What Does a Relationship Manager Do?

Relationship manager system (RMS), as the name implies, is a customer management system that takes the customer as the center and the relationship as the target. The successful promotion and application of the customer manager system in the operation and management of China's commercial banks has provided scientific customer management model experience for the development of China's commercial banks. The needs of customer development and financial market development, relying solely on this model will be difficult to stabilize the customer base, especially the stability and high-quality customer base will lose the initiative and advantage. The relationship manager production is a new type of customer management system, product marketing system and business system based on this, which should be widely promoted and used. Compared with the account manager system, the relationship manager system is more scientific and more people-oriented. Its promotion and application will definitely bring new development opportunities and space to China's commercial banks.

Relationship manager

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Relationship manager system (RMS), as the name implies, is a customer management system that takes the customer as the center and the relationship as the target. The successful promotion and application of the customer manager system in the operation and management of China's commercial banks has provided scientific customer management model experience for the development of China's commercial banks. Customer development and

Overview of Relationship Managers

Foreign banks have taken the lead in launching high-level financial services based on the relationship manager system in the domestic financial market, such as various types of wealth management services launched by Citibank and HSBC. Branches of domestic commercial banks in some regions are also actively planning to launch such services to stabilize and win high-level customers. However, in the process of implementing the relationship manager system, there are still many domestic commercial banks such as human resource development and utilization, information collection and analysis, Unclear involvement in customer management. It is necessary for domestic commercial banks to further optimize their operation and management systems and better utilize the effectiveness of the relationship manager system.

The basic environment for the healthy operation of the relationship manager system

As a new customer-centric business philosophy that provides customers with higher-level services, the relationship manager system has higher requirements for all aspects of bank operation and management. It not only needs to be able to do its best in traditional business, but also conduct finance. Collect information in a timely manner, scientifically organize, and standardize analysis and forecasting of market, customer industry, and product markets, providing real-time information support to customers and banks themselves. The relationship manager system needs a good operating environment.

1. A positive, united and collaborative corporate culture. Banks are a service-oriented enterprise, and the relationship manager system is a sublimation of this service-oriented system. When dealing with relationships with customers, the bank must establish a positive, united and cooperative corporate culture. First, this is the need to achieve a substantial improvement in the quality of talents; second, this is the premise of timely, effective and overall advantage of information; and third, only a positive team has the tendency and ability to open up the market and compete for the market , And this is the basis for the relationship manager system to play its role.

2. High-quality and highly-trained staff with both merits and talents. From the meaning of the relationship manager system, we can see that its healthy operation requires high-level human resource support on the one hand.

First of all, to provide customers with a full range of high-quality services, employees need to have strong comprehensive analysis capabilities and master solid financial, economic, and management knowledge;

Secondly, when providing customers with information consulting, strategic strategy research consulting and other services, employees must have a fairly high comprehensive ability and management ability, and all kinds of information can be timely and scientifically organized, analyzed, and given scientific predictions. It is necessary not only to have a comprehensive understanding of information from the perspective of financial institutions, but also to refine and analyze the information from the perspective of customers, and to provide customers with scientific and timely decision-making consultation based on the customer's management needs;

Third, in the process of analyzing, researching and predicting the potential demand of customers for financial products, employees need to have the ability to accurately grasp the future development trend of the enterprise, and at the same time, they must have a positive sense of innovation. Quantitative judgments on scalability and effectiveness in order to ensure bank innovation to maximize profits;

Finally, bank employees under the relationship manager system need to have a fairly high level of marketing skills.

On the other hand, employees under the relationship manager system also need to have high professional ethics. As the relationship manager's employees and customers are extremely close, especially when they are senior management consultants, they have a clearer understanding of the business management strategies and capital status of the customers. If these business secrets cannot be strictly observed, it may lead to customers Depletion of resources. In addition, the relationship manager system also requires employees to interact with other financial institutions on a regular basis. Without high professional ethics protection, banks will also face the leakage of internal business information, which will lead to the inability of banks to develop healthily.

