Basic methods of selling banking services. Basic technologies for selling banking products

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Why was Senteo created? What revolutionary thing does it bring to banks?

M.R. I worked for consulting companies for many years. IN JohnRyan We were engaged in consulting in the field of banking transformations. In many ways, this was consulting on cosmetic transformations - the creation of a new brand, a new appearance, a new design of branches, communications. IN PricewaterhouseCoopers I worked in a team that participated in the processes of internal transformation of banks - operational activities, management model, personnel development, cost optimization, risk management. We took old banking models and made new ones out of them. At that time, the transformation process took place in many Russian banks. But we could only give recommendations. We could not move further with clients. These recommendations, of course, were of interest to bankers from the point of view of modern experience and practices, but many clients expected specific recommendations from us on how to implement their plans.

Consultants are usually characterized by the fact that they give a lot of recommendations, paper documents... and leave. I saw that there was a great need to combine recommendations for external and cosmetic transformation with internal changes that affect the functioning of the bank from the inside: operational efficiency, personnel development and management development, project management and the implementation process. And we decided to create a company that would solve customer problems in a comprehensive manner. A company that could not only set strategic goals for the client, but also accompany the client throughout the entire transformation journey, in its different phases. After all, it’s impossible to take an old bank and - ops! - get a new one in a week.

Almost my entire career has been in banking in developing countries. I have worked in almost 30 countries around the world. It is possible to trace the main stages of the evolution of banks in emerging markets. Banks start with the goal of attracting as many new customers as possible. The key at this stage is the effectiveness of the sales team; the main task is to sell as many banking products as possible and maximize the bank’s clientele. Ten to twelve years ago this happened in Russia. Banks actively began working with salary projects - this was a good way to immediately gain clientele. There was an explosive growth in the customer base.

Then other tasks appeared: the task of retaining customers, the task of increasing operational efficiency to reduce the cost of service. Banks saw that 80% of the acquired clientele did not bring them profit. Banks began to realize that their retail business may not be profitable.

Next, banks were faced with the fact that part of their clientele began to leave them and go to competitors. Often a situation arose when clients received their salaries from one bank, but used banking services from competitors. Bankers have a need to know their clientele better. There is a need to personalize products, customize them, and create new products that meet the expectations of the clientele.

This results in the following sequence of development:

• Client acquisition, sales
• Improving operational efficiency
• Creating Loyalty

We have developed a unique methodology for improving bank-customer relationships, which allows banks to achieve specific results. There are many different methodologies for measuring bank customer satisfaction. You probably know about the Net Promoters Score methodology, one of the most popular now. The most important question in their methodology is: “Would you buy this product again? Would you recommend this product to your friends? But this is not a completely relevant indicator if we want to understand not past, but future customer behavior. This indicator does not take into account the fact that the client may see other offers from competitors tomorrow or the day after tomorrow. This index only reflects that the client is ready to buy a particular product today.

A good indicator for predicting future customer behavior is the strength of the relationship and the quality of the customer's relationship with the bank. As I said, there are three different cycles of evolution: attraction, retention and relationship building. A bank client does not dream of a car loan, he dreams of a new car. He doesn't need a credit card, he needs the freedom to make purchases when he needs them. At the first stage, the bank’s task is to create a reason why the client wants to purchase a banking product, at the second stage - to remove the reason why the client wants to leave, at the third - to create a reason why the client wants to stay with the bank and reduce his sensitivity to price. The task of the third stage is to create in the client a desire to consolidate all his financial relationships in one place. The global trend now is for clients to have relationships with several banks at once. They may be loyal to a bank within a certain product category: in one bank they have a credit card, in another - a mortgage, in a third - a car loan. Customers make their decisions mainly based on price comparisons.

And we strive, by improving the quality of the client’s relationship with the bank, to reduce the sensitivity of clients to the price of the product, to encourage them to consolidate their entire financial life in one bank. The advantage for the bank is huge. The bank knows its clients, it can assess risks, the cost of servicing clients is much lower, and so on.

If we talk about banking innovations, we can divide innovations at the level of products and channels and innovations at the level experience(impressions) of the client. Over the last ten to fifteen years, innovations have mainly been implemented at the level of products and interaction channels, and technological innovations. The focus is on functionality and access to this functionality. For example, mobile banking as a new channel of access to banking products.

But if you take the emotional aspect, the customer relationship aspect, you will find very few examples of innovation in banks. Few people work on how to impress a client. Some innovations in this area are simply ridiculous. Here, for example, Deutsche Bank - project Q110 . Very beautiful compartments, super design. There are even bowls of dog food and water so dog lovers can bring their pets to the bank. Some try to use aromas in the departments, some try to use sound. Sberbank opened a new flagship branch on Tverskaya, where the Minsk Hotel used to be. The entire façade of the department is a huge screen. I once passed by a few months ago - beautiful, impressive. Surely this branch cost the bank several million dollars. The most modern technologies are used there, but the question is, do these technologies add something to the quality of the relationship with each bank client? I doubt.

