How many screens do clients occupy on your phone?
How many clients are installed on your phone? Or, to put it in a more poignant way: How many screens do you have on your phone?
For many people, this is not an easy question to answer. Although there are few commonly used clients, there are many more that are dormant, making it hard to push the delete button.
Some public service clients, such as the client for querying traffic violation records and the client for querying individual income tax information, need to be retained even if they are used once a year. Some clients may not be commonly used, but in order to keep up with the trend, or reserved. However, some organizations spread different functions across different clients, which can be a bit confusing.
This is often the case with bank clients. Developing a client for debit card account inquiry and a credit card audit and repayment client is just the entry level of the bank’s “client competition”. In order to develop e-commerce business, some banks have developed shopping platform clients; In order to attract campus users, some banks have tailor-made apps for college students. There are also banks developing clients for renters…
Some of the bank’s clients have been put out of business shortly after launch, while others have strongly supported the new development clients, popping up from time to time in the main client of the bank to induce users to download. As for the ultimate winner of the competition, there is no consensus. One bank is reported to have launched a maximum of 21 clients, while another is reported to have 16 still in operation. Of course, banks are bigger and tend to have more clients.
Why is banking, which is not at the forefront of the digital economy, unusually enthusiastic about clients? One important reason may be that banks are “flush with cash” and reluctant to invest in “digitization”. Another reason may be the desire and ability to develop clients in each line of business — as evidenced by the willingness of some banks’ regional branches to launch multiple clients with geographic names.
Some have described the “roll-in” of institutional clients as a Swiss Army knife taken apart: users have to open and search each feature. If you really don’t like to uninstall the “chicken ribs” client, really to the time of need, no point, but also honest download and install back.
Probably related to the general climate of the industry, some banks have finally woken up to the fact that their clients are too many and too miscellaneous, and are trying to “merge similar items” and integrate functions. As mobile payments take off, several banks are launching clients specifically for mobile payments. The last major state-owned bank to operate a payment client recently announced that it will gradually shut down the service and integrate functions into its main client.
Why did the seemingly vigorous “client side competition” end in a sloppy fashion? It’s not hard to explain why. For the average user, banking services are not used frequently, and many people don’t care what happens to their account except on payday. The only way for banks to gain customer trust is to integrate core functions.
With the exception of banks that hold the purse strings, client overexploitation is seen in different industries and sectors. For example, some commercial companies “fight” internally, eager to launch a separate client for each product; There are also local government departments in order to sing the concept of digital government affairs competing to develop clients, the master of “political achievements” is there, but the masses in the face of “bulk” digital government services, do not feel much convenient.
Users’ attention is limited, their time is limited, and trying to attract them by developing more clients is futile. Of course, you also want to avoid the other extreme, which is to try to make the client into an all-encompassing, omnipotent “giant.” It’s not uncommon to find that a client that used to focus on one feature becomes “bigger and stronger” and can’t resist adding new irrelevant features until the entire client becomes bloated.
Since the popularity of smart phones, the client has become the basic unit of mobile phone functions. No matter what organization it is, it seems that only by developing a client can it be considered a “home ground” in the digital age. However, from the user’s point of view, most people are more concerned about how to easily call corresponding functions, so that the operation is not cumbersome, but also let the mobile phone performance is liberated. In short, it is the user experience that determines whether the client adds or subtracts.
Wang Zhong source: China Youth Daily