Effective script and technique for selling banking products. Objections to the sale of banking products

TOPIC 3. SALES METHODS
BANKING PRODUCTS AND
SERVICES

Sales rules and principles:

1.
If 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 do it! Always, under any conditions!

Rules for effective selling of banking products:

1). Selling banking products is the skill of a personal manager. There are a number of techniques
sales techniques, which on their own cannot move forward without the appropriate skills,
therefore, the manager must constantly improve his skills.
2). Selling starts with knowledge. The manager needs knowledge about the bank's clients and their needs
business. To do this, you need to communicate with people, visit enterprises, and make acquaintances.
The manager must know about the banking product or service, that is, the manager must find
advantages of your banking product over similar products of competing banks.
The manager must have information about competitor banks, the manager must know the strengths and
weaknesses in the activities of your 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 client's needs. If the client
If you fail to get him 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 benefits, that is, about those properties of the product that are
significant for client choice.
5). The manager must be able to mentally put himself in the client's shoes. For example: for the director
For a trading company, it would be logical to assume that it would be important to ensure the safety of money,
6). Price should not be the goal of negotiations. So, if the conversation begins with determining the price, then how
As a rule, if a deal is concluded, it is concluded at the lowest price, so it is better to first
interest the client, give him the opportunity to discover benefits and understand the value of banking
product.
7). The manager does not need to sell banking products to clients, but suggests a way to solve it
problems, It should be noted here:
-clients do not like having services imposed on them;
-What suits one client may not suit another.

3.Methods of selling banking products and services

I
Method based on
satisfaction
existing needs and
client requests
II
Formation method
needs and requests
client

I. The method, based on satisfying the client’s existing needs and requests, is used in two cases:

Firstly
Secondly
when the client and manager have already installed
trusting partnerships and manager
has information about the client’s activities,
problems that concern him;
when a 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 establishes the change
needs and offers a solution.

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

with the help of skillfully formulated
By asking targeted questions and actively listening to the manager’s answers, true interests and
client's business needs.
This is achieved through the use of technology of open and clarifying questions, techniques for presenting positive
signal or reflexive listening techniques. Then, using the summarizing technique, the problem is formulated and
a solution is proposed.
Revealing
needs
by asking
questions + method
active
hearings
Reception
summarizing
problems
Solution option
problems

OPC sales methodology (scheme) Features-Advantages-Values

OPC sales methodology (scheme)
Features-BenefitsValues
The essence of this technique is that it 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 developed based on a clear understanding of the benefits and values ​​that
embedded in banking products and services and are of undoubted interest to the bank client.
A distinctive feature of drawing up classifications is that each characteristic
banking product, services correspond to the advantages and value of the product.
This technique is most successfully used in personal sales, when the client initially
is not ready to use the bank’s services and it is necessary to work with it so that it can
make your own decision.
In order to be guided by this principle, it is important:
♦ understand what potential benefits are contained in a banking product or service;
correctly determine the client’s interests in order to interest the client at the presentation
this;
♦ use exactly those persuasive arguments that will help the client understand what benefits
he will receive by using the service.

Example of lending a credit line using the OPT scheme

Example
credited
and I
credit
lines
With
used
niya
OPT schemes

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

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

11. Classification of collection services

Features of the banking product
Advantages of a banking product
for the client
Banking product values ​​for
client
1. Money is deposited to the bank
For delivery and cash deposit
through their transfer
cashiers are not needed for the bank's revenue,
collectors who deliver and
vehicles, security
hand them over to the bank cash desk
Saving cash register time
employees of enterprises and individuals
accompanying them, on delivery and
depositing money into the bank. Security
continuous work of the cashier
enterprise due to the fact that its
functions for depositing money into the bank
carried out by collectors.
Saving enterprise costs for
maintenance of vehicles and security
to deliver money to the bank
2. Collection is carried out
Security is ensured
a special bank service that has
delivery of money from the enterprise to the bank
necessary equipment
Security of funds
The partner collects the proceeds
3. Cash collection allows for delivery
regardless of the bank's operating mode
revenue at a convenient time, flexible
Convenience
clients, including in the evening and at
graphics
weekends
4. Recalculation of cash proceeds
carried out 24 hours
Revenue coming after
operating time,
recalculated by night shift
cashiers
Timely deposit of funds
funds to the current account and
ability to make payments from 9
hours
5. Individual approach when
setting a price depending on
revenue volume and route
Payment for the service is carried out for the period
30 days
Saving money

12. Methods of selling banking products and services

Package offer
services
Cross selling
Co-branding
programs

13. Package offer of services

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

14.

In this case, as a rule, the bank offers several
options for combining services included in the package
offer, and the client 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 opportunity to receive significant additional
services.

15.

Among Russian banks using bundling
services for promoting retail products,
The most famous programs are those of AlfaBank, Bank of Moscow and Citibank.
According to the bankers themselves, the main advantages for
client when purchasing a package of services are as price
factors (benefits when purchasing bank
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, bank offers include
gift to the client - a credit card.

