How to properly sell Sberbank banking products. Methods of selling banking products and services. Customer service by a personal manager

Sales is technology. And some luck.

Are you familiar with the situation when you spend a lot of time and effort to attract customers, hold dozens of meetings and consultations, and, unfortunately, get minimal results? Unlike his colleague, who works less, gives less, and the result is much better than yours. At this moment, you are visited by the thought: “Why is this happening? I work more and get less results? I guess I just got unlucky this month….” Of course, you can refer to failure, only your productivity will not increase from this.

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

It is this model that most managers of bank branches use, it is this algorithm that is considered 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 important thing. Why is it so important to master sales techniques? The fact is that sales are not a spontaneous process with depending solely on your luck. In sales, 80% depends on how professionally You can build a dialogue with the client, which tools You use how you work with customer objections. As soon as you master the necessary technologies, you will be able to sell much more.

In this and subsequent articles, I will tell you about standard (classic) sales models, as well as about nuances application of various methods and technologies in the banking sector. We will cover most mistakes, which allow 90% of managers when communicating with customers. 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 consider classic 5 step sales model.

We will consider exactly 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 such stairs:

Climbing up this ladder step by step, with each step you get closer and closer to your goal - for sale. Working according to this algorithm, it is important to follow all the steps, move successively rather than abruptly jumping from one step to another.

As you can see, each stage has your goal:

1.Establishing contact - to arrange the client, create a friendly atmosphere, "favorable" ground for subsequent sales.

2. Identification of needs — it is important for the manager to understand which product will best satisfy the needs of the client, to find out the most important and most significant points for the client.

3. Product presentation – to tell about the most suitable product for the client in an understandable language, to make the client want to use a banking product or service

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

5. Completion of the deal - to 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 and foremost to make sure that the goal of the current stage has been achieved, and only then move on to the next level.

I often come across this situation: the client comes to the office, the manager is interested in 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, there is with the withdrawal of part of the deposit, there is with an increased percentage, 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 contribution will we make out?

And it can take a long time...

……………………………………………………………………………………..

QUESTION: Colleague, how do you assess 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 nice 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 customers.

Sell ​​beautifully and easily!

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

useful links

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TOPIC 3. SALES METHODS
BANKING PRODUCTS AND
SERVICES

Rules and principles of sales:

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

Rules for the effective sale of banking products:

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

3.Methods of selling banking products and services

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

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

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

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

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

OPC sales methodology (scheme) Features-Benefits-Values

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

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

An example of a credit line lending using an OPV scheme

Example
credited
and I
credit
lines
With
used
niem
OPC schemes

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

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

11. Classification of collection services

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

12. Ways to sell banking products and services

Package offer
services
Cross selling
co-branded
programs

13. Package offer of services

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

14.

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

15.

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

16. Advantages of a package offer for the Bank

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

17. Cons of a package offer for the Bank

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

18. Example of a package offer

19.

20. CO-BRANDING

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

21. Success factors of the CO-BRANDING project:

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

22.

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

23.

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

24. CROSS-SELL

25.

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

26. Cross-selling

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

27. Practice. Cross-selling

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

28. Customer service by a personal manager

29.

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

30. Personal managers must meet certain professional requirements:

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

31. Main responsibilities of a personal manager:

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

32.

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

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

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

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

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

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

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

36.

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

37.

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

38.

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

39. PRACTICE 2.

ANALYSIS OF BANK PRODUCTS AND
PACKAGE OFFERS

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

Competitiveness. Now there is a huge competition in the financial services market and it is very difficult to offer something original. And sometimes it is simply impossible - the introduction of any innovation is expensive, and copying successful experience is elementary.

Complexity. As a rule, such products are complex, have big number implicit items. At the same time, most potential customers have low financial literacy, which they are well aware of.

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

All these features are potential questions that will interest the client. On all these features objections and doubts will be based.

Registration (sale) of a credit card

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

I am already using a card from another bank

Many people today 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 at the time of the first use and may be in your wallet until that moment” or “we have a large points accumulation program” and so on.

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

1. Listen to the client

This can be a daunting task - the need to be silent for just a few moments can seem lingering. And sometimes you really want to rush to “persuade” the client.

2. Accept 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 best option for yourself.

3. Ask clarifying questions

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

A question like this is a really powerful thing. It is difficult to find a product that will suit the client 100%. And often he will have a need for 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 that the client voiced).

— If I show you the benefits of our card, are you 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 much more specifically about the benefits.

