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Dresdner Bank AG

Bank in Frankfurt, Germany

synonym Dresdner Bank (Dresdner Bank) generally refers to Dresdner Bank

Dresdner Bank Founded in 1872, Dresdner Bank AG, headquartered in Germany Frankfurt 。 Dresdner Bank is a German bank Deutsche Bank AG 、 Commerzbank It is one of the three largest banks and one of the world's top 500 banks. In 1995, Kleinwort Benson was acquired, and Wasserstein Perella&Co. was acquired in 2001 to form its investment banking department: Dresdner Kleinwort Wasserstein. The core idea of its customer relationship management is to take customers as its most important resources, through perfect customer service and in-depth Customer analysis To meet the needs of customers and ensure the realization of the lifetime value of customers, so as to better create profits for the bank.

Chinese name: Dresdner Bank AG
Foreign name: DresdnerBankAG

Abbreviation: Dresdner Bank
Date of establishment: 1872
Headquarters location: Germany Frankfurt

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Marketing system

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Dresdner Bank In 2001, it was merged by Allianz Group and became a part of the group. It is no longer an independent legal person. Its top management, the Management Committee, directly reports to Allianz Group Board of Directors be responsible for. After being acquired by Allianz Group, Dresdner Bank has set a new goal - to cooperate with Allianz Group, give full play to the advantages of both sides, and build the world's largest financial company providing comprehensive financial solutions for various customers.

In the early years, a famous company slogan: "Mit dem gr ü nen Band der Sympathie." - stay with the enthusiastic green team. The main color of the bank, green, is still the company's image recognition.

The elephant shaped "Drumbo" (a kind of plastic or porcelain piggy bank, money storage tank) is more popular, and its name is always associated with "Dresdner Bank" and "Dumbo" (stupid melon).

Organizational structure

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Dresdner Bank It is the second largest international commercial bank in Germany. The core idea of its customer relationship management is to take customers as its most important resource, and through perfect customer service and in-depth Customer analysis To meet the needs of customers and ensure the realization of the lifetime value of customers, so as to better create profits for the bank. Carefully study and analyze the Bank's advanced customer relationship management methods to improve the Customer manager system It can be used for reference and inspiration to improve the service level of key customers.

The internal organization of Dresdner Bank is typical Division system It is divided into two major parts: Business Division and Functional Division. The Business Unit is responsible for the operation and Profit Center , including personal banks private bank , corporate banking, investment banking and institutional restructuring, each of which is independent from each other and has its own branch and business outlet; The functional department is the management, service and control department, including four major parts: financial management and control, risk management and control, human resources and information technology. The staff is mainly concentrated in the head office.

Headquarter of Dresdner Bank, Frankfurt

This internal organizational structure clearly reflects the advanced business philosophy of "customer focus". First, press Customer classification The establishment of a business division is conducive to the in-depth understanding and comprehensive grasp of customer needs, so as to provide differentiated services. Second, the functional department mainly provides support and services for the business unit, reflecting the principle of "serving customers at the front desk and serving the front desk at the back desk", so as to facilitate the organization of business processes according to customer needs, rather than internal management or Product orientation Traditional approach to organizing business processes. The following describes the organizational structure of corporate banks.

The Executive Committee of the Head Office, consisting of ten members, is the highest administrative decision-making and executive department of the Bank, which is composed of CEO and heads of all departments. Corporate banks divide the country into Frankfurt , Hamburg Munich 、 Dusseldorf In the seven districts, each district has a branch. The branch in the district where the company's customer's headquarters are located is responsible for all businesses of the customer and its subsidiaries. Each branch has only one CEO, and it has several customer manager groups and four departments, namely, CEO office, international financial products, trading and customer service, and securities product sales. The whole branch is a front office department that handles business directly. In other cities within the jurisdiction, there are a few customer manager offices. For example, Hamburg Branch has customer manager offices in Hanover and other two cities.

Manager is responsible for

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The "one-stop" customer manager responsibility system of the bank includes two meanings:

First, for every customer, including multinational companies and large enterprise groups, no matter how many subsidiaries, affiliated companies and holding companies there are, only one customer manager is fully responsible for their business;

Second, the customer manager is the general financial adviser of the customer, who should not only do a good job in customer development, management and maintenance, but also provide customers with strategic planning, market research and judgment, investment experts Financial advisor , business operation, etc.

As a result, the functions of its account managers have changed a lot. Their vision is no longer limited to credit business or other product sales, but focuses on providing customers with comprehensive services. Each customer manager is a profit point. It not only manages customers, but also directly accepts customer business, and has a large business authority. For example, within its authorization, it can determine the product charging standard of specific customers. After signing with the risk manager stationed by the risk department, it can release loans within the scope of approval of the risk manager. If the approval authority of the risk manager is exceeded, the risk manager shall apply to the head office for authorization, and the customer manager has the right to explain and defend. Therefore, there are basically only two links from the acceptance of a loan to the issuance, the first is the risk manager of the branch, the second is the risk department of the head office, and there is no other intermediate process.

Dresdner Bank This kind of customer manager responsibility system was established in 2003 and has achieved remarkable results. It has fundamentally solved the problems of too long decision-making chain and low internal work efficiency. For example, after Hamburg Branch adopted this system, it vigorously carried out organizational restructuring, implemented centralized management, and basically concentrated the original decentralized customer manager offices in Hamburg. The original eight international business document departments in the whole region have been reduced to three, with a staff reduction of about 40%, but the efficiency has increased by 30%.