16. Advantages of a package offer for the Bank

opportunity to attract new clients through expansion
product line through a combination of various tools;
- increasing customer loyalty through providing
related products at discounted prices;
Advantages of the package offer for
Client
purchasing the most popular products and services
preferential prices;
-opportunity to obtain related products and services such as
banking and non-banking nature at preferential prices.

17. Disadvantages of a package offer for the Bank

1. The client begins to associate the bank only with this specific
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 clients' attention on one service (clients unwittingly
compare the offer of a given bank with its offers
competitors).
4. The client selects service providers and allocates his needs
between them and spends more time moving, identifying
etc.
However, as research shows, more than half of 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 successful offer to the client.

18. Example of a package offer

19.

20. CO-BRANDING

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

21. Success factors of the CO-BRANDING project:

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

22.

For banks, co-branding has become an effective marketing promotion tool
payment cards and attracting new customers. Implementation of bank programs
trading, transport, entertainment, tourism companies is one of
directions for expanding the client base of cards - bank divisions.
The most famous in this area are bonus co-branding programs,
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 "Visa-Aeroflot" program.
Among the most famous bonus co-branding programs of banks and merchants are
service companies can be called the Raiffeisenbank program, payment
Visa program and the Malina savings program. As part of this program
Raiffeisenbank issues co-branded credit cards "MalinaRaiffeisenbank", which are also a means of payment for the system
Visa and a card of a participant in the Malina savings program. Interaction
is organized according to a standard scheme, when for any purchase using a card both in Russia and
and abroad, its owner is awarded points to a special bonus account,
which goods are purchased from the "Raspberries" 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 program is
discount programs implemented by banks, international
payment systems and trading enterprises, services
service, cellular operators.
Discount programs include co-branding
programs that provide cardholder customers with discounts when
purchases at retail outlets - program partners, cultural and entertainment centers ("Thank you from Sberbank" program -
It's profitable to pay by card! Discounts at 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;
- clients purchase cards from leading payment systems and receive
benefits from participation in discount or savings programs;
- service enterprises - an influx of new customers and visitors.

24. CROSS-SELLING

25.

Up-sell - increase, literally “raising” the amount of sale. This
marketing ploy that motivates the buyer to increase
purchase amount.
Cross-sell - cross sales.

26. Cross-selling

Opportunity to sell the Client additional
banking product or service.
The key to cross-selling success:
Remember the client's motivation
Summarize for yourself everything the Client said during
time to handle objections
As a result, to create 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 pre-retirement age, loves her grandchildren and
series. He wants to build a second floor in his dacha, 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 this problem and
CROSS-SELL additional banking products
(deposit, credit card, SMS notification, Internet banking,
insurance, debit card)
For reference:
The key to cross-selling success:
1. Remember the Client’s motivation for purchasing 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 product purchased the most
valuable

28. Customer service by a personal manager

29.

Personal manager - bank employee, main
the purpose of which 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 manager’s ability to assess the situation from the client’s point of view, to put himself on
his place.
b) Ambition - self-esteem, is inextricably linked with the successful completion of the task received
or performing a specific activity.
c) Fortitude (resilience) - the ability of a manager to quickly recover from failure.
d) Self-discipline, intelligence, creativity, flexibility, independence,
persistence, exactingness, reliability.
2).Abilities:
a) Ability to communicate;
b) Analytical skills - 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 own
information about the client, his financial condition, problems and needs, as well as about banking
products, their profitability and benefits for the client;
c) Organizational abilities;
d) The ability to manage your own time - this point is closely related to the previous one. Manager
should spend most of his time on clients who are more promising
jar.
3). Erudition is the possession of special information, knowledge, that is, managers must
have information not only about your clients, banking products, about 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 client decision-making.

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 workers who make decisions or form opinions
manager, understand the client’s business, study his needs and needs.
3. Ensure constant contact with the client via telephone
calls, correspondence, organization of presentations, negotiations.
4. Inform the client about traditional or new bank services that
may be useful to his business.
5. Solve clients’ business problems, find options, service schemes,
beneficial for both the client and the bank.
6. In the process of presenting banking services, interest the client
the profitability of the service and the possibility of benefiting or profiting from it
acquisitions.
7. Motivate the purchase of a service by asking the client to do the right thing
selection of a favorable form and conditions for its provision.
8. Master sales techniques and methods, be able to form product values
in terms of meeting customer needs.
9. Successfully complete negotiations with the client by agreeing on specific
actions and activities in relation to the service offered.
10. Know the history of the bank, its competitive distinctive characteristics.

32.

