking with customers about reading the same popular science website and the same short video can only be regarded as a barely catchy type. But if you can tell the information that is closely related to the customer from the net text and short video, and he doesn't realize it, you can start bragging.
For example, digital currency's blockchain mechanism has nothing to do with individual customers' business, but when it comes to large business funds, it can be directly traded on the spot, without inter-bank transfer, collecting money without network, and so on. The customer may have a bright eye and ask you, is this transaction safe?
At this time, in turn, the popular science blockchain is decentralized, can not be tampered with, collective maintenance, enjoy the concept of account books, and ensure safety. But further remind, digital currency has no interest. If you want to make a profit, you still have to deposit your money in a bank account, such as XXXX in our bank.
Viewpoint 3: Your house brick, my house tile, * * * build our house yard to suck.
The transformation of financial technology in big banks and the development of internet platform will lead to the intensification of polarization in the retail market in the future. The best assets, channels and customers are in the hands of big banks or head traffic platforms, forming a new 2: 8 law, and 20% of head institutions will master 80% of products and the best customers. The scale and talents of small and medium-sized institutions are seriously insufficient, so people can only eat meat and you drink soup.
Therefore, small and medium-sized institutions must get together to keep warm. Your products are good, my equity products are good, and his shareholders have trust resources. Whoever has branches abroad will put all products and channels together. Millet and rifle can also expand territory and conquer the whole country.
Don't be selfish at this time. Your customers, my customers, your income, my income, the circle is very small. If you happen to go from Line A to Line B, you are always paving the way for yourself.
All in all, the era of financial technology has arrived, and Kodak and digital cameras have been overtaken by smartphones. Embracing technology, using technology, focusing on the core advantages of "people" and empowering them with technology are the right way for retail banks.
Postscript:
The author has been engaged in bank retail business for 12 years, and learned the three treasures of retail, namely, credit, financial management and the ability to write articles. Then, with a yearning for financial technology and a wonderful resume without technical background, I jumped into a domestic technology factory and rushed to the market for two years, feeling the Peng (disabled) faction (strong) wave (fine) tide of financial technology transforming traditional banks.
My point of view does not represent the point of view of my unit, nor does it involve business information.