Asset Management Institution CRM - Construction Considerations

Institutional Fund Sales Actions

When conducting fund sales to institutional clients, the primary sales actions focus on "client visits and maintenance." During this process, sales personnel need to accomplish several tasks:

• Obtain key information (investment decision-related): Identify the "key decision-makers" for the client's fund investments, understand the overall investment decision-making mechanism or chain of command within the client's organization, the investment decision authority of the investment department, and the decision-making powers of departments like trading, operations, and risk control, among other information.
• Obtain key information (investment intent-related): Clarify key information such as the client's fund investment scale, investment intentions, and the expected returns or outcomes from investing in funds.
• Encourage clients to invest in funds: By responding to various client requests and encouraging clients to invest in funds through the sales organization.

Once a client is willing to invest in funds through the sales organization (typically for a certain period), the focus of work for the sales personnel regarding that client shifts to:

• Ensure a smooth investment process for the client: Coordinate with internal back-office personnel to guarantee the client's investment proceeds smoothly.
• Provide ongoing service and strive to extend the holding period: Similar to the above, by responding to various client requests and providing continuous service, aim to extend the holding period of the client's invested funds as much as possible while minimizing or slowing down any redemption actions.

CRM System in the "Incremental Growth" Stage

In the initial "incremental growth" stage, the core functions of the CRM system are twofold:

It is worth noting that when sales personnel enter visit records for clients in the system, they only need to input a large block of text. As a result, when all entered content is considered together, these different text segments contain all aspects of the sales activities mentioned above. From a technical perspective, large blocks of text cannot be structurally analyzed, leading to the issue of dormant information. (Of course, from a business perspective, this is not a problem. Because the goal of recording visit content is to explicitly present sales activities, rather than specifically analyzing the content or quality of the entries. Under this entry method, this goal can be achieved.)

Achievements of the "Incremental Development" Phase

The achievements of the "Incremental Development" phase:

1. Established a "visit entry" mechanism at the overall level of the sales team, making the entry of visit records a consensus among all sales teams and sales personnel. From the perspective of all systems used by sales, "using CRM to record visits" has become the core action in the daily use of systems by sales.
2. The company has developed a comprehensive and stable "data calculation" capability. Various data indicator calculations have rapidly gone through the following stages over the past two to three years: "OLTP calculation in business databases → establishing data warehouses for offline batch processing in business databases → introducing professional data platforms to establish data warehouses for offline batch processing → establishing real-time data warehouses for online calculations." At the same time, the company's internal data team has also gone through three major stages: "dedicated to business lines → business BU system → platform integration." For the CRM system, it currently primarily obtains offline calculation result data through the data warehouse.

Changes in the "Stock Competition" Phase and CRM Construction Goals

Current situation: The institutional fund sales market has entered a stock competition mode—new players can hardly enter, and the overall public fund industry is undergoing adjustment and transformation.

Under the "stock competition" mode, there are currently two major adjustments related to the CRM system:

1. At the sales management level, for the "sales process," it is expected that sales activities will focus more on the core personnel of clients. This requires the CRM system to:
   • Track the core personnel of clients;
   • Integrate the core personnel of clients with visit records.
2. At the overall company level, for the "customer service processes of various departments," it is expected to be "clearly articulated." This requires the CRM system to:
   • Expand its target users to all customer service personnel in the company;
   • Extend the concept of "client" in the CRM system to become the company-wide "client" master data.

Therefore, under the above goals, the subsequent functional construction goals of the CRM system can be refined as: