Payment cards. Main stages of the claims cycle Stages of the life cycle of payment cards

The small and medium-sized enterprise (SME) segment is significant for banks, but at the same time, it has so far differed from other clients in the lack of sufficient experience working with financial institutions. Banks also preferred to work with retail, providing SMEs only with loans and basic services settlement services.

If we compare small and medium-sized businesses with the corporate segment, the former is characterized by higher risks of insolvency. That is why, when working with SMEs, clear tracking of the customer life cycle is required, as well as more careful banking strategies aimed at maximizing real or projected cost customer throughout the entire life cycle.

Market situation

All last years Banks received their main income in the SME segment from lending. However, with the cooling of the credit market, all participants come to understand that loans are only part of the banking business. Increased regulation on the part of regulatory government agencies, a decrease in profitability from lending, and the entry of new players into the market are only a small part of the factors that are pushing banks to increase risk-free commission income.

In the West, this trend has been observed for more than 3 years. Thus, according to the study “Trends in transaction banking report”, in 2011, 77% of Western banks had already seriously thought about commission income, separated the transaction business into a separate area and began restructuring the income structure.

At the banks of the Life financial group, we are also looking towards increasing commission income, since they do not carry the same risks as income from lending. The task we face in 2013 is to double the growth rate of non-interest income in the small and medium-sized business division.

The task does not seem difficult and has at least two possible solutions.

1. Attracting new customers and increasing additional sales.
2. Increasing income from existing clients.

The first task of attracting new clients, one way or another, is solved by all banks on the market, and increasing income with existing base little is said, and the actions of banks in this direction are not so noticeable. Having seriously engaged in this process, we encountered a number of difficulties, which we were able to solve only by starting to model the customer life cycle.

Life cycle of an SME client in banks

The classic life cycle of an SME client in a bank is shown in green in the figure (areas 2-6): the client comes to the bank, starts working and brings some income to the bank, and usually leaves after 2-2.5 years, either closing the business or consolidating and changing the bank.

The strategy we have developed for working with the client’s life cycle is aimed at lengthening it and increasing the lifetime profitability of the client in each of the three areas that we allocate for ourselves:

1. previously attracting clients,
2. increasing current profitability from the client,
3. dealing with customer churn.

In this article, we will not talk about income growth due to earlier customer acquisition (blue section 1 in the figure) and outflow (blue section 5-7), but will only touch on the growth of income from existing clients.

After attracting and stabilizing income from the client, the main task of the bank is to select and offer products and services, problem solvers client's business. In fact, at the moment when the client began to work with the bank and bring stable income(reached plateau 3-4 in the figure), the bank must conduct a serious analysis of its activities and offer it a set of cross-products that are relevant at the current time - this will increase profitability (blue shading in area 3) and maintain it in the future (blue filling in area 4).

Having offered the client a business solution, increasing loyalty and profitability from the client, the bank will need to control this process and not miss the stage of the client leaving for outflow (blue section 5-7). Working with churn implies deep knowledge of the client, the characteristics of his business and needs - only due to these factors it is possible to retain the client at an early stage and extend his life cycle in the bank.

Thus, having built the client’s life cycle, we have identified for ourselves the critical stages and the actions that we can take to increase the client’s lifetime profitability.

Life cycle - from theory to practice

In Life Financial Group banks, work with clients is carried out by personal managers, using CRM as one of the main tools. By setting managers the task of increasing lifetime profitability from clients, we had to give them tools for effective work - unique triggers that signal in CRM when and what product to offer to the client at each stage of the life cycle. Thus, we moved to the use of mathematical analysis, modeling and targeted marketing tools.

Having analyzed the database, we identified segments for each bank of the Life Financial Group, for each region and area of ​​business, depending on the lifespan of the client in our database, his profitability and the list of services used. If we consider each parameter separately, it seems that we are collecting seemingly elementary things. However, examining all the data together, we identify quite interesting patterns.

The assignment of a client to a particular segment is recorded in the client card in CRM. For each large segment (group), we identify a characteristic set of services - based on the totality of data, we build a profile of the ideal client. By further comparing the profile of using bank services from a real and an “ideal client”, we identify real clients with an incomplete set of services and carry out cross-selling, developing lagging ones to a standard profile.

In practice, business managers receive triggers in CRM for the clients they accompany: what services should be offered to the client, recommendations for low-income clients.

By comparing the profitability and lists of services of a real and “ideal” client, we can display in CRM the level of potential profitability of each client, which encourages managers to develop clients and make cross-sales.

