How to learn how to sell banking products. “We need to stop selling banking products, we need to sell solutions”

There are five key stages in any transaction, the purpose of which is the sale of goods to the consumer. The transaction will be successful if you follow simple rules at each stage. There are only a few for each stage. These are simple but powerful techniques, proven by the experience of many successful sales professionals. Their application in practice will help even a novice sales employee to successfully negotiate and sell credit cards. Just tell a newbie about them in an interview. These rules can be applied not only to the sale of credit cards, but also in any area of ​​trade. These rules apply well even with cold calls.

The first meeting with the buyer should not immediately begin with an offer to purchase a credit card. First you need to establish a comfortable and trusting relationship between you and the interlocutor. This will be the best ground for further sale.. Even a business conversation should start with a smile. At the interview, try to compliment the client - people love to be praised. Talk to him about business, work, business, family. Communication with the client is an important part of the transaction. First, it will give the potential buyer the feeling that they are really interested. Secondly, you will receive information that will identify his needs and allow you to further offer the client useful services of your bank. A person in a good mood is more willing to make deals and is predisposed to agree to the proposals of the interlocutor.

Stage two: identifying customer needs

The main goal of this stage is to identify the need of the person in front of you, as well as push him to independently make the decision you need. That is why you need to ask the client about what he does and how he spends his finances. For example, if a person has a small salary, but a lot of expenses, it will be quite simple to offer him a credit card. If he is prone to savings, you can offer a credit card in a package with a debit card. Be sure to show interest in what the client tells you. You can show active interest by nodding during the story of the interlocutor, assenting to him. The psychological method of paraphrasing also works well. That is, the phrase of the interlocutor is taken and a question is formulated from it. It may begin with the wording: "If I understand correctly ...?".

Stage Three: Service Offering

So, the desire and need formulated in the second stage must be realized. And this is where you can offer the client products. In our case, this is a credit card. It is necessary to tell that all his problems, voiced to you, he can easily solve by buying a credit card from your bank. Provide the customer with detailed information about how credit cards work. Especially if you see that he does not understand this. At this stage, it is very important to use only words and expressions that your interlocutor can understand. Do not abuse terms and specialized expressions. The client must feel that your offer does not come from the desire to “sell” him a credit card, but from his own needs.

For a successful presentation of the proposed product, it is important to use the following simple rules of sales techniques:

• Make the most of your customer knowledge. Apply all the information received from him during the first and second stages. You must be as informed as possible in order to present the credit card in the most beneficial way. Work out all possible ways to find this information.
• Use numbers and statistics. Statistical data, savings percentages, ratings, advantageous comparisons with competitors' figures - all this will betray the presentation of persuasiveness and add weight to you in the eyes of a potential buyer. Give examples from personal experience. You can even fictitious, most importantly - convincing. A manager who appeals to numbers always looks more convincing than one who does not use them at all. But do not overdo it, your speech should remain understandable.
• You must believe in the quality of what you offer. If you are not sure that you are offering the client a really profitable card that will be useful to him and will really help solve a number of his problems, nothing will come of it. He will feel that you do not believe in your words and doubt the benefits of such an acquisition.

Fourth stage: work with objections of the client

A client who does not object or argue is not an interested client. In no case should you ignore the comments and objections. You need to boldly take them on and confidently convince the interlocutor. So to speak, take the bull by the horns. At this stage, it is also important to maintain an atmosphere of goodwill. He should feel that you only want the best for him, you want to help him solve the problem, and not impose a credit card to fulfill the sales plan.

Fifth stage: closing the deal

The banking sector is highly competitive and the main task of this stage is to obtain consent from the client to complete the transaction. After all, a situation may arise in which the previous four stages went perfectly, but the deal did not take place and the potential buyer left with the words: “Well, I’ll find out how and why.” No, your task is to convince the client at the fourth stage - the best offer is not worth looking for. How to do it correctly was described above.

Once consent has been received, the application can be made. The registration of the application is the final stage, signaling that the successful sale of the card has been carried out. The client provides the bank with passport and contact details and becomes part of the client base simply by purchasing a credit card.

Be sure to get recommendations from satisfied customers. They are useful for working with other clients in the future. It is useful to post such recommendations on the website of a banking company, in its social networks. You should ask the buyer if he has friends who would also benefit from the information about the service provided by you. This will help expand the base and attract new customers. It is very good if your bank has a special loyalty program for such a case, in which a real member of the system, having brought his friends to the bank to receive a service, receives useful bonuses for himself in return.

TOPIC 3. SALES METHODS
BANKING PRODUCTS AND
SERVICES

Rules and principles of sales:

1.
You own the information - you own the world!
2.
Sell ​​the Solution to the Client's Problems!
3.
Take responsibility!
4.
Find a remedy, not an excuse!
5.
Just act! Always, under any conditions!