Tasks:
1. Conducting business analysis. Determining the needs of business and existing clients for banking services.
In this case the functions:
- creation and maintenance of an information base about clients
- studying 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.
In this case the functions:
- development of long-term cooperation plans
- drawing up marketing plans for a group of clients - volume of sales, services, income, etc.
- assistance in establishing relationships with other bank clients
-creating demand for banking services
-building partnerships with each client
-constantly informing the client on issues related to his business and the bank, conducting correspondence, holding business meetings, congratulating
clients with anniversaries and holidays,
participation in representative events
-development of individual service plans
-providing consulting services to clients
-representation of clients’ interests in business departments and committees of the bank
-monitoring, customer surveys to determine satisfaction with banking services
3. Implementation of a long-term plan for cooperation with clients.
In this case the functions:
-carrying out activities 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 the cash flow of clients, offering convenient schemes for placing 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 activities carried out according to the plan, determining the profitability of clients
4. Attracting priority potential clients.
In this case the functions:
-carrying out systematic work to attract contractors for services
-carrying out work to raise funds
-attracting potential clients available on the market
5. Planning the manager’s work and reporting.
In this case 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 failure to fulfill the main tasks
The introduction of the institution of personal managers in a bank can be difficult due to:
1. high mental load, high requirements regarding knowledge of bank products and services of competing banks
2. psychological difficulties (there are times when it is difficult to find an approach to the manager or chief accountant of an enterprise and, in connection with this,
you have to spend a lot of time and effort)

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

"Client-Bank" (Internet banking, on-line banking, direct banking, home
banking), Telephone-Bank systems (telephone banking, telebanking, SMS-banking), devices
banking self-service.
Analysis of foreign sources allows us to highlight the following areas
innovative development:
1. Development of a “multi-channel banking system”,
combining traditional technologies and new tools:
a) self-service
b) remote maintenance
c) use of the Internet
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 organizations (exchanges, banks).
3. Integrated use of new information and communication technologies
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 that are accessed through a personal computer. Bank at
this provides the client with technical and methodological support during installation
systems, initial training of client personnel, software updates
and supporting the client in the process of further work. Client-Bank systems
provide full settlement and depository services and management of ruble
and foreign 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 account statements (information about movements in the account). For safety reasons,
Client-Bank systems use various encryption systems. Usage
“Client-Bank” systems for servicing legal entities are still one of the most
popular remote banking technologies in the Russian Federation. Client-Bank systems
are fundamentally 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 is stored on the computer
All your data, as a rule, is 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 via an Internet browser.
The Internet Client system is hosted on the bank's website.
All user data (payment documents and
account statements) are stored on the bank's website. Based on
Internet Client can be provided
limited information services
functions.

36.

Art-banking (eng. Art-banking) - financial and consulting support
investment in art. A new service that has appeared on financial markets
world at the end of the 20th, beginning of the 21st century.
Most large Western credit institutions allocate within their
divisions focused on working with VIP clients with portfolios ranging from
500 thousand euros, art advisory departments. This service has been available in Russia for several years now.
offered by departments of the largest credit institutions, including
Gazprombank, UralSib, VTB, etc.
This service is designed for both corporate and private investors.
The range of services offered is diverse and covers the following areas:
· consulting on the formation of investment-quality collections;
· analysis of collections or individual objects of art;
· consultations 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
banking networks, virtual banks can offer more
high interest rates on deposits lower
service charges than their traditional competitors.

38.

Telephone-bank systems (telephone banking, telebanking, SMS-banking)
Telephone banking is a type of remote banking
service in which the client receives banking services through
using phone capabilities. Using a telephone banking system
the client can receive both information services from the bank and manage funds
on your accounts.
A telephone banking system can be implemented in two ways:
1. communication between the client by telephone and the 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 method
implementation of telephone banking, called SMS banking, in which
information services and the ability to manage clients’ accounts
carried out by sending SMS messages from your mobile phone.
SOURCE http://studopedia.org/3-6519.html

39. PRACTICE 2.

ANALYSIS OF BANKING PRODUCTS AND
PACKAGE OFFERS

Intangibility. The client cannot touch these services or hold them in his hands. Sometimes this situation is called “selling air.” The only compensation in this case may be leaflets.

Competitiveness. Nowadays there is huge competition in the financial services market and it is very difficult to offer something original. And sometimes it’s simply impossible - introducing any innovation is expensive, but copying successful experience is elementary.

Complexity. As a rule, such products are complex and have a large number of implicit points. At the same time, the majority of potential clients have low financial literacy, which they understand very well.

Negative prejudices. In contrast to the positive image of banking products in commercials, the reality is not so rosy. And a large number of potential clients have a negative attitude towards financial institutions in general.

All of these features are potential questions that will be of interest to the client. Objections and doubts will be based on all these features.

Registration (sale) of a credit card

For example, let's take a financial product such as a credit card. Sales techniques for this product and handling objections in this area will be relevant not only to bank specialists. Credit cards are also issued today by third-party companies to attract clients.

I already use a card from another bank

Today many people use credit cards. And if your potential client does not aim to collect a collection of credit cards, then the objection “I use a card from another bank” will most likely arise. It makes sense to prepare for this objection in advance by choosing a script.

There are two ways to overcome this resistance. The first is to try to sketch out arguments at random. For example, “the card will be activated the moment you use it for the first time and may remain in your wallet until that moment” or “we have a large points accumulation program” and so on.

The second option is to use a simple and natural algorithm: listen - accept the objection - ask clarifying questions - find out the truth of the objection - argumentation - check the acceptance of the arguments.

1. Listen to the client

This can be challenging—having to remain silent for just a few moments can feel like a long time. And sometimes you really want to rush to “convince” the client.

2. Accept the objection

— You have touched on an important topic. Nowadays, the banking services market is saturated with a large number of offers and it is important to choose the most optimal option for yourself.

