Bank insurance box. Press about insurance, insurance companies and the insurance market What are boxed bank products

Sales of insurance products are gradually moving from the agency channel to banks. It seems that everyone should be fine: banks receive a commission, insurers - a client base and savings on operating costs, you and I - packed in a "box" insurance coverage. In fact, everyone is unhappy.

Dinner is served

“Banks have been, are and will be… commission,” joked Maxim Danilov, Vice President of the All-Russian Union of Insurers (VSS), opening a discussion at a round table on bank insurance organized by the NRA and Banki.ru and held in Moscow on October 10. In every joke, as you know, there is a grain of truth.

The growth of so-called bancassurance creates many problems for both insurers and policyholders. Good only for sellers - banks. But even then, for the time being, until a stream of complaints against them to the Central Bank began due to misselling (incorrect sales). And the regulator has already warned banks about the threat of misselling growth (for some market participants it reaches 30% of all sales), when good insurance products are sold to the wrong hands, that is, to those who really do not need them. Moreover, bank customers often do not even understand what they have bought.

At the same time, the "commission" appetites of banks are so high that in some cases there is nothing left for the actual insurance coverage. According to market participants, in some banks for some products (for example, insurance of borrowers against accidents), the commission reaches 95-96%. Although, according to Maxim Danilov, the average for "life" it ranges from 6% to 16%. Moreover, under three-year contracts, the commission is less, for 7-8-year ones - more. According to Danilov, the bank's maximum allowable life insurance commission should be at the level of 6%.

Elman Mekhtiyev, executive vice president of the Association of Russian Banks, believes that insurers and regulators have “spoiled” the market themselves. If Insurance companies didn't offer banks such high commissions or refuse to work with banks that demand them, then there would be no problem. “Our social function is not to “kill” the consumer,” Mehdiyev stressed, responding to colleagues' statements that banks should understand their social role and curb their own appetites.

In some banks, for some products (for example, insurance of borrowers against accidents), the commission reaches 95-96%.

What are we complaining about?

The dissatisfaction of bank customers with insurances purchased casually or "on a load" may result in a slowdown in the growth of the banking sales channel, which has now become one of the drivers of the entire insurance market.

What do unwitting or accidental policyholders complain about? They are dissatisfied with the difficulties of returning the premium during the cooling period or in case of early repayment of the loan, the impossibility of refusing insurance under collective agreements, to which the bank client simply joins. Lack of awareness about the purchased product can also serve as a poor service to customers, insurers and the banks themselves. The client, as a rule, does not suspect about the amount of remuneration that the bank receives. Otherwise, perhaps, the client would not have agreed to such conditions, realizing that the bank's high commission in fact "eats" his insurance protection.

Complaints of policyholders, as a rule, come down to several options:
“I was promised under the ILI agreement a yield higher than the interest on a bank deposit, but I did not receive any income!”
“I thought that ILI is the same as a deposit, only with insurance, but it turned out that there are no guarantees from the state.”
“Six months later, I accidentally discovered that when applying for a loan, I was insured against oncological diseases».
“The bank told me that the policy is beneficial for me, since the insurance company will pay the loan anyway if I can’t.”
“Insurance cost me 50 thousand rubles with a loan amount of 149 thousand, that is, I overpaid MORE THAN A THIRD for the loan.”

Harmful Miss Seling

With this approach of banks to sales, the reputation of insurance companies whose products are sold “in the wrong place”, and the entire insurance industry as a whole, suffers. “Now, in fact, the insurance product works for the bank and its commission, but not for the client. And this is a problem for us,” complained Maxim Danilov, speaking at the round table of the Banki.ru portal and the National rating agency. At the same time, Danilov is sure that in the medium term, the main sales volumes of insurance products, despite the desire for digitalization, will still remain in banks.

According to Danilov, banks have created an ecosystem around themselves, in which insurers and management companies have become mere “appendages”. Vladimir Chernikov, CEO of Ingosstrakh Zhizn, disagreed with Danilov regarding the role of insurers. “Banks have really created an ecosystem, but insurers, in my opinion, play the role of food factories,” he said.