Product and channel innovation are not enough. If you look at emerging markets, ten years ago it was easy to be first with, for example, a new credit card with a grace period. In 2005, when we launched mobile banking at Alfa-Bank, it was something amazing, wow! Even in Europe and the USA they were surprised when I showed how you can make a transaction using a mobile phone.

At the first stage of market development, such technological innovations give an advantage, but as soon as the market develops, everyone starts copying your solutions. When a certain level of development is reached, such copying occurs very quickly. The ROI of such technological innovations is much less. The time when a bank has a cost or competitive advantage is significantly reduced. It is becoming increasingly difficult to come up with something completely new. It turns out that all competitors in the TOP 10 are at the same level. Only small, gradual improvements become possible; new, explosive innovations do not occur.

Innovation on an emotional level is a different type of innovation. And here there are several stages - from single contacts to constant contact between the client and the organization, which transforms the client’s life. For example, MP3 players were an explosive technology that changed the music industry. Apple has an emotional connection with its clientele. Apple has made several improvements to the MP3 player - they changed the design, added their own software, and added the ability to download legal music. But the key is their integrated approach, bringing together these technological improvements and the relationships that connect Apple with its audience. To date, Apple has sold more than 300 million players, their share of sales is more than 70%. And this despite the fact that the player itself was not invented by Apple.

Another good example is Harley Davidson. Consumers have a very strong emotional connection with this brand. People who buy a Harley aren't buying a motorcycle, they're buying a lifestyle. If you look rationally at a Harley Davidson motorcycle, it is unlikely that anyone would buy it based on rational arguments. These motorcycles consume a lot of gasoline, rumble loudly, and often break down. But the person becomes emotionally immersed in the Harley Davidson lifestyle. He makes a decision about his purchase at the level of impressions.

They say that banking services do not evoke such emotional interest in people?

M.R. Indeed, no banking product generates as much consumer enthusiasm as the iPod or Harley. I have never seen a person who was excited that his bank would soon launch a new car loan. Banking products are boring and uninteresting. They don't make people want. What people want is the result that the banking product helps achieve. A bank is only a tool to achieve a goal. Banks have to come to terms with this. We need to stop selling banking products. You need to sell solutions that help people achieve certain results. Let's stop talking about a car loan, let's talk about the solution to buying a new car. And it doesn’t matter what is included in this decision - just a car loan, or a car loan and a savings account, or a car loan, a savings account plus insurance. This package can contain a variety of modules, it is important that it offers a solution to achieve a specific goal. To do this, you need to find out the client’s needs and begin planning ways to achieve goals with him. Not only the goals that the client has today, but also those that he will have in six months, in a year, in two...

It turns out that this is partpersonalfinancemanagement?

M.R. This is part of the new approach. If I go to any bank in Russia today and say that I want to buy a car in six months, everyone will tell me to come back in six months. If I want to buy an apartment in a year, they will ask me to come back in a year. Banking business today is not set up to respond to customer needs that are not relevant to today.

If a client comes and says that he wants to buy a new apartment in eight months, I, as a banker, must offer him a solution for this problem. For example: make payments every month into a savings account, payments the same size as those that would be on the loan. But the advantage for the client will be that there will be six months of payment history. And this will allow those who manage risks in the bank to make a discount on the loan, since they will see the client’s discipline and solvency. Further, if it is our bank that offers a solution where other banks would say to come in six months, the client will be loyal to our bank. Let's say we helped a client find a decision on buying a new car. Two to three months after the purchase, we can invite the client to spend thirty minutes together planning further goals for the next year or two and ways to achieve them.

Do any bankers do this?

M.R. Perhaps only credit unions in the USA are committed to relationships with their clients. Credit unions are structured as non-profit organizations where the clients themselves are the shareholders. Because credit union customers have a strong influence on their management, unions are more relationship-building.

This approach requires a very big change in the mentality of bankers. Now bankers are thinking about two things: how to sell the product and how to service it. To get experience innovation right, you need to think bigger. You need to think about sales, service and connecting with the client to develop the relationship. Clear reasons should be created for contacts with the bank that are not related to sales.

Banks only send me SMS with offers of loans and cards. Enough already!

Let's take a client who bought a banking product. For example, I opened a savings account at a bank. Sometimes he comes to the department to replenish it. This is sales and service. But the bank must build contacts with the client that are not related to sales and servicing of products that the client has already purchased. The reason for such contact must be relevant to the client.

You cannot establish such contact using SMS. It turns out that we need branches.

T.M. This is not so much about a contact channel, nor about a technical gadget or button. We are talking about the very idea of ​​​​developing contacts not related to sales and service of products.

M.R. There is a very simple way to establish such contacts - joint planning. You can propose, for example, once a quarter to jointly review existing problems and propose options for solving them. You can plan your budget together. For the bank, this action does not cost that much, but it creates a much closer relationship with the client, making the client want to consolidate his financial activities in one place.

