The Secret to Performance Multiplication - Profit-Oriented Branch Management Capability Enhancement

Analysis of Modern Banking Industry Issues

I. Market Competition and Customer Acquisition: Banking Development Dilemmas
1. What are the reasons customers choose us
2. Should we follow customers or guide customers
3. Development approach for bank personalization standards
4. How to correctly understand the significance of organization-wide marketing
5. Analysis of our competitors' strengths and weaknesses
II. Addressing Operational Gaps and Unleashing Operational Vitality
1. Correcting customer management orientation deviations from upper-level branches
2. Impact of management capabilities on business development
3. Rapidly enhance comprehensive capabilities of marketing personnel
4. How to allocate customers more scientifically
5. Should indicators be decomposed by position or by person

以客户“需求”For导向的经营理念

1. Analysis of implicit needs of individual customers
2. Analysis of implicit needs of corporate customers
3. Employee career planning and needs analysis
4. Customer needs-oriented business management

Indicator Allocation and Performance Creation: Building a Profit-Driven Bank 

Are you still shouting performance targets at morning meetings? 
How to allocate performance targets more fairly across branch positions? 
Why do we always rush to complete point-in-time tasks? 
How to decompose annual performance indicators? 
How to balance KPI and KCI indicators? 
How to monitor indicator completion progress more scientifically? 
How to implement indicator assessment effectively? 
1. Performance allocation ratio for each branch position 
2. How each branch decomposes annual performance indicators 
3. How do you decompose annual performance indicators? 
4. Balance between KPI (Key Performance Indicators) and KCI (Key Competency Indicators) 
5. Key points of BSC (Balanced Scorecard) methodology 
Practical methods for decomposing performance indicators! 
Everyone should clearly understand their own target tasks 
Supervisors should help employees develop feasible action plans 
Implement process management for each indicator 
Case sharing: What will be the work state of employees without clear goals 

 Position Responsibilities, Channel Expansion, and Elite Team Building

I. Position Responsibilities 

Capabilities supervisors should possess 
Supervisor's job responsibilities 
Responsible for planning annual business plans 
Staff professional training and performance assessment 
Attend upper-level branch meetings and social public relations activities 
Handle emergencies and unexpected situations 
Responsible for coordinating customer situations managed by relationship managers 
Maintain key major customers of the branch 
Responsible for branch security and risk control management 
II. Team Coaching 
1. Key points of branch counter sales 
2. Key points of lobby marketing 
3. Relationship manager position responsibilities and work scope 
三、营销“三会”经营管理 
Morning Meeting 
Evening Meeting 
Sales Meeting 
IV. Team Sales Skills Coaching 
Essential sales skills for supervisors 
Consultative selling techniques 
Advanced non-consultative selling techniques 
Suggestion-based selling techniques 
Coaching-style sales coaching techniques 
V. Customer Information Management
1. Customer segmentation management
2. Three dimensions of customer business management: tiered management, segmented management, and graded management
Group discussion: Customer segmentation of our own bank 

Emotional Management and Mindset Building

I. Effective Communication Skills
(I). What is Communication
(II). Positive Attitude 
Active (Positive) vs. Passive (Negative)
Communication is bidirectional 
(III). Three Secrets to Effective Communication
1. Speaking skills
2. Listening skills
3. Observation skills
(IV). Communication Skills for Different Interpersonal Styles
(V). Main Reasons for Communication Failure
II. Emotional Management and Control 
(I). What is Stress? 
(II). Three Steps to Properly Manage Stress 
(III). Addressing Employees' Negative Emotions 
(IV). Emotional Management Techniques 
1. Three misconceptions in handling emotions: suppress, vent, escape     
2. Three steps to properly handle emotions:
     *Acceptance - Accept emotions and accept yourself with emotions 
     *Venting - Methods to vent negative emotions 
     *Communication or Reframing - Appropriately express your emotions to others; transform your irrational beliefs
III. Activating Motivation of New and Experienced Employees
1. I am a post-90s employee
2. I am a post-90s leader
3. Analysis of the current situation of post-60s and post-70s employees
4. How post-60s and post-70s employees can easily face performance pressure
5. I am a super employee, who should I fear
6. How to use three different styles of management techniques
IV. Team Mindset Building
1. Employee emotional management and mindset building
2. Secrets to building a golden team
3. Employee recognition and correction of undesirable behaviors
4. Building our own enterprise culture