Rules for the effective sale of banking products:

1). Selling banking products is the skill of a personal manager. There are a number of methods
a sales technique that by itself, without proper skills, cannot move forward,
therefore, the manager must constantly improve his skills.
2). Selling starts with knowledge. The manager needs knowledge about the bank's customers and their needs.
business. To do this, you need to communicate with people, visit enterprises, make acquaintances.
The manager must know about the banking product or service, that is, the manager must find
advantages of its banking product over similar products of competing banks.
The manager must have information about competing banks, The manager must know the strengths and
weaknesses in the activities of their bank.
3). The manager must be able to "listen" to the client. The manager should not talk more than 45% of the time, and
should listen more. It is necessary to ask questions and determine the needs of the client. If the client
if you fail to talk, then as a result the manager will not know what the client needs and, accordingly, how
solve his problem.
4). The client does not buy banking products, but benefits, therefore, when presenting banking
products, it is necessary to talk about the benefits, that is, about those properties of the product that are
significant for the customer's choice.
5). The manager must be able to mentally put himself in the place of the client. For example: for director
trading company, it is logical to assume that it will be important to ensure the safety of money,
6). Price should not be the target of negotiations. So, if the conversation begins with the determination of the price, then how
as a rule, if a deal is concluded, then it is concluded at the lowest price, therefore it is better to do it first
interest the client, give him the opportunity to discover the benefits and understand the value of banking
product.
7). The manager needs not to sell banking products to customers, but to offer a way to solve it
problems, here should be noted:
-customers don't like being forced on them;
What works for one client may not work for another.

3.Methods of selling banking products and services

I
The method based on
satisfaction
existing needs and
customer requests
II
Forming Method
needs and requests
client

I. The method based on meeting the existing needs and requests of the client is applied in two cases:

Firstly
Secondly
when the client and manager have already installed
trusting partnerships and manager
has information about the activities of the client, about
problems that concern him;
when the client belongs to a certain group
enterprises with the same profile and
needs.
The use of this method involves
careful study of the activities of the enterprise,
his financial and credit history, plans
development and production, etc. Knowing the client's business
state of affairs at the enterprise, personal
the manager clearly sets the change
needs and proposes a solution.

II. The method of forming the needs and requests of the client is the most complex and requires special skill and knowledge. First with

through skillfully formulated
purposeful questions and active listening to the answers by the manager reveals the true interests and
the needs of the client's business.
This is achieved through the use of the technology of open and clarifying questions, methods of presenting a positive
signal or techniques of reflex listening. Then, with the help of the summary technique, the problem is formulated and
a solution is proposed.
Revealing
needs
by setting
questions + method
active
hearings
Reception
summary
Problems
Solution
Problems

OPC sales methodology (scheme) Features-Benefits-Values

Methodology (scheme) of OPC sales
Features-BenefitsValues
The essence of this technique is not for sale
as much banking product as
way to solve customer problems

In this case, the bank manager acts as a good adviser, assistant and consultant to the enterprise.
The OPV scheme is designed with a clear understanding of the benefits and values ​​that
embedded in banking products and services and are of undoubted interest to the bank's client.
A distinctive feature of compiling classifications is that each characteristic
banking product, services match the benefits and value of the product.
The most successful application of this technique is in personal sales, when the client initially
is not ready to use the bank’s services and it is necessary to work with him so that he can
make a decision on your own.
In order to be guided by this principle, it is important:
♦ to understand what potential benefit lies in a banking product or service;
correctly identify the interests of the client in order to interest the client at the presentation
this;
♦ use exactly those arguments for persuasion that will help the client understand what benefit
he will receive by using the service.

An example of a credit line lending using an OPV scheme

Example
credited
and I
credit
lines
With
used
niem
OPC schemes

10. Task 1. Description of the banking product according to the OPC scheme

Peculiarities
banking product
Advantages
banking product
for clients
banking values
product for
clients

11. Classification of collection services

Features of the banking product
Benefits of a banking product
for client
Banking product values ​​for
client
1. Delivery of money to the bank is made
For delivery and delivery of cash
through their transmission
proceeds to the bank do not need cashiers,
collectors who deliver and
transport, security
hand them over to the bank
Save cash register time
employees of enterprises and individuals,
accompanying them, on delivery and
depositing money in the bank. Security
continuous work of the cashier
enterprises due to the fact that
bank deposit functions
performed by collectors.
Cost savings for the enterprise
maintenance of vehicles and security
to send money to the bank
2. Collection is carried out
Provides security
special service of the bank, which has
delivery of money from the enterprise to the bank
necessary equipment
Security of funds
Partner collects proceeds
3. Cash collection makes it possible to change
regardless of the operating mode of the bank
revenue at a convenient time, flexible
Convenience
customers, including in the evening and at
graphics
weekend
4. Recalculation of cash receipts
carried out 24 hours
Revenue coming after
operating time,
counted by night shift
cashiers
Timely payment of funds
funds to the account and
the ability to make payments from 9
hours
5. Individual approach
setting a price based on
revenue and route
Payment for the service is carried out for the period
30 days
Saving money

12. Ways to sell banking products and services

Package offer
services
Cross selling
co-branded
programs

13. Package offer of services

The package offer means
organizing the sale of a large set to a client
services in the form of a package or a chain of cross-border
sales

14.

In this case, as a rule, the bank offers several
options for combining services included in the package
offer, and the customer has a choice
specific package.
Characteristic features of the package offer
are preferential pricing for one or
several products included in the package, as well as
the possibility of obtaining significant additional
services.

15.

Among Russian banks using bundling
services for the promotion of retail products,
the programs of AlfaBank, the Bank of Moscow and Citibank were the most famous.
According to the bankers themselves, the main advantages for
customer when buying a package of services are both price
factors (benefits for the acquisition of banking
products, various discounts for paying for one or
several services from the "package"), and the possibility
independently determine the composition of the "package" by choosing from
options offered by the bank.
As a rule, banks offer
a gift to the client - a credit card.

16. Advantages of a package offer for the Bank

the ability to attract new customers by expanding
product line through a combination of different tools;
- increasing customer loyalty by providing
related products at discounted prices;
Benefits of a package deal
client
acquisition of the most demanded products and services for
preferential prices;
- the possibility of obtaining related products and services as
banking and non-banking nature at preferential prices.

17. Cons of a package offer for the Bank

1. The bank begins to be associated with the client only with this particular
service.
2. As soon as the need for the service disappears, the client leaves the bank.
3. The bank is forced to constantly be in conditions of price dumping,
focusing the attention of customers on one service (customers unwittingly
compare the offer of this bank with the offers of its
competitors).
4. The client chooses service providers and allocates his needs
between them and spends more time moving, identifying
and so on.
However, studies show that more than half of the clients
indicate that they are interested in receiving all financial services in
one place. To realize this interest in a typical situation,
you just need to make a good offer to the client.

18. Example of a package offer

19.

20. CO-BRANDING

[English] Co-branding] - co-branding on products
commodity
signs,
logos
And
promotion
brands
managing
partners,
allowing
implement
advantages
partnerships:
provide
clients
additional benefits and comfort of their acquisition, and partners
according to K. in this regard - to get closer to the client, to increase the loyal
audience, sales volumes, reducing network development costs
sales.

21. Success factors of the CO-BRANDING project:

Success factors of the CO-BRANDING project:
careful analysis of strengths and weaknesses
each partner brand followed by
combining and emphasizing strengths;
significant intersection (overlap) of compositions
primary and secondary target audiences of partner companies;

22.

For banks, co-branding has become an effective marketing tool for promoting
payment cards and attracting new customers. Implementation of bank programs
trade, transport, entertainment, travel companies is one of the
directions for expanding the client base of cards - bank divisions.
The most famous in this area are bonus co-branding programs,
which were pioneered by Rosbank, which launched Beeline for subscribers
the Vee-Bonus program, and Sberbank, which implemented jointly with Aeroflot and
international payment system Visa first co-branding program
"Aeroflot-Bonus", and then the program "Visa-Aeroflot".
Among the most famous bonus co-branding programs of banks and trade
service companies can be called the Raiffeisenbank program, payment
the Visa program and the accumulative program "Malina". Under this program
Raiffeisenbank issues co-branded credit cards "MalinaRaiffeisenbank", which at the same time are the means of payment of the system
Visa and a card of a member of the accumulative program "Malina". Interaction
organized according to the standard scheme, when for any purchase with a card, both in Russia and
and abroad, its owner receives points on a special bonus account, on
which are purchased goods from the "Raspberry" catalog. According to the coordinator
project "Malina" by Anna Thomas, within three years it is planned to issue up to 350
thousand co-branded cards

23.

Another common type of co-branding programs are
discount programs implemented by banks, international
payment systems and trading companies, services
service, cellular operators.
Discount programs include co-branded
programs that provide customers - cardholders with discounts for
purchases in trading enterprises - partners of the program, cultural and entertainment centers (Program "Thank you from Sberbank" -
paying by card is profitable! Discounts in partner stores,
accrual of bonuses for purchases around the world).
Similar to bonus programs within discount projects
All participants receive additional benefits:
- banks develop their card business, acting as
issuers of plastic cards;
- customers purchase cards of leading payment systems and receive
benefits from participation in discount or accumulative programs;
- service enterprises - the influx of new customers and visitors.

24. CROSS-SELL

25.

Up-sell - an increase, literally "raising", the amount of the sale. This
marketing ploy that motivates the buyer to increase
purchase amounts.
Cross-sell - cross-selling.

26. Cross-selling

Possibility to sell to the Client additional
banking product or service.
Key to cross-selling success:
Remember the client's motivation
Summarize for yourself everything the Client said in
time to deal with objections
As a result, to form the most valuable for the Client
offer
Example:
https://www.youtube.com/watch?v=nTQX4zz9XwQ
0.0 – 5.10 (min)

27. Practice. Cross-selling

Client:
A woman of near retirement age, adores her grandchildren and
series. Wants to build a second floor in the country, so
she came to the bank to apply for a consumer loan for
100,000 rubles.
The task of a banking specialist is to find out about the main problem /
customer needs, sell a solution to a given problem, and
CARRY OUT cross-selling of additional banking products
(deposit, credit card, SMS informing, Internet banking,
insurance, debit card)
Reference:
Key to cross-selling success:
1. Remember the Client's motivation for acquiring the main
product
2. Summarize for yourself everything the Client said
3. Formulate the most valuable offer for the client,
which will make the main purchased product the most
valuable

28. Customer service by a personal manager

29.

Personal manager - bank employee, main
whose purpose is to establish and
development of long-term cooperation with
corporate clients on terms of trust and
mutual benefit, as well as ensuring partnership
relationships based on good knowledge, market business processes and customer development plans.

30. Personal managers must meet certain professional requirements:

1). Distinctive properties (specific personality traits):
a) Empathy - the ability of a manager to assess the situation from the point of view of the client, to put himself on
his place.
b) Ambition - self-esteem, is inextricably linked with the successful completion of the assignment received
or performing a specific activity.
c) Fortitude (hardiness) - the ability of a manager to quickly recover from failure.
d) Self-discipline, intelligence, creativity, flexibility, independence,
perseverance, exactingness, reliability.
2).Ability:
a) Ability to communicate;
b) Analytical abilities - this is due to the fact that when working with a client, the emphasis is on
consulting work in the sale of banking services. To do this, the manager must have
information about the client, his financial condition, problems and needs, as well as about banking
products, their profitability and advantage for the client;
c) Organizational abilities;
d) The ability to manage your own time - this item is closely related to the previous one. Manager
should spend most of his time on clients who are more promising for
jar.
3). Erudition is the possession of special information, knowledge, that is, managers must
have information not only about their customers, banking products, the bank as a whole, but also about
competitor banks. The manager must know the technology and methods of selling banking products,
successfully cope with the presentation of banking services and influence the decision-making of the client.

31. Main responsibilities of a personal manager:

1. Study banking products, their advantages, values, constantly
improve knowledge in the field of banking technologies.
2. Have analytical information about the client, his business, problems,
key employees who make decisions or form opinions
manager, understand the client's business, study his needs and needs.
3. Ensure constant contact with the client by means of telephone
calls, correspondence, organization of presentations, negotiation.
4. Inform the client about traditional or new bank services that
may be useful to his business.
5. Solve customer business problems, find options, service schemes,
profitable for both the client and the bank.
6. In the process of presenting banking services to interest the client
the profitability of the service and the possibility of benefiting or profiting from it
acquisitions.
7. Motivate the purchase of the service by offering the client to do the right thing
selection of a favorable form and conditions for its provision.
8. Own sales techniques and methods, be able to form product values
in terms of customer satisfaction.
9. Successfully complete negotiations with the client, agreeing on specific
actions and activities in relation to the proposed service.
10. Know the history of the bank, its competitive distinctive characteristics.

32.

Tasks:
1. Conducting business - analysis. Finding out the needs of the business, fixed customers in banking services.
At the same time, the functions:
- Creation and maintenance of information base about clients
- study of the needs for banking services
- development of commercial proposals based on these needs
- monitoring, establishing feedback with the client.
2. Establishment and development of long-term partnerships based on mutual interests.
At the same time, the functions:
- development of long-term cooperation plans
- preparation of marketing plans for a group of clients - sales, services, income and more.
- Facilitating relationships with other bank customers
- formation of demand for banking services
- Building partnerships with each client
- constant informing the client on issues related to his business and the bank, correspondence, business meetings, congratulations
clients with anniversaries and holidays,
participation in representative events
-development of individual service schemes
- provision of consulting services to clients
-representation of clients' interests in business divisions and committees of the bank
-monitoring, customer surveys to determine their satisfaction with banking services
3. Implementation of a long-term plan for cooperation with clients.
At the same time, the functions:
- holding events in accordance with the long-term plan for the development of partnerships with the client
-organization and promotion of bank services in rubles and foreign currency
-monitoring of the cash flow of clients, offering convenient schemes for investing funds
- support for the implementation of banking products and services
- carrying out preparatory work before meeting with the client
- after-sales care, that is, finding out the client's opinion about the quality of services and maintenance
-monitoring the effectiveness of the activities carried out according to the plan, determining the profitability of customers
4. Attracting priority potential customers.
At the same time, the functions:
- Carrying out systematic work to attract contractors for servicing
- Carrying out work to raise funds
- Attracting potential customers in the market
5. Planning the manager's work and reporting.
At the same time, the functions:
-work planning for a week based on long-term plans for the development of cooperation with the client
- weekly report to the head of the department
-report on non-fulfillment of the main tasks set
The introduction of the institution of personal managers in a bank can be difficult due to:
1. great mental load, great requirements for knowledge of the bank's products and services of competing banks
2. psychological difficulties (there are cases when it is difficult to find an approach to the head or chief accountant of the enterprise and in connection with this
takes a lot of time and effort)

33. The use of information technology in the system of sales of banking products. Remote banking: systems

"Client-Bank" (Internet banking, on-line banking, direct banking, home
banking), Telefon-Bank systems (telephone banking, telebanking, SMS-banking), devices
banking self-service.
Analysis of foreign sources allows us to identify the following areas
innovative development:
1. Development of a "multi-channel banking service system",
combining traditional technologies and new tools:
a) self service
b) remote maintenance
c) Internet use
d) call centers
e) highly qualified individual consultations.
2. Virtual banking and financial technologies: banking management
account, cash payments, electronic signature, conclusion of contracts,
financial institutions (stock exchanges, banks).
3. Integrated use of new information and communication
technologies for electronic and mixed (traditional and new) marketing.
4 Collection, storage and analytical processing of internal information. New
internal control and audit capabilities.
5. Changes in the qualifications of employees: product manager, consultant,
transaction and advisory specialist.
6. New banking products (services) based on new technologies.
7. New self-service machines (mono and multifunctional,
informational).

34. Client-bank systems (PC-banking, home banking)

Systems accessed through a personal computer. Bank at
this provides the client with technical and methodological support during installation
systems, initial training of customer personnel, software updates
and support of the client in the process of further work. "Client-bank" systems
provide full-fledged settlement and depositary services and maintenance of ruble
and currency accounts from a remote workplace. Client-bank systems allow
create and send payment documents of any type to the bank, as well as receive from
bank statement of accounts (information on movements on the account). For security purposes in
Client-Bank systems use various encryption systems. Usage
systems "Client-bank" for servicing legal entities is still one of the most
popular RBS technologies in the Russian Federation. "Client-bank" systems
are basically divided into 2 types:
1.1 Bank-Client (thick client)
Classic type of bank-client system. On the user's workstation
a separate client program is installed. The client program stores on the computer
all their data, as a rule, are payment documents and account statements. The client program can connect to the bank via various communication channels.

35. Internet Client (thin client) (On-line banking, Internet banking, WEB-banking)

The user logs in through an Internet browser.
The Internet-Client system is placed on the bank's website.
All user data (payment documents and
account statements) are stored on the bank's website. Based
Internet Client may be provided
limited information services
functions.

36.

