麦肯锡:三步走,构建银行流量经营体系

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其次,流量是稀缺资源。银行在流量获取方面处于“追赶者”的角色,面临互联网+巨头、金融同业的激烈竞争,以及日渐“挑剔”的客户需求。互联网+平台通过提供便捷的线上服务(例如“衣食住行游购娱”),已充分占据流量红利,留给银行的腾挪空间所剩无几。同时,线上金融服务同质化问题严重,新入局者缺乏吸引用户转投其下的诱因和动力。

因此,银行应将流量作为客群经营的关键要素,围绕“蓄”(集中流量资源)、“用”(引流获客)、“评”(评估流量效率)三个方面,建立一套完整的流量运营体系,让流量成为银行业绩的重要推动力。此外,银行还需要建立起辅助流量运营的组织能力和敏捷机制。本文将结合互联网+及金融同业的实践,叙述银行如何通过“三步走”的方法,建立起企业级的流量经营能力。

第一步 集中流量资源,建立渠道画像

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第二步 建立从潜客到新客的引流策略

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第一阶段:Awareness,兴趣阶段

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第二阶段:Acquisition,引入阶段

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第三阶段,Activation,激活阶段

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第三步 聚焦活跃新客的价值评估

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AAC(活跃新客成本),聚焦价值客群获取成本

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ZUOZHE:

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HANFENGSHIMAIKENXIQUANQIUDONGSHIHEHUOREN,CHANGZHUSHENZHENFENopeTIYUDIANJINGGUANFANGWANGZHAN;

JIXIANGSHIMAIKENXIQUANQIUDONGSHIHEHUOREN,CHANGZHUSHANGHAIFENopeTIYUDIANJINGGUANFANGWANGZHAN;

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