In recent years, bankers have been actively cutting their bones and reducing bank branches, since maintaining branches is an expensive thing. And besides, modern users - generations X, Y, millennials - they all live online. Is not it so?

M.R. There is a very big risk in this. Suppose we close our branches and send all users to the Internet, to mobile banking, to ATMs. And it turns out that all the banks are starting to look alike. All IVRs over the phone sound the same, ATMs may differ in color and type of font on the screen, but, in essence, they are the same in functionality. It’s the same story with online banking and mobile banking. They are alike.

Once markets mature to a certain stage, a certain standard is formed, a certain set of channels and products are the same for everyone. Differentiation is becoming more and more difficult. And when all banks are similar to each other, the consumer makes his decision based on the price of the product.

Emotional and customer relationship innovations can be used to reduce price sensitivity. And the cost of additional effort to establish relationships is lower than the benefit of reducing customers' price sensitivity. Those banks that recognize this and start using it today will have another wave of cost advantage that is much harder to replicate.

Here, Sberbank invested many millions of dollars in one branch to create an experience for customers. Is this the right way?

M.R. I wouldn't invest that much. If you conduct a survey of clients and find out how this affected their quality of life, how this affected the quality of their relationship with the bank, it may turn out that it had no effect.

Can you give an example of a bank that implements this approach in practice?

M.R. There is an example of Umpqua Bank. You can give examples from other areas of business. But let's make a small theoretical digression. If you ask customers today what they want from their bank, the answers will be: low interest rates on loans, free services... But if you ask them what they expect from their relationship with the bank in the next five years, the answers will be divided into three groups. First: help when the client has problems. Second: assistance in managing finances and improving the quality of life. Third: assistance in realizing clients' goals and objectives. Regardless of country and region, 90% of bank customer responses fall between these three categories. But bank clients do not see or feel today that banks are interested in their future.

T.M. If we talk about innovations in the sphere of relations, there are still few implemented examples here. Otherwise it would not be considered innovation. To do this, banks really need to go beyond their current activities, beyond the usual model when they only engage in attracting and servicing clients. Today, few people are engaged in developing relationships with clients. Perhaps in private banking banks are focused on relationships. There they understand the importance of relationships.

INprivatebankingEach customer's value is completely different.

T.M. That's exactly what banks think. And we always tell bankers that it is probably wrong to consider each client simply as a cost. If a bank has a million customers, and the bank is so greedy that it does not want to spend money on developing relationships with these customers, then for it customers are not valuable at all. Then all these slogans, such as “We are always with you” and “Your bank” are all lies!

T.M. But clients are sensitive to this. Therefore, banks themselves spoil their reputation in the eyes of the client, and clients do not consider the possibility of long-term financial relationships with the bank. They remain just as price sensitive.

And yet - “examples in the studio”! Who implements innovations in relationships?

M.R. Basically these are small cans such as Umpqua. Umpqua has already done a lot of innovation in customer relationships. You know that they create community centers in their branches. There are several dozen small banks that are taking steps in this direction.

AboutUmpquaThey write a lot, but do they have proven results of such activities?

M.R. Look at their reporting. During the crisis, when many banks failed, Umpqua bought banks. They used the crisis to significantly expand their retail network on favorable terms.

The reason I ask questions so persistently is that many bankers perceive such stories as beautiful fairy tales. They want to see ROI. Sberbank installed a huge screen in the branch, but what is the use of it?

M.R. I doubt that Sberbank will receive ROI from installing the screen. But our methodology includes calculations: how much each dollar spent on building quality relationships with clients will bring. We can show the calculation of income and profit from each client. If a bank has a million customers, each of whom uses only one banking product, then the cost of service per customer is very high. And if the same million clients use three banking products, then the bank’s profit will be much higher, and the cost of service per client will be lower. And the efficiency of the branch network will increase.

We show our clients in Russia that according to our research, many people in Russia today, even those with an income level of $600, have banking products in different banks. They can have up to five different products in different jars. If you motivate these people to collect these products in one bank, then the income of this bank will become significantly higher, and the risks will be lower. There are many advantages.

Large global banks find it difficult to make such innovations. Their leadership is very decentralized. Different people are responsible for different products. There are many managers, but no one is responsible for customer relations. This is how their KPIs are structured. And without this, it is very difficult for the top management of banks to influence the situation. They look at the total volume, the total profit, but they don't look at the profit per customer. But if they see this indicator, they will change their attitude.

Therefore, we begin our work with banks by looking at these indicators together with bankers. We look at income per client, look at operating expenses per client, capital costs per client. Then we divide it all into segments. This is a huge eye-opener for bankers. And after that you can structure the business differently. And organize marketing differently.

There is an evolution of management in banks. Ten to twelve years ago, bankers focused on the balance sheet; there was a passive business and an active business in Russia. Then the focus shifted towards products, and retail and corporate products appeared. And now we are at the stage where there is a focus on clients. There comes an understanding that there is a mass client, there are VIPs. All the same, for now, in the minds of bankers there is some kind of mixture between the product business and the client business. The next level is relationship orientation.

