If you add up the client base of all Russian banks that will roughly the same picture. Most banks persistence supplement client base who visited every visitor. In fact, 'voluntary' banking services (excluding utility payments, payroll, etc.) use only about 42% of the population, and Regular customers of the banks are not more than 20% of the population. It is important to carefully consider the intensity of consumption in different segments, that is to sort out who should be considered as regular customers, and who enjoys financial services sporadically. In the absence of this information it is impossible to calculate the index of 'customer lifetime value', ie the amount of profit generated by the client throughout his life. In turn, this Information is the basis for a communication strategy of pressure on the segments. In other words, the strategic value of the bank's major disloyal customer may be much lower than the value of a small but loyal customers. How can this be expressed in numbers? Short comparative example.

In Russia, there are 1.2 million families with an income of $ 2000-5000 per person per month. Aggregate annual income of this group exceeds $ 140 billion, an annual savings – $ 20 billion. Meanwhile, a group with an income of $ 20000-80000 per person per month, consisting of 90,000 households, saving a total of $ 18 billion. Thus, the theoretical potential volume placed in the bank savings in these two groups is comparable, but their number varies on the order.

Customer loyalty in the financial market should probably start with one particular observation of customer service one of the capital of commercial banks made by the author in the process of relationship with him. The history of these relationship dates back several years, during which the author was 'diligent' borrowers, consistently concluding 5 credit agreements for the purchase of three vehicles and construction of a country house. Total loans exceeded $ 500,000, and the credit history was impeccable in terms of contractual terms. It would seem that such client – a sample of loyalty and reliability as an example of a client basis kernel bank, and a relationship with him should be permanently maintained and developed. After all, nothing is clouded relations client and the bank that nothing harmed loyalty. And loyalty would not be a limit, whether the bank a little more attentive and sagacious. It so happened that the client was owner and manager of business a year earlier to explore the bank.

Accordingly, his company has serviced and maintained in a different, less convenient, but the usual bank, where the accumulated reputation and showed turnover. And when it is time to apply for a loan for business development, client stated this intention in both familiar bank. It is clear that the company faster and easier to get funding in the bank, which was familiar. A bank watching impeccable credit reputation of the borrower's half a million dollars, so buried in rules and procedures that did not see into loyal customers and his company the same flawless face.