Built on the basis of segmentation and mathematical modeling triggers recommending current services to the client are just one of the tools that help the business manager offer the client a business solution. Other tools and working with small and medium-sized business customer churn will be discussed in the following articles.

The methodology of I. Adizes is based on a fundamental law that states that all organizations, like living organisms, go through similar stages of the life cycle and demonstrate predictable and repeatable patterns of behavior. At each new stage of development, each organization faces a unique set of challenges and difficulties. The success of an organization is determined by the ability of managers to manage the transition from one stage to another.

I. Adizes proposes not to solve the problems of the organization, but to teach the organization to solve its problems itself, to educate itself. According to I. Adizes, management is the process of achieving results and efficiency in the short and long term.

Isaac Adizes suggested that the dynamics of organizational development, like the functioning of most physical, biological and social systems, is cyclical in nature. He laid this idea as the basis for the theory of organizational life cycles. According to the Adizes model, nine logical successive stages can be distinguished in the life process of an organization.

Let's analyze the life cycle according to I. Adizes using the example of Sberbank.

1. “Nursing” (1840-1850) - the stage of creating an organization. This stage precedes the creation of an organization and its physical birth. At this stage, the organization exists only as an idea from the future founder. Adizes compares a company at this stage to a jet plane that has not yet taken off, but is already making a lot of noise. Likewise, the courtship stage is characterized by a lot of talking and no action. But what happens at this stage is critical to the future success of the company. The founder of the company conducts a kind of “testing” of his idea, devoting all his friends and relatives to his plans.

For Sberbank, this period falls within the framework of 1840-1850.

In 1840, the Ministry of Finance prepared the Charter of savings banks, which was approved by the State Council in the fall of the same year, and signed by Emperor Nicholas I on October 30 (November 12), 1841.

600 printed notices were sent out about the start of savings operations in Moscow. Another 400 advertisements were sent to factories and factories.

The first cash desk of Sberbank opened on March 1, 1842 in St. Petersburg in the building of the Guardian Council on Kazanskaya Street, where it was located until 1917. Representatives of all classes, including the poorest, could use the services of the savings bank. In 1843, the St. Petersburg Savings Bank issued 2,400 books worth 38 thousand rubles, and the Moscow Savings Bank issued 848 books worth more than 15 thousand rubles.

In 1846, the St. Petersburg Savings Bank switched to a three-day working week, and the Moscow Savings Bank to a two-day working week. Previously, the ticket offices were open only on Sundays, serving up to 70 people a day. In the same year, the Committee of Ministers is considering a proposal to create savings banks in all provincial cities. In 1849, a savings bank was opened in Odessa.

2. "Infancy". The moment the risk is accepted, the nature of the organization changes dramatically. The focus moves from ideas and capabilities to producing results. At this stage, entrepreneurial energy is transformed into sustainable cash flows. The company at this stage needs sales. Sales is a critical moment, because without cash flows the company will not be able to survive. There is no need for ideas anymore; they may even be harmful at this stage. There are examples of companies that faced huge problems if they were absorbed in the product itself, its improvement, but did not work on sales. They were constantly developing new versions of the product and could not stop in time.

At this stage, a paradox arises: the greater the risk that the founder has taken, the greater the required commitment to guarantee success. At this stage, the founder is no longer a dreamer, he is a results-oriented doer.

An “infant” company has the following main characteristics:

• - action orientation;
• - virtual absence of systems, procedures and rules;
• - high vulnerability of the company, which, in turn, causes the need for constant crisis management;
• - sole decision-making by the founding leader and reluctance to delegate authority.

“Infancy” of Sberbank - 1850-1917.

By 1853 total amount There are about 490 thousand rubles of deposits in Russia, of which 231 thousand rubles are accounted for by provincial officials.

The result of the work of the interdepartmental commission created in 1858 was a large-scale reorganization, in the light of which savings banks received state status and became an integral part of the Russian banking system.

In 1860, by decree of the emperor, savings banks were transferred from the Board of Trustees and the Ministry of Internal Affairs to the Ministry of Finance.

The new charter of savings banks, approved by Emperor Alexander II in 1862, allows the opening of cash banks in all large and small cities of Russia. The bank goes beyond the borders of two capitals, the era of its wide regional presence begins.

Over the course of a decade, savings banks have been actively developing their branch network. In 1889, the Bank opened branches at plants, factories, as well as in institutions of the postal and telegraph department. The Bank's services are becoming increasingly accessible to ordinary citizens.

