Research On Construction Of Network Service Marketing Integration Of X Bank

As a financial service organization, the development model of banks must be funded on client focus and satisfactions. The operation and management of the organization has to be adjusted timely according to market and client requirements, thus to provide high quality products and comprehensive services. Therefore, how to offer such products and services turns into an important issue in the competitive market with diversified customer demanding. In the banking industry, it becomes a top priority to offer a routinized and standardized financial supermarket for customers and to establish relationship with clients in product communication, product demonstration and product experiences.Network service marketing integration will break the established ice cube of the public-to-private-only and fragmented marketing circumstances. Transitions from passive marketing to active marketing and from single function to multiple tasks of crew member will actively improve allocation of manpower, develop potentials of the staff and achieve optimized human resource management. Furthermore, network integration turns branch operations, task assignments, job setup and human resource configuration into instinct joint marketing; thus, the branch, which requires tremendous investment of human resources and capital, is entitled to create more profit at same amount of inputs.In this article, the author discussed the necessity and plausibility of network service marketing integration by analyzing X bank’s current circumstance of deficit functioning of branches, limited skills of counters, uneven task assignment to individual customers and to business clients, and distinctly predefined functioning among branches. Based on previous experimental work and the current urgent issues, the author proposed guidelines about how to construct integrated service marketing branches. Meanwhile, the author provided detailed and feasible steps and plans to achieve the goal of service marketing. Based on the research, the author drew the conclusion that it is plausible and necessary to construct integrated service marketing branches in X bank. In the development of the network, all plans and strategies should be implemented step by step systematically with periodically focuses, following strategies planed by the headquarter and detailed according to practical development of each branch. During the process, all members must aim to the same target of continuously propelling the integration of service marketing network; thus to realize the strategy of improving comprehensive financial service of X bank to the public.