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Home / Case / CRM Implementation for a Joint-Stock Commercial Bank

CRM Implementation for a Joint-Stock Commercial Bank

Client Background

With the deepening of financial market reforms and the implementation of interest rate liberalization, competition in the Chinese banking sector has intensified. In a saturated market with increasingly homogeneous products, customer acquisition and retention have become critical. Banks recognize that understanding, analyzing, and retaining customers is essential for sustainable growth, thereby highlighting the strategic importance of CRM systems.

1. Managing massive customer bases requires IT support. A centralized customer database and analytics platform are needed to segment customers using multi-dimensional models (e.g., tier, product preference, channel preference, risk tolerance, investment preference, lifecycle stage).

2. Predictive analytics based on customer behaviour supports precise targeting of customer groups and enhances product responsiveness and marketing success rates.

3. Traditional reporting cannot uncover deep insights or forecast trends. Data mining techniques can reveal hidden patterns and support the full customer lifecycle management.


Solution
Three segmentation models were developed: dormant customers, low-value active customers, and high-value active customers. The characteristics of each group were analysed, and customer lists were displayed within the CRM system to support internal marketing activities.
ACRM Phase 1
Built three experience-based models (Customer Segmentation, Customer Acquisition, Customer Retention) and nine customer label categories, including: Basic Information, Risk, Behaviour, Early Warning, Asset Status, Loyalty, Transactions, Marketing Potential, and Contribution.
ACRM Phase 2
Developed models for customer segmentation, cross-selling, and churn prediction.
Outcomes

The project successfully combined customer-centric management with advanced technology. It enhanced pre-sales, in-sales, and post-sales services, significantly improving marketing efficiency. The restructured service flow helped relationship managers better identify and engage with high-value customers and supported team building and daily operations.


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