Improvement Of Personal Customer Relationship Management In SJQ Sub-branch Of Construction Bank

With the full opening of China's financial market,the banking industry has experienced increasingly fierce competition.The Italian economist Barredo believes that “20% of customers provide 80% of the benefits for enterprises.” It is crucial for the bank to focus on how to effectively maintain existing high-end customers,expand the circle of high-value customers,and provide high-quality customer groups with high-quality and diversified service for its development.Undoubtedly,customer relationship management is the most effective way to understand customers' needs and behaviors.It is not only a set of technical systems to collect,identify and analyze customer information,but more importantly,it is used to establish a long-lasting and stable relationship between banks and customers,offer superior financial services tailored to customers,and ultimately achieve goals of customer acquisition,customer retention and customer profitability.Based on the theory of customer relationship management and the comparative study of the effect of customer relationship management systems in domestic and foreign banks,this paper fully demonstrates the importance of commercial banks in using and developing customer relationship management systems.A case in point is the SJQ branch of the Construction Bank.The status of the application of the OCRM system in the Construction Bank is studied and analyzed.A questionnaire survey is conducted among the account managers and high-end customers of the SJQ sub-branch.Problems of the OCRM system,bank staff,bank management,and high-end customers are identified through questionnaire survey data,and the causes of the problems are analyzed to find improvements.Through the analysis of the OCRM system of the Construction Bank,this paper addresses the problems of inadequate and effective use of existing customer resources,lack of accurate customer segmentation,and reduced efficiency of high-end customer service.It also puts forward strategies to strengthen relationships with customers,reduce operating costs and improve economic return.Ultimately the core competitiveness of the Construction Bank is uplifted.