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Analysis of the operation situation of personal banking business in the county in the first half of the year


First, the overall business situation
The balance of personal banking deposits at the end of June was 181.15 million yuan, down 1.11 million yuan from the beginning of the year, of which the balance of savings deposits was 180.16 million yuan, down 320,000 yuan from the beginning of the year; the balance of credit card personal card deposits was 990,000 yuan, down from the beginning of the year. 750,000 yuan. The average daily balance of personal banking deposits at the end of June was 186.5 million yuan, an increase of 3.18 million yuan compared with the beginning of the year. The average daily balance of savings deposits was 18.42 million yuan, an increase of 3.66 million yuan compared with the beginning of the year, and the average daily balance of credit card personal cards was 1.3 million yuan. It was down by 480,000 yuan at the beginning The average daily balance of personal banking deposits ranked 11th in the district and ranked second among county branches. Express Huitong's handling fee income was 23,500 yuan, an increase of 122% over the same period of last year, ranking fifth in the region; Longka's operating income was 21,000 yuan, ranking sixth in the region.
The overall trend of savings deposits fluctuated significantly.
In the first half of the year, savings deposits fluctuated greatly and were “M”-shaped fluctuations. At the beginning of the year, we fully seized the "two quarters" to absorb the peak season, and early action, deposits showed rapid growth, and the highest increase reached 12 million yuan in February. At the beginning of April, it showed a gradual decline, and in May, it created a new record of 13 million yuan. In mid-June, there was another sharp decline in savings deposits, and negative growth for the first time in the year. There are several reasons for the fluctuations in savings deposits:
1. The seasonal large deposits in the new deposit structure account for a large proportion, and the natural growth rate is small. It can be said that the growth of our savings deposits over the years has mainly depended on seasonal large deposits. The increase in deposits at the beginning of the year was mainly due to the absorption of some seasonal funds, such as grain depots, seeds and other departmental deposits, and local enterprise restructuring to buy out funds for employees' working age. As this part of the funds was withdrawn, our bank’s deposits also declined. . It should be said that large deposits play a leading role in the growth of savings deposits of our bank. However, due to the poor stability, our deposits have been fluctuating up and down over the years.
2. The distribution policy is not continuous, and the redemption does not affect the enthusiasm and sustainability of some employees. Since the annual performance of the current year's performance-based wage distribution policy is adjusted, the annual and second months of March become the policy vacuum month, so employees have a wait-and-see attitude toward the performance-based wage distribution policy. In particular, performance pay has not been fulfilled in the second quarter of this year, and some employees have become indifferent to the absorption. This has affected the development of the bank's absorbing work to a certain extent.
Deposit growth between savings outlets is in a state of differentiation.
The deposit growth of the savings banks across the Bank is very uneven and polarized. The deposits of Dahushan Market Savings Office, Savings Counter and Jianxin Savings Store showed steady growth. The growth of residential building savings houses, CCB savings offices, Dahushan Savings Office and real estate savings offices was weak or showed negative growth. There are several reasons for the above differentiation:
1. Different distributions of different locations have formed different storage characteristics. The growth of savings deposits in the past few years has fully demonstrated that the location of some savings outlets is unreasonable. For example, the residential building savings office and the CCB Savings Center are located in a dense area of ​​many financial institutions' savings outlets, and the surrounding storage sources are limited. In particular, in recent years, the unfair competition methods of the same industry have become frequent, which makes it difficult for our savings outlets to break through in many outlets and achieve natural growth. We can only maintain the stability of deposits through personal storage. The Dahushan Savings Office was once the high-yield of our bank. However, last year, a savings bank of the Industrial and Commercial Bank of China moved to the neighboring area, and took advantage of its railway fund settlement, and distributed the wages of railway employees to divert the deposits from the source. From the current point of view, the above unfavorable situation is still difficult to change.