Vladimir Chernikov agrees that market misselling is indeed a problem, but it can be solved with due attention from both the bank and the insurance company. One of these methods, he called welcome calls to a new client by employees of the insurance company. “According to their results, there are, of course, terminations. We do them quickly, as it is important for us to keep the client segment, - said the general director of IC Ingosstrakh Life. “But it also happens that a client wrote a letter of termination after a welcome call, and then thought about it and returned two or three weeks later.” Chernikov gave an example of classic misselling, when one day a client in a bank bought a “whole box of boxed products”, which, in a fit of enthusiasm, a bank employee imposed on him. “We worked with the client, changed his motivation, the problem was solved,” the insurer said.

It turns out that access to the client base for the insurer also has a conventional plus sign, since the level of renewal of contracts for packaged products sold at the bank is extremely low. Meanwhile, as the participants of the round table noted, it is necessary to sell not only simple boxed products through the banking channel, which can also be bought using the Internet. “Standardized life and home insurance products can also be bought online,” says Vladimir Chernikov. — But there are products that are difficult to sell online. The banking network is more prepared to promote complex insurance products, such as endowment and investment life insurance.” Banks have specialists who can explain to the client that life insurance and life insurance are part of financial planning, there is no need to invest all the money available there.

One of the popular areas of banking insurance is the sale of products that protect health. Including the growing critical illness insurance and telemedicine products (since January 1, 2018, the recently adopted law on telemedicine comes into force, which will significantly expand the scope of remote medical care).

“Telemedicine has a clear sales potential through partner channels. Already, products are beginning to take shape, and companies are connecting their client bases to telemedicine. This is one of the products that has the potential to grow in the future. Mortgage products, those products that are related to consumer loans, will continue to grow, but, probably, with much less dynamics than we see now, ”said the deputy CEO company "Absolut Insurance" Andrei Burlak during the discussion.

Executive Director, Head of Department for Interaction with Insurance Companies of Renaissance Credit Bank Maria Timoshenko drew attention to the fact that banks are now focused on developing their own integrated products and in the near future intrabank service packages will compete with bank insurance. Tymoshenko urged insurers to actively develop "interesting products" to fit into this scheme, and bank employees to be more attentive to customers. “All the initiatives that we see from the regulator are all about the quality of service,” she said. “We need to treat the client normally, because this is our client and we will not have another.”

Alina Sokolova, Vice-President of IC AlfaStrakhovanie, during the discussion at the round table, expressed the opinion that the time for “empty commission products” is running out. “Banks are also in intense competition for the client,” she stressed. — But for the bank, its main service will remain the main service. If he loses here, no commission income will save him.” At the same time, she noted that insurers do not want to compete with bank packages, but want to participate in them.

Olga KUCHEROVA, Banki.ru

Given the weak growth in lending, banks began to actively sell insurance products. This year they have already earned almost 60 billion rubles from the sale of policies.

Photo: Mikhail Mordasov / RIA Novosti

The cooperation of insurers with banks is more and more like a business of equal partners. Previously, insurance companies were perceived by banks only as a weak side of the deal - insurers were obliged to keep funds in bank accounts in order to access borrowers' insurance programs, and commissions from the sale of insurance reached 90% of the policy price.

The situation began to change after the crisis of 2014, when banks faced stagnation in lending. According to the results of nine months of 2016, banks managed to earn RUB 59.8 billion from commissions from the sale of insurance products. Selling policies has become an essential business for the credit sector.

Insurers, in turn, receive from bank sales 23.1% (204.7 billion rubles in the first nine months of 2016) of all fees on the market. This is the second largest sales channel after the agency channel for companies, says Olga Basova, director of insurance ratings at RAEX (Expert RA). Through individual agents, insurers received 237.4 billion rubles for the three quarters of this year. fees (26.8%). At the same time, the average commission percentage for banks, according to the Central Bank, is decreasing (29.1% in the nine months of 2016 against 30.6% a year earlier). However, this figure is still higher than the market average remuneration for intermediaries (21.2%), and the commission of individual agents is about 16.4% of the policy price.

However, this is the official data of the regulator. The real commissions of banks are much higher than the statistics, financiers admit. The type of products most sold through banks is life insurance: accumulative, investment, credit (in the nine months since the beginning of the year, policies have been sold for 124.5 billion rubles). The bank commission on the borrower's life insurance policy is still prohibitively high - 50-90%, on average - 75%, says a market participant (according to the Central Bank, 40.6%).

