“年底收官”叠加“开门红大幅提前”，银行人感叹：“开门红”的“门”几乎没关上过

Core Viewpoint - The banking industry's "opening red" campaign has significantly advanced this year, with many banks starting their marketing efforts as early as October and November, leading to a dual pressure of "opening red" and year-end performance reviews for employees [1][3][10]. Summary by Sections Opening Red Campaign - The "opening red" campaign refers to traditional marketing activities by commercial banks aimed at seizing market share and boosting performance at the beginning of the year [2]. - This year, banks have initiated their "opening red" activities much earlier than in previous years, with some banks reporting a campaign duration of up to six months [10][11]. Performance Indicators - During the "opening red" period, banks set specific performance targets, such as monthly average increases in financial assets and savings [3]. - For example, a bank in Sichuan requires a monthly average increase of 40 million yuan in financial assets and 16.5 million yuan in savings [3]. Customer Engagement Strategies - Banks are employing various strategies to attract and retain customers, including offering higher interest rates for deposits made through customer managers compared to online applications [5]. - Some banks are providing incentives like WeChat discounts for customers who increase their financial assets during December [5]. Challenges Faced by Employees - Employees are experiencing significant pressure to meet both "opening red" and year-end performance targets, leading to fatigue and stress [1][4]. - New employees, like a newly appointed wealth manager, face challenges in meeting deposit targets due to a lack of established client relationships [2][5]. Market Dynamics - The early and extended "opening red" campaigns are driven by narrowing interest margins and a shortage of quality market assets, prompting banks to secure clients and funds earlier [10][11]. - The focus of the banking industry is shifting from mere scale expansion to deepening service quality, integrating wealth management, and enhancing customer loyalty [10][11]. Year-End Performance Pressure - As the year-end approaches, banks are also focused on completing their annual performance targets, which adds to the stress of employees [13]. - Employees report difficulties in retaining existing clients and acquiring new ones, with some clients moving their funds to foreign banks for better returns [13][14]. Recommendations for Improvement - Experts suggest that banks need to shift their focus from short-term performance metrics to long-term client relationship quality, incorporating customer needs analysis into their service processes [14]. - There is a call for banks to optimize resource allocation and provide ongoing training to support employees in building sustainable client relationships rather than merely chasing short-term targets [14].