Art-banking (Eng. Art-banking) - financial and consulting support
investment in art. A new service that appeared on the financial markets
world at the end of the 20th and beginning of the 21st century.
Most large Western credit institutions allocate within their
divisions focused on working with VIP clients with portfolios from
500 thousand euros, art advisory departments. In Russia, this service has been available for several years.
offer departments of the largest credit institutions, among which
Gazprombank, UralSib, VTB, etc.
This service is designed for both corporate and private investors.
The range of services offered is varied and covers the following areas:
· advising on the formation of investment quality collections;
analysis of collections or individual objects of art;
advice on collection selection, management and long-term
maintaining their value;
Examination of the authenticity of a work of art;
restoration and storage.

37.

Direct-banking is a bank without a branch network. He
offers the following types of RBS:
§ Telephone banking;
§ Online banking;
§ ATMs (in rare cases);
§ Bank mail;
§ Mobile banking.
Excluding expenses associated with organizing a branch office
bank networks, virtual banks can offer more
high interest rates on deposits lower
service charge than their traditional competitors.

38.

Telephone-banking systems (telephone banking, telebanking, SMS-banking)
Telephone banking is a type of remote banking
service, in which the client receives banking services through
using the capabilities of phones. Using the telephone banking system
the client can receive both information services from the bank and manage funds
on your accounts.
The telephone banking system can be implemented in two ways:
1. customer communication by phone with a bank operator who receives calls on
a specially organized workplace (call center, call center, etc.)
2. interactive voice interaction (IVR), allowing the client to access
bank services via telephone without the participation of an operator.
The emergence and development of mobile communications has led to the emergence of another way
implementation of telephone banking, called SMS banking, in which
information service and the ability to manage your customer accounts
performs by sending SMS messages from your mobile phone.
SOURCE http://studopedia.org/3-6519.html

39. PRACTICE 2.

ANALYSIS OF BANK PRODUCTS AND
PACKAGE OFFERS

Hello, dear friends and readers of the blog about finance and cash flow. Sales stages- these are steps to the successful promotion of their services or products. To successfully sell anything, you must first master the sequential sales stages. Today I will talk about the work of a bank employee in terms of advising a client who has come for a loan. I think this information will be useful not only to a banker, but also to any specialist working in the service sector.

It will be interesting not only for the sales consultants themselves, but also for any person as a participant in the sales process, since the promotion of goods and services is based on psychology, knowledge of the human soul. And about psychology, everyone likes to read and talk about psychology. I will divide the information into several blocks in accordance with the steps of progress, where I will also share my experience and observations.

The main stages of sales in the bank

These steps consist of seven stages, each of which complements each other, being a logical continuation of the previous level.
If you follow this technique in a constant mode, then you can develop the skill of successfully promoting services, which will be useful to both a novice consultant and an experienced salesperson. Below is a list of these stages.

• Establishing contact.

At this stage, it is important to prepare for the client's visit. How you meet the borrower depends on how the dialogue will proceed. Agree that it is unpleasant when you come as a client, and meet with indifference or disregard. Many consultants make mistakes at this level by giving negative signals to the client. This is especially true at the present time, when the competition for the buyer is especially high.

The same applies to the case when the seller himself visits the client, the customer. Here, not only non-verbalism plays a role, but also appearance. But if the costume can be prepared, then with psychology everything is more difficult. I confess that sometimes I myself have to make an effort to mentally prepare for the client, to create the necessary emotion in order to be convincing for the borrower.

But when it becomes a habit, people begin to go to you. Agree, it's nice. Of course, if we talk about issuing loans, then this may not be the best sign, since it can be understood that it is through you that people can easily take a loan. But courtesy and kindness are always needed. In time, this stage lasts about a minute.

• Identification of needs.

Here you need to ask the right questions in order to choose the necessary tariff plan or identify a potential VIP client. At this stage, you need to find out about the client's place of work, his credit history, income level, his goal in obtaining a loan. A bank employee must have negotiation skills in order to ask in such a way that the client does not tense up from your questions. This step lasts 3-4 minutes on average. The beginning of this step might be: “In order to find the right tariff plan for you, I need to ask you a few questions. Do you mind?"

• Product presentation.

A bank front-line employee must be competent in their field: know the tariff plans, regulatory documentation and bank regulations in order to successfully talk about the products of their bank and offer several options to the loan buyer. You need to show the advantages of your services in a favorable light, talk about the requirements for the borrower, emphasize the importance of each client: “We have an individual approach to each client.” The step lasts up to 3-4 minutes.

• Work with objections.

This is perhaps the most difficult stage of sales. Here you need to remain cool and calm and remember that each client is important to the organization. I say this not for the red word. It is the client who brings the profit to the company. In this step, you need to demonstrate flexibility and knowledge of your competitors' products. I once went to other banks to get information for myself on a credit card. In the future, this knowledge was useful to me when I sold cards to clients. I did it easily, because I knew the advantages of both my bank and the advantages of this product in other banks. Now the interest rate does not always play a decisive role for obtaining a loan. This stage lasts from 1 minute to 3 minutes.

• Closing the deal.

After dealing with objections, it's time to reap the rewards. Even if a person just came to consult, then you need to leave such an impression that he will come back again. At this stage, you need to summarize everything that was said earlier, repeat the advantages of your product, and once again talk about the requirements for the borrower. This level of selling lasts about a minute of your entire consultation.

• Additional sale.

In the bank, this stage is also called cross-selling, that is, the parallel sale of an additional product or service. I remember reading somewhere that at McDonald's, every seller must offer something additional to what has already been bought. Thus, the company's income increases, and it's not just about taking care of the client. 😉 In a bank, this can be a service for paying loans from third-party banks, transfers, deposits, which any bank employee can offer.