3. Possess real-time and efficient innovation capabilities of financial products. During the operation of the relationship manager system, banks need to be able to start researching this product market or potential market in time after the customer manager puts forward product requirements or potential needs, and develop products that can fully meet this demand in real time in order to be efficient And high-quality active innovation, fully meet market needs, so as to effectively occupy and lead the market.

4. Scientific and efficient decision-making. All aspects of the healthy operation of the relationship manager system require scientific and timely decision-making. For example, when providing customers with operational management decision-making consultations, banks must give customers a variety of feasibility suggestions while making comparative advantages consistent with the sustainable development of customers. It is suggested that this requires that the relationship manager and the bank have considerable scientific management and decision-making capabilities. In addition, in the bank's specific business decision-making process, such as whether to enter or develop a financial service field, the bank also needs to have scientific and efficient decision-making. Management capabilities, otherwise it may lead to confusion in management and development opportunities.

Relationship Management System Specific Operation Management Strategy

Aiming at the operating environment of the relationship manager system and the current status of China's commercial banks, the author proposes the following countermeasures for domestic commercial banks in terms of operation and management.

1. Energize the working atmosphere of employees inside the company, enhance the teamwork awareness and ability of employees, and establish a harmonious and progressive corporate culture.

Corporate culture, as the spiritual pillar and source of strength for corporate development, how the degree, content, and form of its establishment directly affects the actual development status and future development prospects of this enterprise. As a special enterprise relying on employee service levels and service skills, banks The advanced requirements of corporate culture are even higher. Under the relationship manager system, domestic commercial banks must strengthen the construction of corporate culture in the following two aspects: On the one hand, they must strengthen the education of employees' collective consciousness. A bank is a whole. It is impossible for any employee to provide comprehensive financial services in a modern sense outside the collective. The relationship manager system requires that we not only have a high level of professional service technology, but also have a collective interest in ideology. For the most important inner part, always consider yourself as a link in the overall operation; on the other hand, strengthen the staff's awareness of collaboration and enhance their collaboration capabilities. The relationship manager system requires all departments and employees of the bank to provide each other with various information, services, and technical support at any time, so that each employee can provide a variety of services in the attitude and ability of the leader whenever the customer needs, and realize the relationship Managerial operating goals.

2. Establish an effective incentive mechanism to enrich and tap employees' work potential through various means

The healthy operation of the relationship manager system ultimately depends on the level of talents and the degree of exertion of employees. As a new financial service system supported by high professional skills, management level and innovation level, Chinese commercial banks must work hard on human resource management .

First, establish an effective incentive mechanism. Including spiritual motivation and material motivation, focusing on the latter. As foreign banks will use the talent pricing standards in the international talent market to price Chinese bank and other financial institution practitioners, if they want to remain invincible in this battle for talent, domestic commercial banks must provide effective incentives for talent. Make articles on it, so that employees have a sense of presence in all aspects. Of course, we should also pay attention to the principle of moderation of incentives. We must not allow employees to be complacent and arrogant under excessive incentives, and eliminate the possibility of employees not doing their best at work;

Second, make full use of the talents of employees. One of the biggest drawbacks of domestic commercial banks in the development and use of human resources is still the sadness of selecting and employing emotional, face, and qualifications. The goal of our reform should be to build an ability, ability, and competence. Only in this way can the employment mechanism be fully utilized to realize the true separation of posts and administrative levels, and the rational use and reasonable flow of talents. Only in this way can the talents of employees be fully utilized and tapped. Cost-effectiveness

Third, ensure that the quality of all aspects of the workforce can meet the needs of the development of the financial market, while focusing on coordination with corporate culture. On the one hand, to strengthen the "change of blood", pay attention to the introduction of high-quality talents in universities and society, in particular, we should increase the efforts to attract college graduates, take advantage of their strong learning inertia in schools, and the incomplete completion of the transformation of social roles. Active bank learning atmosphere, improve professional knowledge level and service skills, meanwhile, through the assimilation of corporate culture, they can maximize their identity with corporate culture, so as to realize the discovery and use of their talents with the minimum training cost and the shortest time; On the one hand, strengthen the training of on-the-job employees, including internal retraining and other forms of continuing education.

