本文關(guān)鍵詞：中國(guó)銀行上海市分行個(gè)人金融業(yè)務(wù)營(yíng)銷(xiāo)戰(zhàn)略研究　出處：《復(fù)旦大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

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【摘要】：目前,我國(guó)商業(yè)銀行正面臨著一個(gè)全新的競(jìng)爭(zhēng)格局,主要呈現(xiàn)出以下幾個(gè)新的趨勢(shì)：存款理財(cái)化、利率市場(chǎng)化、資產(chǎn)證券化、金融綜合化和融資投行化,在這些變化前,首先受到?jīng)_擊的就是商業(yè)銀行的公司金融業(yè)務(wù)。在此背景下,近年來(lái)收入穩(wěn)定、貢獻(xiàn)度不斷提升的個(gè)人金融業(yè)務(wù)逐漸受到商業(yè)銀行的重視。從上海地區(qū)來(lái)看,居民可支配收入快速增長(zhǎng),消費(fèi)總額迅速提升,人口總量的穩(wěn)步提升,人口結(jié)構(gòu)的加快調(diào)整,居民素質(zhì)不斷提高。居民財(cái)富的穩(wěn)步增長(zhǎng)以及自貿(mào)區(qū)建設(shè)給上海帶來(lái)的人口聚集效應(yīng),將催生更多的零售金融需求,這些都為上海地區(qū)銀行個(gè)人金融業(yè)務(wù)的快速發(fā)展提供了有利條件。與此同時(shí),在經(jīng)濟(jì)增速放緩、利率市場(chǎng)化與金融脫媒加速的外部環(huán)境下,銀行的個(gè)人金融業(yè)務(wù)也必須走轉(zhuǎn)型創(chuàng)新的道路,才能贏得持續(xù)成長(zhǎng)的良好局面。本文運(yùn)用營(yíng)銷(xiāo)管理的基本理論和分析工具,通過(guò)分析中國(guó)銀行上海市分行面臨的宏觀經(jīng)濟(jì)環(huán)境及產(chǎn)業(yè)競(jìng)爭(zhēng)環(huán)境等,深刻剖析了中行上海分行的競(jìng)爭(zhēng)能力及競(jìng)爭(zhēng)優(yōu)勢(shì),提出中國(guó)銀行個(gè)人金融業(yè)務(wù)差異化的分層客戶(hù)營(yíng)銷(xiāo)戰(zhàn)略,并提出了具有可執(zhí)行力的具體策略。全文由七個(gè)部分組成：第一部分為引言,簡(jiǎn)要介紹了選題的意義、邏輯框架和研究方法,以及可能的新意與不足；第二部分為基本概念及理論綜述,介紹銀行個(gè)人金融業(yè)務(wù)的相關(guān)概念,并回顧和梳理國(guó)內(nèi)外的營(yíng)銷(xiāo)戰(zhàn)略理論；第三部分是戰(zhàn)略環(huán)境分析,通過(guò)宏觀環(huán)境分析和產(chǎn)業(yè)競(jìng)爭(zhēng)環(huán)境分析,明確中國(guó)銀行上海市分行個(gè)人金融業(yè)務(wù)所面臨的外部環(huán)境條件,找出面對(duì)的機(jī)會(huì)和威脅。其中產(chǎn)業(yè)競(jìng)爭(zhēng)環(huán)境分析包括五力模型分析、產(chǎn)業(yè)價(jià)值鏈分析、戰(zhàn)略群組分析；第四部分是中行上海市分行個(gè)人金融業(yè)務(wù)內(nèi)部資源和能力分析；第五部分運(yùn)用SWOT分析及STP,確定了中行上海市分行個(gè)金業(yè)務(wù)戰(zhàn)略選擇；第六部分重點(diǎn)討論中行上海市分行個(gè)人金融業(yè)務(wù)營(yíng)銷(xiāo)戰(zhàn)略的實(shí)施；第七部分提出進(jìn)一步的研究方向并對(duì)全文進(jìn)行小結(jié)。本文可能的新意在于三方面：一是摒棄了傳統(tǒng)銀行單純以客戶(hù)資產(chǎn)進(jìn)行客戶(hù)群劃分的原則,主要以客戶(hù)的貢獻(xiàn)度和忠誠(chéng)度為標(biāo)準(zhǔn)對(duì)個(gè)人客戶(hù)進(jìn)行歸類(lèi)分析,并在此基礎(chǔ)上提煉差異化營(yíng)銷(xiāo)戰(zhàn)略；二是針對(duì)中行上海市分行,系統(tǒng)地使用VRI0分析框架,識(shí)別出其獨(dú)特資源和核心能力；三是以全面系統(tǒng)的分析支持了中行上海市分行個(gè)金業(yè)務(wù)的營(yíng)銷(xiāo)戰(zhàn)略定位。由于個(gè)人客戶(hù)信息量龐大,目前中國(guó)銀行上海市分行尚未能達(dá)到全量數(shù)據(jù)精準(zhǔn)獲取及分析的能力,在戰(zhàn)略定位及選擇上尚無(wú)充分的數(shù)據(jù)支撐,對(duì)于本文全面分析其個(gè)人金融業(yè)務(wù)現(xiàn)狀、提出更切合實(shí)際的戰(zhàn)略實(shí)施和控制方案有不小的影響。
[Abstract]:At present, China's commercial banks are facing a new competitive pattern, mainly showing the following new trends: deposit financing, interest rate marketization, asset securitization, financial integration and financing investment banking. Before these changes, the first to be affected is the corporate financial business of commercial banks. In this context, the income has been stable in recent years. From the point of view of Shanghai, the disposable income of residents increases rapidly, the total amount of consumption increases rapidly, and the total population increases steadily. With the rapid adjustment of the population structure and the continuous improvement of the residents' quality, the steady growth of residents' wealth and the population aggregation effect brought about by the construction of the free trade zone in Shanghai will lead to more retail financial demand. All these have provided favorable conditions for the rapid development of individual financial business of banks in Shanghai. At