• End contact.

And at the very end of the consultation, you should ask: is everything clear to the client, does he have any questions, thank him for his attention and invite him to your company again. And it would be great to give a potential buyer a booklet with information about your products.

These were the main stages of sales of services in the bank. You can apply this information through the prism of your activity, where there is a client and a buyer. I'm wondering how you yourself promote your services and apply some of your developments, schemes? Write it in your comments.

How to make bank branches sell products more efficiently.

Marketing services and research for financial market companies

Comment of experts "Consulting Growth": Our company has created a separate area for the provision of marketing, consulting services, research for: banks, investment, management companies, insurance companies, non-state pension funds, microfinance organizations (MFIs). A.V. Tyutyunnik. Analytical magazine "Management in a credit institution" No. 5/2008 Russian banks are opening more and more branches, offices, points of sale. But the pursuit of quantity does not always lead to the desired result - an increase in the qualitative and volume indicators of the banking business, a financial result adequate to the costs incurred. How to force points of sale to sell, that is, to carry out the only important function for which they were created? This issue is relevant in one way or another for all banks. Without claiming to be a comprehensive study, the author shares some practical advice on this topic. Branch Format Let's start with a topic that seems to be not directly related to sales. Based on our research and observations, it seems that the format of many bank branches must undergo some change in order to sell effectively. And above all, in terms of the occupied area. The area should not increase, despite the growth in the number of banking products sold and the volume of transactions. Suboptimal use of current space is found in many banks. An analysis of the Eastern European experience makes it obvious that there are significant reserves for optimization. The most significant effect can be achieved by moving professionals not involved in customer service to more remote locations and compacting them, by reducing the area of ​​\u200b\u200bthe branch and the number of cash desks, or by replacing the usual dedicated cash desks with a Teller Cash Dispenser system, with which the workplaces of operators are equipped. The banks of Eastern Europe (Poland, Czech Republic) analyzed by us, as a rule, have branches with an area of ​​150, 200 or 300 square meters. m, serving both legal entities and individuals. We believe that the time of large branches is passing, and they are being replaced by networks of "light" points of sale, which have a lot of advantages. Let's highlight the most significant advantages from our point of view. First, lightweight points provide an opportunity to increase sales efficiency due to a quick payback. For example, a large branch of a bank with an area of ​​500 sq. m and more in the center of Moscow or St. Petersburg in a reasonable time is extremely difficult. And this, in turn, affects the bank's ability to directly stimulate sales, staff motivation, advertising and promotion. Secondly, from the point of view of the bank's capitalization, the number of offices is of greater value compared to their area due to a wider potential client base. In addition to the efficient use of space in branches, serious attention must be paid to the internal layout of points of sale. Everything - from the location of functional customer service areas to informational and promotional materials - should stimulate sales: be convenient and understandable for customers and sales staff, informative and attractive for new customers. Organizational and technological aspects of the development of the sales system (in a commercial bank) Turning directly to the methods of sales promotion, I would like to note that almost all of them are applicable both to branches in the classical sense and to lightweight formats of points of sale. The main tasks of the sales and marketing block in the bank are: 1) increase in the client base; 2) expanding the range of services used; 3) development of secondary / cross-selling to existing customers. Organization of sales and customer service technologies; - methods of stimulating sales and promoting the project to the market; Increasing the number of client staff Let's consider the organizational and technological aspects of the development of the sales system in bank branches. We believe that many banks would benefit from an increase in the number of client staff at the point of sale. Based on the results of the research, the recommended staffing of the point of sale for 50-70% should consist of specialists involved in the work of selling products to customers. Thus, for 20 employees of a typical outlet, it is recommended to have 10-14 specialists (including the manager and his deputies) for client work. Increasing staff engagement Another important point is to increase the interest of the staff of the point of sale in the performance results. Client staff must have clear sales plans for the entire product line and an effective incentive system - bonuses should be a significant part of the salary. For employees involved in the sale of services to customers, the bonus component should reach 50%, and in some cases 100% of the base salary, for the rest of the staff - up to 20-30%. Many banks use a system of fixed payments - fixed amounts of deductions for each employee for the volume of loans, deposits, other products sold or for their number. For example, 100 rubles. for each consumer loan, 30 rubles. - for each attracted deposit of an individual. Of great importance to increase the interest of staff and non-monetary incentives, which, for example, include various contests, prizes, gifts for particularly distinguished employees. Strengthening the top management of branches In accordance with the task set to improve sales efficiency, we believe it is necessary to strengthen the top management of branches in the form of an increase in the number of top managers and the requirements for them. It is recommended to introduce additional deputy managers for client work (for example, settlement and cash services and lending). Together with the manager, they must have personal sales plans and be an essential element that stimulates the growth of business activity. The role of the manager is very important for the effective operation of the department. Despite the fact that his main task is to achieve the set goals for the point of sale as a whole, the most important components of his work should be to coordinate actions and support effective communications both within the branch and with the head bank. The manager, being an experienced "client manager", must first of all be a team player who is fluent in the skills of delegating authority. The breadth of his knowledge and skills is more important than the detailed knowledge of individual operations. Nevertheless, the manager must be involved in direct client work, taking on some of the personal obligations to develop the business and attract clients. We believe that the assessment of the role of the manager in achieving the business goals of the department should be built in two main projections: client and managerial. In this case, the priority should be on the first component. When evaluating the contribution of the manager to client work, both the achievement of the general goals of the branch and the achievement of the personal commercial goals of the manager should be equally taken into account. Delegation of powers from the head bank to points With the growth of the network of bank branches, it becomes necessary to more actively delegate authority from the head bank to points. Limits on a number of active operations, primarily lending, should be transferred to branches. Limits should be provided not only for the manager, but also for his deputies and key customer service specialists (senior specialists). Despite the need to delegate a significant part of the authority, the efficiency of work