Case: Royal Bank of Scotland financial strategy

I think this case is also useful for enterprise management.

First, the way employees are assessed. Many enterprises pay attention to the development of new markets, and often ignore the value of old customers. What we need is not a kind of "cross-circle" marketing. a meaningful expansion should be a kind of "concentric circle ", expand the new market by keeping old customer information firmly in place. This requires us to cultivate employee awareness.
Second, market segments. The customer should be carefully classified and sorted out where our real customers are and where they can be ignored. The resources of enterprises are always limited. Therefore, we need to optimize the market classification to achieve the effect of Tianji horse racing.

Successful cases
There is a bank in the UK. It was a relatively small bank 15 years ago, but its goal was ambitious, hoping to change from a lending bank to a bank centered on financial management. Their main project is financial management business, which is their core business. According to this core business, they have made corresponding changes in the management organization structure. In the past 15 years, the bank's investor return was 900%. It is precisely because of wealth management that it has changed from a small bank to a powerful bank. Currently, the Bank ranks first in the UK's Private Bank ranking, top three in Europe, top five in the world, and acquired natwest. The bank is the Royal Bank of Scotland.
The Bank features that it does not manage customer managers by product sales rate, but establishes an activity-oriented management structure that specifies the number of customers each customer manager has to schedule each week. The performance evaluation of the Customer Manager is based not only on the number of customers pulled, but also on the number of original customers retained.
Customer Manager Management
The bank divides the customer manager into several categories. The first is an ordinary financial advisor. The requirement for these people is that they should be able to discover sales opportunities, find their own sources from the opportunities, and have good communication skills, in addition, it is sensitive to customer needs and can recommend appropriate products to customers. In comparison to rugby players, these are defensive players. The second is financial professional consultants who need consultative sales capabilities, which is totally different from product sales. If there is no good relationship with customers, it is impossible for you to ask him to tell you the property status. Only by establishing a good relationship with the customer can the customer tell you the property status.
Customer Management
There are different customer tiers in this bank.
The first category is customers who want low product complexity but have high requirements for product value. They are customers who change frequently and are also called "cat guests ", they are not loyal to banks and open different accounts in different banks.
The second type is customers who have no high requirements on product complexity and product value. What they pay most attention to is the security of their property, which is called "Regular Army" customers. In China, such customers should be the most common. These people have different relationships with different banks and it is difficult to become loyal customers of a bank.
Customers in the third category have high requirements on product complexity, but do not have high requirements on product value. They feel that their decisions are the most reliable and they can arrange their own lives and protect their own assets. These people are called "DIY" customer groups and they need very simple and basic products. Therefore, banks have created telephone and online banking for them. This method is easier to operate on by themselves, and the cost is relatively low, which also creates a lot of value for banks.
The fourth type of customers want banks to make financial plans for them. They have high requirements on product value and product complexity. When these customers encounter problems in wealth management, they will communicate with the customer manager and put their wealth in the best channel to ensure the value-added property.
Obviously, the development and maintenance costs of the latter two customers are relatively low, and the business efficiency is relatively high. With a clear goal, the customer manager can focus on time and energy to attract truly valuable customers.