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银行网点转型心得体会(Bank network transformation experience)
银行网点转型心得体会(Bank network transformation experience)
Bank branch transformation experience
With the change of bank competition and customer demand (see banking customer demand change article), the financial industry sales transformation, the transition from a service based financial management mechanism to a service based sales organization, has become the inevitable trend of the development of international financial industry and in this transformation process, and ordinary customers most closely linked business outlets will undoubtedly become the priority among priorities.
Foreign bank branch transformation from the last century began in 90s, Britains Barclays Bank took the lead in the industry launched a large-scale transformation of outlets, began to give up the traditional closed high cabinet as the center of the service network construction, change the type of open architecture sales sales as the center of the low cabinet network construction. Behind this transformation is to change the business outlets in the banking industry sales system positioning.
Transformation of the domestic banking industry from the beginning of the 20002 year has been to the local bank, during the work of a foreign enterprise, the banking industry is mainly responsible for the transformation of sales consultants had tutored a number of domestic banks have tried this, the accumulation of the earliest bank outlets transformation of sales experience.
Provide professional marketing consulting services for banks in recent years, the entire plan presided over a number of similar projects, and successfully coaching a national joint-stock bank sales outlets transformation, now some successful experience summed up, for reference.
Sales of bank business outlets in the new location
Dot has been bank provide transaction services to the customers premises, fast and good service, less error is the management goal. Based on the location, construction planning of major outlets is safe and efficient.
I
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