For accumulative and investment life insurance (LIS; banks offer it as an alternative to deposits), the commission depends on the term of the contract: the longer it is, the higher the percentage of the bank. According to ILI, it is 7-20%, on average -12%, says the financier. For accumulative policies (NSZH), the commission is not calculated on the entire amount of the premium, but on the contribution for the first year: the client makes contributions in installments, and not at a time. For the sale of the UA policy, the bank usually gets from 40% of the amount of the first installment (for a five-year contract) to 120% (for a 20-year contract), says a market participant.

“In VTB Bank, income from the sale of insurance and other agency products is about 40% of commission income for retail clients,” says Natalya Sumakova, head of the bank’s savings and commission products service (VTB24 commission income for the nine months of 2016 amounted to 41.2 billion rubles ., follows from the bank's statements). And at Promsvyazbank, insurance commissions amount to up to 30% of the total commission, Natalia Voloshina, director of deposit and settlement products of the bank, cites data (commissions, according to the bank's statements, amounted to 14.3 billion rubles for the first nine months of 2016). In turn, the agency commissions of Sberbank for the nine months of this year increased to 7 billion from 5.1 billion rubles. a year earlier, follows from the reporting (net fee and commission income - 251.7 billion rubles). How many commissions were received precisely for the sale of insurance, the bank did not specify. By the end of the year, Sberbank's income from the sale of insurance, investment and pension products of subsidiaries will grow by more than 40%, according to Maxim Chernin, director of the customer welfare department at Sberbank.

From borrowers to property

For insurers, banks remain a profitable channel, since through them low-loss contracts are sold en masse - policies against accidents (AC) and illness, from job loss, adds Olga Basova. “If an insurer is in the same group as a bank, the “profit center” shifts from the insurance to the credit institution,” explains Tatyana Nikitina, head of the insurance ratings department of the National Rating Agency. Insurers agree to high commissions, because the tariffs for life insurance and from the National Assembly, as a rule, are too high, Igor Yurgens, president of the All-Russian Union of Insurers, admits: “There is a place in the tariff structure for both the bank commission and the income of the insurer.” But recently, banks are ready to reduce commissions in favor of expanding coverage under the policy, Alina Sokolova, vice president of AlfaStrakhovanie, notes.

The dependence of insurance companies on the banking sales channel is heterogeneous, but it is especially noticeable in life insurance. In IC Uralsib, bancassurance takes 40% of the total fees (including life insurance), in AlfaStrakhovanie - about 30%, company representatives say. At the same time, AlfaStrakhovanie-Life's share of the banking channel reaches 70%, which is the same for Rosgosstrakh zhizni. And the universal insurer Rosgosstrakh, with the participation of banks, collected 10% of the premium for three quarters of 2016, said Maria Zybina, vice president - head of the partner sales unit of Rosgosstrakh.

In SOGAZ, bancassurance accounts for 5% of fees, said Damir Aksyanov, Deputy Chairman of the Board. At the "daughter" of the company - "SOGAZ-Life" 28% of the fees for the nine months of 2016 came through banks.

Until 2014, borrowers' insurance was the main source of commission income for banks, says Natalia Voloshina. Since the slowdown in lending rates in 2014, banks began to look for alternative sources of commissions and found them in the form of selling accumulative and investment insurance life, as well as all kinds of "boxed" products. “Boxed” insurance differs from the usual one by unified conditions and a set of risks, and most importantly, it does not require inspection of the property.

In addition to “life” and the National Assembly, insurance for houses, apartments, liability, policies for those traveling abroad, insurance against card fraud and even tick bites are sold through banks, lists Alina Sokolova. The Uralsib insurance holding sells almost all retail products through banks, says Natalia Nekhorosheva, head of the business development department of Uralsib IG.

Home property insurance is the third most popular product in the banking channel after “life” and NA, Igor Yurgens notes. “The interest of bank insurers in this type is due to the fact that it does not require special risk management, special competencies and large investments in business infrastructure and loss settlement, unlike Casco and OSAGO,” he explains.

Property insurance is the most popular "box" sold through VTB24, confirms the first deputy general director " VTB Insurance» Oleg Merkulov (such insurance accounts for 30% of all VTB Insurance policies sold through VTB24). The next most popular is insurance against job loss (22%), followed by children's health insurance and policies in case of diagnosing cancer (18% each).

