客户管理技巧中英文版

TheScienceofClients客户管理技巧TilmannSpohrDramaticdownturn -triggeredbythefinanceindustryin2008由2008年金融行业危机引起的急剧下滑道琼斯工业指数Banks,especiallyWealthManagementunderpressure•Assets资产e收入•Transactions交易量Fees费用收入•ShareofCash现金份额Margins利润•Regulation监管compliance“cost”合规成本PROFIT利润银行，尤其是财富管理银行压力倍增4Source:Tilmann

Spohr2014todate:142014年到目前为止破产了14家银行Dateoffailure破产时间AmountofBanksfailed

intheUS美国破产银行数量2005020060200732008262009140201015720119220125120134473从2007年初开始已经有582家银行“崩溃”DramaticlossofClients’

TRUST客户信誉大幅度下滑TheReputationoftheBankingindustryisgone银行业的荣誉已经离我们远去…whereasweallwantedthisdevelopmentfromthestart.然而从一开始我们都想要这样的发展情况Whicharetheoptionstoday?如今我们该何去何从呢？7Tilmann

SpohrIssuestoday如今的困境•Profits,Revenues,Marginsunderpressure利润和收益的压力渐增•Growth(NNA)difficult增长困难•IncreaseincompetitioninPB&WealthManagement私人银行业务和财富管理业务竞争的增加•Effectivestrategies?NewBusinessModels?有效策略在哪？新的业务模式？•ReputationandTrustlost,Clientloyaltyeroding名誉和信誉损失，客户忠诚度减弱EffectsofClientExperienceMgmt.客户体验管理的作用DrivesRevenuesandMargins

增加收益和利润GreatExperiencedrivesClientSatisfaction,thusclientbehavior,thusbusinessGrowth

优良的客户体验能增加客户满意度，也就是改变客户的态度，即能获得业务的增长Isakeylevertodistinguish-a“basestrategy”(“deliveronthebrandpromise”)是一项基本策略（传达品牌保证）-这是让自己脱颖而出的一个重要手段Greatphilosophyfordirectionsetting,“culture”and“theidealPrivateBank”战略方向设定的一项重要哲学，文化和理想的私人银行BuildsReputation,Trustandlong-termRelationships建立名誉、信任和长期的客户关系GreatClientExperienceaddressesthekey

issuestheBankingMarketfacestoday优良的客户体验可以解决当今银行业面临的一些关键性问题Agenda目录•The“ScienceofClients”客户关系管理的技巧EconomicRationaleforClientExperienceManagement客户体验管理的经济学原理•TheScienceofClients:Howtomanagethe“X-factor”?“XceedXpectationswithXcellentXperience”客户关系管理的技巧：如何管理“X要素”？用极其优秀的体验来超出客户的预期•Ideasfordirectimplementationtomorrow对以后直接实施的一些建议Tilmann

SpohrHighClientsatisfactionin(Private)BankingdirectlyimpactsBusinessVolume–theShareofWallet在（私人）银行业务中高客户满意度直接影响业务量-市场份额ClientEconomicsOverallsatisfactionwithyourBank(in%)对你银行的总体满意度ShareofWallet市场份额Low低High高completelysatisfied绝对满意verysatisfied非常满意Satisfied满意Dissatisfied不满意Source:

Tilmann

Spohr,

XVISORY,

Client

Research

Banking

2003

-

2014Tilmann

Spohr客户经济学OrganicGrowth:MoreBusinessfromexistingClients有机增长：从现有的客户中获取更多的业务Client

EconomicsBalance(increase-reduce)OverallsatisfactionwithyourBank(in%)对银行的总体满意度VolumeofassetswithyourBank在银行存放的资产Increase增加leavethemastheyare顺其自然+=0Reduce减少Source:

Tilmann

Spohr,

XVISORY,

Client

Research

Banking

2003

-

2014Tilmann

Spohr(An-)OrganicGrowth:NewbusinesswiththehelpofloyalClients有机增长：由忠实客户带来的新业务Client

EconomicsWillyoumendyourBanktoyourfriendsinfuture?你将来会向你的朋友推荐你选择的银行吗？yes,definitely是的，当然会OverallsatisfactionwithyourBank(in%)对银行的总体满意度no,definitelynot不，绝对不会Source:

Tilmann

Spohr,

XVISORY,

Client

Research

Banking

2003

-

2014Tilmann

SpohrSource:

