How to get digital operations in commercial banks?Omnic channel collaboration has become a new challenge for retail digital transformation

"The omni -channel collaboration ability is an important factor in the success or failure of commercial banks, which will directly affect the customer experience level and the efficiency of financial services."

At the CFCA Digital Ecological Conference, a recent "transformation acceleration 2022" hosted by the China Financial Certification Center (CFCA) and digital finance, Luo Aihua, deputy general manager of the Ministry of Network Finance of the Bank of China of Agricultural Bank of China.

In recent years, the programmatic documents such as "Fourteen Five-Year Plan", "Financial Technology Development Plan (2022-2025)", "Guiding Opinions on Digital Transformation of Banking Insurance Industry" and other programming documents The transformation has become a "request" for financial institutions such as banks.

In terms of retail business, as Internet dividends have gradually peaked, traditional commercial banks have also begun to think about how to play the original offline resource endowment and drive the transformation of retail business with scientific and technological means. However, unlike the Internet platform based on digital technology, traditional commercial banks "Elephant Turning" have a certain shortcoming at the digital transformation level.

"In the process of digital operation and construction, banks have gradually recognized the differences in industry differences with Internet companies in the sources of customer acquisition, target audience, business model, customer mind, and operating scenarios. The characteristics of digital operations. "Xu Meiling, general manager of Shence Data Bank Division, said.

In this context, how to provide consistency financial services and experiences for customers through omni -channel coordination operations, becoming a problem that traditional commercial banks generally face in digital operations. Judging from the practice of a number of commercial bank retail business, the problems faced by traditional commercial banks are concentrated in strategic planning, organizational process construction, and data governance.

In the exploration of the digital operation of Agricultural Bank of China, Luo Aihua found that the current cooperation of all -channel coordination of commercial banks faces five major issues: First, the omni -channel collaboration strategy is clear, no overall channel planning, or still exploring effective collaboration directions; The design of omni -channel product design is to be standardized, the omni -channel experience design specifications have not been formed, and it is urgent to evaluate the optimal deployment channel of the product for standardized tool methods; the third is that the journey of the omni -channel customer is to be opened, and the prediction recommendation and effective guidance of the lack of customer channel preferences and effective guidance; The cross -channel data system is to be opened, the product system is well -established, and the data standards of each channel are not uniform; the fifth is that the omnicoca management mechanism is to be improved, including the division of responsibilities, talent training, and performance assessment department management.

Similarly, Gao Bo, the general manager of the personal business department of Huaxia Bank, Gao Bo, general manager of wealth management and private banking department, also mentioned in his speech that there are six major pain points in the process of retail digital transformation of banks: First, the separation of the department's separation, making it difficult for customers to obtain omni -channels, and it is difficult for customers The service experience of the consistency of the whole journey, the marketing between different departments of the bank cannot form a joint force; the second is that the business and technology have not yet established an agile mechanism that integrates and iterates; and the third is that the front, middle and backstage have not yet established an efficient and coordinated resource guarantee mechanism; fourth It is that the cross -line data fails to effectively integrate and open it, which makes it impossible to efficiently carry out collaborative marketing. Fifth, the digital passenger group operations are difficult to effectively promote, and the customer experience is not good.

For small and medium -sized banks, due to regional and scale restrictions, digital capacity building pressure is greater.

Zhang Xiaoqin, deputy general manager of Guiyang Bank Retail Financial Management Department, admits that in the practice of the construction of retail financial system, as a small and medium -sized bank in the western region, national commercial banks generally have a higher degree of digitalization. Power and service capabilities brought greater pressure on competition. At the same time, small and medium banks are facing challenges to maintain the scale of deposits and increase their growth rate. The digitalization capacity is weak and the storage capacity is low. Digital external environment is lacking.

How to promote coordinated operations of commercial banks? The answer given by a number of commercial banks is "centered on customer", organizing mechanism transformation, data governance, and product iteration around this core issue, pushing digital transformation to promote business transformation, and promoting value creation with business transformation.

"Customer -centered, customer experience, innovate customers, live customers, and customers, and continue to refer marketing efficiency to maximize value creation." Luo Aihua pointed External channel resources provide customers with the most pleasant experience and perception, realize the most effective product operation for banks, and eventually reach the effective interaction between the full links, full scenes, and omniic channels between commercial banks and customers.

As a "window" that directly touches customers, the mobile service matrix construction represented by the mobile banking APP has been mentioned many times.

Li Huaigan, general manager of the R & D Center of Guangfa Bank, said that he can start with the APP to establish a user research team and mechanism. From point and face insight, he pointed out that "scene first, data second, algorithm third", almost all decision -making decisions, almost all decision -making They are calculated through "data+algorithms", and eventually need to convert business problems into data analysis problems and computable problems.

Dong Ximiao, chief researcher at Zhailian Financial and part -time researcher at the Financial Research Institute of Fudan University, specifically mentioned that mobile banking should be used as a "nuclear weapon" for digital transformation and customer service to continue to develop, integrate, and upgrade the mobile banking app, and concentrate on the line to build online online Scenario platforms continue to extend and broaden the channels for winning live customers.

Faced with the lack of ecological scenarios such as "clothing, food, housing and traveling", Gao Bo pointed out that future customer sections must not be on the outlets, but on platforms, ecology and scenes.Commercial banks should speed up "breaking the circle and cross -border" to create their own "outlet+app+ecological" scene."The bank should be centered on the customer, break the segmentation of the department's boundary and the block, and build a closed -loop of the omni -channel service of the" comprehensive, intelligent, three -dimensional '.Wait for the mobile service matrix to realize the 'product online, service online, marketing online', to build an omni -channel integration and running through the entire journey of service. "Gao Bo proposed her vision to open the full -channel service closed loop.

- END -