Study On Management Of Customer Manager Of Bank A

Commercial banks’ customer manager is an essential part of the modern commercial bank. Since China has joined the World Trade Organization, with the continuous development of market economy, the financial industry also flourished. On the other hand, foreign banks that change the business rules enter Chinese market, and the domestic banks must face cut-throat competition. The financial industry is confronted with challenges and chances. Represented by bank A of parts of commercial banks is still follow the system of the traditional mode to manage customer managers. Nowadays, information transfer quickly, and the needs of customers are diversified and specialized. Customer manager acts as the bridge to the customers, and more and more bank business is associated with the customer managers, so it is very important for the bank to put the customer manager into the right position.In terms of human resources management, bank A always hire employees in traditional ways. It always receives job applications through campus recruitment, and most of all, they always encourage their employees to recommend their friends and family for the vacant positions. At the same time, combined with the recruitment interview link an interviewer likely random subjective ratings, scores between the examiner is difficult to compare to each other. Consequently, it is hard for the bank to acquire sufficient outstanding employees. Customer manager training too much rely on the model of the old teach the new, lack of standardization system. Assessment notices more on the scale indexes, ignores the cultivation of the customer manager’s own growth. Salary allocation lacks effective incentive. Above all, this king of inherent pattern brings no good for the long term development of bank A. The traditional functions of customer manager lies in the improvement of high-quality assets rate, financial products promotion effect, and organization deposit business operation. Above all, the most important task for the traditional banks is to occupy the old business clients and satisfy the customers’demands. So the banks judge the costumer managers through several ways discussed above. Bank A just adopts the same ways. Firstly, it is not scientific for the bank to judge the costumer managers in the traditional ways, which only focus on short term gains instead of long term interest. At the same time, the bad rules will change the new employees’way of thinking and twist their future advancement.In terms of marketing management, the bank’s product design is homogeneity. New product creation ability is weak. Product pricing is not flexible enough. The phenomenon of relationship marketing is common, so marketing model lacks direction and systematic marketing. All above bring certain difficulty for the bank’s steady development.The subject of researches done before is mainly about the management mode of western commercial banks. Some cases they have ever met are lacking sufficient data and evidence, so the research results can not be applied in real work. And some research results are only concerned with the the theortical questions while they neglect the mathematical models, so these researches can only get some theory results which are helpless in handling real problems. Based on the previous researches, this paper puts forward some new points. Especially, this paper adopts the mathematical models, so the suggestions can be more feasible. With the development of banking industry and diversified demands of customers, the bank’s customer manager system is out of date. This paper mainly discusses the questions above and come up with solutions to the problems.