【摘要】：近年來(lái),商業(yè)銀行理財(cái)產(chǎn)品的發(fā)行規(guī)模和產(chǎn)品數(shù)量隨著金融脫媒以及利率市場(chǎng)化進(jìn)程的加快出現(xiàn)了突飛猛進(jìn)的增長(zhǎng)。一方面,銀行理財(cái)產(chǎn)品以其收益率高于定期存款、風(fēng)險(xiǎn)相對(duì)較小的特點(diǎn),迎合了大多數(shù)理財(cái)意識(shí)有顯著提高的普通投資者的理財(cái)需求；另一方面,商業(yè)銀行可通過(guò)發(fā)行理財(cái)產(chǎn)品節(jié)約表內(nèi)貸款額度。加之,商業(yè)銀行在客戶(hù)資源和銷(xiāo)售渠道方面擁有強(qiáng)大的優(yōu)勢(shì),使得銀行在通過(guò)發(fā)行和銷(xiāo)售理財(cái)產(chǎn)品以減輕存貸比考核壓力方面擁有得天獨(dú)厚的條件。 商業(yè)銀行都各盡其能,積極運(yùn)用多種營(yíng)銷(xiāo)策略,加強(qiáng)和保險(xiǎn)公司、信托公司等機(jī)構(gòu)的合作,發(fā)行新的理財(cái)產(chǎn)品,在理財(cái)產(chǎn)品市場(chǎng)上激烈地爭(zhēng)搶客戶(hù)和資金。總體來(lái)說(shuō),目前商業(yè)銀行理財(cái)業(yè)務(wù)的發(fā)展表現(xiàn)為：理財(cái)產(chǎn)品數(shù)量和規(guī)模增長(zhǎng)迅速；銀信合作理財(cái)產(chǎn)品比重較大,但總體有所下降；理財(cái)產(chǎn)品期限結(jié)構(gòu)短期化,短期理財(cái)產(chǎn)品受到客戶(hù)的追捧；非保本類(lèi)理財(cái)產(chǎn)品占比上升；銀行理財(cái)產(chǎn)品平均收益率下滑明顯。 近年來(lái),銀行理財(cái)產(chǎn)品的快速發(fā)展離不開(kāi)銀行在產(chǎn)品策略、價(jià)格策略、渠道策略、促銷(xiāo)策略以及品牌策略等方面的有效營(yíng)銷(xiāo)。但是一方面,銀行面臨的外部營(yíng)銷(xiāo)環(huán)境越來(lái)越復(fù)雜,外部監(jiān)管和約束越來(lái)越嚴(yán)格；另一方面,商業(yè)銀行業(yè)務(wù)轉(zhuǎn)型和金融業(yè)態(tài)之間的競(jìng)爭(zhēng)壓力越來(lái)越大,加上投資者的需求越來(lái)越多樣化、個(gè)性化,這些都對(duì)商業(yè)銀行理財(cái)產(chǎn)品營(yíng)銷(xiāo)提出了更高的要求。本文運(yùn)用SW0T分析方法,分析了我國(guó)商業(yè)銀行在開(kāi)展理財(cái)產(chǎn)品營(yíng)銷(xiāo)時(shí)自身的優(yōu)勢(shì)、劣勢(shì)和外部環(huán)境中的機(jī)會(huì)、威脅,為商業(yè)銀行結(jié)合自身的優(yōu)勢(shì)、劣勢(shì),抓住外部環(huán)境中的機(jī)遇,優(yōu)化和完善理財(cái)產(chǎn)品營(yíng)銷(xiāo)管理指明了方向。 商業(yè)銀行在理財(cái)產(chǎn)品營(yíng)銷(xiāo)管理方面仍存在諸多問(wèn)題,市場(chǎng)細(xì)分和目標(biāo)定位不夠準(zhǔn)確；創(chuàng)新能力不足,產(chǎn)品同質(zhì)化嚴(yán)重；理財(cái)產(chǎn)品營(yíng)銷(xiāo)渠道不夠多樣化；產(chǎn)品信息披露和風(fēng)險(xiǎn)揭示不充分；理財(cái)產(chǎn)品營(yíng)銷(xiāo)人員素質(zhì)有待提高；理財(cái)產(chǎn)品售后服務(wù)不到位；未建立真正的品牌形象營(yíng)銷(xiāo)優(yōu)勢(shì)；處理客戶(hù)投訴和投資者利益保護(hù)機(jī)制滯后等。這些問(wèn)題不僅引發(fā)了市場(chǎng)對(duì)理財(cái)產(chǎn)品大規(guī)模發(fā)行潛在風(fēng)險(xiǎn)的擔(dān)憂(yōu),同時(shí)也引起了監(jiān)管機(jī)構(gòu)的高度重視。 為了加強(qiáng)對(duì)商業(yè)銀行理財(cái)產(chǎn)品營(yíng)銷(xiāo)的管理,有效控制理財(cái)產(chǎn)品的潛在風(fēng)險(xiǎn),商業(yè)銀行可以從創(chuàng)新理財(cái)產(chǎn)品設(shè)計(jì)入手,加強(qiáng)銀行理財(cái)產(chǎn)品營(yíng)銷(xiāo)的流程管理,拓展新型便捷的理財(cái)產(chǎn)品營(yíng)銷(xiāo)渠道,完善理財(cái)產(chǎn)品營(yíng)銷(xiāo)團(tuán)隊(duì)建設(shè),實(shí)施全面品牌形象營(yíng)銷(xiāo)管理,建立客戶(hù)投訴應(yīng)對(duì)和投資者權(quán)益保護(hù)機(jī)制,不斷提高理財(cái)產(chǎn)品風(fēng)險(xiǎn)管理能力,真正做到“賣(mài)者有責(zé)”和“將適合的產(chǎn)品賣(mài)給適合的客戶(hù)”,充分維護(hù)客戶(hù)的合法利益,促進(jìn)商業(yè)銀行理財(cái)業(yè)務(wù)的規(guī)范發(fā)展。
[Abstract]:In recent years, the size and quantity of financial products issued by commercial banks have increased by leaps and bounds along with the acceleration of the process of financial disintermediation and interest rate marketization. On the one hand, the financial products of the bank cater to the financial needs of the ordinary investors whose financial consciousness has been improved significantly because of the characteristics that the rate of return is higher than the time deposit and the risk is relatively small. On the other hand, commercial banks can issue financial products savings form loan quota. In addition, commercial banks have strong advantages in customer resources and sales channels, which makes banks have unique conditions in issuing and selling financial products to alleviate the pressure of deposit and loan ratio assessment. Commercial banks do their best to actively use a variety of marketing strategies to strengthen cooperation with insurance companies trust companies and other institutions to issue new financial products in the financial products market fierce competition