“Boxes” are standardized products that are not difficult in terms of sales and are in demand in banks,” explains Damir Aksyanov. Sales of non-banking insurance are slow to develop, he says, as it requires more time and deeper insurance knowledge from sellers. Therefore, companies prefer to pack a standard set of risks into a “box”. However, "boxed" products are not the only rate of insurers in cooperation with banks. According to Oleg Kiselyov, president of Renaissance Life, the future of the bancassurance market belongs to UA: “The product brings the maximum benefit for the bank and the insurance company and, most importantly, the maximum value for the client - it combines protection in the form of a large insurance coverage, and profitability . While credit insurance only provides protection against risks, ILI is more aimed at increasing capital.”

Partner banks can also become clients of insurers: they insure property, liability of directors and officials, transportation and storage of valuables, ATMs, car parks, Alina Sokolova lists. In addition, banks buy insurance for employees - medical, from the National Assembly, travel. But partnerships with the bank do not give insurers special privileges, Natalya Nehorosheva draws attention. Partnership agreements and the relationship of the insurance company with the client are parallel processes, she explains. When choosing an insurer, the cost of services and their list are taken into account, and other people who take into account other things are responsible for partnership agreements: conditions for clients, commission, product package.

The main purpose of the MBank24.ru website is to publish introductory information for bank customers in the territory of the Russian Federation. We recommend, without fail, before choosing or refusing banking products and services, to study all the necessary materials on the official websites of banks or consult with specialists by phone for technical support of banks.

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06/27/2003, Fri, 16:06, Msk

A round table was held in Moscow dedicated to the problems of optimizing banking processes by means of information technologies. The IT infrastructure of banks is expected to undergo major changes, partly due to the transition to new reporting standards, and partly to the activation of banks in the field of work with private clients. Suppliers of automated banking systems(ABS) are forced to move from "boxed products" to individualized banking services, to supporting individual banking systems. In banking solutions, the high-tech segment is expanding and strengthening, and in these conditions, the role and importance of service support is expected to increase.

The issues of IT penetration into banking technologies were discussed with journalists by representatives of companies directly related to the problems of ABS (automated banking systems). So, Boris Ivanov, a representative of Stins Coman's banking technology development department, noted that his division deals with equipment related to plastic cards: ATMs, information terminals, etc. Nikolai Krechetov(Moscow representative office of InterSystems) spoke about the main product promoted by the company - Cache, a post-relational database management system, well known in banking. “We supply the tool,” he said. “The company has two major partners, Programbank and Escape/M, who develop automated systems for the largest Russian banks.” The Russian office of Liebert-Hiross represented Anna Kulashova. According to her, the basis of IT processes in banks are systems to support uninterruptible power supply and ensure proper microclimate. Liebert-Hiross manufactures, supplies and services such equipment. Lev Bokstein, a representative of Enterasys Networks, noted that the scope of the company lies in the production of network equipment and network management systems.

The participants agreed that in the market of solution providers, the resolution of the Central Bank of the Russian Federation on the transition to international standards financial reporting affect only partly. However, Nikolai Krechetov believes that the transition of banks to the global financial reporting system is positive. Perhaps it will lead to some new round of competition among IT suppliers, some players will leave the market or partially lose their positions.

Optimization and banking retail

One of the most lively topics of discussion was the optimization of banking processes related to servicing individuals, or the so-called banking retail. According to Mr. Krechetov, many medium and big banks having made significant progress with legal entities, today rushed towards servicing individuals. This decision was provoked by the fact that today there are fewer and fewer ways for banks to compete: large players are fighting with rivals, increasing interest on deposits, deposits and improving other conditions for depositors.

Mr. Krechetov believes that, as it becomes more and more difficult to solve the problem of survival in the market with standard means, various banking IT products should become competitive advantages. Therefore, ABS suppliers face the challenge of offering a unique solution for each specific bank. It turns out that the market of ABS suppliers is forced to move from “boxed products” to individualized banking services, to supporting individual banking systems, which can lead suppliers to significantly increase their own costs and the costs of maintaining such software. The winners in this war will be those companies that can offer a personalized service while minimizing their costs.

Banks' entry into retail, according to Mr. Krechetov, is the reason that will entail significant changes in the ABS supplier market. Companies will be forced to adapt to the new trend and change their approaches to business.

