Study Towards The Customer Hierarchical Management Of Ouhai Branch Of Wenzhou, Agricultural Bank Of China

Economic globalization and information technology has achieved a rapiddevelopment since the1970s, result in the increasingly complex and volatile financialactivities. With the development of market-oriented interest rates, financialdisintermediation, and a new round of financial regulatory change, the externalenvironment of China’s banking industry faces has undergone a profound change;Meanwhile, domestic changes in customer demand on the banking industry alsorequires a higher level of financial services. Both the profond changes of the internaland external environment promote new challenges to the common global operationcapability and financial service levels of China’s commercial banks. In order to gain afoothold in the fierce competition of domestic and foreign banks, it’s an urgent needto accelerate the management transformation, change the traditional way of profitgrowth and a single marketing model, adhere to customer demand-oriented toimplement customers hierarchical management and maintenance, to speed up productand service innovation, personalized service and differentiated marketing strategyimplemented on different hierarchical customers.Under this circumstance, Ouhai Branch of Wenzhou, Agricultural Bank of Chinafirst attempt to build personal retail banking and customer segmentation service andmanagement from2007. On this basis, we use the relative theory of hierarchicalcustomer management-customer relationship management theory, service marketingtheory, theory of customer segmentation and customer value evaluation system,introduced carefully and deeply researched the specific implementation of thehierarchical management model of the Ouhai Branch of Wenzhou, Agricultural Bankof China, which clearly shows the customer value judgments, hierarchical customermanagement methods and processes of the Ouhai Branch of Wenzhou, AgriculturalBank of China, including the evaluation of the high-end customers, clients, andlow-end customers’ value, the guiding process and the stratified maintenance. Basedon the analysis above, the article get a result in the effectiveness of theimplementation of the existing hierarchical customer management of the AgriculturalBank of China, Ouhai Branch of Wenzhou and in the inadequacies that need to beimproved-insufficient farming roots of retail customers, uncoordinated sectorallinkage mechanism, excessive chasing the market scale, the inertia of thinking in large customers operating, customer segmentation operating inefficiencies and evaluationand incentive mechanism is not flexible. Finally, we raised six solutions the authorconsider to be more targeted solution, such as a customer clustering operating,maintenance and service of, maintenance and service of high-end, low-end customers,set an activate sectoral linkage mechanism, clear assessment and incentives as well asimprove the management of customer segmentation system.