—

Important - we voice the proposal to proceed to the design. You should not expect initiative from the client 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 credit cards are even afraid.

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

1. We listen to the client

All as in the example above.

2. Accept objection

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

3. Ask clarifying questions

— Tell me, have you ever used credit cards? And want to understand the difference between a credit card and the one you use?

The client will definitely issue a credit card, if only there is a need for it. For example, a situation when there is not enough money before the salary. A client with a credit card can avoid having to borrow from friends. Asking about it can create a need.

— Tell me, have you ever had situations when you urgently needed money, and there was some time left before the salary? What did you do in such situations? Is it always convenient to borrow money? Are you curious to know how to avoid similar situations in the future?

Questions are the most powerful sales tool. Those questions that we cited above lead the client to think about a specific need. If we tried to do this in the form of statements, we would get new objections. And so the client himself came to a certain idea.

4. Finding 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 design?

5. Argumentation

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

6. Check accepting arguments

— Did I manage to dispel your doubts? We make out?

The client is negative

The client as a whole has a negative attitude towards the bank as a whole. He has a bad experience in your bank or any other and the client is not willing to even listen to any offers of banking services.

1. Listen to the client

We give the client to speak, to fully voice their thoughts.

2. Accept objection

— You have touched on an important topic.

3. Ask clarifying questions

— Tell us 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 of the client, then we can go back a step and accept this reaction.

2. 2. Accept objection

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

4. Finding out the truth of the objection

— We constantly strive to improve the quality of our services. If I talk about new features, are you ready to take a look at our other offerings?

5. Argumentation

We listened to the client, joined him, accepting his objections. And the client himself gave prior 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 accepting arguments

— Have I managed to change your mind about 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. Client motivation

Often, 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 motivational tricks.

Is free

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

But nothing is just “free”. Otherwise, it may only raise unnecessary questions. There should always be a reason for the freebie, such as a promotion for a limited period.

The reason for free may be the most unusual. For example, you can simply specify something that is always free by definition. Decor credit card- it's free. But you can just point it 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 will be an offer that does not oblige the client. For example, you might suggest that a customer simply try applying for a loan. Even having received prior approval, the client can refuse. Or maybe not give up.

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

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

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

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

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

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

Rules for the effective sale of banking products

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

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

Rule 2: Selling starts with knowledge.

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

As a professional manager, knowledge is necessary:

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

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

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

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

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

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

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

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

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

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

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

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

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

graduate work

1.3 Main methods of selling banking services

The method of a pre-worked out approach is used in the formation of customer demand, especially potential demand, for simple banking services.

It is used in the process of attracting potential customers or at the time of opening current accounts by a new client. With this approach, a story about the service is compiled in advance, phrases, words are prepared that will convincingly affect the client. The presentation is carried out according to a prepared scenario and goes through the following steps: Attention - Interest - Desire - Persuasion - Action.

The peculiarity of this method lies in the fact that once a prepared presentation can be successfully replicated, introducing new elements attractive to the client into its individual stages. Preparing a presentation using this method does not require much time, since the manager provides almost the same information to each of his clients. During the presentation, interaction with the client is ensured, answers to pre-expected questions and objections of the client. This method can be successfully used by novice managers.

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

Firstly, when a trusting partnership has already been established between the client and the manager and the manager has information about the client's activities, about the problems that concern him;

Secondly, when the client belongs to a certain group of enterprises with the same profile and needs.

The use of this method involves a careful study of the activities of the enterprise, its financial and credit history, development and production plans, etc. Knowing the client's business, the state of affairs at the enterprise, the personal manager clearly establishes the change in needs and offers a solution.

For example, a wholesaler expands its market by opening a store for retail. The manager, having information about these plans, understands that the head of the enterprise will need to hand over cash. In this regard, he is working out in advance three options for solving this problem: self-delivery of funds to the day cash desk of the bank, delivery of money to the evening cash desk, collection of proceeds. Considering each of these options, determining their pros and cons, the manager must take into account the following circumstances: the importance for the manager of the issue of the safety of funds delivered to the bank, convenient time for the delivery of proceeds, timeliness of crediting the recalculated funds to the current account, the price of the service.

The advantage of this classification is that it is the basis for drawing up both a commercial offer to the client and the preparation of a presentation. In practice, having a pre-designed classification simplifies the personal selling process and helps the manager justify the value of the service.