Event in "banking life"

Participants noted that a notable event in the “banking life” of Moscow was the recent appearance of customer self-service points – Alfa-Bank Express offices and Citi-Bank outlets at BP gas stations. This sign indicates that the banks risked turning to face the person. Fortunately, the era of Sberbank's monopoly on working with individuals has come to an end. Retail for banks today is becoming one of the few options for winning in the banking services market, since, according to experts, retail means two hundred million customers.

“The retail business for banks is, first of all, a struggle for the middle class, for people who are used to paying with cards, are not afraid to approach an ATM and feel confident with “plastic” in restaurants and shops,” says Nikolai Krechetov. “The number of transactions per such “qualified” client is quite large, and the bank cannot but be interested in receiving its commissions.”

Optimization of banking processes using IT tools, participants of the round table

ABS providers offer specialized equipment for these services, which allows organizing round-the-clock access of a private person to his account. This is withdrawing money from an ATM, depositing funds into an account, working with an account to transfer money, etc. The user, of course, such things are very convenient. For example, if a driver is stopped by a traffic police inspector at night, demanding to pay a fine at Sberbank, then you can drive up to a round-the-clock point, make a payment using your card and calmly drive on.

The complex of equipment, which is designed to solve the problems of automating retail banking operations, is quite large. However, it is too unlikely that within the next 5-10 years at least a part of what world suppliers are offering can be installed in Russia. In the meantime, an example of the most "radical" decision, which Alfa-Bank and Citi-Bank ventured, was the acceptance of money from the population.

Boris Ivanov noted that Stins Coman proposes to move forward towards providing a full range of services for working with your account, from withdrawing money to participating in various lotteries using a credit card. “By and large, the task of all banks is the same - to bring the service point of the retail consumer to his traditional route during the day,” he said. “Some banks choose a less technocratic approach for these purposes: for example, MDM Bank uses “live” people working in three shifts at the cash desks of the Seventh Continent and providing the same range of services.”

Game ahead of the curve

Unfortunately, the "approach of the bank to the person" is seriously hampered by the financial problems of banks. For example, the costs of banks for connecting operating cash desks to high-quality leased lines are very high. Bankers believe that these costs actually nullify the effectiveness of the implementation of the banking system itself. Some banks, knowing this problem, seek to offer “budget” solutions in the conditions of the most modest infrastructure and communication, allowing them to serve their customers even by phone.

Trying to play ahead of the curve, IT partners of banks today are working very dynamically. It's not just about fulfilling bank orders. Often, integrators, in addition to solutions and products, share their vision of the problems of the banking business, which is no less important for their customers.

Today, in the battle for a retail client, the fight is for every ruble, according to the participants of the round table. And the winner is not only the one whose costs are minimal, but also the one who will respond the fastest to new market needs. There are many examples of this.

According to Anna Kulashova, the well-developed system of Sberbank ATMs throughout the country deserves attention. This bank can be viewed in different ways, but one cannot fail to note its desire for local solutions for end users. According to her, at the moment the Savings Bank of the Russian Federation is also considering the organization of self-service branches. How technically "advanced" they will be is not yet clear. However, it is known that Sberbank has seven levels of technological equipment for branches: from $500 to $200 thousand (we are talking about the cost of the hardware installed in it).

How to get into the "retail"?

The journalists gave an example of the experience of the Baltic countries in the issue of servicing retail clients. In the Baltic States at every step you can meet mobile banks, with their design reminiscent of Soyuzpechat kiosks. If such a bank cannot cope with the influx of visitors, a larger one is brought to this place, and the smaller kiosk is moved to another point. If the bank does not justify itself, they find a more “fishy” place for it. Sometimes two such kiosks are placed at both ends of a large area, thereby excluding the appearance of queues. There are many such solutions offered today, up to mobile bank branches made on the basis of a conventional truck. Such inventions are used, for example, in Europe during football matches.

However, despite the great desire of banks to “penetrate” retail, they often simply do not have enough knowledge. So, according to Mr. Ivanov, the creators of the Alfa-Bank Express project chose a deliberately losing option. Without taking into account the mentality of the Russian client, they provided the clients with an envelope deposit service. Mr. Ivanov believes that it is not typical for a Russian person to come to a mobile bank at night in order to shove "their hard-earned money" in an envelope into an incomprehensible slot. According to him, Stins Coman specialists conducted statistical studies, according to which about 80% of respondents refused an envelope deposit in favor of a cash deposit.