for customers and funds. Generally speaking, the development of financial management business of commercial banks is as follows: the number and scale of financial products are increasing rapidly; The term structure of financial products is short-term, short-term financial products are popular with customers; the proportion of non-capital preservation products has risen; the average yield of bank financial products has fallen significantly. In recent years, the rapid development of bank financial products can not be separated from the effective marketing of product strategy, price strategy, channel strategy, promotion strategy and brand strategy. But on the one hand, the external marketing environment faced by banks is becoming more and more complex, and the external supervision and restriction are becoming more and more strict. On the other hand, the competition pressure between the business transformation of commercial banks and financial forms is increasing, and the demand of investors is becoming more and more diversified and individualized, all of which put forward higher requirements for the marketing of financial products of commercial banks. This paper uses SW0T analysis method to analyze the advantages, disadvantages and opportunities and threats in the external environment of our commercial banks when they carry out the marketing of financial products, so that the commercial banks can combine their own strengths and weaknesses and seize the opportunities in the external environment. Optimizing and perfecting the marketing management of financial management products has pointed out the direction. Commercial banks still have many problems in the marketing management of financial products, such as market segmentation and target orientation is not accurate, innovation ability is insufficient, product homogeneity is serious, marketing channels of financial products are not diversified enough; Product information disclosure and risk disclosure is not sufficient; financial product marketing personnel quality needs to be improved; financial product after-sales service is not in place; not establishing a real brand image marketing advantage; handling customer complaints and investor interest protection mechanism lag behind. These issues have not only raised concerns about the potential risks of large-scale offerings of wealth management products, but have also drawn high attention from regulators. In order to strengthen the management of the commercial bank's financial management product marketing and effectively control the potential risk of the financial management product, the commercial bank can start with the innovative financial management product design, and strengthen the flow management of the bank's financial management product marketing. Expand new and convenient marketing channels of financial products, perfect the construction of marketing team of financial management products, implement the overall brand image marketing management, establish the mechanism of responding to customer complaints and protecting the rights and interests of investors, and continuously improve the risk management ability of financial products. "the seller has the responsibility" and "sell the right product to the right customer", fully protect the legitimate interests of the customer, and promote the commercial bank financial management business standard development.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.2

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