At present, China's financial industry has been fully open, foreign banks have continued to enter, a large number of small and medium-sized joint-stock commercial banks in China have mushroomed, and a large number of banking institutions have extended to second- and third-tier cities and rural towns. The intensity of inter-bank competition has become increasingly fierce. The retail business has become China's largest financial potential, the fastest growth rate, and all the banks are vying for the cake. Agricultural Bank is the big business bank of China's commercial banks, playing an important role in the development of retail business. Through the analysis of the current status of the development of retail business at the grassroots level, talk about how to improve the competitiveness of the Agricultural Bank in the retail business through financial innovation. First, the status quo of retail business 1. The meaning of the retail business. The retail business refers to financial products such as personal deposits, wealth management, personal consumer credit, various agency business, various consulting services, and personal financial products. It also covers all aspects of agency commissioning, financial investment, etc. The retail business not only helps. The optimization of bank assets and customer structure can also bring rich and stable income to banks. 2. The development space of the retail business is huge. Despite the central bank's continuous increase in deposit reserves and monetary tightening, China's domestic savings are still rising, and China's “rich class†is also growing. It is predicted that by 2015, 35% of urban households in China will enter the middle class. In the strata, economically developed coastal villages, 20% of households will also enter the middle class. In addition, with the step-by-step advancement of our education and social security system reform, the development space of China's retail business will become larger, which also provides a good opportunity for the development of banks. 3. The status quo of retail business. The retail business is a new type of financial phenomenon in which banks provide individual and urban residents as their target, provide deposits and consumer business loans for individual customers, solve temporary payment difficulties, improve asset returns, and provide financial entrustment and agency services. The retail business is limited to the personal savings business. Until the operating mechanism of the state-owned commercial banks is broken, the retail business is gradually developed and developed. Today, the retail business of the grassroots banks already includes personal deposits, wealth management, personal consumption loans, intermediate business commodities, and commissions. Agents and other major categories. The specific retail business mainly includes personal deposits, personal bank cards, personal consumer credit, personal agency business, and personal electronic products. It should be affirmed that in recent years, the retail business of grassroots banks has developed rapidly in terms of bank cards, consumer credit, and e-banking products, and the use of a county (city) branch until the end of August 2011. Bank cards have reached 28.5, including 4,825 credit cards and credit cards, _236,748 debit cards, RMB 1.12 billion in bank card accounts, and 585.5 billion yuan in 2010. The personal consumer credit balance reached 24.14. 100 million yuan, personal online banking customers reached 69,477, telephone transfer Baoda 3060, telephone banking reached 33,873, news service reached 152,380, special customers (POS) reached 308, all kinds of self-service equipment reached 65, all kinds of agency business The volume reached 1.85 million and the agency balance reached 85.8 billion yuan. Second, the bottleneck of retail business development 1. The awareness of retail business development is weak. The retail business is the most cumbersome, most influential and most troublesome business in banking business. It has many varieties, complicated procedures and large business volume. For this reason, some bank clerkes, even some leaders, are on the retail business. Insufficient understanding is often said to be important, it is not important to do it, and some people think that as long as the main business is done well, the retail business will be put down and let it go, and some people think that the retail business is heavy. The cost of input is too high, and the efficiency of production is low. It is a business that is not worth the loss. Therefore, although it is highly valued on the surface, it is often neglected in actual actions. This weak awareness of retail business seriously restricts the development of retail business. . 2. The retail management system is out of touch. The retail business involves many businesses, many products, and many departments. However, the current retail business management system is out of touch, from the head office to the provincial and municipal branches, and there are many departments. However, the above thousand lines extend to the grassroots side. The head office, provincial and municipal branches involve several major parts of the retail business, while the grassroots line has only one person in the financial department, which causes the upper and lower management systems to be out of line. The individual lines are unclear. At present, the personal finance department at the grassroots level is like a hodgepodge. The above-mentioned major departments are difficult to respond to. The documents, materials, surveys, statements, and notice requirements are wide-ranging, and there are many contents involved. All of them are connected to the personal finance department. The manager of the personal finance department has a meeting and clicks on the documents. Busy, it is difficult to extract energy to innovate the retail business, making it difficult for grassroots banks to cope, and the current staffing of the grassroots banks is tight, many of which involve retail product product development and innovation, and retail business marketing and promotion are subject to various factors. The impact of this management mechanism is out of touch, which seriously restricts the development of retail business. 3. The promotion of retail business products is weak. In recent years, from the head office to the provincial and municipal branches, we have attached great importance to the development of retail business products. We have established the R&D department of retail business products one after another, and through various efforts and soliciting product development proposals from the whole bank, we have achieved considerable results. New products are constantly being promoted, and some products have exerted great advantages through continuous improvement and improvement. Some products are fully functional, safe and reliable, and have been well received by customers. However, there is now a very abnormal phenomenon, that is, the new products developed by the R&D department of the superior bank have been “cracked†at the grassroots level, and the promotion of new products has been greatly resisted. Some new products have good functions. The customer is also very useful, but the customer does not know, the grassroots line is not willing to promote, some high-quality products for this into the "unpopular" such as the current "Golden Spike Transfer" his line card consumption function, his bank card transfer function, These are what customers are looking for, but these features need to be promoted to the customer and need to be upgraded. There are certain procedures. At present, the grassroots line has closed these good functions because of insufficient staff. It is boring there. Anyway, customers don’t know, and like Huinong Credit Card, its function is convenient to use, interest rate is favorable, farmers only have guarantees, there are Mortgage can be handled, but the grassroots line is afraid of trouble, afraid of risk, it will not be promoted, this kind of customers are very popular, there are still many new products that the grassroots banks do not fully promote, and the local government's local government “corruption policy†"And some grassroots banks have "corruption products", and the ineffective promotion of such products has seriously hindered the development of retail business. 