Sometimes the bank simply does not understand what solution it needs. “We don't have a culture of calculating profitability in our country,” says Mr. Ivanov. - When buying equipment, the bank does not care at all about how it will use it when it pays for it. Perhaps this skill will come with time. According to him, in the seven years that he has been involved in the automation of banks, there has never been a project where profitability has been calculated. “We are connecting ATMs to the ABS, requiring at least the availability of technical specifications: it is necessary to understand what the bank needs, how it will be connected,” Mr. Ivanov complains. - And they tell us: "TCP/IP".

• What is TCP/IP?
• TCP/IP.

Creation of an extensive infrastructure

Building a developed network infrastructure, according to the participants of the discussion, plays an important role in the field of bank automation. Lev Bokshtein believes that now the development of networking and infrastructure has reached enough high level. But the main task of banks is, rather, to claim what is offered by the developers. “It is clear that any mobile point must be securely connected to its central point,” he says. “And until recently, this meant that a cable had to be laid to the mobile point, which was impossible due to geographical or purely price problems. In addition, this approach somewhat contradicts the very logic of “mobility”.

Mr. Bockstein believes that the networking industry is now able to offer fast and good wireless access. However, the problem of traffic encryption and closing of transmitted information is very relevant. After all, few people want a person sitting next to a mobile bank with a laptop to listen to all transactions passing through this point. And if today there are many developments on this topic in the world, then in Russia, due to the specifics of our legislation, this potential is still poorly demanded (perhaps this is how Russia supports the domestic manufacturer of coding tools). “In order to get a long-key encoder that will make the villain practice for a month before he gets to my information, I must first get a license from the “other side,” says Mr. Bockshtein. - I, as a manufacturer, cannot legally import a coding agent here. The buyer must buy a card from me and then go for its certification, not being sure that he will still receive this certificate.

According to Mr. Ivanov, the cost of communication is also an important problem. Banks today are not going to connect ATMs and mobile points to good lines. About 70% percent of all ATMs in Moscow work using a modem connection and are terribly slow. A similar situation is observed in the field of payment terminals, and in most points that authorize cards: usually, a queue forms behind a person who is going to pay with a card. Mr. Ivanov believes that banks are trying to save money on communications, buying little technology. Therefore, the cost of ATMs has fallen by half over the past few years. Therefore, the quality of communication suffers, the degree of information security is extremely low, and instead of accepting cash in a deposit, there is an envelope deposit. “All this is not encouraging, since crooks and terrorists will not disappear in Russia soon: there are cases when, instead of money, plastid in an envelope was thrown into an ATM,” he says. - A few minutes later, the ATM exploded, the money spilled out, the criminals took it and left. Banks don’t want to install expensive safes because they have to count every penny.”

Tougher competition

The introduction of new financial reporting standards, the entry of banks into retail will mean tougher competition between them for ABS manufacturers and developers. In the retail sector, most likely, only individual solutions will be in demand. Banks will not be able to work with typical products, because then they will lose their competitiveness. As a result, those developers who can offer banks good conditions and quality of service for money that is reasonable for banks will win. In turn, banks must understand that individual service and personalized service costs more than just a "box". The question is not to provide a more or less acceptable solution for little money that the bank is not going to invest. The question is how to convince the banks to secure their own future and make themselves competitive.

One of the most important problems in the face of increased competition is the high-quality service of ABS. According to Mr. Bokshtein, by the standards of an IT company, banking structures are considered as "information factories" with a continuous production cycle. However, today there are no absolutely reliable systems, there are no absolutely reliable devices - everything has a chance to break. Mr. Krechetov divided the service into two types: hot support and service related to the development of software in banks. In the first case, the main requirement is the quality that the systems must satisfy in the new conditions. Due to a software error, the system should not break. And the one who will make better code will be in a better situation.

As for updating systems, those developers who will be able to load some of the new programs into an already running system without stopping it or “falling” will have advantages here. Not all vendors can offer this service yet.

If we talk about the development of automated banking systems (finishing, developing new modules, adding new functionality), then the developer who will be able to reduce costs and whose internal processes will be tailored specifically for an individual service will win here. In addition, according to Mr. Krechetov, the winner will be a company that allows itself to "monitor" remotely every machine installed in the country, and also be able to predict a possible breakdown of the device. If you combine these two criteria - mobility and predictability - then this will be the key to success. “Manufacturers allow us to carry out this monitoring technologically, and, fortunately, banks understand that their ATM should have a piece of our service program that will allow us to carry out technical control of the device,” he said.