In 1896, a new method of accounting for depositors came into force, according to which savings banks divide depositors not by class, but by occupation. Two decades later, the most significant category of clients are those involved in “agriculture and rural crafts,” i.e. peasants.

For a long time, only men worked in savings banks. It was only in 1902 that women received the right to work.

During the First World War, savings banks were created at field treasuries, which simplified access to cash desk services for soldiers and officers of the active army. At the same time, savings banks provide government loans for the needs of the front.

In 1915, savings banks were given the opportunity to accept government deposits for safekeeping. securities and manage them.

In 1917, despite the civil war, the development of savings was proceeding at an accelerated pace, the number of cash registers increased by 656, and the number of depositors by 354.

It should be noted that the Adizes life cycle concept cannot be applied to Sberbank during the Soviet period, since at that time there was a Planned Economy. However, let us note the achievements of Sberbank of that period.

1918 - 1990 - “Sberbank” during the years of Soviet power.

In 1918, the decrees of the Soviet government undermined the foundations of the pre-revolutionary savings system: payment of government loans was stopped, the secrecy of deposits was abolished, a maximum amount of deposits in accounts was established, excesses in excess of which were confiscated.

1920-1930. In the first years of Soviet power, the popularization of savings among the population acquired unprecedented proportions. All are used possible means- advertising printing, film propaganda, propaganda trains, variety theater groups are involved.

In 1929, a regulation on state labor savings banks was adopted, which significantly expanded the scope of their activities. The regulation assigned savings banks the status of a single credit institution. In the same year, the introduction of non-cash payment turnover began.

In difficult times of war, savings banks ensured the unity of the front and rear, attracting the population to participate in war loans. As a result, loan proceeds amounted to almost 90 billion rubles, which made it possible to cover about 1/6 of the USSR’s military expenses.

Savings banks played an important role in the post-war reconstruction of the country, placing loans for the restoration and development of the national economy and, thereby, uniting people throughout the country to solve heroic problems.

1960-1990 In 1963, the widespread acceptance of utility, tax and other payments from the population began, which made it possible to significantly increase the number of depositors and make the “communal apartment” the calling card of the bank.

In the 70s, the automation of savings banks took place, which required the preparation and training of new qualified personnel.

In the 80s, great importance in expanding the range of services was given to lending to the population - how qualitatively new form activities of the Bank. Now the Bank provides a full range of operations: attracting, placing funds and making payments. One of the most important events was the issue by Sberbank in 1989 Visa cards International and the creation of an ATM system to service them.

1991-1993 "Infancy".

In 1991 general meeting shareholders a joint stock company was established Savings bank RF. Transformation of Sberbank into a joint stock bank commercial Bank laid the foundation for the development of Sberbank as a universal commercial bank on an all-Russian scale and the beginning of the formation of its modern image.

1994-1999 "Rapid growth stage." Relative financial stability, increasing sales levels. This new stage internal responsibility of the organization. The situation is dangerous because survival looks like prosperity, although this stage is still far away. The attitude “We can do anything!” can lead to the death of the company. The prospect of expanding the scope of activity is too tempting. Therefore, I. Adizes defines the main organizational task of this stage “from the opposite”: the company must clearly define for itself what it should not do. The desire to embrace the immensity, including those unknown to the company’s employees, can destroy the organization in one moment.

The company at this stage is not yet internally structured: people decide, not positions. According to Adizes, the role of the founder-manager looks quite contradictory. He tries to delegate authority and responsibility to the employees of the organization, because he feels it is impossible and inappropriate to concentrate all decisions in his own hands at this stage of development. However, in reality, nothing is decided without the head of the company, and this is the fault of the manager - he is afraid of losing control over the situation.

At the stage of rapid growth, the relationship between the organization and the external environment is usually flawed. The company reacts to market opportunities rather than anticipates or plans for them. Follows the lead of favorable (as it seems) circumstances. As a result, the organization increasingly acts by trial and error, which is very fraught. Moreover, the better things go, the greater the danger.

For a manager, a very important moment comes in determining when it is necessary to move from intuitive administration to professional management.

It should be recalled that in conditions economic crisis, which struck Russian economy in 1998, Sberbank remained one of the few domestic banks that continued to regularly fulfill all of its obligations to depositors, clients and foreign counterparties.