Read recentlyG.E.MoneyBankopened a new pilot office on Novoslobodskaya, in different colors?

M.R. Making a new office design is easy. But this is “lipstick on a pig's snout” if the design is not accompanied by a serious internal transformation. The bank must understand how to build relationships with clients, how to manage them, and how to measure these relationships.

As I said, it is very difficult for large banks to transform, and there are other, non-bank organizations that are doing this. There is a PFM service in the USA Mint.com. Look, I am a Wells Fargo private banking client here in the US. They have been telling me for five years that they cannot make me a convenient interface in which I would see my finances the way I want - money, investments, real estate in one place. They tell me that their system doesn't allow it. In Mint.com, which is a free site, in fifteen minutes I set up an interface that suits me. There I see my entire financial life, including today's market value of my property and my car. There, I created a budget plan for myself, and the system sends me reminders if I spend too much money, or vice versa, if I saved in the current month. The same system sees what commission I pay to my bank and offers me alternative options.

There are non-banks that pose a threat to the relationship between me and my bank because my bank is too big and unwieldy and does not value the relationship with me. There's a company called SmartyPig that made a service that allowed me to automatically send a certain amount each month toward my savings goals. Please note - they withdraw this money from my bank account and send it to my account at another bank, where it sits while it accumulates. Is this a threat to my bank? Certainly.

Services such asPayPalDo you consider banks a threat?

If we look at the banking business simply as a transactional business, then yes. But the bank has greater opportunities to build relationships with clients, support their financial lives, and help them achieve their goals. Banks have the potential to develop closer relationships with customers than any other business. Banks have the opportunity to have almost daily contacts with clients via the Internet, through a call center. If only they showed just a little more interest in their customers.

It’s easy to say that “customer relationships are priority #1,” as is the fashionable saying these days. Similar slogans and promises can be seen everywhere, such as in advertising. But actually fulfilling such a promise is quite difficult, mainly due to the fact that today most banks around the world are not structured in a format that would allow them to build quality relationships with their clients.

Our activities focus on this. We help banks imagine, create, measure and manage healthy, high-quality relationships with their retail customers that are profitable at the same time.

Reference

SenteoInc. is an international company with offices in the USA, Spain and Russia. She specializes in projects for the transformation of retail organizations, business training and development of investment projects using her own concepts.

The company's consulting division, working on transformation projects for Senteo clients, consists of experienced specialists with various competencies. Our team has implemented more than 200 successful projects in 27 countries, including projects for 16 banks that are among the world's 100 largest.

Using its own and unique methodology, developed over many years and tested in practice, Senteo has a clear vision of the work of banking structures and methods of running a successful business.

More detailed information can be found on the website

It's a challenge.
The impossible is potential.
The impossible is temporary.
The impossible is nothing.

Adidas

“I have never met David Davidson, but nevertheless his manager apologized in advance for him. " David doesn't seem like a great salesman, he warned me, don't expect anything special from him. He is a quiet person. David, - continued the manager, - not a person I would continue to look for a new buyer with, but when his activity reaches a certain point, he is sure to get an order. Most of our sellers receive an order from every fifth meeting, David – from every second».

David was a quiet, almost shy man. Many confident salespeople exude confidence; The same cannot be said about David. He is modest to the point of shyness.

However, after an hour-long conversation with him, certain character traits emerged through his shyness. He gave the impression of being an impeccably honest man. He didn't care about protecting his own ego. Therefore, when I asked him questions about his mistakes, he did not start making excuses. He spoke frankly, even when it didn't make him look particularly good.

At some point in the conversation I thought to myself: “ I trust this man " What's more, as the conversation progressed, I found myself telling him things I wouldn't normally talk about with other salespeople. David was the rare type of person who is usually described as a good listener, a rare type of person who is easier to recognize than to describe to others."

N. Rackham

« Planning should be more than a fit of anxiety in the elevator on the way to the client's office, more than a few scattered thoughts at the beginning of a conversation»

N. Rackham

In this chapter we will talk about meeting with a client, and how to get him to agree to switch to your service and get a loan.

We do not consider cases where, having called and agreed on a meeting, you are ready to take out a loan, and the meeting only involves discussing the technical details of lending.

After you have identified a client, arranged a meeting with him, and you know that this particular business has all the necessary characteristics for you, the most important thing comes, namely, a meeting, a personal conversation with the client and a presentation of the banking product.

Here I would like to say right away that you should not try to conduct a sale or transaction over the phone. The phone is not for sale. I would rather define this tool as a one-on-one meeting with a client.

Why won't the phone sell? The disadvantage of the telephone is that it only provides audio communication. When you talk to a client on the phone, you don’t see him, you can’t see his reaction to your questions, you can’t advantageously present your proposal in a visual format.

Secondly, mostly the owners of any form of business are men, and they are more visual (like to see, watch) than auditory (like to perceive by hearing).

