The doorway behind a leaked invitation letter from a financial planner

Some time ago, Xiaomi Group went to the Hong Kong Stock Exchange to ring the bell, and all kinds of gossip emerged one after another. There are even internal guidance materials for Xiaomi IPO to deal with the media on the Internet.

The circulated documents show that if internal employees encounter media questions on the day of listing, they should respond in a unified manner according to the text. For example, whenever you see a media asking questions in a casual chat way, Xiaomi reminds you, "Please stay calm, don't answer any questions directly, and don't answer a series of internal information such as specific job numbers, lest the media speculate on personal wealth irresponsibly, hurt personal privacy, and even bring unnecessary trouble to your family." If you ask about the evaluation of Lei Zong or the management, you can refer to the following points: Lei Zong and the management are very far-sighted, diligent and down-to-earth; I learned a lot from the management. They are our role models.

I don't know whether this document is true or not, but people's attention to dialogue shows the lasting charm of this oriental metaphysics.

For financial planners of wealth management institutions, writing is no stranger. Whenever a new product goes on the market, they will receive the words provided by the product department or the sales support department. These words use easy-to-understand words to explain market trends, company information and product characteristics. Financial planners use these words to communicate with customers, so it is not surprising that many financial planners have always equated "words" with "selling points".

However, there has always been a difference between the so-called "product selling point" and "customer buying point". The financial planner hopes that the product provider can provide a paragraph that can make the customer interested in the product immediately without violating the rules, while the product provider can only list all the available "product selling points" one by one, holding the idea that "there is always one for you" and provide it to the customer through the financial planner. Over time, speaking skills are also regarded as a part of product training, and financial planners can only recite various speaking skills every day-invitation speaking skills, equity investment speaking skills, complaint handling speaking skills and so on. And the same presentation skills will annoy customers.

Many financial planners are thinking hard, why do I say that customers don't take over? An invitation leaked by a financial planner may give you the answer.

Customers have different backgrounds, but they say the same thing.

Customer background is an important factor that financial planners can't ignore when preparing for communication. Whether your customers are transformed from bank customers, other wealth management institutions or insurance institutions, their cognition and demands are different. If the financial planner doesn't realize this clearly, he can imagine the success rate with a speech to everyone.

For example, if this customer is a former bank customer, then the financial planner should realize that his pain point is actually that the products and services provided by the bank are not comprehensive and rich, but he will have concerns about the security of wealth management services provided by wealth management institutions. At the same time, high-net-worth customers from banks generally have investment experience in financial products, have a certain understanding of financial investment concepts (such as asset allocation), and have certain preferences for products. After comprehensively considering these factors, financial planners can be targeted when inviting and recommending products. On the one hand, we can start with the strong strength of the company, dispel customers' concerns and enhance customers' trust in the company platform; On the other hand, we can start from the customer's existing asset allocation concept and preferred specific products, and further lead to the content that the financial planner wants to convey.

In fact, customers from insurance business are facing the same dilemma as bank customers, and insurance companies cannot provide customers with all-round asset allocation services, which can become the focus of financial planners' communication. But for insurance customers, financial planners need to pay special attention to the handling of objections and the control of compliance.

If this customer is transferred from other financial institutions, the situation will be different. As an old customer of wealth management institutions, I have contacted many financial planners and heard many introductions about investment concepts and methods. In the face of such customers, if the financial planner is still talking about how good the products are and how advanced the concept of asset allocation is, it is almost a chicken rib for the customers. At this time, financial planners should consider differentiated competition. If the customer comes from a weak wealth management institution, the financial planner can emphasize the strong strength of the company, the advantages of the product system and the strength of the partners, comprehensively crush each other, and emphasize the importance of "choosing the right path"; If the customer comes from a wealth management organization with comprehensive product system and strong strength, the financial planner can emphasize the unique product advantages of the company "no one has me, no one has me".

Your customers know as much as you do?

Whether inviting customers or introducing a product to customers, many financial planners easily fall into a trap: "Default customers know as much as themselves".