2000-2007-"Youth". The rebirth of an organization is a long and painful process. Decentralization and delegation of powers become necessary. Fundamentally, the appearance of the figure of a professional manager ( executive director, Vice President). Finding such a person is very difficult. He must perform functions that were previously absent or scattered, that is, be able to do what those who work in the company do not know how to do, for which they are not ready, and at the same time, both the founder and his associates involuntarily look for “their own”, “ similar to us.” “Youth” is a time of conflict. People begin to take care of themselves, ambitions appear. The relationships between founder and manager, manager and veterans, veterans and newcomers are contradictory.

At the same time, management experts claim that 90% of everything that happens in a company occurs at an informal level. At the “youth” stage, such a problem as a conscious contradiction between the needs of the company and the needs (primarily financial) of its employees also appears.

It should be recalled that during this period total share Sberbank in the Russian market plastic cards in the early 2000s it was about 30%. Sberbank is a leader Russian market banking services, it accounts for 67% of deposits, 46% of the consumer lending market and 31% of the commercial loan market.

"Flourishing" This is the stage of balance between self-control and organizational flexibility, this is knowledge and correlation of goals, opportunities and means of achievement. Theoretically, “flourishing” can last indefinitely, provided that the organization grows quantitatively and qualitatively - due to the influx of new forces, the creation of subsidiary organizations and, most importantly, the preservation of the spirit of enterprise.

“Flourishing” is the optimal conditions for the life cycle of an organization, achieving a balance between self-control and flexibility.

There are 2 parts of this stage - the growing "Floor", which Adizes calls "Early Prime" and the second stage - "Late Prime".

"Early Bloom" Characteristics of the organization at this stage:

• - shared vision and organizational values;
• - controlled and developed creativity;
• - change of priorities;
• - functional systems and organizational structure;
• - expected superiority in the market;
• - growth in both sales and profits;
• - organizational fertility;
• - inter- and intra-organizational interaction and relationships.
• 2008 - our time - “Early Bloom”. One of the significant achievements of Sberbank is that in 2008 the management adopted a development strategy for Sberbank until 2014, the main goal of which is to transform Sberbank into one of the best financial institutions in the world http://2011.report-sberbank.ru/reports/sberbank/annual/2011/gb/Russian/10454010.html.

Ambitious goals were set: triple profit growth, return on capital of at least 20%, strengthening competitive positions, entering international markets. Based on the results of work in 2009-2013, Sberbank solved most of the assigned tasks.

Table No. 2

Results of strategy execution - 2014.

Sberbank exceeded its target for profit and return on equity. Today, in terms of return on capital, Sberbank is 1.5 times higher than the market average and almost 3 times the profitability of the largest Russian banks with state participation.

In most areas of Sberbank’s work, it was possible to reverse the trend of falling market share and strengthen the Bank’s market position. Sberbank today accounts for 30% of the assets of the Russian banking system. Doubled loan portfolio legal entities and individuals. The bank provides about 45% of all long-term lending to the economy, almost half of the mortgage market of the Russian Federation and about 70% of total financing government agencies And municipalities. In the market of household deposits, Sberbank maintains a leading position with a share of about 45%, however, this segment remains very competitive and complex.

Sberbank expanded its presence in markets financial services, became really universal bank. By purchasing and integrating investment company Troika-Dialog, it entered the markets of investment banking services and products of global markets.

Together with its partners, the bank is developing lending services at points of sale based on the Cetelem bank and modern payment solutions based on the Yandex.Money company. Sberbank successfully entered the insurance market, which was new to it.

Within Strategies until 2014 year, five priority topics were identified for the development of Sberbank. For each of them, significant results were achieved:

1. “Facing the client” - building a client-oriented service company. As part of this program, the quality of service to all categories of our clients has been improved. New standards and service methods were implemented in the branches, and more than 3 thousand points were transformed into a new modern format. A customer-friendly operating mode was introduced, and queues were sharply reduced.

Politeness and proactivity have become the new standards for employees. Along with the development of traditional offices, full-fledged and market-leading Internet banking and mobile bank. The infrastructure of contact centers for telephone service was built almost from scratch. Today Sberbank has 58 million active bank cards, almost 82 thousand ATMs and terminals throughout the country, 8.5 million Internet banking users and more than 12 million clients mobile banking, and the share of operations in remote channels reached 80%. By creating an institute of client managers specialized in segments, the quality of work with corporate clients was improved.