3. Ask clarifying questions

— Tell me, are you satisfied with the card you are using?

A question like that is a really powerful thing. It is difficult to find a product that will satisfy the client 100%. And often he will need something more profitable.

— Do I understand you correctly that you are interested in knowing the advantages of our card in part (we are talking about the problems voiced by the client).

— If I show you the advantages of our card, will you be ready to apply for it?

5. Argumentation

Only now are we ready to use arguments to overcome the objection. We have enough information and we can talk about the benefits in a much more targeted manner.

—

Important - we voice a proposal to proceed to registration. You shouldn’t expect the client to take the initiative in this.

I don't need a credit card / I don't need a credit card

Today people are accustomed to using bank cards instead of paper money. This is convenient, because many stores have terminals for paying with plastic cards, and if necessary, you can always find an ATM and withdraw cash. But with credit cards everything is different - fewer people use them. Many people are even afraid of credit cards.

In our situation, the client has experience using a debit card and does not want to issue a credit card. We use our algorithm.

1. Listen to the client

Everything is as in the example above.

2. We accept the objection

— Many people think the same thing and this is a really important question.

3. Ask clarifying questions

— Tell me, have you never used credit cards? And want to understand the difference between a credit card and the one you use?

The client will definitely get a credit card if there is a need for it. For example, a situation where there is not enough money before salary. Using a credit card, a client can avoid having to borrow from friends. Asking about this can create a need.

— Tell me, have you ever had a situation when you urgently needed money, but there was some time left until your salary? What did you do in such situations? Is it always convenient to borrow money? Are you interested in learning how to avoid similar situations in the future?

Questions are the most effective sales tool. The questions we gave above lead the client to think about a certain need. If we tried to do this in the form of statements, we would receive new objections. And so the client himself came to a certain thought.

4. Find out the truth of the objection

— If I tell you in detail about the features of our card and all the necessary nuances that you need to know, will you be ready to discuss the issue of its registration?

5. Argumentation

The client is ready to listen to our arguments and we know his needs. We just need to make a beautiful presentation.

6. Check acceptance of arguments

— Did I manage to dispel your doubts? Shall we formalize?

The client has a negative attitude

The client has a generally negative attitude towards the bank as a whole. He has a bad experience with your bank or any other and the client does not even want to listen to any offers about banking services.

1. Listen to the client

We allow the client to speak out and fully voice his thoughts.

2. We accept the objection

— You have touched on an important topic.

3. Ask clarifying questions

— Tell me what exactly happened?

It is not at all necessary to follow the algorithm for working with objections linearly. So, for example, after clarifying questions we received a more detailed reaction from the client, we can go back a step and accept this reaction.

2. 2. We accept the objection

— I understand you perfectly, in a similar situation I would draw exactly the same conclusions.

4. Find out the truth of the objection

— We constantly strive to improve the quality of our services. If I tell you about new features, will you be ready to check out our other offers?

5. Argumentation

We listened to the client, joined him, accepting his objections. And the client himself gave preliminary consent to an additional presentation. We can talk about important points based on the identified problems. In this case, our arguments will be well received.

6. Check acceptance of arguments

— Did I manage to change your point of view regarding our services? Are you ready to check out our other offers?

We clarify the acceptance of our arguments, move on to the presentation and sale of other products.

Lack of trust and loyalty. Motivating the client

Often, literally half a step is not enough to successfully sell financial services. And there is a need to create some kind of impulse that helps push the client to make a decision. Several motivating techniques.

For free

This is a very powerful word to add value to our offering. The word “free” is all about benefit, good benefit.

But nothing can be simply “free”. Otherwise, it may only raise unnecessary questions. There should always be a reason for free stuff, for example as part of a promotion for a limited period.

The reason for free can be the most unusual. For example, you can simply indicate something that is always free by definition. Applying for a credit card is free. But you can simply point this out to the client and this will be an additional argument.

Non-binding offers

It is sometimes difficult for a client to make a decision. And in this situation, a strong argument would be an offer that does not oblige the client. For example, you can suggest that the client simply try to apply for a loan. Even after receiving prior approval, the client may refuse. Or maybe he won’t refuse.

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Sales engine

The “customer market” that is undoubtedly dominant in the banking industry allows both individuals and legal entities to biasedly choose a servicing credit institution, forcing its competitors to multiply efforts to speed up payments, reduce the cost of banking services, lower lending rates and increase interest on deposits - of course, not to your own detriment, but not with an unlimited margin.

However, all, even the most progressive, developments of bankers are doomed to lie as dead weight if they are not brought to their end user - an existing or potential client. At the dawn of the domestic banking business, it was quite possible to count on the client coming to the bank himself and gratefully accepting all the conditions offered - this was not least determined by the needs of the emerging Russian business for credit resources. However, the situation changed quite quickly, and already at the end of the last century, the supply of banking services noticeably exceeded the demand. It became obvious that simply listing even the most modern and competitive banking products in tariff collections is not capable of ensuring a massive influx of desired clientele into the bank, and the methods used to work with clients are mainly focused on individual attraction. Such methods could no longer ensure the desired growth of the banking business, obviously ensuring a loss in competition. And the task of targeted delivery of banking offers to the widest range of potential clients gradually began to take center stage in financial business development technologies.