2. The unfavorable factors of history have not been eliminated, which has affected deposit growth. Due to several consecutive adverse events in XX, the Dahushan Savings Office caused a negative impact in the local area. In addition, the savings of the ICBC savings account reduced the savings deposits for six consecutive months last year. It will take time to reverse the unfavorable situation and re-implement the rapid development. The CCB Savings House was formed by the merger of the former CCB Savings House and the Qiaodong Savings Office. At that time, the Qiaodong Savings Office was less than 10 million yuan. From the account changes, the deposits of the original Qiaodong Savings Deposits were less in the past three years. In the past three years, the savings deposits of the Institute have dropped by about 8 million yuan. Although it cannot be said that the decline in the deposit is caused by the withdrawal of the Qiaodong Savings Office, its negative impact cannot be underestimated. Therefore, we should also recognize that the loss of deposits caused by long-term combined savings will be further analyzed. Similarly, after the residential building savings office was merged into the savings counter on June 12, the large customers around the original residential building savings office were also lost. As of the end of June, the savings deposit of the institute was nearly 1.2 million yuan.
Credit card personal card deposits showed a downward trend compared with the beginning of the year. Due to the popularity of the use of savings cards and the replacement of savings cards in recent years, the current credit card market has been greatly affected. As a result, credit card personal card deposit growth was weak, from 1.76 million yuan at the beginning of the year to 990,000 yuan at the end of June.
Intermediate business income has shown rapid growth. Personal banking has made intermediary business an important indicator and should be a matter of the past one or two years. In particular, the income from intermediary business in personal banking this year has grown particularly fast. As of the end of June, the “Quanhuitong” fee income reached RMB 23,500, which was more than twice that of the same period of last year. According to the current business development, the fee income will exceed 60,000 yuan by the end of the year. This should be a small number. As the current deposit-loan spreads continue to shrink and the internal interest rate cuts are expected to be higher and higher, the income from intermediary business is increasingly becoming an important source of income for the Bank. In the second half of the year, we will launch fund sales and insurance agency services in the savings counter, which will enrich and increase the income of the intermediary business of the Bank.
Second, the promotion of education and savings as a key business promotion and various forms of marketing activities. Through the update of the window business propaganda slogan, the issuance of educational savings and publicity materials issued to the Chinese small schools in the jurisdiction, the residents' awareness of education savings, CCB savings cards, and “Quiehuitong” business will be expanded. As of June 30, the balance of education savings deposits was 8.45 million yuan, an increase of 5.14 million yuan from the beginning of the year. In particular, the current balance of education savings deposits in Dahushan has exceeded 8 million yuan, which is also an important factor for the steady growth of the two deposits. A “business contact card” was issued for each deposit manager, a customer file was created for deposits of more than 200,000 yuan, and these customers were returned in a phased order to understand customer needs and requirements for CCB services. Through the above work, the customer's deposits have been stabilized, and a group of potential customers, such as the Eastern Locomotive Company, have been discovered and transferred from ABC to CCB through several visits. Further strengthen the marketing business of payroll business, seize relevant information, actively publicize public relations, and strive for the wages of some retirees.
Third, improve the service awareness of front-line employees by going out to visit and discussing learning methods.
In view of the fact that the frontline employees are not aware of the service and the service level is not high, they are divided into two batches under the coordination of the municipal bank. The organization of the savings director and most of the savings employees will first go to the Linghe branch, the railway branch, and the national youth civilization unit. Anshan City Square Plaza is a study tour. Through the study and study, the majority of savings employees broadened their horizons, improved their understanding of services, and found their own shortcomings. In particular, through the experience of relevant personnel of advanced units, the savings staff has mastered advanced service concepts and service methods. In order to make the learning as soon as possible, organize all the savings staff to participate in the study and discuss the theme of "how to improve the level of first-line service."
Fourth, establish and improve various rules and regulations in basic management, and conscientiously organize implementation and evaluation. On the basis of extensive solicitation of opinions, the Interim Measures for the Management of Savings Frontline Personnel Services, the Measures for the Assessment of the Percentage of Savings Accounting Accounting, and the Measures for the Distribution of Performance Salaries of Savings Frontline Employees were formulated. A related evaluation team was set up to conduct regular inspections and evaluations. Through two months of operation, each savings bank

The level of service and accounting has been improved. In the accounting inspection and service unannounced visits of the municipal bank, they were well evaluated.
