Industrial and Commercial Bank of China Hengyang City South Branch promotes telephone POS special marketing
First, re-incentive, activate marketing excitement. After the high-intensity business sprint at the end of June, some employees became tired of business marketing. In the face of the incoming POS marketing, they showed a feeling of exhaustion without passion and no interest, combined with the lack of price incentives and lack of benefits. Impulsive excitement, in order to stimulate everyone's marketing enthusiasm, and quickly open the work situation, the bank has used the morning meeting, the symposium to mobilize the deployment of telephone POS marketing, and talk about the positive significance of the product staking and the source of the product. And unique role, and through the profound analysis of the successful case of ABC, borrowing the stone of other mountains to attack jade, while in the case of financial constraints, squeeze out special funds for marketing rewards.
Second, be effective, find the marketing entry point. In order to make the telephone POS special marketing activities effective and achieve the expected purpose of increasing efficiency and efficiency, the bank implemented precise cuts from three aspects. First, the accurate entry of the target customers, the store in Zhongshan South Road Commercial Street, Wangpu, Zhongxiang Hardware and Electrical Market, 4S shop and large stores are determined as the main direction; second, low-cost cut-in, zero-cost installed, low card fees The comparative advantage allows customers to “move and actâ€, develop their own customers, rapidly develop new customers, replace them with old customers, and fully seize the established target market. Third, cut through the quality service, implement one-stop service of installation, follow-up maintenance and business coaching. In good faith, sincerely to win the trust of customers.
Third, re-link, build marketing support points. Adhering to the marketing strategy of “inside and outside flowering, up and down linkage, sub-combination and mutual complementationâ€, the bank uses counters and teams as two important supports for marketing, carefully organizes and mobilizes marketing power, and counter-marketing to the first-line staff and lobby. The wealth management account manager is the main camp, and the on-site customer launches the position marketing offensive; the team marketing combines the second-line employees into two reasonable marketing squads, each of which is led by a bank leader, and develops the regional scope and target customers. Carpet-style, pull-net marketing, and determine the person responsible for the daily operation of the follow-up process and coordination, co-ordination.
Fourth, focus on development and create profit growth points. First, to create a growth point of scale effect, do our best to implement wide-area, multi-channel, fast-paced marketing on telephone POS, to develop by “quantity†and deposit to “quantityâ€; second, to build high-end customer growth points in target customers. On the basis of the “quantityâ€, the choice is to move closer to the middle and high-end customers. For customers with poor business performance and low product efficiency, they will not deploy or distribute the products, and will abandon the extensive selection of “choose baskets are dishesâ€. The business model enhances the customer's comprehensive contribution to deposits and intermediary business; the third is to create a bargaining effect growth point, and implement a flexible bargaining strategy for customers who have installed similar products and have higher overall return expectations. penetration. For the initial installation customers, the upper limit is negotiated on the premise of guaranteeing the success rate.
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