largely depends on the organization of interaction between the head office and the network. In many banks it needs improvement. For example, calls and requests may be lost or take a very long time to process. One of the elements of developing an effective communication system should be the introduction of a unified procedure, including a description of the flow of requests, responsible curators, and deadlines for considering and responding to a request. We believe that the task of effectively organizing internal communications can be facilitated by using a modern information system for office workflow. Technological aspects The call-center systems used by banks, with the proper organization of the process of collecting and processing incoming information, can become an effective tool for marketing research and a means of promoting new products, contribute to the collection and analysis of customer opinions, ratings of products and services, information and statistics on the needs of potential customers, their relationship history with a bank. An automated customer relationship management (CRM) system can increase sales, primarily by increasing the level of loyalty of current customers and increasing cross/secondary sales. The quality of the services offered should be subject to constant monitoring by the bank. In an extended interpretation, quality is understood as the ability of a product or service to meet the needs and expectations of each individual consumer, to serve as a guarantee not only of his current preferences, but also of his future conscious choice. One of the tasks of the quality management service may be to conduct regular surveys of customers and employees in order to determine their satisfaction with the level of service and the proposed product line, as well as the organization of "mystery shopping" events. The first will help to evaluate customer loyalty and the real quality of services. This work can become the task of a centralized quality management service. Events of the second type provide an opportunity to assess the loyalty of the staff, identify problems and failures in the bank management system and help to manage human resources more efficiently. Sales promotion methods in the bank Field service technology Currently, many Western European banks are actively using field service technology. It is enough for the client to leave an application in electronic form or call the bank's call center, and a sales specialist will come to the client at a pre-agreed time. Among the types of field service technology applications, applications for opening an account, obtaining a loan and other banking operations can be processed. Not only acquaintance and provision of primary information, but also the main negotiations on products and terms of provision can take place at the client's office. We believe that this model will also be in demand by Russian customers. Providing customers with up-to-date information Another area of ​​sales promotion is providing existing and potential customers with up-to-date information about the bank's services and technologies and conducting special programs to increase the loyalty of current customers and attract new ones. One of the channels for informing clients about products and services is the presentation materials of the bank, the main purpose of which is to familiarize the client with the possibilities of obtaining one or another banking service and the procedure for providing it. It is important that these materials are convenient and understandable to the client. To do this, they should be drawn up as if from the point of view of the client and structured based on the needs and understanding of the client. We believe that in order to develop cross-selling and demonstrate a high level of integration, it is expedient to prepare a single album of services for customers. The main purpose of the album of services is the concentrated and most complete disclosure of all existing services in one brochure. The album of services can also be presented as a guide to working with a bank, in which specific bank services are addressed to each client's needs, product advantages, terms of provision, necessary documents from the client's side are described in simple language. The album can be compiled for retail and corporate clients separately. Is this need close to me? Is the cost of services commensurate with their quality? Is this bank really capable of providing the service I need? How profitable is it to apply to this particular bank? Increasing customer loyalty and satisfaction Practice shows that retaining current customers is a much easier and less costly process than acquiring new ones, so banks should pay special attention to developing special programs to increase the loyalty and satisfaction of current customers. Program elements may include: — regular gifts for the New Year and birthday (the gift takes into account the status of the client); — invitations to bank-sponsored events; - joint lunches and dinners; — targeted discounts on banking products; — joint loyalty programs with shopping centers and companies. Analyzing the experience of other banks, it can be noted that many of them experience difficulties with repeat sales and the sale of additional products and services to the client. Maximizing income from each client (increasing the share of the client's "purse") should be a priority for bank employees. The bank needs to develop a program to stimulate secondary (sales of products from one division) and cross-sales (sales of products from other divisions) sales. One of the conditions for the implementation of this system is the reflection in the sales plans of client personnel and management of departments not only of the sales plan for the main services supervised by specialists, but also of the sales plan for services of other departments. The motivation system should take into account the implementation of both plans. Formation of a positive image of the bank Various mechanisms are used to form a positive image of the bank, but all of them help in conditions of high competition between banks. Among them: — publishing materials about the bank in the media, publishing articles by bank employees in various publications, monitoring independent ratings and reviews; — organization of participation of bank employees in seminars, conferences, exhibitions; — tracking events that potentially contribute to the formation of a positive image of the bank, its popularity in the banking services market; — participation in charitable programs, etc. Active marketing campaigns The struggle for the client requires active marketing campaigns from the bank. In accordance with the results of recent studies, effective organizations in the financial sector are more widely using the approaches tested by large trading companies in the field of promotion. For corporate clients, not all of these approaches can be used, but they must be considered. For example, the use of price promotions for new clients of legal entities with an offer to open and maintain accounts for free for three months. Advertising under such a program can be placed in one of the central business-oriented newspapers (for example, Vedomosti). Promotional events should be targeted, it is necessary to take into account the orientation of the promotional material. To do this, in accordance with the classification of potential customers, the most effective promotions for various groups of customers are determined. Another aspect that is sometimes overlooked is the evaluation of the cost-effectiveness of an advertising campaign. This requires the development of an advertising campaign budget, which will contain not only the costs, but also the potential income from advertising. If this income is actually not received, the budget can automatically decrease, thereby contributing to the optimization of the costs of an advertising campaign. In conclusion, I would like to note that the methods of sales promotion described above are partially used by many banks, but only an integrated approach to solving this problem can provide the bank with a really tangible effect in the struggle to increase sales efficiency. A.V. Tyutyunnik, KPMG, Partner, Business Advisory, Ph.D.

