本文選題：商業(yè)銀行 + 服務營銷��； 參考：《吉林大學》2013年碩士論文

【摘要】：改革開放以來，伴隨著市場經(jīng)濟的飛快發(fā)展，我國各類金融機構(gòu)如雨后春筍般涌現(xiàn)出來。大大豐富了我國的金融市場構(gòu)成，同時也打破了傳統(tǒng)國有商業(yè)銀行“一統(tǒng)天下”的局面。特別是隨著2006年末我國承諾金融業(yè)全面開放，外資金融機構(gòu)不斷進入我國金融市場，加之國內(nèi)其他股份制金融機構(gòu)、地方性區(qū)域性金融機構(gòu)的進入，加劇了我國銀行業(yè)之間的競爭。國外眾多商業(yè)銀行都在嘗試以服務營銷為導向調(diào)整銀行營銷體系和營銷重心，國內(nèi)中小銀行的服務營銷活動也逐步開展并迅速發(fā)展起來，給我國國有商業(yè)銀行帶來了巨大的挑戰(zhàn)和機遇。近年來，雖然各大國有商業(yè)銀行紛紛完成體制改革并成功股改上市，但是在經(jīng)營中普遍存在營銷手段單一、服務營銷意識淡薄、金融產(chǎn)品同質(zhì)化及創(chuàng)新能力不足等問題。特別是在經(jīng)營理念、服務理念等方面仍較國外商業(yè)銀行甚至是一些國內(nèi)新興商業(yè)銀行存在一定的差距。以中國農(nóng)業(yè)銀行為例，雖然在2010年成功股改上市，成為國有股份制商業(yè)銀行，并取得了一些階段性成果，但是一些歷史遺留下來的固有經(jīng)營理念仍沒有得到徹底的轉(zhuǎn)變。當然，任何事物的發(fā)展轉(zhuǎn)變都有一個量變到質(zhì)變的過程，絕不可能一蹴而就，但是從一些基層網(wǎng)點在經(jīng)營理念和服務理念的理解和貫徹的情況來看，往往表現(xiàn)出對服務營銷理念理解片面、執(zhí)行教條等問題。因此作為國有商業(yè)銀行的一線作戰(zhàn)部隊——基層支行如何改進其服務營銷能力的研究是十分必要的。 因此，筆者將以中國農(nóng)業(yè)銀行QCC支行為例，從其在經(jīng)營管理過程中存在問題入手，通過對服務營銷理念實施前后的狀況進行分析，歸納出進一步完善服務營銷理念的措施。文章將從五部方面展開，第一部分主要介紹了選題背景與研究意義、擬解決的問題以及研究思路與結(jié)構(gòu)框架；第二部分主要介紹了商業(yè)銀行服務營銷的概念、特點以及服務營銷組合相關理論；第三部分結(jié)合中國農(nóng)業(yè)銀行基層支行QCC支行基本情況，支行所處的國內(nèi)環(huán)境、地區(qū)環(huán)境、金融環(huán)境，，論述了QCC支行改進策略前的經(jīng)營狀況、營銷狀況及營銷中存在的問題，并對問題進行了分析；第四部分從明確整體發(fā)展規(guī)劃、轉(zhuǎn)變服務營銷理念、客戶服務差異化營銷策略、服務營銷組合策略、落實拼在大堂營銷理念以及改進策略后產(chǎn)生的效果，闡述了服務營銷策略的改進措施；最后一部分從建立部門協(xié)調(diào)機制、提升員工培訓質(zhì)量、強化團隊營銷理念三個方面介紹了實施服務營銷策略的保障措施。
[Abstract]:Since the reform and opening up, with the rapid development of market economy, all kinds of financial institutions have sprung up.It greatly enriches the composition of financial market and breaks the situation of traditional state-owned commercial banks.In particular, with China's commitment to the full opening of the financial sector at the end of 2006, foreign financial institutions continued to enter the financial market of our country, together with the entry of other domestic joint-stock financial institutions and local regional financial institutions.Has intensified the competition between our country's banking industry.Many foreign commercial banks are trying to adjust the marketing system and marketing center of banks guided by service marketing, and the service marketing activities of domestic small and medium-sized banks are also developing step by step and develop rapidly.It brings great challenges and opportunities to our state-owned commercial banks.In recent years, although the major state-owned commercial banks have completed the system reform and successfully listed on the stock market, there are many problems such as single marketing means, weak service marketing consciousness, homogenization of financial products and insufficient innovation ability.Especially, there is still a certain gap between foreign commercial banks and even some new domestic commercial banks in the aspects of management idea and service idea.Taking the Agricultural Bank of China as an example, although it became a state-owned joint-stock commercial bank successfully in 2010, it has made some achievements, but some of the inherent management ideas left over from history have not been completely changed.Of course, there is a process of quantitative change to qualitative change in the development and transformation of anything, and it will never be achieved overnight. But from the understanding and implementation of the business philosophy and service concept of some grass-roots outlets,Often shows to the service marketing idea understanding one-sided, carries out the dogma and so on question.Therefore, it is necessary to study how to improve the service marketing ability of the state-owned commercial banks.Therefore, the author will take the QCC branch of Agricultural Bank of China as an example, start with the existing problems in the course of operation and management, analyze the situation before and after the implementation of the concept of service marketing, and conclude the measures to further perfect the concept of service marketing.The first part mainly introduces the background and significance of the topic, the problems to be solved and the research ideas and structure framework. The second part mainly introduces the concept of commercial bank service marketing.The third part combines the basic situation of QCC branch of Agricultural Bank of China, the domestic environment, regional environment and financial environment of the branch, and discusses the management situation before the improvement strategy of QCC branch.In the fourth part, from clear overall development plan, change the service marketing concept, customer service differentiation marketing strategy, service marketing combination strategy, the fourth part of the analysis of the marketing situation and marketing problems, the fourth part of the overall development plan, change the concept of service marketing, customer service differentiation marketing strategy, service marketing mix strategy,After implementing the concept of marketing in the lobby and the effect of the improvement strategy, this paper expounds the improvement measures of the service marketing strategy. The last part, from the establishment of departmental coordination mechanism to improve the quality of staff training,Strengthen the team marketing concept three aspects of the implementation of service marketing strategy security measures.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F274;F832.33

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