• 2. Industrial Revolution-- standardization and centralization of functions, transfer of Sberbank processes and procedures to an industrial basis. The Bank has implemented an advanced risk management system that complies with the requirements of the Basel Committee on Banking Supervision. "Credit Factory" and the new credit process allowed us to increase the speed of processing applications by 10 times. Today, the Credit Factory processes more than 50 thousand applications per day. The Bank's IT landscape was radically restructured, many previously missing systems were created, the process of consolidation of the IT infrastructure and the transition of the main banking systems to a single platform. Processing and maintenance functions were centralized banking operations, labor productivity has increased many times over. Now there are 15 centers instead of 800 in 2008.
• 3. Production system Sberbank - implementation of the ideology of continuous improvement. Based on Lean and Six Sigma approaches, the Sberbank Production System (PSS) was developed and replicated throughout the country, thanks to which more than 150 thousand people were trained and became direct participants in the Bank’s change program. As part of the PSS, we were able to harness the creative energy and intellectual potential of a huge number of our employees through crowdsourcing and “distributed intelligence” mechanisms. The result was a simultaneous increase in sales effectiveness, customer satisfaction and employee engagement. At the initial stages, productivity growth was at least 25%, and its sustainable further improvement was also ensured.
• 4. Investments in human capital - modernization of the personnel management system. A new modern system selection, hiring, training, career planning and effective motivation of personnel. Investments in training and development were significantly increased, mentoring and personnel reserve mechanisms were implemented. There has been a significant renewal and improvement in the quality of the Bank's management team.
• 5. Development of operations on international markets-- development of international presence and increasing role in the global financial system. Sberbank has become a truly international group - it acquired banks in Turkey and Eastern European countries (DenizBank and Volksbank International, now Sberbank Europe) and expanded the banking network in the countries where Sberbank operates. Today the bank operates in 22 countries, it has more than 10 million clients outside of Russia, and foreign assets account for more than 12% of the Group’s total assets.

At the same time, not all goals of the 2014 Strategy were implemented in full. First of all, this concerns a decrease in the market share of individual deposits in Russia, the efficiency of cost management, the reliability of IT systems and the maturity of a number of management systems and processes. These tasks will certainly become the focus of the new strategy as part of the continued work on modernizing the Bank.

Sberbank strategy for 2014-2018.

Sberbank's strategy is aimed at further strengthening its position as one of the leading and stable financial institutions in the world. Over the next five years, it should double net income and assets, achieve breakthroughs in cost management efficiency, improve Tier 1 capital adequacy ratios, and improve profitability equity should remain higher than world analogues. However, the task of doubling net profit and maintaining its annual growth rate at 14-16% per year is quite ambitious in the conditions macroeconomic instability and increasing pressure from regulators and competitors.

To achieve this goal, Sberbank must solve the following tasks:

• - strengthening the bank’s competitive positions. To do this, it is necessary to maintain or increase Sberbank’s share in most markets. This will ensure growth rates in the bank's business volumes that exceed overall market indicators. This factor will be especially significant in products settlement and cash services, working with small and medium-sized businesses in the Russian Federation and in a number of foreign markets;
• - ensuring high efficiency of the Cost Management Group. Sberbank should become one of the leaders in the world in terms of the efficiency of its activities. The Group’s most important goal is to grow revenues faster than expenses, which will lead to an improvement in the Group’s target indicators (reducing the ratio of operating expenses to operating income(before reserves) to a level of 40-43% and the ratio of operating expenses to assets to a level not exceeding 2.5% in 2018). This can be achieved by implementing large-scale changes in the organization of the sales and customer service system and increasing the efficiency of operations aimed at significantly increasing labor productivity;
• - maintaining a sufficiently high quality of assets. Another important goal of Sberbank’s development strategy is to ensure an optimal balance of profitability and risk in lending operations.

Implementation of the Strategy 2014-2018 will be carried out with full integration of the activities provided for within its framework into all management processes and systems of the Bank: business planning, project management, motivation and performance management systems for managers. A constant focus on achieving planned results and checking the compliance of the results obtained with the planned ones will also be ensured through additional monitoring and updating procedures.

In conclusion, here is a statement by Adizes regarding the current situation in Russian business. The main reason Adizes believes that all the troubles in Russia are that “people in Russia, in principle, are not used to expressing their opinions, sharing ideas, and even the current elite demonstrates this quality. The whole problem is that Russia was under a dictatorial regime for a very long time. To be honest, I cannot judge the full picture in the country, because I have only worked with large companies, but I know that people are still afraid of their bosses, fear is considered the main motive for work, and companies are still very hierarchical. Business in Russia is in a transitional state, in transit between old and new models of behavior" http://2011.report-sberbank.ru/reports/sberbank/annual/2013. The second reason is “corruption is the most basic thing to pay attention to. When even the people in government are corrupt, who will take care of it? I think this is Russia's biggest problem. The rest, in comparison, is very easy to solve.”

