【摘要】：根據(jù)我國在加入世界貿(mào)易組織之初所做的承諾，我國在入世三年之后做到對中國金融市場的逐步開放。自從2006年12月1日開始，外資銀行可以在我國的十三個城市當中對人民幣業(yè)務經(jīng)營，這也顯示出中國入世完全結束過渡期。從這時候開始，我國也開始正式兌現(xiàn)開放全部金融行業(yè)的承諾，隨著相應取消各項對中國金融業(yè)的保護性措施，這將在對我國的金融業(yè)所造成的影響進一步凸顯。在發(fā)生深刻變化的營銷環(huán)境下，銀行獲得競爭優(yōu)勢的重要工具就是實施服務營銷。當前，我國商業(yè)銀行己進入新的戰(zhàn)略機遇期。我國自2001年加入WTO之后，經(jīng)濟全面開放其中也包括金融業(yè)的開放，隨著外資銀行的不斷進入，我國的金融企業(yè)面臨前所未有的挑戰(zhàn)與競爭。某國有銀行現(xiàn)有的客戶服務中心無論是規(guī)模、組織還是其他各方面在有限的同行業(yè)中都處于領先地位，并且在業(yè)內(nèi)以及消費者心目中的口碑也較好，在短短數(shù)十年里AB國有商業(yè)銀行銀行的客戶服務中心取得了優(yōu)秀的業(yè)績。與此同時，2007年，隨著資本市場的升溫，居民投資理財熱情逐漸高漲，股票、基金、外匯、黃金等投資理財工具成為市場的熱點。而AB國有商業(yè)銀行客戶服務中心也瞄準了社會的發(fā)展契機適時的開拓了相關業(yè)務，包括投資、理財以及金融產(chǎn)品交易等各項服務，從基礎上提升了整體客戶服務中心的功能性以及多元化的服務理念，幫助AB國有商業(yè)銀行更進一步的提升與客戶之間的交流與溝通，幫助客戶有效解決在實際應用本行產(chǎn)品過程中的困惑以及障礙，并且進一步與客戶建立起了良好的情感交流，提升了整體的銀行與客戶之間的關系，從根本上提高了本行整體的客戶服務。本文采用實證分析、對比等方法，通過實地調(diào)研及行業(yè)交流，在分析總結數(shù)據(jù)的基礎上進行問題探究。首先將研究資料分類整理，提出國內(nèi)外呼叫中心的發(fā)展境況，其次對AB國有商業(yè)銀行客戶服務中心現(xiàn)狀進行研究，，再進一步分析AB國有商業(yè)銀行客戶服務中心發(fā)展中存在的問題，并在此基礎上對客戶服務中心對AB國有商業(yè)銀行經(jīng)營發(fā)展促進作用做出研究，最后是研究AB國有商業(yè)銀行客戶服務中心發(fā)展策略，相信本文對相關課題的研究有著一定的借鑒作用。
[Abstract]:According to the promise made at the beginning of China's entry into WTO, China will gradually open its financial market three years after China's entry into WTO. Since December 1, 2006, foreign banks have been able to conduct RMB business in 13 cities in China, which also shows that China's WTO entry period is completely over. Since then, China has also officially fulfilled the promise of opening up all financial industries. With the corresponding cancellation of protective measures for China's financial industry, this will further highlight the impact on China's financial industry. In the changing marketing environment, the important tool for banks to gain competitive advantage is to implement service marketing. At present, China's commercial banks have entered a new strategic opportunity period. Since China joined the WTO in 2001, the economy has been fully open, including the opening of the financial industry. With the continuous entry of foreign banks, our financial enterprises are facing unprecedented challenges and competition. The existing customer service centers of a state-owned bank are in a leading position in a limited number of industries, regardless of their size, organization or other aspects, and have a good reputation in the industry as well as in the minds of consumers. In just a few decades AB state-owned commercial bank customer service center has made excellent performance. At the same time, in 2007, with the heating up of the capital market, the enthusiasm of residents' investment and financial management is rising gradually, and the investment financing tools such as stocks, funds, foreign exchange, gold and so on have become the hot spot of the market. And the customer service center of AB state-owned commercial bank also aims at the development opportunity of the society and develops relevant business timely, including various services such as investment, financial management and financial product transaction, etc. On the basis of the enhancement of the overall customer service center functionality and diversified service concepts, to help AB state-owned commercial banks to further enhance the communication and communication between customers, Help customers to effectively solve the practical application of the Bank's products in the process of confusion and obstacles, and further establish a good emotional exchange with customers, improve the overall relationship between the bank and customers, Fundamentally improve the bank's overall customer service. In this paper, empirical analysis, comparison and other methods, through field research and industry exchanges, on the basis of data analysis and summary of problems. First of all, the research materials are sorted out, and the development situation of call center at home and abroad is put forward. Secondly, the current situation of customer service center of AB state-owned commercial bank is studied. Further analysis of the problems in the development of customer service center of AB state-owned commercial bank, and on the basis of the customer service center to AB state-owned commercial bank management and development to make a study on the role of promoting, Finally, this paper studies the development strategy of customer service center of AB state-owned commercial bank.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F274;F832.33

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