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银行网点现场管理与主动服务营销技巧（Banksitemanagementandactiveservicemarketingskills）BanksitemanagementandactiveservicemarketingskillsTrainingtothebanksitemanagementasthemainline,inimprovingthebanknetwork,themainpersoninchargeofmanagementskillsatthesametime,toenhancetheiron-siteservicesandfinancialproductssalesability.Thekeytoimprovetheperformanceofthebankliesinthefield.Thebankshoulddevelopsomeappropriatemanagementsystemtodotheon-sitemanagementandmarketingskillstrainingofthebanknetwork.Trainingtime:2daysTrainer:TanXiaofangTraininglocation:customercustomCourseobject:1,state-ownedbanks,joint-stockbanks,commercialbanks,roadsubbranchgovernor,vicegovernor2,microfinance,GuaranteeCorporationregional/networkleaderTrainingmethods:Interactivequestionandanswerteachingisthemainpartof thegame.Interactivegames,fieldsimulationtraining,groupcommunication,experientialsharingandinspirationcanmakethelearningeffectthemaximum.Trainingincome:1,throughtrainingtoenablestudentstograsptheestablishmentofnetworkservicestandards;2,throughtrainingtoenablestudentstograspthesiteemergencytreatment;3,throughtrainingtoenablestudentstograspon-sitecustomercomplaintshandlingskills;4,throughtrainingtoenablestudentstograspthesignificanceandcharacteristicsofdot5Smanagement;5,throughtrainingtoenablestudentstomasterhowtochangethepressureofnetworkindicators;6,throughtrainingtoenablestudentstograspthenetworksiteserviceenvironmentimprovementmethods;7,throughtrainingtoenablestudentstomasterthecreationofnetworkenvironmentandservicemarketingatmosphere;Trainingbackground:Thebankoutletsbankasthemostbasicfoundationformsoforganization,isthebankwindowdepartment,isthemain platformforbankstoprovideproductsandservices,collectionofallkindsofresources,technology,talentbankcustomers,isanimportantmanifestationofthecorecompetitivenessofbanks,butalsothekeytobuildthecorecompetitivenessofcommercialbanks.Itisofgreatsignificancetoimprovethemanagementlevelofthewholecommercialbanksbydoingwellthemanagementofthebasicbranchesofbanks.Fieldmanagementandactiveservicemarketingskillsofbankoutlets:Brainstorm:whatmanagementissuesdoyouruninto?Eachofthempresentedaproblematwork,andtheteachertookthesequestionsasacaseandskillfullyinsertedandanalyzedthemthroughoutthecourse.Chapter1:banksitemanagementCaseanalysis:detectionofvideoandpicturesofthemysteriouscustomerbanknetworkanalysis:serviceprocess/servicespecificationmanagement/servicemanagement/financialproductsalesandotherrealscenes,shortboardmininghasoutletsintheserviceandmarketinginthe""Rootcauseanalysisof"shortboard"First,theroleofbankmanagers1,theroleofmanagers,responsibilitiesandqualityrequirements 2,networkdirectoron-sitemanagementnecessaryability3,360degreeevaluation4,excellentmanagers'standardsSecond:networksitemanagementart1,theelementsofthefirst-classscene2,practicalskills3,customeridentificationandtriagestrategy,improvetheofftheboxbusinessaccounting,optimizetheallocationofresources4,crisismanagementofaccidents(casestudies)5,customeropinioncollectionand"problem"customerhandlingskills6,thestandardizationofnetworkmanagementimplementationoftheroad:standardizedmanagementtoolsfortheformulationanduseofformsLecture3:site5Smanagement1,theconceptof5Smanagement2,themainproblemsofbank5Smanagement 3,finishingimplementationtechniques4,theprincipleofrectifyingandfollowing5,cleaningpropulsionmethod6,howtoimplementcleaningactivities?7,howtoimplementliteracyactivities?8,dot5Simplementationkey9,network5SimplementationcasesharingFourth:on-sitestaffmanagementart1、efficienttimeplanningmanagementCasestudy:dayplanforthepresidentofthebranchbankofthefloweringseason2,howtoconveneapassionatepre-andpost-businessmeeting?3,employeeemotionmanagementskills4.Understandandanalyzeemployeeemotionalsources5,howtoeffectivelydealwithemployeeemotionalproblems?6,7effectivetechniquestomotivateemployees 7,happyteambuilding9methods8、sitestaff'sworkinstruction9,dotsiteoftenappearproblems10、whendoyouneedtrainingandguidance?11、trainingresponsibilitydiscussion12,multiskillmanagementchart13andOJTmethods14,howtostrengthenthesupervisionandinspectionofthelobbymanager?15,howtocashtellerandnoncashtellersupervisionandinspection?Fifth,on-sitecustomermanagementartFirst,customerguidanceanddiversion1,customerdiversionprocess2,customerdiversionguidingprinciple3,customerdiversionguidanceskills4、VIPVIPidentificationandguidanceprocess 