What is the value of I. Adizes’ theory for Russian organizations? The I. Adizes curve allows you to analyze not only possible scenarios for the development of the organization as a whole, but also the prospects of attracting certain managers to work in the company. In addition, the theory of life cycles makes it possible, unlike many other models, to see the dynamics of the organization, and not to consider it as a static entity. An idea of ​​the dynamics of the organization allows, in particular, to draw a conclusion about the timeliness of certain management decisions. Premature introduction of regular management - typical mistake many new Russian companies, leading to their early bureaucratization.

Thus, the life cycle theory of I. Adizes can help both practicing managers and management and organizational development consultants in the design and diagnosis of organizations, as well as in the implementation of organizational change projects.

Life cycle cards.

The life cycle of a card can be represented as a diagram:

Below is a description of the states of the plastic card.

Life cycle of a contract.

To operate the module for automating the work of individuals with plastic cards, service agreements are configured for those types of plastic cards with which the bank works. The life cycle of a contract can be represented as a diagram:

Below is a description of the conditions of the plastic card agreement.

Basic Operations

All Payment cards can be viewed in the subsystem Payment cards(Fig. 7), which is called from the main menu item Back office/ Payment cards/ Payment cards. Like any other table in the system, the table Payment cards includes records for objects (payment cards), hot buttons and fields that define the set of records displayed in the table. In this table, such fields are the fields Subdivision , Processing center , Card product , Status And State . If these fields are not filled in, the table will display all payment cards registered in the system. To specify a value in a field, click on the arrow button to the right of the field. The corresponding system directory will be displayed on the screen. The transition between the fields located at the top of the table is carried out using the key TAB .

The button displays a dialog box with a protocol of object states. The buttons are designed to search for records.

At the bottom left of the table are graphical identifiers and their names. These IDs appear in the first column of the table. They characterize the state of an object or other important properties of the object.

Rice. 7. Table Payment cards

Calling available actions

The list of actions available for execution in the table is called up by right-clicking. The figure below shows the context menu called in this way with a list available operations in the table Payment cards(Fig. 8).

At any given time, the context menu displays commands that can be applied to the entry selected in the table. Some commands may not be available. In this case, they are highlighted in gray (faded) color.

The commands that appear in the table context menu can be divided into general commands that apply to most objects and specific commands that apply only to some objects.

Rice. 8. Context menu of the “Payment cards” table

Table 1. General Operations

Establishing a new card

Opening the main map

To open a new card you need to in the table Payment cards call command Add context menu. A form for adding a new card will be displayed on the screen (Fig. 9).

Rice. 9. Form for adding a new card

Field Company is not mandatory, its value is selected from the drop-down list, and in the future may affect the tariffs for the card and the list of card products possible for issuance.

By drop-down list in the field Company we find ourselves in the directory Enterprises and organizations served by the bank (Fig. 10). This reference is also available using the command Document flow/Setting up software. This contains a list of enterprises and organizations with which the bank cooperates. For the convenience of working with the directory, it is possible to filter records by processing center, which ensures interaction between organizations and the bank; for this, a filter field is used Processing center.

Rice. 10. Table Enterprises and organizations served by the bank

In field Client the bank card holder is indicated ( individual, using bank card based on an agreement with the issuer).

By look'up in the field Client we get into the directory Clients(Fig. 11), where information is collected about all organizations and individuals with whom the bank, a user of the system, is in contact.

Rice. 11. Directory Clients

If the cardholder is already a bank client, then you just need to select him from the list that opens; you can use the fields to search for him Reduce Mask And Name mask. These fields are filter fields and perform the function of searching for clients by abbreviated and full name. Enter the first letters of the desired value in the locator fields, the system will filter out those customer list entries that begin with the specified characters.

If the cardholder is not yet a bank client, then information about him must be added to the directory Clients. To do this, use the command Add context menu, the form for adding a new client will be displayed on the screen (Fig. 12).

Rice. 12. Form for adding a new client

The operation of adding a client is described in detail in the documentation Basic module. User guide ( CORE_OPR.chm file ).

