China Postal Savings Bank, which is currently under construction, has been approved by the State Council, and its official listing is just around the corner. It is reported that the savings deposit of China Postal Savings is as high as 1.2 trillion yuan, with 36,000 outlets nationwide, 270 million depositors and an annual operating income of more than 20 billion yuan. 1.2 trillion yuan of deposits, more than 800 billion of which are in the central bank. In addition, the deposits of China Postal Savings Bank are mainly used for agreement deposits with banks, inter-bank lending and the purchase of government bonds, all of which are profitable.

However, China Postal Savings Bank, which is about to be established, has many problems to be solved urgently in terms of business outlets, financial modernization, business varieties, internal control mechanism and the allocation of financial professionals.

1. Although there are many outlets of the Postal Savings Bank, about two-thirds of them are located in rural areas. Most postal savings in various places have problems such as outdated business premises, insufficient safety facilities, backward hardware and equipment, and poor business environment.

Second, the long-term "only saving and not lending" makes the financial talents of the Postal Savings Bank extremely scarce. Postal savings practitioners have low academic qualifications, poor quality and low professional level, so it is difficult to provide diversified financial services that satisfy users.

Third, the lack of high-quality professionals has become the bottleneck of the development of postal savings intermediary business, especially the development, innovation and marketing of high-tech and high value-added intermediary business. Compared with other commercial banks, there is still a big gap and many problems in the development of postal savings intermediary business, which are as follows: 1. The development of intermediary business is unbalanced. The variety structure is not balanced. At present, the intermediary business carried out by postal savings mainly focuses on agency and bank card. Even if it is an intermediary business between agents and bank cards, postal savings is only a part of it. Regional development is unbalanced. According to relevant statistics, the income of local and municipal bureaus with well-developed intermediary business can account for more than 20% of the income of postal savings business, while the income of those with poor development is less than 1%, and the gap is very obvious. The profitability of various business varieties is unbalanced. Products with brands have better development momentum and stronger profitability than products without brands. According to the data, in 2004, the fee income of the green card for postal savings was nearly 654.38 billion yuan, accounting for the vast majority of the income from intermediary business in that year. 2. Lack of effective management system.

The author believes that the current Postal Savings Bank should adopt the following marketing strategies: mainly adopting the basic marketing strategy "4Ps" (products, pricing, channels and promotion strategies), as well as talent and service strategies.

First, product strategy:

In 2003, the Opinions on the Development of Postal Savings Business in the Next Stage formulated by the State Postal Savings and Remittance Bureau pointed out that it is necessary to focus on the development of various intermediary businesses based on current deposit accounts and green cards to promote the development of savings business. By 2006, the intermediary business of postal savings had made great progress. Not only did it gradually expand the business of collecting and paying wages and pensions, but it also stabilized a number of low-end customers. At the same time, it also made a breakthrough in the field of personal finance, and began to enter the high-end customer market through cooperation with insurance, funds and large enterprises. Take the bank card as an example. By August 2005, the postal green card had nearly 90 million users, ranking third after ICBC and ABC. In the rural bank card market, it accounts for more than half of the market.

A person from the State Postal Savings and Remittance Bureau told the reporter that "there is still a big gap between us and other banks in terms of intermediary business". According to its introduction, the income from intermediary business of postal savings accounts for less than 6% of the total postal savings income, which is still relatively small. There are even fewer business types, less than 100. ICBC has 420 kinds of intermediary business.

Postal savings has obtained a banking license, mainly engaged in retail business. From the beginning, we have made a strategic positioning, created fine products, created fine products, and avoided the high risks of the company's business from the source. Formulate the development plan of intermediary business, organize relevant personnel to conduct market research, develop and evaluate new products, improve the cost accounting system of intermediary business, give full play to the advantages of postal savings network, and rely on traditional business to promote the development of intermediary business in a targeted and selective manner. It is necessary to set targets for the workload and income of intermediary business, increase the assessment and reward, and promote the overall positive and steady development of intermediary business by establishing a business incentive system of unified management, unified planning, unified coordination, division of labor and overall marketing.

In mid-June, 2004, 5438+065438+ 10, the National Postal Savings and Remittance Bureau formally set up a working group on micro-loan business, and seconded personnel from all over the country were responsible for the relevant system design. 65438+ At the end of February of the same year, the State Postal Savings and Remittance Bureau formally submitted an application to the China Banking Regulatory Commission to start small-sum pledge loan business and small-sum loan business for farmers. Therefore, the Postal Savings Bank can vigorously develop farmers' micro-credit business in rural areas by using the network if the policy allows; At the same time, it is necessary to improve the governance structure, strengthen risk management and internal control, and train financial professionals. Recently, the Postal Savings Bank is also quietly exerting its strength in the small-scale pledged loans that have attracted much attention from the outside world. A "Notice on Steadily Promoting the Pilot Work of Small Pledged Postal Savings Loans" has been issued to pilot provinces a few days ago, requiring the second batch of ten provinces to expand the scope of the pilot before the end of the year, and stipulating that eligible provinces can add 52 outlets. In addition, the boom of the securities market in 2006 led to the issuance and sales of funds. Although china securities journal published an article saying that an insider of the State Post Bureau analyzed that "postal savings" is positioned as a "retail bank", mainly engaged in personal savings and loans, insurance and other special businesses. Therefore, for "Postal Savings", it is completely in line with its positioning to be a low-risk intermediary business of fund agency.

