Davydenko E.V., PhD Semenсha I.E., Goncharova Y.S.

Oles Honchar Dnipropetrovsk National University, Ukraine

CUSTOMER-ORIENTED STRATEGY: THE CURRENT STATE AND RECOMMENDATIONS FOR IMPLEMENTATION

Active development of Ukrainian banking system, Ukrainian integration into transnational finance structures, Eurointegrational purposes of state governance give a stimulus to increasing of Ukrainian banks competitiveness and motivation to find new ways in organization of their business and assimilation of new marketing methods in banking.

Nowadays the necessity to fight for every customer induces to develop mutually beneficial partnerships. It is one of the most important issues for banks at today's level of their development. Intensification of competitive activity in domestic retail banking sector provokes the development of marketing strategy which gradually changing from traditional to customer-oriented. A client becomes the main value in banking business. The main aim of a bank is to satisfy customer’s interest, needs and demand [1].

The questions of client-oriented strategic planning, the ways of its improvement and methods of its implementation are researched by such Ukrainian scientists as T.A.Vasilieva, R.L.Klioba, O.Shtein, I.L.Reshetnikova, E.V. Maidebura, V.M.Tarasevych, D.V.Zavadska, O.V.Kupriienko, I.E.Semencha, M.S.Shyrokova etc.

Substantial changes in customer's expectations can be identified throughout the world. Customer Relationship Management (CRM) strategies have become increasingly important worldwide due to these changes in expectations from customers as well as changes in the nature of markets [2]. Making relations with every customer of the bank depends on bank’s marketing strategy [3].

Customer orientation is desirable within retail banking and more studies on the differential drivers of loyalty across customer profitability segments are needed. Identifying the aspects of a banking relationship that are more highly valued among more profitable customers than among less profitable customers, bank managers would be able to more effectively devise appropriate strategies for different segments.

Organisations that can implement CRM successfully are those that have a great deal of information concerning the customer and where there are differentiated needs among the customers. Financial services, meeting the criteria for the implementation of CRM, were indicated by Kotler. Financial institutions have a great deal of information concerning their customers and their needs differ. This means that banks should offer different products to different customers. Some customers require a mortgage bond in addition to their current account and credit card, while for other vehicle financing, for example, is more important. Obviously, if the financial condition of customers differs, the service packages offered to clients should be also different. It is also possible for financial institutions to adapt their packages to the needs of the client.

Success of any strategy is determined by the success of its implementation. This is also true in the case of CRM strategies. Implementing CRM requires that the organisation and the associated business processes be in place in order to facilitate its success. The risk in implementing any CRM strategy is that the organisation is not ready to do so and relying on technology to implement the strategy.

In order to implement a CRM strategy, a key dimension is a question of customer service and the way in which it is perceived by the recipient of the service. Customer service can be defined as a task which distinct from pro-active selling involving interactions with customers in person, by telecommunication, or by mail. It is designed, performed and introduced with two goals: operational efficiency and customer satisfaction. The quality of customer service is determined and evaluated by the customer and this affects the desirability of a relationship with the organisation. Customer service creates the moments of truth with the customer, and these service encounters need to be managed by the organisation.

Nowadays, every bank that aims to be successful on the market has to be customer-oriented. It means that the client gets adequate support and comprehensive realization of his/her needs due to the algorithms between the client and the bank.

The main recommendations in developing and implementation of customer-oriented strategy are stated below:

• Bank’s services have to focuses on satisfying client’s needs. When the bank changes its strategy from productive to customer-oriented it leads the mission of the bank also changes.

• Individual approach to each client, customer segmentation in retail banking.

• Special bank employee training corresponding with customer-oriented strategy. Every bank employee has to learn the main bank points in work with clients. Bank personnel have to be trained in the main goals of baking business.

• Regular monitoring in determination of customer’s satisfying level. It will help not only to understand weakness in banking but also will provoke new ideas for future implementation of customer-oriented strategy.

• Active investment into technological development, that makes easily to use services of bank, adoption of new bank products.

So we can point out that in dynamically developed conditions of Ukrainian banking business and increasing competition in money and credit field, domestic banks start to be more attentive to banking services and start to implement the customer-oriented strategy. Banking system demonstrates understanding of the main features of CRM strategy and success in this sphere will depend on long-term partnership with customers and level of their satisfaction by the bank activity on the whole.

Literature:

1. Проблеми впровадження клієнтоорієнтованої стратегії як елементу комплексу маркетингу в банках [Електроний ресурс] / Т.А.Васильєва // – 2007. –Режим доступу: http://www.dspace.uabs.edu.ua/bitstream/123456789/1162/1/FVV_8.pdf.

2. Маркетинговий підхід до вдосконалення банківською діяльністю [Електроний ресурс] / Кльоба Р.Л.// Науковий вісник НЛТУ України. – 2009. – Вип.19.3. – Режим доступу: http://www.nbuv.gov.ua/portal/chem.

3. Міщенко В.І. Електронний бізнес на ринку фінансових послуг / В.І. Міщенко, І.В. Юрчук. – К. : Знання, 2003. – 280 с.