Next, fill in the field Card product, by look’up of this field we get into the directory of the same name, from where the required value is selected. Many fields ( Release mode, Limit scheme, Card design etc.) on the form for adding cards after selecting a card product are filled in automatically, because These parameters are set when creating a card product. However, here these parameters can be changed by selecting one or another value from the drop-down list of the corresponding field.

The current operating date indicated in the table is substituted as the opening date Payment cards, and in the expiration date field the expiration date of the card is indicated, calculated in accordance with its lifespan indicated on the card product. However, if the issue mode specifies a different card lifespan, then when the issue mode is changed, the expiration date will be calculated based on this value.

A codeword- any combination of letters or numbers specified by the cardholder to confirm ownership in the event of loss, damage, etc.

Fields Limit scheme, Card design, Insurance deposit etc. on the tab Additionally(Fig. 13) are filled in automatically after selecting a card product.

Rice. 13. Bookmark Additionally forms for adding a card

The limit scheme indicates the types and amounts of restrictions for actions with the card. For example, a one-time purchase limit, a one-time cash withdrawal limit, a weekly purchase limit, etc. may be indicated.

In field Application number The number of the application for opening a card is indicated.

Insurance deposit- this is an amount that is deposited into a specially opened account under the card and can be used by the bank to pay off payments.

Cancellation delay(if reissued) – the number of days during which transactions can be carried out on the card after its cancellation.

After filling out the fields of the input form, you must click the “Run” button, information about new map(Fig. 14).

This card is in New, so it has a red marker in the ID column, which means the card is not valid yet.

In the portfolio approach, it is assumed that any banking product From the moment of its inception, it goes through a number of stages of development, collectively called the product life cycle (PLC). The number of stages in the product life cycle varies, but experts identify the main four:

Introductory stage

Growth stage

Maturity stage

Decline stage

The introductory stage of a product's life cycle is characterized by low sales volumes and often negative financial results (losses). Usually this does not last long and is explained by the following factors: the product is unknown to consumers and the associated high level expenses for its promotion; limited distribution capabilities, etc. In this regard, some banks prefer not to be the first, but to introduce products that have already proven themselves in the market.

For example, bank cards are at an introductory stage in Russia (mainly in provincial markets). The bank's goal is to familiarize customers with this type of service; the emphasis is not on details, but on the fact that the bank has begun to provide services of this kind.

After passing the introductory stage, the product enters the growth stage. At this stage, competition intensifies, because other banks are also looking to add a successful product to their range. At the same time, the goals of communication policy change: since the product is already known, the emphasis is on making it recognizable and differentiating your product from similar products. This stage is characterized by both a decrease in prices for products that were initially set at a high price, and an increase in prices for cheap products. The product can be modified to better suit its characteristics to consumer needs.

Financial results at this stage they become positive and tend to grow. On the domestic banking market Most products are just at the growth stage.

After the growth stage, the product enters the maturity stage. Characteristic feature This stage is a slowdown in sales growth and increased profits. Competition is starting to subside. Changes are required to the product and organizational policies. Prices may be slightly reduced. Distribution activity decreases and attention shifts to other products. As profits decline, measures can be taken to reduce costs.

During the decline stage, products are characterized by a sharp decrease in sales volume and a constant decline in profits. The bank’s task is to “scoop out” the remaining potential and remove the product from the range (you cannot wait until it becomes unprofitable).

A feature of banking services is that, depending on the market, certain services may be at different stages of the life cycle. A product may be growing in one market, while in another it may be at the maturity stage. In Russia this can be seen when comparing Moscow and regional markets banking services. The duration of individual stages may also vary for different products. The value of the product life cycle concept for developing a competitive strategy is to alert bank managers to the need to develop new products to replace existing ones, which helps ensure stable sales volumes and profit levels.

In the most general outline Strategy formulation comes down to determining the target market and methods of competition (low-cost strategies, differentiation and focus) for the bank as a whole, as well as optimal dynamics (growth and contraction strategies) for individual business areas.

The following phases of the life cycle of a banking product are distinguished:

Introduction into circulation (characterized by rapid growth in sales volume);

Rise (the number of sales is stabilizing, competition between banks for the end consumer is increasing, the banking product is improving);

Recession (may last for decades, due to the commitment of clients and banks to the usual forms of cooperation).

Classification of banking services.

The classification of banking services is based on a number of criteria characterizing the features of their provision to clients.