4. There is a deviation in the business philosophy and the product lacks connotation. All along, the grassroots banks of the Agricultural Bank have been leading the company's wholesale business under the guidance of the idea of ​​deposits, and the idea of ​​profiting from bank spreads is deeply rooted. Therefore, in the retail business, the main focus is on personal savings deposits. Although these years, under the guidance of national macroeconomic policies, financial services are fully open, foreign banks and a large number of small and medium-sized joint-stock banks have entered, making The diversification of financial business, especially in the retail business, has undergone great changes: retail business and intermediary business income have become a major highlight of bank profitability, however, due to historical reasons and long-lasting branding, leading in the bank And the concept of the account manager, always think that the retail business has a large investment, high cost, small profit, troublesome procedures, strict management requirements, so the enthusiasm for the development of retail business is not high, which has become the cause of the slow development of retail business. One. According to the survey, the current promotion of the retail business products by the grassroots banks of the Agricultural Bank of China is not strong. The speed of the development of the intermediary business is far greater than that of the foreign banks. In particular, the development of the retail business is still in the stage of mass marketing, and cannot provide differences. Products and services, which inevitably lead to high costs in retail marketing. At the same time, the current retail business products generally lack connotation. At present, grassroots banks have launched “package†of personal financial products, but these financial products launched by the brains are generally unrealistic. Although the superior bank and the product R&D department have invested a lot of manpower and resources, developed many new products and launched many new business projects, but some new products and new projects lack actual investigation, and they are not in line with the requirements of customers. The actual situation of the customer, some only pursue "innovation" and "innovation", resulting in a lack of product connotation. Some newly developed products and newly launched business projects basically remain at the original level, even if some new ones are added. The content is still far from the actual needs of our customers. Judging from the current situation, many products and service projects of the Agricultural Bank have been copied and copied, and the products lack features. Nowadays, the demand for customers is becoming more and more diversified. In addition to looking at the quality of its services, it also pays attention to the characteristics of its products. Financial products without “characteristics†are difficult to attract customers. Therefore, due to insufficient products and business, lack of personalization, blind competition, and impact on revenue. 5, one-sided pursuit of expansion, marketing model behind. In recent years, the Agricultural Bank has emphasized the expansion and the speed in the retail business. As a result, the volume has gone up, but the quality has not kept up, which has led to deviations in the development of the retail business. For example, some grassroots banks are blindly developing banks. Card, deliberately pursue quantity, use all forces, "pull-net", "carpet-style" and other ways to develop bank cards, one person, one person, and repeat cards, resulting in a large number of "sleep cards", according to According to a county-level city survey, the city has a population of 1.06 million, but the financial system has issued more than 2 million debit cards, credit cards, and more than 200,000 credit cards, each with an average of 2 cards. At least 50% of the cards that are not used or rarely used for many years, the pursuit of quantity and neglect of quality, the result is a serious waste of resources, resulting in system network congestion. For example, the current banking sector is still vigorously developing e-banking business. In order to compete for customers, various banks have launched various measures to develop e-banking. As long as they are customers who come to the bank to do business, regardless of the level of education, regardless of whether the customer has demand or not, If you don't use it, all online banking, mobile banking, and telephone banking will be opened. As a result, the number of e-banking services has gone up, but the actual usage rate is very low. According to the survey, a county (level) city, only personal online banking Up to 1 million households, mobile banking reached 1.5 million, and telephone banking reached 800,000. Such a huge number, the actual usage rate is less than 30%, and some customers can't even figure out what is going on online banking. There is no computer at all, and no computer is used. The bank asks him (her) to apply for online banking. I want to ask him (her) how to use it. What U disk, password, upgrade, etc., the customer simply does not understand, this blind pursuit The quantity of the practice, the quality of the talk, the actual benefits are less and more disadvantages, wasting the bank's resources. On the other hand, the current grassroots line lacks innovative means for the retail business marketing model. Most of them stay in the streets and set up stalls. The product information is issued, publicized, or the superiors have indicators for the product. Let's start with a grasp, go to the door to sell hard, even if the sales are mostly in the credit customers of the Bank's asset business, forcing these customers to complete the task, and all the good products of the real bank, customers like to use, and more convenient and affordable Products, because some of the bank's salesmen do not understand marketing, but do not know the true performance of the product, but failed to play the role of the product, resulting in product waste. Practice has proved that even if there is a "characteristic" retail product, but there is no good marketing channel and method, it may also greatly reduce the financial products that have a promising future or increase the marketing cost between the bank and the customer. "The wine is not afraid of the lane," but also
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