本文選題：商業(yè)銀行 + 公司治理��； 參考：《石家莊經(jīng)濟學(xué)院》2013年碩士論文

【摘要】：近年來，客戶關(guān)系管理的世界市場開始迅猛發(fā)展，我國各大銀行在經(jīng)營理念上開始由以往的僅注重“規(guī)模效益”朝著關(guān)注“客戶效益”的方向發(fā)展，可以預(yù)見到，客戶資源在商業(yè)銀行今后的發(fā)展過程中，會占據(jù)著更為關(guān)鍵的地位，站在私人銀行角度，研究特大各戶在銀行治理的作用問題有著重要意義。 私人銀行服務(wù)活動屬于銀行業(yè)務(wù)里的組成部分，它的目標(biāo)客戶為經(jīng)濟實力非常雄厚的人群，能夠為富有者進行具有針對性的個人理財和投資服務(wù)。對于私人銀行業(yè)務(wù)來講，最為核心的工作就是管理相關(guān)資產(chǎn)、安排投資方向、按照顧客的實際需求展開個性化的服務(wù)。所以，采取私人銀行業(yè)務(wù)里所使用的客戶關(guān)系管理手段，能夠讓銀行顯著增進自身效率、減少資本投入、擴寬市場空間、留住和吸收大量的客戶，從而建立起規(guī)范化的客戶維系途徑與全方位的客戶服務(wù)水準(zhǔn)，提升銀行的市場競爭水平和效益，增強自身的綜合實力。本文采用理論結(jié)合實際的分析方法，從公司治理的視角，探討并構(gòu)建出我國商業(yè)私人銀行業(yè)務(wù)客戶關(guān)系管理模式，提出了模式分析、模式選擇、模式運用的策略，尤其是結(jié)合中信銀行私人業(yè)務(wù)發(fā)展和客戶關(guān)系管理現(xiàn)狀，驗證了私人銀行業(yè)務(wù)客戶關(guān)系管理模式，并對發(fā)現(xiàn)問題提出對策建議。 本文主要內(nèi)容共分為五章：第一部分對選題的研究背景、意義、國內(nèi)外相應(yīng)研究進行概述；第二部分對私人銀行的發(fā)展、業(yè)務(wù)特點及特殊作用進行分析；第三部分對本文研究所涉及到的相關(guān)理論、方法進行闡述；第四部分從公司治理和信息技術(shù)的角度，對我國私人銀行業(yè)務(wù)客戶關(guān)系管理模式構(gòu)建進行探討，并給出了模式分析、模式選擇和模式運用建議；第五部分在前面理論分析闡述的基礎(chǔ)上，結(jié)合中信銀行私人銀行業(yè)務(wù)發(fā)展和客戶關(guān)系管理現(xiàn)狀，對中信銀行私人銀行業(yè)務(wù)客戶關(guān)系管理問題進行分析，并給出了完善建議。
[Abstract]:In recent years, the world market of customer relationship management (CRM) has been developing rapidly, and it can be predicted that all the banks in our country have started to pay attention to the "customer benefit" from the former "scale benefit" to the direction of "customer benefit". Customer resources will occupy a more critical position in the future development of commercial banks. It is of great significance to study the role of large households in bank governance from the point of view of private banks. Private banking activities are part of the banking business, its target customers for the economic strength of the population, can be targeted for the wealthy personal finance and investment services. For private banking, the core task is to manage related assets, arrange investment direction, and carry out personalized services according to the actual needs of customers. Therefore, the use of customer relationship management in private banking can enable banks to significantly increase their own efficiency, reduce capital investment, broaden market space, retain and absorb a large number of customers. In order to establish a standardized way of customer maintenance and all-round customer service level, improve the level of market competition and efficiency of banks, enhance their comprehensive strength. In this paper, from the perspective of corporate governance, this paper discusses and constructs the customer relationship management model of commercial private bank business in our country, and puts forward the strategies of mode analysis, mode selection and mode application from the perspective of corporate governance. In particular, combined with the development of private business and the current situation of customer relationship management of CITIC Bank, this paper verifies the customer relationship management model of private banking business, and puts forward some countermeasures and suggestions to solve the problems. The main contents of this paper are divided into five chapters: the first part of the research background, significance, domestic and foreign corresponding research overview, the second part of the development of private banks, business characteristics and special role of analysis; In the third part, the related theories and methods involved in this study are expounded. In the fourth part, from the perspective of corporate governance and information technology, the construction of customer relationship management model of private banking business in China is discussed, and the model analysis is given. The fifth part is based on the previous theoretical analysis, combined with the development of CITIC Bank's private banking business and the current situation of customer relationship management. This paper analyzes the customer relationship management of CITIC Bank's private banking business and gives some suggestions.
【學(xué)位授予單位】：石家莊經(jīng)濟學(xué)院
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F832.2

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