The most important thing in selling bank loans is the meeting. As I said before, when you just show up for a meeting, you can assume that you have already made 75% of your sales. Now you have very little left - only 25%.

You also need to take into account that when attracting small and medium-sized businesses, the meeting should always be held with the business owner, and not with the chief accountant or hired manager (when searching for information, you can also meet with them). In SMEs, all decisions, especially financial ones, are made solely by the business owner.

Accordingly, the effectiveness of your negotiations may drop significantly if you negotiate with a person who does not make decisions.

At one of Tom Hopkins’ trainings, he gives an example that when discussing the problem of how to achieve an increase in sales in a group of young professionals, there was an elderly person present. So, throughout the entire seminar, he listened very carefully to those present and the lecturer, and when the question came about the most important criterion for sales - what makes sales grow - he said:

« Meet face to face with 25 clients every day and your earnings will increase »

This is the whole secret of selling banking products - if you meet at least 5 clients a day, you simply cannot fail. And it is true!

Basic tactics for working with clients

The first phrases of a dialogue with a client are common, and I start like this:

« Good afternoon, Ivan Ivanovich. I am Sergey Ivanov, we have agreed to meet today at 15:00 »

After this, you are usually asked to sit down, and then your conversation or presentation takes place in the form of a dialogue.

I would like to point out right away: be wary of making a product offer at the beginning of your conversation. Many clients immediately take the bull by the horns and make an offer head-on. Remember - this is a mistake. Professional salespeople don't do that!

Why are you in a hurry to make an offer at the beginning of a conversation? Many salespeople think that once they have reached a potential client, now they need to talk to him. Make offers, show benefits, talk about financing details, etc.

Below we will present the technique of asking questions using the SPIN method. For a more complete understanding of this method, I advise you to read the book “Selling Using the SPIN Method” by Neil Rackham.

Start the conversation with the client with the purpose of your visit, with the so-called “situational” questions. General questions that relate to the client’s business and its lending conditions. Namely:

- How long has your business been in existence?
- What is the average monthly turnover of your company?
- Which bank do you currently use?
- Do you have a loan or line of credit?
- When did you take her?
- For what period is the loan issued?
- How did it happen that you took out a loan from bank xxx, and not from any other bank?

Two important tips when asking “situational” questions:

1. Choose your questions in such a way as to limit their number, but at the same time get all the information you need.

2. Construct your situational questions in such a way that the buyer sees behind them a person who is trying to help him, solve his problems, and not a prosecutor.

At this stage, your goal is to find out as fully as possible about the client’s current lending conditions at another bank, and also to understand what benefits your bank can bring.

The next stage will be the construction of problematic issues. These questions should be focused on the client’s problems and dissatisfaction with his service in the current bank, not yours (someone else’s). What worries him, what problems exist, what is he dissatisfied with.

- What don’t you like about your current servicing bank?
-Maybe you don’t like the remuneration rate?
- Are lenders delaying issuing loans?
- Are they asking you for too many documents?
- Is there any disdain towards you from the bank employees?
- Are the terms of the bank’s loan agreements too harsh?
- Have you ever had a question when you urgently needed money and had nowhere to get it? Urgently.
-Have you ever had an urgent need for money?
- Is there a problem in business development due to lack of financial resources?
- Is the remuneration rate too high?
- Is the loan term too short?
- Did the bank take too much property as collateral from you?
- Aren't you taking any risks by being served by bank xxx?

Before asking questions, always rehearse them before the meeting. Say them several times or ask a work colleague.

In other words, you need to find and develop the client's dissatisfaction with the banking institution in which he is served, or dissatisfaction with his current financial situation. The more serious and major problems you can “pull” out of a client, the more the potential client will want to switch to service at your bank.

In order to properly draw out existing problems from a client, do your homework first. Collect as much information as possible about the client.

Yes, there are situations where information cannot be found at all, especially in the small and medium-sized business sector. Then working “blindly” is the only possible option, and then you simply meet with the client, and get all the other information during the meeting with the client.

Is it possible that the client will not have problems? He is happy with everything, he is satisfied with the bank that serves him, the rate is already low! It may well be! As Shiffman said, the client is satisfied with his “status quo” (the current situation). What can you do here?

It is necessary to develop hidden needs, those that the client does not know about. More precisely, he has not yet realized them. And it is quite possible that with your help he will realize them.

My advice: to find information about the company’s problems with lending, use the services of accountants. Precisely those accountants who work in this company, make a visit to them.

But don’t make them an offer for a loan, offer to meet and discuss the possibility of cooperation with the bank. Show the tariffs, offer the “Remote Client” system, try to “have a heart-to-heart talk” and at the same time find out problematic issues in working with another bank.