As often happens, there was no need to reinvent the wheel - banks in most foreign countries have long gone through the stage of transition from individual customer attraction to mass attraction, having learned not only to offer their services to interested customers, but to actively promote them among potential consumers, thereby forming promising demand market. Essentially, financiers have taken centuries of experience in retail sales of consumer goods and successfully applied it to banking products. Business coach Ekaterina Shulgina, who previously worked at Alfa-Bank, explains this by the fact that the banking market is very developed in terms of sales technologies - everything that appears in the world in the field of sales or marketing, one way or another comes to the banking sector.

Outside Russia, banking sales became so successful that by the beginning of the 21st century, this approach had already begun to reduce its effectiveness due to the depletion of the client base - almost all companies and households in developed foreign countries found themselves involved in the sphere of activity of credit institutions, using banking products to the full extent of their opportunities. Against this background, the weakly saturated Russian market promised very good prospects - and decades-old bank sales technologies were quickly adopted by domestic bankers.

Director of the retail branch of VTB Bank in Novosibirsk Elena Zaitseva highlights activities through direct and partner sales channels, understanding the latter as interaction with clients through bank partners - for example, developers, real estate agencies. According to the head of the branch, within the framework of direct sales, more than two years ago, a division was formed, the work of which is aimed at the end consumer of banking services, and employees of this department are constantly on the road, presenting banking products, communicating with potential clients at the checkpoints of “payroll” clients, visiting meetings organized in work collectives with the help of colleagues of the corporate branch. Thus, a pool of contacts and recommendations is formed for further work with a “warm base”, within which clients receive qualified advice and the opportunity to submit applications for a particular service directly at the workplace.

“Passive technologies include those associated with advertising in a variety of forms, including direct mail. Active ones are, for example, independent calls to the client. And direct sales take place during personal communication,” this is how he classifies bank sales technologies Director of the Siberian territorial department of Vostochny Bank Dmitry Mayevsky. The banker also reveals in detail certain aspects of various technologies: passive sales are aimed mainly at new clients, this is not a very profitable and rather risky segment, so risks are built into the product’s performance, which is why it is often more expensive for new clients than for old ones. Active sales are mainly carried out by contact center employees - here the profitability is higher and the risks are lower, it is possible to create individual banking offers based on the client’s preferences. Direct sales, as a rule, are not particularly profitable; they are aimed more at image goals or at retaining the client, the director of the department believes.

She also spoke about the active use of various sales channels for her products. Head of Strategic Communications Department of Home Credit Bank Irene Shkarovskaya. According to her, the bank uses cross-selling technologies (including telephone), constantly increasing their efficiency.

I don't quite agree with the terminology Director for Retail Business of the Novosibirsk branch of Alfa-Bank Marina Kokoulina. She acknowledges that sales technologies are forms and tools for attracting clients, but believes that this sounds rude, since each client is unique. “Banking services are built on many factors - financial literacy, capabilities, desires to use remote channels for accessing an account, existing needs, largely determined by the lifestyle of clients,” the bank’s top manager explains his point of view.

Despite its universality, banking sales technologies applicable to all categories of clients have become most widespread in the mass segment - first for individuals and then for legal entities. Thanks to the use of modern methods of selling banking products - primarily consumer loans in the retail business - Russian credit institutions ensured explosive growth in their loan portfolio at the end of the first decade of the 2000s. However, one cannot fail to mention the evolution of technologies for making credit decisions - the traditional individual approach could no longer cope with the flow of applications from clients wishing to purchase a “credit product” actively sold by bank managers. As a result, a credit conveyor appeared - a technology for fast decision-making based on a standardized algorithm. Now bank loans have truly become a truly mass retail product - accessible to a wide range of consumers and creating a significant share of bank profits. According to Elena Zaitseva, the role of product sales technology in generating profits is difficult to underestimate - without established channels for selling services, banks today cannot generate an influx of new, high-quality customer flow.

Such success in working with individuals led to a further expansion of the scope of bank sales, and legal entities, primarily small businesses, began to be involved in it. “In the context of legal entities and individuals (without division by income), the technologies are essentially the same, but the complexity of the sales technology (number of questions, persuasion techniques) to legal entities is definitely higher,” says Ekaterina Shulgina, explaining this by the fact that legal entities There are more criteria for choosing a bank, and there are more transactions within the bank. In addition, legal entities hold on to their relationship with “their bank” and are not always ready to quickly change it to another bank that sells its services.

Today, small business entrepreneurs have no shortage of banking offers that they receive through a variety of channels. Only a small part of these proposals are translated into actual issuance of loans, but this is already a general problem of increased risks in the modern Russian economy.

New approaches

The introduction of modern technologies for selling banking products was a logical step in the development of the Russian banking sector, but it marked quite significant changes in the mentality of a large number of bank managers. If previously, employees of the operating room were limited to minimal communication with clients when accepting documents, now they are responsible for cross-selling products and services, often quite far removed from operational services. And not only on them. Customer focus, knowledge of banking products and services, implementation of sales plans - these are the minimum requirements for any employee of a credit institution who has at least minimal contact with clients due to the nature of his work. “Of course, this sales format required new personnel training programs from banks,” confirms Elena Zaitseva. In her opinion, a successful sales manager is one who reacts flexibly to changes and is focused on self-development and the introduction of new technologies and knowledge.

