{"id":5564,"date":"2014-07-10T15:16:01","date_gmt":"2014-07-10T14:16:01","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=5564"},"modified":"2015-02-04T10:38:46","modified_gmt":"2015-02-04T09:38:46","slug":"comment-mesurer-performance-commerciale-agences-bancaires","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/07\/comment-mesurer-performance-commerciale-agences-bancaires\/","title":{"rendered":"Comment mesurer la performance commerciale des agences bancaires ?"},"content":{"rendered":"

La r\u00e9alit\u00e9 de la banque multicanale bouscule les crit\u00e8res d\u2019\u00e9valuation de la performance commerciale des agences<\/a><\/i>. Dans ce contexte, quels sont les indicateurs de performance les plus pertinents\u00a0?\u00a0 <\/i><\/p>\n

Accro\u00eetre le temps commercial en agence<\/h2>\n

Le temps consacr\u00e9 \u00e0 la vente et le nombre de contacts client sont des indicateurs de 1er<\/sup> niveau. Pour les maximiser, il faut r\u00e9duire les activit\u00e9s chronophages ou \u00e0 faible valeur ajout\u00e9e.<\/p>\n

D\u00e9ployer des parcours simples, compr\u00e9hensibles, doit permettre au client de passer, \u00e0 sa guise, du portable \u00e0 l\u2019internet, de l\u2019\u00e9cran au face \u00e0 face avec son conseiller et le rend autonome<\/b>. Il cherche, r\u00e9alise des simulations de pr\u00eats, d\u2019\u00e9pargne ou d\u2019assurance \u00e0 distance. Si besoin, il entrera physiquement en contact avec un conseiller. Celui-ci aura face \u00e0 lui un client motiv\u00e9 et inform\u00e9. L\u2019effort \u00e0 consentir pour clore la vente sera limit\u00e9.<\/p>\n

Lors de contacts \u00e0 distance, le conseiller collecte, par email<\/em>, les pi\u00e8ces et transmet des offres. Ma\u00eetriser le num\u00e9rique<\/b> est source directe d\u2019\u00e9conomie de temps\u00a0: le dossier est constitu\u00e9 au fur et \u00e0 mesure. Au terme de l\u2019entretien commercial, il est termin\u00e9 : il n\u2019y a plus d\u2019administratif. Le conseiller porte son avis, en fonction des d\u00e9l\u00e9gations, le dossier \u00e9lectronique progresse sur le work flow<\/i>, les informations sont disponibles pour tous, partout, \u00e0 tout moment.<\/p>\n

L\u2019organisation des plages d\u2019activit\u00e9 doit \u00eatre revue<\/b>. Les jours de la semaine et les heures de la journ\u00e9e n\u2019ont pas la m\u00eame valeur commerciale. L\u2019administratif, les r\u00e9unions sont plac\u00e9s aux moins bonnes heures commerciales, les plages d\u2019ouverture des activit\u00e9s de guichet r\u00e9duites. Les automates bancaires sont l\u00e0 pour r\u00e9pondre aux besoins.<\/p>\n

Multiplier les rendez-vous gagnants<\/b><\/h2>\n

Utiles pour le client pour l\u2019acquisition d\u2019un service ou produit, n\u00e9cessaires au \u00a0resserrement de la relation client les rendez-vous gagnants doivent se multiplier.<\/p>\n

L\u2019essentiel des ventes est concr\u00e9tis\u00e9 avec des clients existants. La qualit\u00e9 des informations<\/b> (exactitude, compl\u00e9tude, fra\u00eecheur) clients est donc d\u00e9terminante pour garantir l\u2019efficacit\u00e9 des diff\u00e9rents intervenants. L\u2019historique de la relation, l\u2019objet des rendez-vous, visites, sont tout aussi capitales. Issues du fonctionnement des comptes et des consultations internet elles permettent au CRM de profiler la client\u00e8le, aux op\u00e9rateurs plate-forme de savoir qui ils sollicitent, aux conseillers de pr\u00e9parer leurs entretiens. La connaissance client<\/b> est le v\u00e9ritable fonds de commerce de la banque et la \u00a0mati\u00e8re premi\u00e8re des campagnes commerciales cibl\u00e9es. Chacun doit l\u2019utiliser, tous doivent y contribuer.<\/p>\n