the same time, under the external environment of slowing economic growth, marketization of interest rates and accelerated financial disintermediation. The personal financial business of banks must also take the road of transformation and innovation in order to win a good situation of sustained growth. This paper uses the basic theory and analysis tools of marketing management. By analyzing the macro-economic environment and the industrial competition environment faced by Bank of China Shanghai Branch, this paper deeply analyzes the competitive ability and competitive advantage of Bank of China Shanghai Branch. This paper puts forward the stratified customer marketing strategy of bank of China's personal financial business differentiation, and puts forward specific strategies with executive power. The paper is composed of seven parts: the first part is the introduction, briefly introduces the significance of the topic. Logical framework and research methods, as well as possible new ideas and shortcomings; The second part is a summary of the basic concepts and theories, introduces the relevant concepts of personal financial business of banks, and reviews and combs the marketing strategy theory at home and abroad. The third part is the strategic environment analysis, through the macro-environment analysis and the industry competition environment analysis, clear bank of China Shanghai branch personal financial business facing the external environment conditions. The analysis of industrial competitive environment includes five forces model analysis, industry value chain analysis, strategic group analysis; Part 4th is an analysis of the internal resources and capabilities of Bank of China Shanghai Branch. Part 5th uses SWOT analysis and SWOT to determine the strategic choice of individual gold business of Bank of China Shanghai Branch; Part 6th focuses on the implementation of Bank of China Shanghai Branch personal financial business marketing strategy; Part 7th puts forward the further research direction and summarizes the full text. The possible new ideas of this paper lie in three aspects: first, it abandons the principle of customer group division based on customer assets in traditional banks. Mainly based on the customer's contribution and loyalty to the individual customer classification and analysis, and on this basis refine the differentiated marketing strategy; Second, aiming at Bank of China Shanghai Branch, it systematically uses VRI0 analysis framework to identify its unique resources and core competence. The third is to support the Bank of China Shanghai Branch with a comprehensive and systematic analysis of the individual gold business marketing strategic positioning. Due to the huge amount of personal customer information. At present, the Bank of China Shanghai Branch has not been able to achieve the capacity of accurate data acquisition and analysis, and there is no sufficient data support in strategic positioning and selection. Putting forward more realistic strategy implementation and control plan has no small influence.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F274;F832.2

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本文編號(hào)：1367358