Based on their focus on meeting customer needs, the following are distinguished:

Direct services that satisfy the immediate wishes of the client;

Indirect or related services that facilitate or make more convenient the provision of direct services without the client receiving additional profit and bringing additional income or reducing costs when using direct services.

According to the segmentation of customer groups, the following levels are distinguished:

Level 1 – products and services that may be in demand by a large number of consumers (opening accounts, managing cash, clearing services);

Level 2 – services that require a special level of training for banking personnel (asset management, investment services);

Level 3 – services that require professional knowledge in the field of use of services (services in the field of corporate finance, mixed asset management);

Level 4 – services that require special knowledge in the field of financial planning.

Banking activities requires the formation of a portfolio of services offered, the organization of trade and sales to the final consumer, i.e. needs a banking services market. The banking services market is an area market relations, ensuring supply and demand for banking services in order to meet customer needs.

The components of the banking services market are:

 regulation of relations in the banking services market by the norms of national and international law;

 availability of a portfolio of diverse services;

 free pricing for banking products and services;

 a combination of market and government regulation the banking services market to maintain its relative stability;

 transparency of information about the state and development trends of the banking services market and its participants;

 unlimited number of participants.

Within the banking services market, various segments can be distinguished based on several characteristics.

For the object of purchase and sale within the commodity structure of the market:

 market credit services;

 deposit services market;

 payment services market;

 market investment services;

 trust services market;

 market of consulting services;

 cash services market, etc.

By consumer groups:

 wholesale market – market for services for enterprises and organizations;

 retail market – market for services for individuals and individual entrepreneurs.

By territory of the bank's activities:

 local banking market, limited within the city, region;

 national banking market – within one country;

 international banking market.

Each of the selected segments can be divided into smaller parts depending on the goals and objectives set by the bank.

Sales channels for bank products and services.

There are many classifications sales channels for banking products. This may include direct sales,cross sales ( cross-selling in the bank), remote.

In addition, sales of each type of banking services can also be organized through various channels. For example, consumer loans– sell through corporate sales channel(employees of verified companies), retail canal (street canal), as well as dozens of others(outdoor advertising, TV, radio, mailing, etc.).

Also from a banking marketing point of view, it is very important analyze data on sales channels and determine the most effective channels.

Channels for increasing sales of consumer loans

In the portfolio approach, it is believed that any banking product, from the moment of its inception, goes through a number of stages of development, collectively called the product life cycle (PLC). Number of product life cycle stages varies, but experts identify the main four:

· introductory stage

· growth stage

· maturity stage

· stage of decline

Introductory stage The product life cycle is characterized by low sales volumes and often negative financial results (losses). Usually this does not last long and is explained by the following factors: the product is unknown to consumers and the associated high level of costs for its promotion; limited distribution capabilities, etc. In this regard, some banks prefer not to be the first, but to introduce products that have already proven themselves in the market.

After passing the introductory stage, the product is at growth stages. At this stage, competition intensifies, because other banks are also looking to add a successful product to their range. At the same time, the goals of communication policy change: since the product is already known, the emphasis is on making it recognizable and differentiating your product from similar products. This stage is characterized by both a decrease in prices for products that were initially set at a high price, and an increase in prices for cheap products. The product can be modified to better suit its characteristics to consumer needs.

Financial results at this stage become positive and tend to grow. In the domestic banking market, most products are at the growth stage.

After the growth stage, the product enters maturity stage. A characteristic feature of this stage is a slowdown in sales growth and profit growth. Competition is starting to subside. Changes are required to the product and organizational policies. Prices may be slightly reduced. Distribution activity decreases and attention shifts to other products. As profits decline, measures can be taken to reduce costs.

In decline products are characterized by a sharp decline in sales and a constant decline in profits. The bank’s task is to “scoop out” the remaining potential and remove the product from the range (you cannot wait until it becomes unprofitable).

A feature of banking services is that, depending on the market, certain services may be at different stages of the life cycle. A product may be growing in one market, while in another it may be at the maturity stage. In Russia, this can be seen when comparing the Moscow and regional banking services markets. The duration of individual stages may also vary for different products. The value of the product life cycle concept for developing a competitive strategy is to alert bank managers to the need to develop new products to replace existing ones, which helps ensure stable sales volumes and profit levels.

The following phases are distinguished life cycle of a banking product:

· introduction into circulation (characterized by rapid growth in sales volume);

· rise (the number of sales is stabilizing, competition between banks for the end consumer is increasing, the banking product is improving);

· recession (can last for decades, due to the commitment of clients and banks to the usual forms of cooperation).