The equipment of networks today is much "wiser". The intelligence hardwired into modern devices is an order of magnitude higher than it was two or three years ago. On the one hand, this reduces labor costs and time spent on administering such a network. After all, what previously required a lengthy configuration or was only possible with a set of devices is now being done with a single device with minimal configuration and minimal problems. Of course, a rather serious plus in this matter is the control system.

By the way, the participants agreed that at the initial stage of projects, banks very rarely think about how they will support the system. And this is another example of an inefficient approach to automation tasks. As a rule, faced with problems, banks begin to think whether to purchase protection in the form of power supplies for each server of their device or purchase some kind of server air conditioning system. This approach increases the cost of the solution three times.

Sales is technology. And some luck.

Are you familiar with the situation when you spend a lot of time and effort to attract clients, hold dozens of meetings and consultations, and, unfortunately, get minimal results? Unlike his colleague, who works less, gives less, and the result is much better than yours. At this moment, you are visited by the thought: “Why is this happening? I work more and get less results? I guess I just got unlucky this month….” Of course, you can refer to failure, only your productivity will not increase from this.

Ownership plays a much bigger role in sales. sales technologies. In this article, we will consider one of the basic technologies - classical 5 step sales model banking products.

It is this model that most managers of bank branches use, it is this algorithm that is considered in basic sales training. What is the essence of this algorithm?

Before going directly to sales stages, I would like to make a small lyrical digression and say one important thing. Why is it so important to master sales techniques? The fact is that sales are not a spontaneous process with depending solely on your luck. In sales, 80% depends on how professionally You can build a dialogue with the client, which tools You use how you work with customer objections. As soon as you master the necessary technologies, you will be able to sell much more.

In this and subsequent articles, I will tell you about standard (classic) sales models, as well as about nuances application of various methods and technologies in the banking sector. We will cover most mistakes, which allow 90% of managers when communicating with customers. As a result, all this will allow you increase sales at your bank office and, if necessary, make the necessary adjustments to customer service procedures.

Well, are you ready? Then let's consider classic 5 step sales model.

We will consider exactly the 5-step model, although there are modifications of this model with a different number of steps (5, 6, 7 sales stages).

The idea of ​​this approach is that the sales process can be represented as such stairs:

Climbing up this ladder step by step, with each step you get closer and closer to your goal - for sale. Working according to this algorithm, it is important to follow all the steps, move successively rather than abruptly jumping from one step to another.

As you can see, each stage has your goal:

1.Establishing contact - to arrange the client, create a friendly atmosphere, "favorable" ground for subsequent sales.

2. Identification of needs — it is important for the manager to understand which product will best satisfy the needs of the client, to find out the most important and most significant points for the client.

3. Product presentation – to tell about the most suitable product for the client in an understandable language, to make the client want to use a banking product or service

4. Work with objections - dispel all doubts and give reasoned answers to the client's objections

5. Completion of the deal - to say goodbye to the client, thank you for your cooperation and invite you to come again.

Your task, as a manager and negotiator, is first and foremost to make sure that the goal of the current stage has been achieved, and only then move on to the next level.

I often come across this situation: the client comes to the office, the manager is interested in how he can help the client.

Manager: " Hello Ivan Ivanovich, how can I help you?»

Client: "I would like to open a deposit"

Manager: “Excellent Ivan Ivanovich. we have deposits in the bank with replenishment, there is with the withdrawal of part of the deposit, there is with an increased percentage, for example, for 1 year the rate will be 11% per annum, although there is no capitalization, but a plastic card is issued as a gift. What contribution will we make out?

And it can take a long time...

……………………………………………………………………………………..

QUESTION: Colleague, how do you assess the manager's behavior? What moment do you think was missed? What did the bank manager do wrong?

It is very interesting to hear your opinion on this situation. And I will voice my opinion in the next article! Remember that I regularly give nice gifts to all active subscribers 🙂

In addition, in the following articles we will dwell in detail on each stage of sales, analyze the main points, typical mistakes and “little tricks” that allow you to increase the efficiency of working with customers.

Sell ​​beautifully and easily!

Sincerely, Oleg Shevelev ( be friends on VK , instagram)

useful links

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