Here is a list of problems that a potential client who is served by another bank may have:

- Higher remuneration rate
- Short loan period
- The loan amount is too small
- No possibility of deferment of principal and remuneration
- Presence of penalties for early repayment
- Presence of fines if the client is unable to repay the debt (important: can the bank make concessions at the client’s request and postpone the payment to the next month)
- Strict conditions in loan agreements (lack of independence in making financial decisions)
- Large volume of pledged property in the bank
- Lack of attention to the client from the bank (they don’t congratulate you on holidays or birthdays)
- Low speed of consideration of the client’s loan application
- Seasonal fluctuations are not taken into account in the repayment schedule
- Deception on the part of management (unfulfilled promises)
- A large amount of information that should be provided to the bank (when monitoring financial condition or initially issuing a loan)
- High tariffs.

Around each of the above questions, the problem can be framed in a way that is clear and strong and makes the buyer feel a strong need to change the current problem as quickly as possible. Namely - change with the help of your service, your bank.

And here we move on to “extractive” questions. The art of “extractive” questions lies in the fact that it is not you who argues that this or that fact can negatively affect the client’s business, but he himself reveals problems and difficulties that can aggravate the situation in the company, with the help of your questions.

Example:

Problem- The loan amount is not large enough (does not meet the client’s needs).

“Extractive” questions (possible consequences of this problem):

1. Will this problem lead to a decrease in production?
2. How much will the speed of business development slow down?
3. Will this problem hinder the development of a new business line?
4. Could this problem lead to loss of business?
5. What would be the estimated amount of lost profits as a result of this problem?

Your questions should address fears and cause “pain” in the client. Your questions should stimulate the client to think about problems. This is the only way to change the client’s “status quo”. This is the only way to encourage a client to cooperate with your bank.

But at the same time, keep in mind that too much desire to influence the client can become counterproductive and lead to the opposite result.

Once you've used "draw" questions to fully develop relevant issues from the list above, move on to "guide" questions.

How to formulate effective “guiding” questions?

1. Use connecting phrases– tie your questions to the client’s answers or statements.

If we offered you a longer loan term, for example 20 years, and not 10, as in bank xxx, how much easier would it be for you financially?

You said that Bank xxx conducts monthly monitoring of its financial condition. What if we only monitored once a quarter - would it make it easier for you to do business with us?

If we gave you a loan at a rate 2% lower than the current rate, what would you do with the savings?

2. Take advantage of diversity– Be clear and specific, but avoid repeating the same phrase, for example:

How will this help you develop a new line of business?
Will a lower loan payment affect your financial condition?
Will this help reduce operating costs?

Instead you can ask:

What new business line will the savings help you develop?
How will reducing payments on the line of credit affect other expenses?
Will a 2% reduction in the interest rate affect the company's current expenses?

Plan (otherwise you won’t sell)

If you need to give only one piece of advice that can help your sales, then this advice can only sound like this: “ Plan your meetings».

It is recommended to consider 3 points as basic steps for planning your meeting:

1. Plan Progress First
2. Then plan what ask, and not what to tell
3. Use a planning tool to help.

1. Plan Progress First

Progress is getting the customer to agree to an action that moves you forward in the sales direction.

The result of a meeting that did not lead to agreement on action forward to sales, i.e. delay is a failure, no matter what the client thought of you or how well you parted with him.

Progress in negotiations on the sale of a banking product (loan) will be, for example, the following:

· the client’s consent to begin collecting documents for financial analysis to obtain a loan;

· an agreement to meet with the Director or Deputy Director of the branch to get acquainted and further discuss the terms of the loan;

· an agreement on the arrival of pledgers or appraisers to evaluate the proposed collateral;

· determination of lending conditions by another bank (sometimes this is quite significant progress);

· agreement on a second meeting (with the resolution of certain types of issues “remuneration rate, loan amount, loan term, etc.”).

After this, define as Meeting goals The best of the above types of Progress is the one that moves the sale forward further than all others.

2. Plan to ask rather than tell.

· Plan, otherwise you won't make the sale.

· If you want to see the world through the buyer's eyes, you must first understand, not persuade. And asking questions is the best way to understand your buyer.

The secret to successful questions is planning them. Just take a piece of paper and make a list of 10 to 30 questions. Make it a rule to write them before every meeting.

3. Use the planning tool

I will write about it in the next part of the article.

Finally

When conducting a meeting and presentation, keep the following points in mind:

Find common ground with a potential client. It could be a hobby, a person you both know, health, children, cars, you never know...

- “Break the ice” at the end of negotiations.

Be sure to clearly show the approximate loan repayment schedule (you can prepare it in advance or calculate the schedule in the presence of the client on his computer). I can say that very often I sat down with a client at the computer and made an approximate calculation of repayments for the client. For a former creditor this will usually not be a problem.

Bring with you a list of documents required for lending at your bank. Here it is important to go over the items on the list with the client and explain why this or that document is needed and where to get it.

Be sure to show the client the fees that he will have to pay. Because, without indicating them, you can get into a stupid situation when you will be accused of not specifically mentioning commissions, i.e. deceived the client.

Important: from constant conversations with clients, I realized that the simpler and more accessible you explain how to get a loan and what is needed for this, the more realistic it is for you to get a buyer (client). You can even imagine that Bart Simpson is sitting in front of you, and you are explaining to him how to get a loan from your bank. The simpler the better.