Not all managers of the “pre-sales era” adopted this approach to personnel - some of them were unable to adapt to new trends, moving to departments that were far from interacting with clients, or leaving their jobs at the bank forever.

Bank managers experience rejection of one form or another of sales, says Dmitry Mayevsky. But still, in his opinion, the last two years have taught the banking market a lot, and now everyone understands: you may not like the technology, but nothing new has yet been invented to replace it.

Despite the fact that bank sales are focused primarily on identifying and satisfying the needs of clients of credit institutions, the clients themselves have not always - at least at an early stage - welcomed the increased interest in themselves as potential buyers of banking products. “We ourselves have a mustache” - this leitmotif was often heard in the answers addressed to bank managers who honestly worked out the sales flow chart. To no lesser extent, bank employees also had to deal with claims regarding the imposition of unnecessary services. Marina Kokoulina admits: there are mistakes in bank sales, and the human factor also plays a role. However, she is convinced that everything that is intrusive and not in demand by the client cannot be sold. “This is a disastrous path, and we strive to make the world of finance more convenient and interesting,” says the director of retail business.

However, over time, the world experience of relationships between banks and their clients nevertheless took root on Russian soil - and now it is not uncommon for clients to complain about the lack of information received from a banking specialist, even to the point of reproach for the insufficiently active offer of certain banking products and services. As a result, the task of creating a market for demand for their services by credit institutions is being solved quite successfully, currently moving to the stage of using remote channels to access clients. Thus, Marina Kokoulina sees the future of digital services, when the maximum number of transactions, offers for clients, new services - everything will be through mobile devices. Irene Shkarovskaya places special emphasis on the development of online sales. According to her information, the bank sells loans to its existing clients through Internet banking completely online, and now 10% of sales are carried out through Internet banking, without the client coming to the office and contacting a courier or call center operator. Dmitry Mayevsky also talks about officeless sales. “We are already starting to implement them using tablets, and in the future the market should be able to issue a loan through a smartphone using an electronic signature,” the banker predicts.

And Elena Zaitseva, confirming the key trend in the development of sales technologies in the banking sector - sales through remote service channels (Internet, mobile banking, functionality of client-banking systems) and a functional ATM network, etc. - nevertheless notes: “We understand that they cannot 100% replace either direct or affiliate channels, just as the Internet cannot replace live human communication.”

DIRECT SPEECH

Ekaterina Shulgina, business coach:

Speaking about the classification “active - passive sales”, I can say that both approaches are used in the banking sector. Passive sales imply, for example, responding to every comment on a social network, interesting events, releasing convenient applications or installing “PokeStops”, as in Sberbank branches - thanks to such activities, events and products, the client’s loyalty rises, and he himself comes to the bank, wanting become his client. Active sales involve direct contact with the client for the purpose of selling - this can be either a sale in a bank branch, when the client came himself with some question, or a meeting at the client’s premises - as a rule, this is a story about legal entities. Active sales technologies are also diverse - this includes cold calling technologies and the well-known SPIN (technology of leading a potential buyer to purchase a product or service).

On the other hand, we can divide sales into direct and cross-sales: in the first case, our goal is to sell the client the main product (for example, a current account), in the second - to sell an additional product that will make his service in the bank more convenient (for example, SMS- notification).

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In general, the algorithm for active sales of banking products does not differ from the algorithm for active sales of anything else. Except, of course, for the specifics of banking products and services.
The technique of selling banking products requires the ability to manage a conversation with a potential client, in particular in cases where the client does not have information about financial instruments for managing funds, has no experience of cooperation with a bank, and also does not have specific experience.

Therefore, first of all, you need to study well enough yourself and understand the banking products that can be offered to your potential clients. Give yourself an idea of ​​the profitability of a particular product, draw up a table of competitive advantages (benefits for the client) and use it in situations where a reasoned response to objections from potential clients is required. Identify the potential problems your product or service solves.

Banking products and services can solve the following problems:
Income and multiplication
Savings and Savings
Safety and reliability
Ease of use and management

A specialist in the sale of banking products must act according to some algorithm to organize sales of banking products.

1. Be sure to sketch out several options for a script to start a conversation on the phone.
Everything in order: greetings, clarifying questions, etc.

2. Identify for yourself a circle of potential clients who you can call. Individuals, companies, etc. Depending on the specifics of the banking products you offer.
Banks usually offer their clients a standard set of services, with a slight difference in conditions - several options for deposits, lending, mutual funds under their own management, etc.

3. The next step is to search and collect the necessary information; the more information you can get about your potential client, the better you will be able to create an atmosphere of trust and interest in the personality of the potential client.
Typically, the purpose of a call in active sales of banking products is to schedule an appointment.