Cibler des campagnes est une technique rod\u00e9e mais les r\u00e9sultats sont insuffisamment mesur\u00e9s<\/b>. Les faibles co\u00fbts de diffusion invitent \u00e0 \u00e9largir les cibles. Les risques sont dans la\u00a0 sur-sollicitation, dans la lassitude des clients. La sanction est dans la r\u00e9siliation, les r\u00e9clamations. Conna\u00eetre leur performance est essentiel. La gestion \u00e9v\u00e8nementielle, la production de listes d\u2019opportunit\u00e9s de contact sont des classiques. Qu\u2019elles concernent la vie des produits (fin d\u2019un cr\u00e9dit), du client (passage \u00e0 la majorit\u00e9) ou qu\u2019elles r\u00e9sultent de l\u2019identification d\u2019une opportunit\u00e9 (encours \u00e9lev\u00e9), elles permettent aux commerciaux d\u2019ouvrir un dialogue avec le client. Le recueil et l\u2019analyse des r\u00e9sultats servent \u00e0 diagnostiquer la qualit\u00e9 et la pertinence des motifs.<\/p>\n

Remise en cause par certaines banques, l\u2019organisation par portefeuille permet pourtant un suivi rapproch\u00e9 de la client\u00e8le<\/b> et une utilisation rationnelle des ressources. Pour un conseiller, le portefeuille est un v\u00e9ritable terrain de jeu. Au fil du temps, il enrichit sa relation. La connaissance informelle, empathique, du client, lui conf\u00e8re un avantage concurrentiel. Le portefeuille est une unit\u00e9 de gestion de la client\u00e8le. Il doit \u00eatre suffisamment important pour donner du travail au conseiller, \u00eatre correctement dimensionn\u00e9 et constitu\u00e9 pour que chacun des clients soit visit\u00e9. Le taux annuel de visites s\u2019av\u00e8re un indicateur d\u00e9terminant.<\/p>\n

Cette organisation a toutefois ses travers. Au d\u00e9part d\u2019un conseiller exp\u00e9riment\u00e9, son portefeuille est attribu\u00e9 \u00e0 un junior \u00e0 fort potentiel. La d\u00e9cision RH est probablement bonne, mais l\u2019impact commercial est imm\u00e9diat : d\u00e9collecte, \u00e9chec \u00e0 la vente, baisse de la recommandation. Dans ce cadre, l\u2019attention doit \u00eatre port\u00e9e \u00e0 la constitution des portefeuilles. Le commercial doit \u00eatre adapt\u00e9 \u00e0 la client\u00e8le<\/b>. Le diagnostic de cette adaptation se fait \u00e0 partir de la segmentation client et des r\u00e9sultats du conseiller.<\/p>\n

Mesurer la valeur ajout\u00e9e<\/h2>\n

Le conseiller doit vendre et conseiller, des actes sur lesquels de la valeur ajout\u00e9e est attendue. Pour le client, elle se concr\u00e9tise par l\u2019acte d\u2019achat (ou l\u2019utilisation du service) et par la satisfaction. Pour la banque elle est \u00e0 la fois financi\u00e8re et de notori\u00e9t\u00e9. Mesurer la performance commerciale demande donc se doter<\/b> d\u2019indicateurs qualitatifs.<\/b><\/p>\n