Bring with you several negative articles about the bank with which the client works. It is usually not customary to speak negatively about another bank, but in a conversation you can unobtrusively offer several articles about financial fraud in one of the banks. Clients usually read this information very carefully. J

Set yourself up for a negative answer. Allow the client to tell you no. Believe me, it will become much easier for you if you talk to a person who respects you... For any decision he makes!

At the end of any conversation, MAKE AN OFFER!!! If you don't make an offer, then why are you working in a bank? End any conversation you have with your proposal. “Come on, we’ll give you credit!!!” “Come on, we will refinance your loan!!!”

Don't have more than three meetings with one client. It may seem to you that the client is thinking, reflecting, and that one more meeting will solve everything! And the client will transfer to your bank! NO, it won't! Everything will remain in its place, you will only waste your time.

Give indirect compliments. It works and it's cool. For a woman it’s praise for her child, for a man it’s praise for his car. For entrepreneurs, praise the building or form of the business.

P.S.

Last thing: in sales I achieve the greatest results when I work in the flow, in a state of relaxation and drive.

This is a state when I like the client, I enjoy being in his company. I'm kidding. I share my emotions and thoughts.

This can be achieved with rhythmic, pleasant music and alertness. Just listen to music, cheer yourself up, be neutral about the outcome of the meeting and get into the flow.

But you will receive even greater pleasure when you can turn a potential client (wary, not trusting you) into your friend. And this is the most important thing in the art of a seller.

In recent years, banks have been actively expanding their sales network. But only the largest retail banks can afford to pursue an aggressive expansion policy without fear of losing money. However, even they, and even more so all other, less well-known banks, need to determine for themselves which sales channels will be the most effective, how to win the fight for the client and successfully compete with non-banking organizations, communication shops, post offices, and social networks.

In the banking industry, direct sales predominate, in which the bank and the buyer of the banking product come into direct contact. Therefore, it is traditional for banks to deliver services to clients using bank branches. Each additional point of mass sales makes it possible to expand not only the scope of sales of services to direct users, but also the sale of related and additional services. According to P.A. Leontiev, this leads to the fact that with an increase of 10% in the number of retail outlets, sales volume, as a rule, increases by an average of 20%. Branches can provide a full (universal branches) or a limited (specialized branches) range of services.

The strategy of actively expanding the sales network is followed by many Moscow and regional banks (Alfa-Bank, TRUST Bank, Probusinessbank, Home Credit Bank, Otkritie, Renaissance Capital, AK BARS banks). Banks acquire or expand their network mainly through the acquisition of another bank. During a crisis, this usually happened as part of a reorganization. Thus, Alfa-Bank received the network of the Severnaya Kazna bank, and the Otkritie Financial Corporation received the network of the Russian Development Bank (renamed KB Otkritie) and the VEFC Bank (which became the Petrovsky branch of the Otkritie bank). True, Otkritie considered its St. Petersburg network, received from VEFC Bank, to be redundant and closed a third of its branches, leaving 103 offices in St. Petersburg and six in the regions of the Northwestern Federal District.

In recent years, fully automated branches have appeared (most often in a mini-office format) with a small number of employees who only assist clients in working with ATMs and advise clients on transactions. For example, in December 2011, the Moscow bank of Sberbank of Russia opened the first street self-service pavilion at the address: st. Begovaya, ow. 4. The main goal of creating street pavilions is to make banking services more accessible to residents and guests of the city. Through self-service devices of Sberbank of Russia you can pay for utilities, mobile and landline communications, Internet, cable TV, fines, taxes, repay a loan, make other payments, withdraw funds from a bank card or top up your account.

Banks actively cooperate with communication shops. According to experts, today the processes of interaction between banks and communication shops are most streamlined in the Svyaznoy group of companies. Although the group has an affiliated bank (Svyaznoy Bank CJSC), consumer loans through this network are also provided by Alfa-Bank, OTP Bank, Renaissance Capital and Home Credit banks. Bank employees are not present in Svyaznoy offices; the sale of banking products is carried out by specially designated salon personnel. Svyaznoy Bank does not operate in the consumer lending market, so the banks that are partners of Svyaznoy salons are not its competitors.

A number of banks use the postal network to sell credit products. The banks Home Credit, Otkritie, and Tinkoff Credit Systems (TKS) cooperate with Russian Post.

The scheme for selling services based on the principle of a financial supermarket is attractive for banks from the standpoint of diversifying risks, increasing the flow of clients, minimizing costs and increasing operational efficiency. In addition, the financial supermarket model allows you to reduce the cost of maintaining unnecessary sales offices and a staff of specialized consultants. True, considerable problems arise: it is necessary to develop a new network format, make changes in the field of information technology, and change positioning. In addition, the financial literacy of Russians is low and their incomes are low.