In some cases, it is also possible to use the technique of several calls in cases where the interlocutor shows interest in banking services, but cannot decide what will be most optimal for him. In this case, you can ask clarifying questions about the priority of tasks, find out the most important criteria in choosing services and offer to contact the potential client a little later. In order to prepare the optimal offer that meets all the client’s requirements, thereby making effective sales of banking products. Don't forget to duplicate the information by email. It will be easier for your interlocutor in the next conversation to navigate the services offered, seeing in front of him the necessary information on the topic of your proposal. Always be guided by a simple technique: what would primarily interest you if you were a potential client? What set of banking solutions contributed to satisfying the above needs?

The peculiarity of sales in a bank is that the sales manager of banking products must help the client understand the financial instruments offered, for example, explain such a mechanism as the calculation of interest on deposits, teach how to correctly choose the method of investment and provide all kinds of advisory support.

One more tip. Collect objections (write them down after the conversation) that you could not immediately answer over the phone. Then analyze the situation, find adequate answers to these objections and add to your list of responses to objections.
Don’t hesitate to ask your colleagues for help in solving these types of problems and in developing responses to objections from potential clients.

Remain confident in yourself, in the product, in your bank, despite refusals and difficulties in your work.

The last stage of product-market adaptation is market-to-product adaptation.

Clive James

Types of sales channels for banking products

Mass sales under the “financial supermarket” scheme involve servicing a large number of clients with similar consumer preferences and conducting similar banking operations. Retail sales, as a rule, are carried out stationary and require the creation of a wide branch network. In this regard, the main risk of direct financial losses in the retail business is the failure to fill with the required volumes of banking operations the capacities that are created for this business (banking infrastructure: branches, representative offices, acquiring, registered cash desks, processing, POS terminal equipment, etc. ). If this happens, then we can talk about the weak work of the bank’s marketing services, which poorly researched market segments and were unable to stimulate demand in the volumes necessary for the retail business.

For example, to develop the card business, the annual issuance volume must be at least 1 million cards and at the same time at least 100 thousand transactions must be made on them per month. The minimum profitability threshold for express loans is at the level of 200 thousand consumers, and for the SMS banking service - 100 thousand users. Thus, the basis for obtaining sufficient income to maintain the required level of profitability in the retail banking business is turnover on customer accounts.

The main problem of retail sales is the creation of a system of high-quality cost management at all stages of the life cycle. Due to the high initial costs of creating a sales infrastructure, it is especially important for the “financial supermarket” to create accessible and cheap products. However, many retail banks are overly keen on expanding their product range, which leads to another problem: the created products do not find demand, and attempts to impose them on customers have a bad impact on the bank’s image. In the retail banking business, the sales manager needs to instill the psychology of a large supermarket salesperson. A wide range of services allows us to fully use the principle of interchangeability and complementarity.

Targeted (individual) sales under the “financial boutique” scheme involve searching for specific groups of clients and exclusive forms of service. The small number of transactions and relatively low initial costs require that sales managers focus on obtaining high margins from the sale of individual products. For example, the minimum threshold for profitability in a “financial boutique” for cash settlement services can be 15-20% of costs. The main risk of the individual form of selling is the loss of a client.

An example is the Trade Finance Bank (LLC), which positions itself as a unique institution in the financial market. The bank's mission is to increase the value of clients and the bank itself in mutually beneficial cooperation, which is expressed in the slogan “The art of increasing values.”

The main criterion for the bank's activities, which is aimed at developing various forms of service using financial boutique technology (the term Private Banking is more often used), is quality, which is achieved through uniqueness, reliability and efficiency.

Due to the growing demands of individual clients on the quality of service, banks developing a Private Banking strategy are expanding the standard range of services, which includes:

• Personal management.
• Service in a separate room.
• Financial and tax consulting.
• Access to forex transactions.
• Opening of metal accounts.
• More favorable rates and tariffs.
• Real estate transactions.

Based on product characteristics, the following sales methods can be distinguished: single sales, bundling, cross-selling, cross-selling. Single sales involve selling a product of one name, for example, opening a current account or obtaining a loan. Single sales can complement an already used product list or be a separate planning object for trial sales.

The most popular strategy today is the packaging of banking products, which can be widely used both at the level of the head bank and a specific sales office. Package selling involves considering available products as individual items in a catalog of interrelated services and allows you to identify and create a set of products that would fully satisfy the client’s needs, thereby guaranteeing the best interaction with him.

The package may include seasonal products (tax payments, holiday deposits, construction loans). For example, if taxes are paid periodically, you can offer advance payment. Banks have adopted the annual introduction of seasonal deposits with a flexible interest calculation system. In case of early withdrawal of the deposit or part thereof, the interest varies depending on the period of actual presence of the funds in the deposit.

The quality of the product is directly related to the quality of service and implies, first of all, a link between customer expectations and what the bank can offer. The concept of sales effectiveness thus includes such a complex concept as a friendly relationship with the clientele, and this element can justifiably be included in product packaging technology.

In table 4.1.1 provides examples of traditional packaging of banking products for individuals at the branch level.

Package sales technology requires an appropriate professional level of competence (knowledge of the bank’s product range, the ability to present the products offered, assistance in their use), communication skills (attention, politeness, courtesy, ability to win over).