Un \u00ab\u00a0rendez-vous, une vente\u00a0\u00bb est un bon objectif pour dynamiser des commerciaux junior. Il est insuffisant pour assurer la rentabilit\u00e9 d\u2019un r\u00e9seau. Le niveau de multi-ventes<\/b> doit \u00eatre suivi. R\u00e9aliser une vente additionnelle (option) am\u00e9liore la profitabilit\u00e9 du contact client. L\u2019augmentation des ventes additionnelles traduit l\u2019assertivit\u00e9 commerciale\u00a0; d\u2019un autre c\u00f4t\u00e9 mesurer les ventes crois\u00e9es \u2013 assurance habitation vendue \u00e0 l\u2019occasion d\u2019un cr\u00e9dit habitat –\u00a0 indique le renforcement de la relation client, de la capacit\u00e9 de conseil.<\/p>\n

L\u2019intensit\u00e9 de la relation client est mesurable<\/b>. La relation sera d\u2019autant plus forte que les produits d\u00e9tenus seront r\u00e9currents. Cr\u00e9dits, plan d\u2019\u00e9pargne bancaire, assurance vie instaurent et renforcent la relation en continu. La mesure de la contrepartie client, en particulier de l\u2019\u00e9pargne confi\u00e9e, est un autre indicateur. Mesurer l\u2019intensification de la relation client, par exemple sur un portefeuille, c\u2019est mesurer les variations de la d\u00e9tention, l\u2019augmentation des contreparties, c\u2019est aussi suivre le passage d\u2019un palier de la segmentation client \u00e0 l\u2019autre.<\/p>\n

Indicateur phare de la relation, l\u2019indice de recommandation client<\/b> (IRC) traduit la<\/b> confiance et la satisfaction qu\u2019inspire la banque<\/b>. L\u2019IRC \u00e0 chaud, dit tactique, r\u00e9alis\u00e9 apr\u00e8s une vente permet d\u2019identifier les produits, processus, canaux pr\u00e9sentant une faiblesse pr\u00e9judiciable \u00e0 l\u2019ensemble de la banque. L\u2019IRC \u00e0 froid, dit strat\u00e9gique est constitu\u00e9 dans le cadre d\u2019enqu\u00eates, de sondages et fournit une appr\u00e9ciation g\u00e9n\u00e9rale \u00e0 comparer \u00e0 celle des autres r\u00e9seaux bancaires.<\/p>\n

Un IRC \u00e9lev\u00e9 ne mobilise pas m\u00e9caniquement le r\u00e9seau pour augmenter la productivit\u00e9 commerciale mais permet aux vendeurs de se sentir \u00e0 l\u2019aise pour solliciter les clients.<\/p>\n

Le plus important reste toutefois la collecte de recommandations nominatives. Un bon vendeur, un r\u00e9seau performant collectent un nombre \u00e9lev\u00e9 de recommandations et transforment des prospects identifi\u00e9s en clients de long terme.<\/p>\n","protected":false},"excerpt":{"rendered":"

La r\u00e9alit\u00e9 de la banque multicanale bouscule les crit\u00e8res d\u2019\u00e9valuation de la performance commerciale des agences. Dans ce contexte, quels sont les indicateurs de performance les plus pertinents\u00a0?\u00a0 Accro\u00eetre le temps commercial en agence Le temps consacr\u00e9 \u00e0 la vente…<\/p>\n","protected":false},"author":258,"featured_media":6130,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1729],"tags":[1563,1632],"coauthors":[1598],"class_list":["post-5564","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-banque","tag-agence-bancaire","tag-performance-commerciale"],"acf":[],"yoast_head":"\nComment mesurer la performance commerciale des agences bancaires ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"La r\u00e9alit\u00e9 de la banque multicanale bouscule les crit\u00e8res d\u2019\u00e9valuation de la performance commerciale des agences. Dans ce contexte, quels sont les indicateurs de performance les plus pertinents ?\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2014\/07\/comment-mesurer-performance-commerciale-agences-bancaires\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Comment mesurer la performance commerciale des agences bancaires ? - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"La r\u00e9alit\u00e9 de la banque multicanale bouscule les crit\u00e8res d\u2019\u00e9valuation de la performance commerciale des agences. 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