Another form of selling additional products to their customers is now more accessible to banks - cross-selling. Cross-selling is an offer to a client who purchases a banking product to buy other (usually related) products or services, and on more favorable terms. Some authors distinguish between cross-selling and cross-selling. In the first case, in their opinion, services are selected for each customer segment in such a way that one product is complementary (cross-selling), in the second - alternative (cross-selling). However, most practitioners use one term: cross-selling.

Banks moving to the Internet using non-standard sales tools, including advertising on social networks, guerrilla marketing, and joint programs with popular sites, is one of the most noticeable trends in retail. Currently, almost all Russian banks are promoting Internet banking services. Clients can not only transfer money from one account to another (including replenishing deposits and card accounts), but also transfer money through the Network to other banks, convert funds, open and close deposits. By developing Internet technologies, each bank introduces additional services. For credit institutions, mastering the virtual space provides many advantages.

First of all, this is cost savings. Remote maintenance can significantly reduce the cost of renting and maintaining premises, significantly reduce the number of personnel and, accordingly, salary costs. Thanks to cost-effective online services, the bank can offer more favorable conditions, while speeding up the processing of banking information, which helps attract new customers and develop new markets, without opening additional sales offices.

A 2009 study of Western banks by The Boston Consulting Group showed that a banking client served online is 26% more profitable than one using a traditional offline service. This is due to a reduction in the cost of service (by 14%), a higher volume of sales of services (by 8%) and a lower cost of customer retention (by 4%).

In Russia, due to the relatively small volume of online transactions and lower economies of scale, profits are likely to be somewhat lower.

Sales is technology. And a little luck.

Are you familiar with the situation when you spend a lot of effort and time to attract clients, conduct dozens of meetings and consultations, and, unfortunately, get minimal results? Unlike your colleague, who works less, puts in less effort, and his results are much better than yours. At this moment the thought comes to you: “Why is this happening? Am I working more and getting less results? I guess I was just unlucky this month...” Of course, you can blame it on failure, but it won’t increase your productivity.

Ownership plays a much larger role in sales. sales technologies. In this article we will look at one of the basic technologies - classical 5 step sales model banking products.

This is the model that most bank branch managers use, and it is this algorithm that is discussed in basic sales training. What is the essence of this algorithm?

Before going directly to sales stages, I would like to make a small lyrical digression and say one thing important thing. Why is it so important to master sales technologies? The fact is that sales are not a spontaneous process s, depending solely on your luck. In sales, 80% depends on how professionally You can build a dialogue with the client, what tools You use how you deal with customer objections. Once you master the necessary technologies, you will be able to sell significantly more.

In this and subsequent articles I will tell you about standard (classical) sales models, and also about nuances application of various methods and technologies in the banking sector. We'll sort out most errors, which 90% of managers admit when communicating with clients. As a result, all this will allow you increase sales at your bank office and, if necessary, make the necessary adjustments to customer service procedures.

Well, are you ready? Then let's take a look classic 5-step sales model.

We will consider the 5-step model, although there are modifications of this model with a different number of steps (5, 6, 7 sales stages).

The idea of ​​this approach is that the sales process can be represented as follows: stairs:

Climbing these stairs step by step, with each step you become closer and closer to your goal - for sale. When working according to this algorithm, it is important to follow all stages, move sequentially, and not suddenly jump from one step to another.

As you can see, each stage has your goal:

1.Making contact — to win over the client, create a friendly atmosphere, “favorable” soil for subsequent sales.

2. Identifying needs — it is important for the manager to understand which product will most fully satisfy the client’s needs, to find out the important and most significant points for the client.

3. Product presentation — talk about the product that is most suitable for the client in an understandable language, make the client want to use the banking product or service

4. Work with objections — dispel all doubts and give reasoned answers to the client’s objections

5. Completing the deal — kindly say goodbye to the client, thank you for your cooperation and invite you to come again.

Your task, as a manager and negotiator, is, first of all, to make sure that the goal of the current stage has been achieved, and only after that move to the next level.

I often encounter this situation: a client comes to the office, the manager asks how he can help the client.

Manager: " Hello, Ivan Ivanovich, how can I help you?»

Client: “I would like to open a deposit”

Manager: “Excellent, Ivan Ivanovich. We have deposits in the bank with replenishment, some with withdrawal of part of the deposit, some with an increased interest rate, for example, for 1 year the rate will be 11% per annum, although there is no capitalization, but a plastic card is issued as a gift. What kind of contribution will we make?”

and this can go on for a long time...

……………………………………………………………………………………..

QUESTION: Colleague, how do you evaluate the manager’s behavior? What moment do you think was missed? What did the bank manager do wrong?

It is very interesting to hear your opinion on this situation. And I will voice my opinion in the next article! Remember that I regularly give pleasant gifts to all active subscribers :)

In addition, in the following articles we will dwell in detail on each stage of sales, analyze the main points, typical mistakes and “little tricks” that allow you to increase the efficiency of working with clients.

Sell ​​beautifully and easily!

Sincerely, Oleg Shevelev ( be friends on VK , instagram)

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