5,potentialVIPcustomeridentificationclues6,identifycorequalityrequirements7、customerserviceprocessmanagement8,customerrestmanagementTwo、customeremotionmanagementskills1,theatmosphereofbusinessoutlets2,customeremotionalmotivationstrategyCase:"steadygain"90daynotesinvestmentRMBfinancialproductsintroducedThree,howtoquicklydeterminecustomerservicerequirements(listen,see,ask,break,fixed)?Four,howtoimplementtargetedcustomerservice?1,customertypeisdifferent2,thekeytocustomerserviceisdifferent3,targetedcustomerserviceskillsSix,howtoimprovecustomerservicesatisfaction? Whatisthecustomersatisfactiondecision?KeytoimprovingcustomersatisfactionTechniquesforimprovingcustomersatisfactionSeven,thefourbasicstagesofqualitycustomerservice:?1.Receivingcustomers;2.Understandingcustomers;3,tohelpcustomers;4,retaincustomers;Eight,payattentiontoreceivingcustomersCustomerattentionwhenenteringCustomerattentionwhilewaitingCustomerattentionwhenleavingNine、customercomplainthandlingskills(1)psychologicalanalysisofcustomercomplaints;(two)thekeytodealingwithcomplaints:dealingwithfeelingsfirst,andthendealingwiththings; (three)8waysofdealingwithcustomercomplaints(four)thethreemajorfactorsthataffectcustomercomplaints,complaintsandcomplaints(five)sixstepsofcustomercomplainthandling:(six)customercomplainthandlingskills:sandwichrule+guidanceskills(seven)customercomplainthandlingdetails:(eight)rapidhandlingofcustomercomplaintsandcomplaintsstrategies;(nine)ninecountermeasuresfordealingwithcustomercomplaintsandcomplaints(ten)whenweareunabletosatisfyourcustomers(eleven)resourceintegrationskills(twelve)thesamefrontstrategyofcomplainingandhandlingcomplaints;(thirteen)commercialnegotiationsforcomplainthandling;Second:siteemergencysituationprocessingarticlesSixthlecture:summaryofunexpectedevents First,themeaningandnatureofemergencies1,themeaningofunexpectedevents2,thenatureoftheincidentTwo,thetypesofemergencies1,accordingtoincentives2,accordingtothedegreeofharm3,accordingtowhetherpredictablepoints4,accordingtowhetheritcanpreventcontrollablepoints5,accordingtothedevelopmentstage6,accordingtotheimpactofpointsCase1:cyanobacteriaeventinTaihuCase2:NewYorkblackoutSeventh,thenegativeimpactofbankemergencies1,unexpectedeventsmayhaveanegativeimpactonsocietyandeconomy2,unexpectedeventsmayhaveanegativeimpactonsocialpolitics 3,unexpectedeventsmayhaveanegativeimpactonsocial,culturalandsocialpsychologyEighth:Bankemergencyprevention1,trainingawarenessofunexpectedevents2,asoundandeffectiveresponsemechanismforemergencies3,theestablishmentofemergencywarningsystem4,thepreparationofemergencyresponseplans5,theestablishmentofemergencyresponseagencies6,reservesufficientlogisticalsupport7.OrganizenecessarytrainingandexercisesCase:saringasincidentonTokyoMetroNinth,thegeneralprocedurefordealingwithunexpectedincidentsinbanks1,starttheemergencyresponsemechanismandresponsesystem2,toconfirmthestatusofemergenciesandChengdu3,timelypublicationofthetruthoftheevent 4,findouttherealcauseoftheincident5,formulatespecificplanstodealwithunexpectedevents6,theimplementationofemergencyresponseprogram7,theimplementationoftheassessmentandstrategyadjustmentThetenthpart:theprocessandwayofdealingwithbankemergency1,emergencyeventsaftertheincidentclassified2,analyzethecausesofvariousemergenciesandformulateCountermeasures3,thefirststepindealingwithmajoremergencies-theestablishmentofemergencycontrolcenters4,themediatoreversethedirectionofpublicopinion5,seekofficialandauthoritativedepartmentsofpublicopinionsupport6、internalandexternalcommunication7,emergencyfollow-upwork-Summary8,emergencyfollow-upwork-anoccasiontorallyCase:disputesarisingfromentrustedloans Thethirdchapter:bankingnetworkservicemarketingchapterTwelfth,theestablishmentofservicestandardsforbankingoutlets1businessoutlets,visualstandards2,businessnetworkstaffbehaviorstandards3,managementstandardsofbusinessstaff4,businessoutletscustomersatisfactionmanagementstandards5,establishcustomerrelationsstandardsThirteenth:activeservicemarketingmanagement(caseanalysis,videoviewing,demonstrationinstruction,simulationexercise,brainstorming)First,thecustomer'sactiveservicemarketing(a)financialmanagementcases:onlytheirownproductsintheeyes(two)financialmanagementcases:Consultancyfinancialmanagementprogram(three)thebiggestgapbetweenChinesebanksandforeignbanks:customerinformationcollectionandfilemanagement (four)ifthecounter,implementationservicesandfinancialproductscrossselling(five)dotcommarketingadoptsthemodelof"goingbyoneself"?Orisitamodelofteamwork?(six)identifyingpotentialcustomers(seven)customerguidanceanddiversion(eight)deepunderstandingofyourcustomerfinancialpsychology,stimulatecustomerpotentialdemand;FourcustomertypejudgmentmethodsandskillsPsychologicalanalysisoffourdifferenttypesoffinancialclientsCommunicateinacustomerpreferredwayofcommunicationDifferenttypesofpersonality,howtoadopttargetedfinancialmanagement?Two,personalfinancialproductsandservices"marketingsellingpoint"presentsskillsAnalysisofmarketingpointsofinvestmentandfinancialproductsAnalysisofmarketingpointsofbankcards Three,financialproductssalesskills(1)effectiveintroductionofproductexperienceanddisplayrules;(two)usingfouractualfinancialtoolstoguidecustomersratherthanconvincethem(three)keytechniquesforsuccessfuldialoguewithcustomersColloquialtermsEffectiveinteractionTheartofbeingrejectedIntheprocess,thecustomerhasasenseofachievement(four)marketingprocesscontrolandskillsapplication1.,createagoodatmosphereforcommunication2.effectivequestioning-identifyingcustomerneeds3.accurateandeffectiveproductintroductions4.customerobjectionshandling(forecastingobjections/collectingobjections/handlingobjections)5.actionrecommendations 6.givecustomerstherightcommitment7.perfectenablingtechniques
