本文選題：股份制銀行　切入點(diǎn)：金融背景　出處：《華中農(nóng)業(yè)大學(xué)》2013年碩士論文

【摘要】：隨著全球金融環(huán)境的不斷變化和行業(yè)競(jìng)爭(zhēng)的加劇,國(guó)際金融危機(jī)呈現(xiàn)蔓延性趨勢(shì)。我國(guó)的經(jīng)濟(jì)增長(zhǎng)勢(shì)頭也受到金融環(huán)境的影響而勢(shì)頭放緩。國(guó)內(nèi)銀行特別是股份制商業(yè)銀行面臨的挑戰(zhàn)和壓力空前。身處該經(jīng)濟(jì)環(huán)境背景下的股份制商業(yè)銀行,要想取得持續(xù)、健康、穩(wěn)定的發(fā)展,就必須通過(guò)完善自身市場(chǎng)營(yíng)銷(xiāo)策略來(lái)?yè)屨际袌?chǎng)份額,提升自身核心競(jìng)爭(zhēng)力,應(yīng)對(duì)不斷變化的市場(chǎng)和導(dǎo)向需求。 本文在股份制商業(yè)銀行整體金融背景和企業(yè)投資意愿萎縮、銀行界對(duì)優(yōu)質(zhì)資源爭(zhēng)奪激烈的現(xiàn)狀下,以華夏銀行沈陽(yáng)分行為例,分別從其所處的政策環(huán)境、區(qū)域環(huán)境、行業(yè)競(jìng)爭(zhēng)環(huán)境出發(fā),對(duì)其營(yíng)銷(xiāo)現(xiàn)狀和存在的問(wèn)題進(jìn)行分析和歸納,梳理了影響營(yíng)銷(xiāo)的若干因素和問(wèn)題,并設(shè)計(jì)了有針對(duì)性的問(wèn)卷,對(duì)本行員工和客戶(hù)等百余位不同群體的受訪者歷時(shí)三周進(jìn)行了問(wèn)卷調(diào)查,通過(guò)收回的有效問(wèn)卷,分別從基本數(shù)據(jù)、整體情況、主要特點(diǎn)方面進(jìn)行了分析,得出了華夏銀行沈陽(yáng)分行在營(yíng)銷(xiāo)管理中存在產(chǎn)品策略不科學(xué)、價(jià)格策略僵化、分銷(xiāo)策略單一、促銷(xiāo)策略缺乏特色和機(jī)構(gòu)設(shè)置重管理輕經(jīng)營(yíng)等主要結(jié)論,并在文獻(xiàn)研究和相關(guān)學(xué)術(shù)研究成果的基礎(chǔ)上,對(duì)上述結(jié)論提出通過(guò)市場(chǎng)定位、目標(biāo)市場(chǎng)的選擇、產(chǎn)品創(chuàng)新、組合和改進(jìn)、成本和需求定價(jià)、營(yíng)銷(xiāo)渠道的多元化、全員營(yíng)銷(xiāo)、人員和服務(wù)促銷(xiāo)、廣告及機(jī)構(gòu)改進(jìn)等策略來(lái)改善其營(yíng)銷(xiāo)現(xiàn)狀和解決現(xiàn)有問(wèn)題,最后在此基礎(chǔ)上,提出了從加強(qiáng)營(yíng)銷(xiāo)隊(duì)伍建設(shè)、客戶(hù)關(guān)系管理、風(fēng)險(xiǎn)管控、素質(zhì)培訓(xùn)和營(yíng)銷(xiāo)文化建設(shè)等多項(xiàng)建議和措施來(lái)保障改善營(yíng)銷(xiāo)策略的實(shí)施。 本文旨在進(jìn)一步探索和優(yōu)化適合股份制商業(yè)銀行發(fā)展的營(yíng)銷(xiāo)策略思路,為股份制商業(yè)銀行樹(shù)立良好品牌形象、搶占市場(chǎng),在機(jī)遇和挑戰(zhàn)中提升銀行的核心競(jìng)爭(zhēng)能力,實(shí)現(xiàn)股份制銀行可持續(xù)發(fā)展獻(xiàn)計(jì)獻(xiàn)策；研究所得的結(jié)論將對(duì)我國(guó)股份制商業(yè)銀行和城市商業(yè)銀行,或是國(guó)有商業(yè)銀行的營(yíng)銷(xiāo)和管理,都將起到一定的借鑒意義。
[Abstract]:As the global financial environment continues to change and industry competition intensifies, The international financial crisis shows a spreading trend. The economic growth momentum of our country is also affected by the financial environment and the momentum slows down. The domestic banks, especially the joint-stock commercial banks, are facing unprecedented challenges and pressures. The joint-stock commercial banks under the background of environment, In order to achieve sustainable, healthy and stable development, we must improve our own marketing strategy to seize market share, enhance their core competitiveness, and cope with the changing market and guiding demand. In this paper, the overall financial background of joint-stock commercial banks and the willingness of enterprises to invest are shrinking, and the competition for high-quality resources in the banking sector is fierce. Taking the Shenyang Branch of Huaxia Bank as an example, the paper analyzes the policy environment and regional environment in which the bank is located. Starting from the competition environment of the industry, this paper analyzes and summarizes the current marketing situation and existing problems, combs some factors and problems affecting the marketing, and designs a targeted questionnaire. More than 100 interviewees from different groups, such as employees and customers of our bank, were surveyed for three weeks. Through the valid questionnaires, the basic data, the overall situation and the main characteristics were analyzed respectively. The main conclusions are that the product strategy is unscientific, the price strategy is rigid, the distribution strategy is single, the promotion strategy is lack of characteristics and the management is less important than the management in the marketing management of Shenyang Branch of Huaxia Bank. On the basis of literature research and related academic research, the paper puts forward the following conclusions: market orientation, choice of target market, product innovation, combination and improvement, cost and demand pricing, diversification of marketing channels, full marketing, etc. Personnel and service promotion, advertising and organization improvement strategies to improve its marketing status and solve existing problems, finally, proposed from the strengthening of marketing team building, customer relationship management, risk control, Quality training and marketing culture construction and other suggestions and measures to ensure the implementation of improved marketing strategies. The purpose of this paper is to further explore and optimize the marketing strategies suitable for the development of joint-stock commercial banks, to set up a good brand image for joint-stock commercial banks, to seize the market, and to enhance the core competitiveness of banks in both opportunities and challenges. The conclusions of the study will be helpful to the marketing and management of joint-stock commercial banks and urban commercial banks or state-owned commercial banks.
【學(xué)位授予單位】：華中農(nóng)業(yè)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;F832.33

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