Second, the price strategy:

The price of postal financial products is interest rate, which is limited by the national financial policy. There are two kinds of capital prices in the current financial market: fixed and market. Postal financial marketing should proceed from reality, comprehensively analyze capital cost, capital demand and market competition, and ensure the safety, efficiency and flow of funds.

Third, the channel strategy:

Statistics show that as of August 2005, there were more than 37,000 postal savings outlets in China, of which rural outlets at or below the county level accounted for more than 2/3. Moreover, most of its outlets have been networked through computers, which can realize national deposit and withdrawal. On the third day after the State Council's "Postal System Reform Plan" was passed, Liu pointed out that the role of postal savings in rural areas is irreplaceable by commercial banks. After the establishment of the Postal Savings Bank, the CBRC supported the establishment of more outlets. Postal banks should give full play to the advantages of channels, make rational distribution, and give priority to areas lacking channels and areas with great business development potential when adding new outlets.

There is still a gap between the postal savings office and commercial banks in terms of network systems, business outlets and other hardware equipment. The author found in some areas of the Central Plains that due to the lack of network equipment and professionals, the number of postal savings outlets in urban areas is far less than that of other banks, and quite a few outlets cannot handle all businesses, such as remittance and deposit and withdrawal. , and the main financial services they accept are payroll and agency insurance; And there are few people in the savings counter. In view of this, the Postal Savings Bank still needs to make great efforts to promote the optimization and integration of the existing system. Unify and standardize existing business outlets, update and purchase business facilities such as computers, comprehensively improve the level of hardware and equipment, and provide necessary facilities for carrying out intermediary business. Postal savings should also increase technical input and improve the information management system. Focus on the development of three levels: first, multi-functional service network, the role is to promote the priority development of intermediary agency business; The second is the business management information network, which aims to develop intermediate business management software; The third is to link postal savings with the scientific, technological and commercial information of domestic financial institutions and other industries, enrich the information database, realize the sharing of information resources, and promote the development of related intermediary business with low information input.

Fourth, the promotion strategy:

Seize the good opportunity of the establishment of the Postal Savings Bank, increase publicity and establish a good new image in the eyes of our customers.

1, image promotion. That is to find a carrier that can represent enterprise services and show the content and form of services. For example, postal finance has the characteristics of many outlets, many on-site personnel and long extension services. After the integration, some business outlets present a beautiful, comfortable and safe business environment and modern facilities, which can set off the grade and quality of service. Are the main contents of the Postal Savings Bank's publicity.

2. Special business promotion. If an enterprise wants to develop, it must constantly introduce new products and services, which makes people curious about the enterprise to a certain extent, and thus has the motivation to try products (or services).

Verb (abbreviation of verb) talent strategy:

There are many kinds of financial services with complex contents, which need a team of professionals including finance, computer, financial accounting, engineering technology, law and so on. First of all, we should vigorously introduce financial and computer professionals, enrich the workforce and reserve strength for future development; Secondly, learn from the advanced experience of professional banks, strengthen the training of on-the-job employees and improve their professional level; Thirdly, a perfect incentive and restraint mechanism will be established to give 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 is conducive to outstanding talents, so as to make the best use of talents and meet the demand for talents for the rapid development of intermediary business.

Six, service strategy:

1. Establish the service marketing concept and positioning of the Postal Savings Bank itself. As a new financial institution, it is necessary for Postal Savings Bank to establish a brand-new service marketing ideas and concept to guide the development of service marketing and establish a new corporate image. On the other hand, banks usually provide customers with five services: obtaining cash, asset guarantee, asset payment service, loan service and financial advisory service. But it does not mean that every bank can provide a full range of services. Banks should combine their own characteristics to develop products that meet the needs of consumers and their own interests. The Postal Savings Bank should make clear the marketing positioning of its outlets in different regions and at different levels, so as to retain old customers, explore new customers and realize profits.

2. Improve service quality standards and service guarantee system. Enterprise service quality standard is the basis of measuring service level. Whether it is the functional standard of service items or the service standard of service personnel, it is a mirror that reflects the face of postal banks. Strict service quality standards can make employees have a sense of responsibility, easily form enterprise cohesion and centripetal force, and maintain enterprise vitality. While establishing service projects, the service quality assurance system is also very important. It is a promise made by postal finance to customers and a means of promotion. To a certain extent, it can eliminate users' doubts about service risks and provide a basis for customer information feedback.

3. Strengthen personnel training and management. In order to ensure the success of marketing, enterprises 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 should strengthen the management of service personnel. Enterprises should understand the psychology of service personnel and find and solve problems as soon as possible. At the same time, we should introduce competition mechanism and incentive mechanism to realize the survival of the fittest through competition and improve the quality of the team.

4. Continuously expand the market and conduct differentiated service marketing. If the Postal Savings Bank wants to attract customers in the market, it must expand its service projects and provide customers with distinctive projects. Such as door-to-door service for large deposit withdrawal, financial consultant, etc.; Receipts for gas, water and electricity charges can be delivered to customers by express delivery. Provide VIP rooms to customers at qualified outlets, and gradually set up financial centers and financial consultants; China Postal Savings Bank always keeps a positive image in the eyes of customers.

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