Second, the adverse factors affecting our personal banking business
The pressure of competition in the same industry is relatively high. At present, the deposits of four state-owned commercial banks are 14.39 million yuan, and the stock of our bank accounts for 13.2%. If the stock of full-scale regions is calculated, the stock of our bank is close to 10%. As of the end of June, the increment of our line is negative. Compared with the peers, the personal banking business of the Bank has its own characteristics. For example, the personal electronic remittance business and the bank transfer business are the first business types that the Bank has launched. It has certain influence in the region, but it is obvious in the source products. At a disadvantage, such as the industrial and commercial bank's payroll business basically occupy 80% of the region. ABC's advantage in outlets has seized the deposit market after the withdrawal of CCB and ICBC. As of June 30, the Agricultural Bank of China has added more than 50 million yuan in deposits this year. In addition, in the internal management, such as the first-line tilt policy, performance pay assessment mechanism has certain characteristics.
1. Industrial and Commercial Bank of China: As a local old bank, the customer base is relatively strong. In the payroll business, it has almost monopolized the regional quality customer base. In this respect, due to the far-sighted decision-making, we seized the opportunity, especially through the internal interactive advantages of the business, and controlled the financial payment of the financial withdrawal units from the source through the agency financial settlement funds. At present, ICBC has issued 80 households with 10,000 people, with an average monthly income of 8 million yuan. Calculated by 40% of funds, the average annual growth deposit is 40 million yuan. In publicity, we have seized various opportunities in recent years to carry out extensive publicity, so that the Industrial and Commercial Bank has a deeper understanding among the residents. The policy of the first-line tilt has been fully reflected, and talents have been formed to move to the front line, and everyone likes to go to the front line.
2. Due to the increased operational pressure in recent years, the Agricultural Bank has increased its efforts in formulating employee incentive policies, and implemented a monthly deduction of part of the wages and the completion of the task of deposits. This relatively intuitive incentive policy fully mobilizes the enthusiasm of employees. . In particular, in recent years, our bank and ICBC have withdrawn from the business areas of Xinlitun and Dahushan. ABC also promoted in a timely manner to seize the regional deposit market. At the same time, due to the increase in loan placement by the Agricultural Bank this year, the effect of loan absorption has been reflected, and some individuals and private households have also increased their savings deposits at the Agricultural Bank of China.
3. After entering the Black Mountain, the Bank of China adopted a strategy of holding high and playing high, and the layout of outlets. The construction of outlets is at a relatively high level in the industry. In particular, it has filled the employment link and formed a certain network of storage relationships. In the performance appraisal, through the ring calculation, monthly assessment, promoted the growth of deposits.
4. The local commercial banks and postal savings institutions adopt a very flexible policy in the absorbing policy. Direct or indirect discounts to customers to attract customers to deposits. Since the beginning of this year, the industry and commerce and construction credit cooperatives have been led by the new leaders of the city's commercial banks. They have strengthened internal management and improved service quality, especially intensifying incentives and mobilizing the enthusiasm of employees.
The performance payroll distribution policy lacks continuity and uncertainty.
The instability of the performance-based wage distribution policy has always been an important factor that has plagued our banks. Every year, the performance salary allocation is adjusted, so that some employees hold a wait-and-see attitude. In particular, the uncertainty in the distribution policy has made some of the savings employees and other employees less trusting in the performance pay distribution of the Bank. Some policies that are not in line with the actual situation have exposed certain irrationalities, which has also affected the enthusiasm of some savings employees. In a broader sense, there is no incentive policy that truly reflects rewards and punishments, and it is not possible to fully and mobilize the enthusiasm of all employees. In addition, due to the uncertainty of the performance-based wage distribution policy, internal basic management work cannot be relied upon, and the incentive effect of benefit distribution cannot be exerted, and basic management, such as accounting and service work, is further regulated and improved.
The lack of quality improvement in service levels makes it difficult to form an advantage in the industry. Through the recent service visits and strengthening assessments and inspections, the service awareness and service level of the majority of savings employees have been greatly improved. However, the gap between the services that truly differentiated and affectionate is still very large. On the one hand, there is still a lot of work to be done in terms of service management. On the other hand, employee education and training has been weakened from the previous level to the grassroots level in recent years. The quality of employees is relatively low. The employment mechanism, including the use of temporary workers, has not been truly optimized. The guiding role of the first-line tilt policy is not obvious, and excellent talents cannot reasonably move to the front line.