Table 4.1.1

Examples of traditional packaging of banking products for individuals at the branch level

Ability to maintain long-term communication (for some clients and types of purchased services, the period of communication is longer than for others), respect the place and hierarchical level of communication (for VIP clients, the participation of a manager is required, the provision of a more comfortable environment), the use of necessary regulatory requirements (appearance , communication with clients, etc.).

In the practice of many banks with large branches, use a method such as sales crossing.

Cross-selling is the offering of related products to the clientele. Along with this, products that have already been consumed can also be replaced, and new products can be offered in return (cross-selling). This strategy brings good profits and allows you to achieve an advantage over competitors. One of the main conditions for the success of this method is the logical construction of the product range in relation to customer requests. Products must be interesting and attractive to the client and included in a package of services that can be offered for sale at any time.

The list of related and interchangeable products for clients not yet attracted, but significant for the bank, may include those products that the current clientele does not use, but may be interested in in the future.

This strategy allows you to plan sales and make optimal use of bank resources. It also allows you to better understand consumer expectations and evaluate the market. Another important aspect of cross-selling and cross-selling is the competitive advantage that results from it. The client feels that his most diverse requests for banking products can only be satisfied in this bank. For example, if a client buys traveler's checks from a bank, he may be advised to purchase accident insurance during a trip abroad. The strategy of package and cross-selling allows you to establish stable and long-term relationships with customers and increase the share of loyal customers.

To develop and implement a strategy for gaining greater clientele trust, the bank needs to create an effective information system. The sales office must have access to all information about the client: type of relationship with the branch, number and types of products consumed, qualitative and quantitative turnover, main types of demand for banking services, etc. Having such information, it is necessary:

• 1. group information for each client segment;
• 2. prepare a package of products for each client for subsequent cross-selling.

Direct selling is associated with the initiative of the seller, who addresses his offer directly to the client at his location. The volume of direct sales is constantly growing and in a number of European countries already exceeds 50% of the total turnover (in Russia, according to some estimates, no more than 1%).

Direct selling is the most difficult type of selling and requires the seller to master the art of negotiation. The importance of direct sales in banking practice will increase for the following reasons:

• 1. Expanding the network of sales points for banking products and increasing the concentration of clients who have the desire and ability to contact bank managers.
• 2. Gradual transition from passive forms of interaction with the client to a relationship management system. The goal of such a system is not to conclude a single transaction, but to build long-term relationships with the client.
• 3. Growing trust on the part of clients in personal management and increasing requirements for individual service.

All this requires advanced training of bank front office staff and, first of all, client managers. The scope of direct sales is large clients, individual service, complex banking products.

During the period of growth in retail lending, various types of “linked lending” are very popular, when the purchased product serves as collateral for the loan. This type of lending is called POS lending.

POS lending (POS - Point Of Sale) can be defined as a direction of the retail business of banks, providing for the issuance of loans for certain goods directly on the premises of a retail enterprise. Mobile communications and computer equipment have the largest share among high-demand goods.

Among the banks that actively worked in the POS lending market during the period of development of consumer lending, Alfa-Bank, Russian Standard, HCF Bank, OTP Bank, Rusfinance Bank stood out.

The availability of the loan (the decision regarding the execution of a linked loan is made by the bank within 15-30 minutes, and documents confirming income are not required) and the relatively small size (about 20 thousand rubles) lead to increased risks, so banks set interest rates above market rates and receive income higher than with conventional lending. This explains the intensive growth of POS lending in Russia since the mid-2000s. until 2014, when the economic downturn began.

The decline in bankers' interest in the POS loan market is quite natural. The potential of such loans is largely limited by the list of goods and services that can be sold through credit schemes. In addition, in POS lending it is extremely difficult to use various online services that are actively developing at present.

The changing economic situation and increasing instability in the banking system forced banks to reorient their sales strategies towards credit cards and the development of POS lending in online commerce. Since 2011, the credit card market in Russia began to grow rapidly. This is due to the entry into this market of the largest issuer of payment cards - Sberbank of Russia, which, in addition to overdraft cards, began issuing revolving credit cards of various payment systems. To issue them, Sberbank of Russia simplified the current procedure for issuing credit cards and introduced a scoring system.

The second direction of consumer lending, which has received dynamic development in recent years, is lending for purchases via the Internet. For a bank, a POS loan in an online store has several obvious advantages:

• no need to maintain a staff of specialists at points of sale;
• online store buyers are a more attractive category of borrowers;
• huge audience of online stores.

More than half of Sberbank's retail clients are ready to recommend Sberbank to their friends and acquaintances.

The CSI (Customer Satisfaction Index), which characterizes customer satisfaction with banking services, allows you to evaluate the price-quality ratio of banking products and services in terms of meeting customer needs and requests. In Sberbank branches it is 9.1 points out of 10 possible. Sberbank’s most loyal clients are young people and representatives of the social segment: the figures for these categories are 61% and 57%, respectively. During the year, Sberbank received more than 860 thousand customer reviews. Sberbank conducts satisfaction surveys through phone calls and SMS with a request to evaluate the quality of service after a visit to a branch or a call to the contact center.