Project

work

XVISORY,

based

on

Client

satisfaction

survey,

data

mining

analyses

of

(Private)

BankingTilmann

SpohrFactis that in 1 year …satisfied clients had8% betterAUM development6% better Revenuesand 1/5 of the CancellationsPrivateBanking/WealthManagementprovider事实上在一年中满意度高的客户可以有超过8%的资产管理额度1/5的取消超过6%的收益Tilmann

SpohrPrivateBankingplaysinthe“PremiumLeagueinBanking”私人银行业务在银行业中扮演超级联赛的角色“TheScienceofClients”:ClientSatisfactionisdrivenbygreatClientExperience-alongalltouchpionts客户管理技巧：从各方面看客户满意度都是由客户体验决定的Premises场所Tilmann

Spohr"Thereisonlyonethingbetweenusandtheclient–it'stheClientExperience“客户体验是我们和客户之间的唯一联系。PortfolioReport资产报告Reception接待Products产品Bankfees银行费用Performance业绩Advice建议WhichaspectsofthebusinessdriveClientExperiencemost?–PersonalAdviceisthekeydriver银行业务的哪些方面对客户体验影响最大？个人建议是最关键要素RelativeimpactonOverall

SatisfactionFees收费Performance业绩ProductsandInvestmentSolutions产品和投资方案AdviceandService建议和服务Source:

Tilmann

Spohr,

Client

Research

Banking

2003

-

2012Tilmann

Spohr影响整体满意度的相关要素WheretostarttomakeAdviceagreatexperience?QualityofAdviceandtailor-madesolutions“drive”theCX如何开始让建议成为一项好的体验？建议的质量和定制化的方案是其中奥妙..rememberswhatwetalkedaboutlastandisalwayswellinformed能记住上次和客户交谈的内容并保持信息灵通High高Importance重要性role,

he

providesissuesclearly能清楚的解释复杂的问题Low低Satisfaction满意度Low低High高Source:

Client

satisfaction

surveys

Private

Banking,

XVISORY,

Tilmann

SpohrTilmann

Spohr..reactsquicklytomarketdevelopmentsandcomesupwithsuggestions对市场动向反应敏感并能及时提出建议TailormadeInvestmentstrategy定制化的投资策略..individualsolutionsinsteadofjustproducts针对个人不同的投资方案而不是生硬的产品 ..takessufficienttimeandalwaysgivemefullattention充分利用时间并能一直高度关注客户..Pleasantatmosphere轻松愉悦的气氛..explainscomplex..beyondhisadvisoryoutstandingservices除了其本身咨询的角色外，还能提供优秀的服务ThekeyaspectsofPersonalAdvicethatwanttobemanagedfromeachRM-the“4GoldenRules”个人建议需要注意的关键问题-“4项黄金法则”Maindriversofsatisfactionwith

AdviceSource:

Private

Banking,

Client

Research,

data

mining,

Project

work,

XVISORY,

Tilmann

Spohr1.Frequency频率2.Initiative主动性3.TeamApproach团队方式4.QualityofAdvice–holistic,solution,tailor-made建议的质量—整体性、有效性和定制性SatisfactionwithAdvice对建议的满意程度“建议”角度看影响满意度的主要因素TheAdvisoryProcessisthekeyinstrumentinclientManagement–itconsolidatedourfindings咨询的过程是客户管理的关键手段-它能巩固我们的成果•••GreatClientExperience卓越的客户体验DrivesAUM,Revenue提升收益和资产管理规模BuildsTrust建立信任Source:

Banks’

websites,

Client

Research,

Project

work,

Tilmann

SpohrTilmann

SpohrAgenda目录•The“ScienceofClients”客户关系管理EconomicRationaleforClientExperienceManagement客户体验管理的经济学原理TheScienceofClients:Howtomanagethe“X-factor”?“XceedXpectationswithXcellentXperience”客户关系管理的技巧：如何管理“X要素”？用极其优秀的体验来超出客户的预期Ideasfordirectimplementationtomorrow对以后直接实施的一些建议Tilmann

Spohr•CXisanart...21Tilmann

Spohr客户体验管理是一门艺术WhatentailsClientManagementinBanking?在银行业中客户关系管理的基本要素是什么？123Setthestrategy

&frameconditions设立策略和框架条件BuildthePractice建立实施措施Managethepractice&Results管理实施措施和结果