The first-line support is still to be strengthened. It should be said that in recent years, the whole bank has been revolving around the front line, and the second-line service awareness of the first line has been continuously enhanced. However, due to the flat management, the second line moves backwards, many supports need the support of the superior line, and some aspects have problems in different degrees: if the machine is aging, the maintenance pressure can not be alleviated, the current outstanding problem is that the money counter is seriously insufficient, and has been There are no clear maintenance personnel, which often affects normal business. Although the network failure is gradually reduced, but for some problems such as fault adjustment, the responsibility is not clear, and they push each other. Even a sum of up to a few months.
Third, the favorable factors for the development of personal banking business
1. The whole bank pays full attention to the work of saving deposits. In recent years, both the city and the county have paid full attention to the savings work, recognizing that the growth of savings deposits plays an important role in the growth of the general bank's general deposits, and that human and material resources are also strongly supported. At the beginning of the year, some outlets were renovated to improve the business environment to some extent. The city's special funds will carry out quarterly increase incentives; uniform first-line employees will wear summer clothes.
2. The performance-based wage distribution policy that reflects “more work and more” has been initially implemented. After the performance pay was realized in the second quarter of June, a good situation in which individuals were struggling to pull deposits was set up in the savings office. This should be a positive response to the implementation of the distribution policy. Of course, the objective disadvantages that need to be carefully addressed in the policy also affect the enthusiasm of some savings employees and other employees.
3. Savings staff have a correct understanding of strengthening services and accounting management, and the service level has been improved. At present, with the convergence of business, the service level has become an important means of competition for all banks. In particular, our bank needs to gradually stabilize and win customers through quality services in the unfavorable situation of source deposits.
4. The business advantages of our bank have gradually been reflected. At present, our “Quick Huitong” business system has been fully optimized, “National Networking, 2 hours to account” has won the favor of customers. Acting for sports lottery, Fucai business, silver transfer, has become the brand of CCB. The “free-filling receipt” once again became the first in the industry and responded well to customers. The commissioning of the upcoming fund sales business and the planned launch of the insurance agency business will become our competitive advantage.
5. The continuous reform of the personnel distribution system has better mobilized the urgency and enthusiasm of the employees. The ongoing full-service contract system and the forthcoming “star member assessment method” will mobilize the enthusiasm of the majority of savings employees.
Fourth, the next work arrangement or suggestion
1. On the basis of further improving the performance of wage distribution throughout the Bank, improve the “Measures for the Distribution of Performance Salaries for Frontline Employees”, and integrate the basic work of deposit growth and service and accounting into the distribution of performance wages, and fully mobilize the enthusiasm of the savings employees. Basic management and expansion of deposit market share.
2. Increase the intensity of the absorption of source deposits. It is recommended that the whole bank act in tandem, give full play to the advantages of departmental cooperation and overall operations, and strive for some units that have not implemented wages.
3. Grasp the “free-filling receipts” and “fund sales” that are currently being launched by the Bank, and combine the “Speed ​​Huitong” upgrade to facilitate an extensive business promotion campaign.
4. Strengthen the business training of employees, on the one hand, create good business learning conditions for employees, and on the other hand

The trade union organizes the business competition activities of frontline employees.
5. Vigorously develop intermediary business and increase income from intermediary business. Cooperate with the Bank's work priorities, strengthen the guidance and publicity of the Bank's existing and upcoming “Quick Huitong” and “Fund Sales” businesses, and incorporate the assessment contents of each savings office according to specific conditions to further promote the development of the above-mentioned businesses. We strive for a substantial increase in the income of the intermediary business throughout the year, and it is now conservatively estimated to realize 55,000 yuan.
6. Strengthen the management of low-yield houses and increase per capita deposits. At present, although the six outlets have exceeded the per capita deposit guidance index of the county branch in XX years, the average per capita deposit indicator is 4 million yuan, but from the perspective of development, it is difficult to escape from the survival line. Therefore, the management of low-yield houses should be strengthened, and the director package office should be implemented.
7. Strengthen investigation and research work, and deeply analyze the insufficiency in internal management and business development to learn from the advanced experience of the industry. Regardless of the existing personal banking department, the chiefs of savings should be the youngest department of the Bank, and they should take advantage of young people to conduct in-depth research. For example, ICBC's savings front-line employees have made extensive adjustments and shortened business hours. This should be a matter of careful research and timely follow-up.

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