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

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

The general rule used in any of these methods is that by talking about the features of the services, the manager focuses the client's attention on the benefits and values ​​\u200b\u200bthat the latter will receive if he uses them. (5)

Organization of the work of a consultant on banking products

The functions of the CBP include:

Client area administration:

Meet customers at the entrance to the VSP;

Assist in orientation in the VSP hall, search for information, forms, etc.;

Distribute the flow of customers, assist customers in choosing the right operating window (in the absence of universal workplaces and a single queue);

Regulate queues, including transferring clients to other windows in case of a technical failure, preparing the operating window for a break, etc.;

Eliminate situations when several clients stand at one operating window;

Ensure the availability of the necessary advertising and information materials in the client area;

create a favorable psychological climate in the hall, assist in resolving conflict situations.

Redirecting clients to remote service channels:

Explain to clients the benefits of using remote channels;

Direct customers to self-service devices;

train customers in making payments and using ATMs.

Proactive offer of banking products to clients and initial consultation:

Proactively offer priority products to customers using the product proposal map and deal effectively with objections;

Provide clients with initial brief consultation on all products and services sold in VSP;

refer customers who need more detailed advice on products and services to a sales specialist using a feedback sheet.

"After-sales" consulting:

Provide clients with advice on changing the terms of service and additional opportunities for banking services used by clients.

The functions of administering the client room should be performed by a consultant without prejudice to advising clients. The main job of advising clients should be done by the sales manager.

In large VSPs, it is advisable to introduce positions of two or more consultants. At the same time, everyone will be in their own zone: zone 24, the customer meeting area, the waiting area and the sales area.

When selecting a suitable employee for the role of a banking product consultant (CPA), the following requirements must be considered:

The employee must be familiar with the functionality of all operating windows in the VSP;

the employee has a desire to work with clients, to be friendly and patient, to have the skills to resolve conflict situations.

Depending on the situation in the VSP, the following options for selecting employees for the role of PCU are possible:

Appoint one of the first line employees;

attract a new employee from the external market.

When organizing the work of a consultant, it is necessary to ensure the most effective performance of his functions. The PCU should spend maximum time in the hall, communicating with clients, including at the entrance to the hall (in order to implement its administration functions). If there is a dedicated PSC workplace in the VSP at the time of the start of the introduction of a new sales methodology, it is necessary to analyze the location of the specified workplace. In the event that the location and / or dimensions of the workplace do not allow the consultant to perform his functions as efficiently as possible, it is necessary to dismantle the indicated workplace. When equipping a new workplace for a consultant, it is necessary to take into account the convenience of its location in terms of client flow, its dimensions, based on the area of ​​the VSP client hall, and the forthcoming work on reformatting the VSP. Re-equipment is carried out within the budget of the territorial bank.

Organization of the sales manager

When implementing the proposed method of active sales in the VSP, it is recommended to allocate at least one sales manager. Subsequently, if necessary, their number can be increased.

The functions of a sales manager include:

Detailed advice on banking products and services, including:

Assistance to clients in determining their need for a particular banking product/service;

assistance to clients in filling out documents, checking the completeness and correctness of filling in documents by clients.

Sales of banking products and services Domestic sales model structural divisions VSP 2.0:

Registration of banking products and services both for clients who specifically applied to the VSP for this purpose, and for clients referred to it by a consultant or a HCO;

cross-selling banking products and services.

Performing operations performed in universal windows:

After registration of the product/service, the sales manager conducts the operation for which the client initially applied to the VSP;

in the event of downtime in work, the sales manager is involved in calling customers on the customer base.

When selecting a suitable employee for the role of a sales manager (SM), the following requirements must be considered:

The employee must know the main banking products / services offered by the bank to the client - an individual;

The employee has a desire to work with clients, to be energetic, to be able to convince people, to win over people;

the employee must be interested in the role of a sales manager.

Depending on the situation in the VSP, the following options for selecting employees for the role of MP are possible:

Choose from a number of SOCHL;

Choose from a number of loan officers;

invite a recruited employee from the external market.

When organizing the work of a sales manager, the following should be considered:

To ensure comfortable communication between the client and the SP - place the workplace in one of the operating windows, away from the location of a single queue;

To ensure the technical feasibility of selling and registering banking products and services, as well as carrying out transactions carried out in universal windows - to provide a workplace with the necessary software, equip the workplace with the necessary equipment, as well as ensure the readiness (train) of the employee to conduct sales, design banking products and carry out operations carried out in universal windows;

To ensure an efficient flow of customers - organize navigation and work of a consultant to refer customers interested in purchasing products / services to the sales manager.

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