Customer Action

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High requirements

The "one-stop" customer manager responsibility system undoubtedly puts forward high requirements for customer managers, but customer managers are not omnipotent. More and more complex financial products cannot be mastered by one person. Therefore, there must be strong support behind customer managers. In addition to obtaining various information and data provided by the Head Office directly on the intranet, the customer action team set up in the corporate bank plays a key supporting role.

From the perspective of customers, each customer has only one customer manager, who can handle all business simply by contacting the customer manager, which is convenient and fast. For specific financial products, customers can also directly contact the corresponding product manager; For customer managers, when specific product support is needed, they only need to contact the action team members of the customer directly, without contacting or discussing with the department leader of the product manager, or contacting the head office R&D or support department of the product, so the internal efficiency is very high; For product managers, they are responsible for the sales and service of a specific product or type of product. On the one hand, they are easy to master the business and give play to their expertise. On the other hand, they are also members of the customer action team. Their personal performance is related to them, and it is not easy to argue internally.

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This customer action group is Dresdner Bank It not only effectively solves the problem of supporting customer managers, but also has clear division of labor, clear responsibilities and easy to play their own expertise. The product manager basically knows the products he is responsible for, while the customer manager is basically divided by industry, so he can devote himself to studying the industry and become an expert in this field. More experts, improved service quality and bank image, and satisfied customers.

Customized service

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How to make your services and products have USP Value (a unique point of sale) is one of the focuses of competition in all walks of life, and also an important part of customer relationship management. Dresdner Bank It is featured in the following aspects:

First of all, it emphasizes customized services and products for customers, rather than simply selling fixed products to customers. The bank took advantage of its account manager responsibility system to actively help customers analyze, design product portfolios and service programs that meet customer requirements and meet customer interests, and achieve a win-win situation between the bank and customers. For example, in the insurance business of corporate banks, banks do not simply sell ordinary insurance products, but account managers Insurance With the cooperation of the staff, design various insurance portfolios for the company's customers that meet their overall financial situation and support their long-term development. For another example, for more abundant cash management and payment products, banks can provide multiple functions including cash collection, cross-border payment and so on according to customers' needs. Customers can also choose to be handled by banks or through E-banking Self management. with Corporate Banking There are different versions of e-banking with online banking as the core, such as personal version, SME version, enterprise group and multinational enterprise version, and different versions have different functions, prices and operation modes. The customer manager should help the customer select the most appropriate version and tailor the system functions.

Secondly, the bank provides some unique products and services that are popular with customers. For example, enterprises often need to open accounts in foreign banks as the first step towards internationalization, but they often encounter difficulties due to their lack of familiarity with language, laws and regulations. To this end, the Bank signed agreements with other foreign banks, and set up a special person in the corporate bank headquarters to open accounts for enterprises in foreign banks. Enterprises only need to contact their customer managers, and the bank can handle procedures and provide all relevant documents. For another example, the Bank divided international payment into external payment (the debit account is in Germany) and international payment (the debit account is outside Germany). Although the total amount of international payments is very small, and the number and amount of payments only account for about 2% of the total amount of payments, it is the most complicated and the most troublesome kind for customers. To this end, the corporate bank headquarters of the Bank set up a full-time team and provided corresponding electronic products for customer service.

technical support

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The implementation of customer relationship management is inseparable from the support of information technology. Dresdner Bank Information technology support of is not only reflected in providing customer managers with Risk pricing , customer financial analysis and Operation management 、 Customer relationship Communication information management A variety of powerful application software, such as, enable customer managers to understand customer information in real time and grasp the comprehensive, accurate and latest situation of customers. More importantly, it has a supporting R&D mechanism. The account manager is responsible for product sales, service and information feedback 。 The Product Department is responsible for the planning, management and maintenance of products. The IT department develops technology according to the needs and plans of the product department. There is always a corresponding relationship between technology and business, which is not easy to be disconnected, so as to ensure that the products launched can better meet the needs of customers.

Reference and enlightenment

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homogeneity

In the fierce competition for high-quality and high-end customers, Dresdner Bank Only by deeply understanding the needs of customers and striving to provide services that others do not or cannot provide can we be invincible. Dresdner Bank has taken many effective measures, such as strengthening the marketing and Post loan management However, the author believes that there are still great limitations, which are highlighted in the following aspects:

1、 The focus of the customer manager's work is still limited to credit business or product sales, and has not completed the transformation to comprehensive services;

2、 The composition of the customer manager team of key customers is unreasonable. This customer manager group, which is composed of the customer managers in charge of the management banks at all levels and the customer managers in charge of the operating banks, is difficult to form a strong service team due to the similarity of their background knowledge; Third, customer managers lack effective business and technical support; Fourth, the decision-making chain is too long.

competitive power

Dresdner Bank Effectively change the concept, truly focus on customers, and integrate customer resources into their own Core competitiveness in From the analysis of Dresdner Bank, it can be seen that this is not a simple thing to do, but a complex system engineering involving organizational structure, business process and information technology support. At present, Dresdner Bank accelerates internal reform from the following most urgent key points:

1、 Study as soon as possible Division system We can first pilot or set up a large enterprise and institution banking department to effectively improve the marketing and service level for key customers. At this stage, for some key customers, provincial and municipal branches, in addition to specifying the customer managers in charge, suggest to designate technology and bank card personnel to form a customer service team together with the customer managers in charge to clarify responsibilities and reduce internal coordination links.

2、 Using the national data center, we started to study customer manager support software, introduced customer relationship management as soon as possible, and strengthened the depth data mining Accelerate informatization.

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