2.TheCoreElements核心要素 ClientInsight洞察客户ClientExperience客户体验ClientCulture客户文化Tilmann

Spohr1.ThesystematicProcess系统性程序

Thecoreelementsto“buildthepractice”.Itstartswithclientinsight

“建立实施措施”的核心要素由洞察客户开始。Passionate非常喜欢4

Engaged加入进来１Ignored不关心

ClientInsight“understand”洞察客户“了解”ClientExperience“outside”客户体验“外在的”ClientCulture“inside”客户文化“内在的”Source:

XVISORY,

Tilmann

Spohr

–

Assessment

with

the

“Customer

Maturity

Model”

assessing

some

60

aspectsTilmann

SpohrYourBank?YourBank?你的银行？YourBank?2heard有所耳闻3understood比较了解HowtomanageClientExperienceinPrivateBankingandWealth

Management?–TheProcess1.Build

commitment

from

the

top1•••Vision,Mission,strategy(transformation,change?)Communicate(“WalktheTalk”)andpromote,rewardAllocatebudget,capacitiesSetthestrategy&frameconditions2.Organization,

governance••Defineresponsibilities,scope,linevs.x-function,andanchorontopmanagementlevel,decideonfunction23.Skills,

people,

capabilitiesBuildthepractice••TalentswithskillinCXmethodologyandFinancialServicesCulture,behaviour,competencies4.Develop

the

core

elements,

the

CX

processes

andmethodology•GenerateClientInsightandclientinformation,analyse/derivemeasures,establishaCXculture,haveCXdesigncapabilitiesandmeasureresults35.6.Implementandimprove(incl.“channeldesign”)IntegratedintotheManagementRoutineManagethepractice&Results1.2.3.MeasuredefinedKPI’s,integratedintotheScorecardFocusonvalue(“valuableClients1st”)Planningandplanningandcontrolling24Tilmann

Spohr如果管理私人银行业务和财富管理中的客户体验？-主要过程1.从上往下建立责任感1•••视角、任务和策略（变革，改变？）交流（言行一致）和提升奖励分配预算和人才资源设立策略和框架条件2.组织和管理••划分责任、业务范围和条线，主要职责和固定高层管理，来分配职责23.技巧、人才和能力建立措施••富有客户体验管理方法和金融服务技巧的人才文化、行为和能力4.发展建立和谐要素、CX过程和方法•积累客户群和客户信息，分析/发展方法，建立一个客户体验管理文化，有设计客户体验管理和评估结果的能力35.6.实施和改进（包括渠道设计）整合到管理基本方法中管理实施和结果1.2.3.评估关键业绩指数并记录到计分卡中将重心放在有价值的客户身上

计划和管理24Tilmann

SpohrInsuccessfulcompaniesthinkingandbusinessdesignalwaysstartswiththeclient成功的企业的产品设计和考虑往往是从客户开始“NumberoffuncionsthatMercedes-Benzremovedfromtheircarsinoneyear：600,because…一年中，有600个功能从奔驰汽车上移除，因为…customerseitherdidnotneedthemand/or…knowhowtousethem客户既不需要这些功能也不知道如何使用它们Source:brandeins–EconomicMagazineTilmann

SpohrBusinessDesignwithoutclientperspectivehasits

consequences没有考虑客户感受的产品设计往往是失败的Tilmann

SpohrUSAAintroducedaninnovativePhoneapplication—remotecheckdepositingUSAA引进一项新颖的手机应用—远程支票存款27Tilmann

SpohrCustomersthatqualifyfortheservicecantakepicturesoftheirchecksanddepositthemintotheiraccountsasiftheywerehandingthepapercheckovertoateller.取得资格的客户可以通过拍照，将支票中的钱存进他们的账户，就像他们拿着纸质支票去柜台一样银行将允许客户通过手机进行支票存款Redefiningself-serviceBankingforBBVAGroup为BBVA集团重新定义自助银行服务28Tilmann

Spohr29TilmannSpohrWhichindustriesmightdelivergreatbenchmarkingideas?(intheUS)哪一行业可能实现高度的统一标准？（在美国）Whomightbetheleadersinourindustryandwholagsbehind?谁能成为我们行业中的领导者而谁又会成为拖后腿的呢？(在美国)30TilmannSpohrValuableClientsfirst!有价值的客户优先！FocusonTopSegments:Top10%Clientsholdsome80%ofAssetvolume-inAsialess将焦点放在顶尖的行业部门：前10%的客户掌握80%的资产量-在亚洲地区这一比例少一些Howdoyouallocateyourresourcesandtime你如何分配你的资源和时间？AuMindeciles10分位的AUMSimilarProfilewiththeSource:

Private

Banking

Example,

Tilmann

SpohrstructureofRevenue和收益结构相似的分布TilmannSpohrASSETUNDERMANAGEMENT资产管理规模TheClientKPItoeffectivelymanagesatisfactionofyourclientsaspartofacomprehensiveScorecard有效管理客户满意度的客户KPI是综合评分的一部分。“Onlywhatgetsmeasured,getsmanaged!”只有可以用来衡量的东西才能被很好的管理Employeesdowhatismeasured,celebratedandprovidesanincentive员工做可被衡量、可获得夸赞和提供激励的工作。Theconceptofthe“Balanced-Scorecard”isagoodframeworktoembedClientManagement平衡计分法这一概念是植入客户管理的一个优秀的框架&ObjectivesMeasuresTargetsInitiativesInnovation&Learning革新和学习Vision观点Strategy策略Clients客户InternalView内部关注Financials财务宗旨方法目标动力Controlling–“value-based”–ofwell-known(Private)Bankingoperation-tomanageReturnsfromgreatCX管理“以价值为基础的”著名的（私人）银行运营-管理卓越客户体验带来的收益Tilmann

Spohr4.CriticalaspectsinClientAdvice客户建议中的重要方面•Opencompliancecases公开合规案例•OpenKYCcases公开“了解你的客户”案例•AmountofComplaints,etc.抱怨的数量等3.ServiceandStandardsinClientAdvice(trackingofthe“4GoldenRules”)客户建议服务和标准•Amountof“qualified”contacts“合格”合同的数量•Amountofcontactinitiatives,teamapproach,etc.新合同数量、团队方法等2.FinancialsofClientbase(bysegment)客户群的财务信息•AUMperClient每个客户的资产管理规模•NNAperClient每个客户的NNA•ReturnperClient,etc.每个客户带来的收益1.ProfileofClientbase(bysegment)客户群信息（不同部门）•AmountofClients客户数量•AmountofnewClients新客户数量•AmountofClientsper“ProductGroup”(VVvs.Advisory)不同产品的客户数量•Defections,etc.客户流失等And,howtobuildtrust?还有,如何建立信任呢？Tilmann

SpohrYouwanttobereliable…你想成为客户信任的人…eachtime…每一次…alongsidealltouchpoints通过所有的联系机会...i.e.inallaspectsofyourbusiness例如在你业务的所有方面ClientExperiencethewayofchoiceinBanking&WealthManagement客户体验到了选择银行和财富管理的方式EffectsofClientFocus重视客户的效果

RevenuestriggeredthroughsystematicCX/clientmanagement通过系统性客户体验管理和客户管理增加收益

GreatExperiencedrivesClientSatisfaction,clientbehaviorandthusorganicGrowth卓越的体验提升客户满意度、客户行为并获得有机增长

Reputationandtrustbuiltthroughgreat“branded”Experience(deliveronthebandpromise),adistinctexperience通过卓越的品牌体验建立名誉和信任，这是一种独特的体验（通过品牌承诺）

ManagetheCXandenjoyresultsthroughasystematicapproach管理客户体验并享受由系统性方法带来的成果Strategic

alternatives?Issuestoday如今的困境•Profits,Revenues,Marginsunderpressure利润和收益减少

•Growth(NNA)difficult增长困难

•ReputationandTrustlost名誉和信誉损失

•IncreaseincompetitioninPB&WealthManagement私人银行业务和财富管理业务竞争的增加

•Effectivestrategies?NewBusinessModels?有效策略在哪？新的业务模式吗？Agenda目录•The“ScienceofClients”客户关系管理的技巧EconomicRationaleforClientExperienceManagement客户体验管理的经济学原理TheScienceofClients:Howtomanagethe“X-factor”?“XceedXpectationswithXcellentXperience”客户关系管理的技巧：如何管理“X要素”？用极其优秀的体验来超出客户的预期Ideasfordirectimplementationtomorrow对以后直接实施的一些建议Tilmann

Spohr•StartwithastraightforwardprocesstoeffectivelymanageClientExperiencewithasystematicapproach开门见山：有效管理