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3. The method of forming the needs and requests of the client is the most complex and requires special skill and knowledge. First, with the help of skillfully formulated targeted questions and active listening to the answers, the manager reveals the true interests and needs of the client's business. This is achieved through the use of technology of open and clarifying questions, techniques for giving a positive signal or techniques for reflex listening. Then, using the method of summarizing, the problem is formulated and a variant of its solution is proposed.

For example, in the course of meetings with the chief accountant of the enterprise, a problem was identified associated with an increase in overhead costs, and the need to reduce them. To solve this problem, the manager offers one of the solutions - participation in a salary project, which will reduce the cost of obtaining cash from the bank, delivering funds to the enterprise, issuing them to employees. A choice of two options is offered - transfer of employees' salaries to a deposit "on demand" or a deposit using a plastic card.

The general rule used in any of these methods is that by talking about the features of the services, the manager focuses the client's attention on the benefits and values ​​\u200b\u200bthat the latter will receive if he uses them.

In order to successfully use the OPV scheme, it is proposed to be guided by the following two formulas:

1. Features of the banking service and (or) its benefits + Connecting phrase + Value of the service for the client (O + F + C)

2. Value of the service for the client + Connecting phrase + Features and (or) its benefits (C + F + O)

Rules for the effective sale of banking products

Rule 1. Selling banking products is the skill of a personal manager.

Selling is a skill. If the personal manager is experienced and is a master of his craft, then this seems natural and given by nature. However, sales skills and mastery are acquired. It should be noted that it is fashionable to learn professionalism in the field of sales and become a master of this business. You just need to learn and apply the knowledge and skills of mastery. There are a number of sales techniques, but technique alone, without the right skills, will not get you very far. Therefore, the manager needs to improve his skills.

Rule 2: Selling starts with knowledge.

Knowledge is the basis on which the professionalism of a personal manager is built, it is the foundation of his success.

As a professional manager, knowledge is necessary:

1. About the bank's clients and their business needs. When a manager prepares for a meeting, he must collect and study information about the client, about all key leaders. The secret of consultative selling lies in the fact that the manager acts not only as a provider of banking services, but also as an adviser and consultant who can be trusted. He not only sells a banking product, but also brings ideas to each client to solve a problem, develop a business. The manager should not focus his attention only on the leader making the decision. Of course, this is the person with whom you need to have a relationship, since he has the final say, but it is important to be able to obtain information from other employees as well. To do this, you need to communicate with people, visit enterprises, make acquaintances.

2. About the banking product or service that the manager offers to clients. Namely: to know the characteristics of the product, its features, values ​​for the client, how suitable it is for the client, what are the advantages of a banking product over a similar product of competing banks.

3. About banks-competitors: their products and services, their prices, advantages and disadvantages of competitors.

4. On the strengths and weaknesses of your bank's activities.

Based on this knowledge, you need to build a conversation with the client.

Rule 3. The manager must be able to "listen" to the client.

Many personal managers believe that their gift of eloquence will help them when selling banking services. However, the main difficulty for the manager is to encourage the client to speak. The manager should not talk more than 45% of the time, but should listen more. You need to ask questions and identify needs, hot spots of the client, because if the manager manages to get the client to talk, it will help to find out what the client has needs, what he needs. After that, you can continue the method of solving his question, show how banking products will help satisfy his desires and needs.

Rule 4. Customers do not buy banking products, they buy benefits.

When offering banking products, the manager must understand that customers are not buying banking products or services, they are buying the satisfaction and benefits that they can get from these products. Therefore, it is not necessary during the presentation to talk exclusively about the properties of the product. The features or features in the OPV scheme are focused on the product itself. We need to talk about benefits. Benefit or value in an HPV is what those very features mean to the customer. Benefits are "focused" on the customer. When presenting a banking product, it is important for a manager to show what real benefit these properties of the product will bring to the client.

In order to find out what benefit, value to present to the client, the manager needs: firstly, to give the client the opportunity to talk about what is especially important for him, and, secondly, during negotiations, listen carefully to him, determine what is especially worries the client. Then show what benefit the client will receive using these properties of the banking product.

Rule 5. The manager must be able to mentally put himself in the place of the client.

Before selling a banking product or service, the manager needs to put himself in the place of the customer-buyer to determine what is important and significant to the customer. For example, what will be the main thing for the director of a trading company for business development, what benefits are important for him and may have an impact on making a positive decision to use the proposed service; in which case the manager will devote time to the personal manager? It is logical to assume that the safety of money, convenient time for collection of proceeds, timeliness to the current account, reasonable prices, and an employee who could be contacted with a question will be important for the head of a trading company.

After the manager takes the position of the client, he will be able to understand the client and his needs. At the same time, it is important to remember that customers use banking services, guided by their own needs. It is important to let the client feel its importance for the bank. It should be the focus of the manager. To do this, you need to talk about his needs, problems, what the manager can do for him. At the same time find mutual benefit. For the client, the benefit is the value of the service, for the manager, for example, it is the consciousness that he helped the client solve an important problem and at the same time increased the volume of sales of banking products. When a manager puts himself in the place of a client, he will understand the problems of clients and how banking products and services can help solve these problems.