3. Improve the bank's innovation ability, focus on the cost of innovative products, and strengthen the marketing of innovative products. The goal of the relationship manager system operation is to be able to provide customers with better quality and more suitable financial services at the lowest cost. Therefore, the real-time innovation capability of financial products is extremely important for banks. In this regard, China's commercial banks can enhance their innovation capacity and innovation efficiency in the following aspects:

First, strengthen the functions of the market information department, obtain product demand information and related financial information through multiple channels, improve the ability to analyze and research information, and increase the initiative to grasp the development trend of financial markets. At present, most domestic commercial banks have established market development departments or similar functional departments, but their positioning is generally relatively single. At the same time, their information acquisition capabilities, channels, their ability to analyze and research information, and disposal rights are relatively weak. Meet future needs. Therefore, on the one hand, it is necessary to strengthen the authority of this functional department, so that it has the power to obtain information across departments within the system or even outside the system, and has the power to integrate the information of various departments to form authoritative data and information analysis in the system. , Research, forecasting, etc .; on the other hand, it is necessary to expand and unblock the channels of information sources. Obtain information through multiple channels of employees and departments in a timely and effective manner, and transmit these information in a timely manner through the establishment of smooth and direct information channels. Of course, what we should also strengthen is the research capacity of the information department.

Second, pay attention to the timeliness and pertinence of financial products. The core of the relationship manager system is to provide personal financial services to customers. Therefore, commercial banks must prioritize timeliness and pertinence in product innovation. The services provided to customers cannot be separated from the actual needs of customers, otherwise financial innovation Will become invalid innovation or lagging innovation;

Third, pay attention to benefit-cost ratio, and adhere to the principle of prudence when promoting products. Because the relationship manager system is very specific, it may lead to a narrower scope of application of innovative products, or the cost of product promotion is too high. In this way, banks must conduct careful research on the reality and future benefits and costs of financial innovative products. The cooperation of other financial institutions to effectively reduce the cost of promotion and broaden the scope of product application;

Fourth, strengthen the follow-up investigation and research on innovative products, modify or re-innovate innovative products in a timely manner, and achieve more diversification of financial products. At the same time, under the premise of effective cost control, the goal of stabilizing old customers and developing new customers is achieved.

4. Improve the efficiency and level of decision-making, enhance the ability to execute decisions, and establish a real-time linkage mechanism at the decision-making level and the grass-roots level. In recent years, the decision-making level and decision-making efficiency of domestic commercial banks have greatly improved. However, to effectively compete with foreign commercial banks, we must further strengthen the construction of management and decision-making:

First, reduce the formalization of decision-making and improve the efficiency of decision-making. When a positive or negative decision should be made, it must be made without hesitation, reducing unnecessary links such as formal meetings or discussions during the period, so as to effectively improve the efficiency of the decision, ensure that the decision can fully meet the actual needs, and make full use of the decision Timeliness to seize market opportunities;

Second, strengthen the implementation of decision-making and improve the effectiveness of decision-making. In order to achieve the necessary order and truly realize the institutionalized operation, both in the large financial environment and in the bank's internal management and management can comply with the rules of the game. Different opinions on the implementation of the decision can be retained, but Do not refuse to execute, so as not to affect the overall implementation of the decision;

Third, make efficient tracking and research of decisions. It is necessary for the management of the bank to conduct timely follow-up investigations of the decisions made in order to timely and accurately find problems in the actual implementation process. In particular, it is necessary to strengthen the follow-up of decision-making with reserved opinions in order to make timely and effective adjustments to ensure that Decision-making is more practical and instructive in practical work;

Fourth, strengthen the links between various departments, branches and internal departments, establish smooth channels of information for decision-making and decision-making executives, and ensure timely transmission of decisions and timely feedback of relevant information.

Commercial banks are the main force of China's finance, and at the same time finance is the core of the economy, domestic commercial banks must proactively enhance their own competitiveness, improve their ability to prevent and resolve financial risks, and enhance national financial and economic security.