In this psychology, customers often hear financial planners say, "You need a PE equity product, you need a fixed income trust product, you need a cash management product …" or "We have a product, and I think you need it more, and I want to talk to you."

In the eyes of many financial planners, these terms are familiar to them every day. What's wrong with using them directly to communicate with customers? They assume that customers can understand these terms, but this is not the case. From the customer's point of view, the financial terms mentioned by the financial planner are far away and difficult to understand. What I am facing now are very realistic problems, such as "how to manage money more steadily with this money for the aged", "how to balance risks and benefits more reasonably", "what preparations should be made for overseas investment now" and so on. And you judge my needs without knowing what problems I face, not selling goods. What is this?

In the past product promotion era, bank consultants, trust managers, insurance consultants and others often used enterprise logic or product logic to infer customers. They used to infer customers' cognition by their own understanding of products, and it was difficult to think with customers' logic. But today, the era of "I have a very good product here with high income and good prospects, which you definitely need" has passed. After rounds of investment baptism and education, investors have begun to realize that not all good products are suitable for them, but if financial planners don't realize this, they still adopt the consistent speech routine, which will only lead to the communication dilemma of "I don't understand what you said, but you didn't say what I wanted".

It is impossible for all financial planners to be professional, but they should provide specific opportunities for customers.

The second trap that financial planners easily fall into is "I don't know who I am".

Every financial planner wants to be a professional financial planner, and every financial planner also claims to be a professional financial planner, but there will always be a gap between ideal and reality. In fact, many financial planners are transformed from overseas study institutions, insurance companies, luxury goods companies and real estate companies. For these financial planners, it is undoubtedly an idiotic dream to be professional in a short time. So, is such a financial planner not competitive? The answer is no.

Many financial planners, trapped in too traditional sales thinking, subconsciously think that recommending products to customers is sales, and it is inevitable that they will be less confident when communicating. In fact, in the current wealth management environment, financial planners need to clearly realize that recommended products are actually a kind of high-quality information service based on in-depth understanding of customers.

Some customers do a lot of business, but they are not necessarily good at financing; Some customers make a fortune by manufacturing, but they may not be good at realizing companies or mergers and acquisitions; Some customers get a large amount of property through inheritance, but when it comes to investment, he may only know to buy a house; Some customers may attach great importance to their own life planning, but they may not be able to plan their children's education and pension professionally for a long time. Because of time, knowledge background, channels or social relations, many high-net-worth people and rich people can't handle all dimensions of property, career and life efficiently. How to make finance serve different people in different situations and how to make wealth management create value for customers in different time situations are all promising places for financial planners.

In the face of customers, financial planners actually need to firmly believe that they are providing customers with a specific opportunity, even a scarce opportunity. The value of this opportunity can be defined. It can help customers realize the protection, accumulation, growth and inheritance of wealth, make their industries safer, more sustainable and better developed, and help their lives become more orderly, planned and guaranteed. Regardless of whether the customer chooses a certain product, the financial planner is providing the other party with possible scarce opportunities. This particular opportunity may be a certain business, a certain product, or it may be to urge the customer to change some financial habits and behaviors, or to change some of his cognition. Either way, it is undoubtedly valuable to customers.

Then, what should financial planners who are in the process of transformation and cannot be "particularly professional" in a short time do? The answer is given in this invitation speech-with the help of the platform. Financial Management Teachers College is actually not professional, and many customers are actually very clear. In this case, if the financial planner also deliberately emphasizes his professionalism, it seems insincere, but in fact it is self-defeating. Financial planners can start with other topics that customers are interested in, such as luxury goods, real estate, and children studying abroad. After expressing their needs, they invited customers to the company to further communicate with internal professionals.

In the final analysis, sincerity may be the biggest routine of ancient verbal knowledge. As Guiguzi, the first person in Chinese dialect, wrote in Fourteen Articles of Guiguzi's Art of War:

All-round non-verbal skills

Bureaucratic rhetoric is not rhetoric.

Combine soft and hard skills with non-verbal skills

Malice is not language.