What are the skills of marketing measures for bank counter staff?

Tip 1: Analyze and utilize the advantages of outlets and customer structure.

Let's take an example: a bank is located next to a middle-to-high-end residential area, which is an advanced insurance marketing outlet of a development zone branch and has a good insurance marketing tradition and cooperative atmosphere. There are many regular private depositors in the community, including many frequent customers, and their spending power and acceptance of insurance products have always been high. Most insurance products on consignment have both protection and investment functions, and the target customers are customer groups with corresponding risk protection needs or sound financial management needs. After working in VIP window and ordinary window, it is found that community customers only connect with product positioning, and the concept of financial management above middle class is more open, the demand is clearer and the consumption power is higher. They will pay more attention to the long-term and perfect guarantee function of asset-preserved lifelong annuities such as installment insurance. Ordinary workers have conservative financial management concepts, vague needs and low consumption power. They will pay more attention to investment functions with high expected return in one year, such as wholesale insurance. These customers are future resources, so I can focus on marketing and training. In addition, the branch's policy attaches importance to this point, and insurance marketing can be described as the right time and place, so I comprehensively choose insurance as the marketing advantage of wealth management products.

Tip 2: Establish good marketing habits and strengthen the management of your own activities.

The insurance industry has a marketing formula: income = activity * performance+professional knowledge. What is an activity? Activity management refers to a set of methods for marketers to set quantitative targets for their sales activities in a period of time, including sales targets and sales processes, and record actual results for evaluating work progress and professional skills. The supervisor guides the marketing staff's sales plan in advance, checks the actual effect after a period of time and puts forward suggestions and counseling for improvement, so that the marketing staff's activity can be effectively increased and their skills can be continuously improved.

Because the work of branch tellers limits our ability to receive customers and deal with daily business, supplemented by insurance marketing, the teller's activity management is not only fixed in the morning meeting to participate in relevant insurance knowledge training and speech scene drills, but also fixed in the opportunity to observe and select potential customers after dealing with daily business to master the characteristics and marketing of insurance products. In a word, recommend appropriate insurance types and keep contact information for visits. Personally, I suggest that the teller contact all potential customers again by phone or SMS on the day after work, provide follow-up maintenance guidance to the customers who have made a deal, pull the potential customers who have not made a deal into their own reserves, try to establish long-term relationships through various communication tools, fill in today's marketing log to manage customer files for all potential customers, and plan tomorrow's work and study at a fixed time after filling in the log. Establish a fixed and lasting insurance marketing work model: training drills-daily marketing-off-duty maintenance-marketing records-follow-up plans-insurance learning-today's summary-performance improvement cycle.

Every morning meeting, tellers can also take their own marketing logs to attend. The marketing director of each outlet can collect the marketing log of this outlet and let one of them report the marketing situation yesterday. The supervisor can ask questions according to the contents filled in the teller's marketing log, and give targeted counseling to the teller. If there are not many tellers, you can also let each teller briefly report the problems encountered in the marketing yesterday, and then give unified answers and counseling on the * * * sexual problems, and leave the personalized problems until after the morning meeting. The long-term way to improve the overall insurance marketing performance is to do a good job in the basic work of teller marketing, such as activity management, and mobilize the marketing atmosphere and personnel execution of outlets.

Tip 3: Pay attention to your words and talk often.

After analyzing the advantages of customer structure of outlets and establishing good marketing habits of insurance marketing activities management, we began to formally contact customers. In daily marketing, tellers are more potential customers.

Pre-mining and sales promotion, high recognition rate of potential customers, opening remarks to establish feelings, open foundation of centralized marketing and continuous optimization of own marketing skills are four key factors:

The high recognition rate of potential customers comes from the ability to observe words and observe colors brought by rich marketing experience. Tellers can make more targeted marketing according to the comprehensive judgment of customers' age, assets, financial habits, clothes, words and deeds, work occupation and family background.

Opening remarks for establishing feelings: After preliminarily judging potential customers, you can provide extra care or greetings for their business according to their personal situation. For example, customers who apply for a card can be prompted to sign an online banking contract, and customers with children can praise their children.

In short, the basis of marketing prologue: after prologue, it will enter the formal marketing link. Frequent opening is the usual basis of all marketing skills. Even if customers are tired from working too much, it is necessary to at least ask potential customers a simple question-how much spare money do you have? What is your risk preference? How long can the funds be kept? We have a XXX product. Would you be interested in having our lobby colleagues come and recommend it?

Constantly optimize their marketing skills: for example, pay attention to whether potential customers are below or above the age required by the product, whether they bring ID cards and card discounts, take frequent customers as the main goal, keep private information such as customers' personal assets confidential, don't disturb tellers too much when the account manager is marketing, and pay attention to explaining product details and risk warnings when marketing;

Tip 4: The teller backstage lobby team cooperates with linkage marketing.

In this era, no one can single-handedly Ma Chenggong, especially a small team like a bank outlet. Teamwork and cooperative marketing can play the greatest role. Take a complete customer marketing link as an example: the teller identifies and recommends in the early stage, and the backstage helps appropriately. After the account manager wins the customer as the main marketing force, the teller will sign for the product for the customer as soon as possible, and the account manager will take the customer to fill in, copy, sort out and maintain the follow-up materials. Every link is closely linked. If we go it alone, obviously the overall efficiency will be greatly reduced. Of course, the distribution of each other's performance in cooperative marketing should also be fair and transparent to avoid unnecessary disputes.

Tip 5: Seize the opportunity to repeatedly urge customers to clinch a deal.

In the daily insurance marketing process of tellers, it is a basic process to judge potential customers by observing their words and expressions-tellers make preliminary recommendations through opening remarks-call back-office and lobby managers to cooperate with team marketing-seize the opportunity to urge customers to make a deal-provide countermeasures to eliminate doubts for customers-finally make a deal, but one thing should be worth learning, that is, after we provide customers with countermeasures to eliminate doubts for the first time, When customers still don't want to clinch a deal, we can wait for a while, and then find opportunities to push customers to clinch a deal again after their business is completed, because sometimes customers need a period of thinking time to digest after their doubts are eliminated, and it is also important to seize the opportunity to push customers to clinch a deal again. Winners never give up any possible opportunity.

Tip 6: Make business cards to keep in touch with customers and do post-maintenance.

Tellers must be professional and meticulous in transforming account managers. As a person's information concentration, business cards are a rare marketing tool. After exchanging business cards with customers, establishing long-term contact is only the first step. Later, you need to divide different customer levels and invest corresponding time and energy in management. Never change, as long as the fundamental purpose of maintaining customers remains unchanged, all proper channels can be used. Of course, the degree of concern in customer interaction can be different, but the heart of sincere service must be the same.

Tip 7: Learn through various channels to improve your professional level and increase customer trust.

Professional image is also one of the important marketing advantages to gain customer trust. Especially for insurance products with complicated details and fast policy update, it is a good way to study after work, such as obtaining the relevant certification of insurance sales practitioners such as AFP, and learning through professional website materials. You can fill in today's marketing diary after work and make a work plan for tomorrow, leaving a fixed time to learn relevant knowledge.