本文選題：商業(yè)銀行　切入點(diǎn)：客戶經(jīng)理　出處：《南京師范大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國(guó)金融體制改革的不斷深入,商業(yè)銀行的發(fā)展面臨著越來(lái)越多的危機(jī)和挑戰(zhàn),這些危機(jī)和挑戰(zhàn)使得銀行之間的競(jìng)爭(zhēng)日趨激烈,而銀行的競(jìng)爭(zhēng)更多的還是營(yíng)銷和服務(wù)的競(jìng)爭(zhēng),只有營(yíng)銷和服務(wù)才是搶占市場(chǎng)份額的制勝法寶。客戶經(jīng)理作為營(yíng)銷和服務(wù)的排頭兵,承擔(dān)著市場(chǎng)公關(guān)和溝通服務(wù)的重要角色,但部分國(guó)內(nèi)商業(yè)銀行客戶經(jīng)理管理團(tuán)隊(duì)薪酬管理缺乏科學(xué)性,直接影響了客戶經(jīng)理隊(duì)伍的長(zhǎng)期、穩(wěn)定發(fā)展,進(jìn)而影響了商業(yè)銀行市場(chǎng)營(yíng)銷的核心競(jìng)爭(zhēng)力。本文采用搜集文獻(xiàn)材料、實(shí)地調(diào)研、問(wèn)卷調(diào)查、經(jīng)驗(yàn)總結(jié)等研究方法,在現(xiàn)有薪酬理論、績(jī)效考核方法理論的基礎(chǔ)上,結(jié)合Z銀行天長(zhǎng)支行現(xiàn)有的相關(guān)數(shù)據(jù)和資料,分析Z銀行天長(zhǎng)支行因管理方法老套、改革辦法匱乏和領(lǐng)導(dǎo)不重視等方面的原因?qū)е铝丝蛻艚?jīng)理薪酬激勵(lì)不足、定性考核存在主觀性、部分關(guān)鍵績(jī)效指標(biāo)缺失以及部分產(chǎn)品考核的價(jià)值導(dǎo)向不明確等問(wèn)題。本文的研究成果主要有：改進(jìn)Z銀行天長(zhǎng)支行客戶經(jīng)理崗位薪酬體系,確定客戶經(jīng)理薪酬以崗定薪、以能定資、以績(jī)定獎(jiǎng)、崗變薪變的基本原則,對(duì)客戶經(jīng)理團(tuán)隊(duì)進(jìn)行薪酬等級(jí)管理,從而提升薪酬體系的激勵(lì)作用；改進(jìn)Z銀行天長(zhǎng)支行客戶經(jīng)理定性考核體系,對(duì)客戶經(jīng)理的工作態(tài)度、工作責(zé)任和工作質(zhì)量進(jìn)行360。全視角考評(píng),重點(diǎn)對(duì)崗位責(zé)任制落實(shí)情況進(jìn)行考核；改進(jìn)Z銀行天長(zhǎng)支行客戶經(jīng)理關(guān)鍵績(jī)效考核體系,優(yōu)化關(guān)鍵指標(biāo)定量考核指標(biāo),完善不良貸款清收定量考核,建立優(yōu)質(zhì)客戶推介利益分配機(jī)制,使得客戶經(jīng)理工作的價(jià)值導(dǎo)向更加明確。
[Abstract]:With the deepening of China's financial system reform, the development of commercial banks is facing more and more crises and challenges. These crises and challenges make the competition between banks become increasingly fierce. But the competition of banks is more the competition of marketing and service. Only marketing and service is the magic weapon to win the market share. As the vanguard of marketing and service, the account manager plays an important role in the market public relations and communication service. However, in some domestic commercial banks, the salary management of the customer manager management team is not scientific enough, which directly affects the long-term and stable development of the customer manager team. Then it affects the core competitiveness of commercial bank marketing. This paper adopts the methods of collecting literature, field investigation, questionnaire investigation, experience summary and so on, on the basis of the existing salary theory, performance appraisal method theory, etc. Based on the existing data and data of Tianchang Branch of Z Bank, this paper analyzes the reasons of the lack of management methods, the lack of reform methods and the lack of attention paid by the leaders to the lack of compensation incentives for account managers. There are some problems in qualitative evaluation, such as subjectivity, lack of some key performance indicators and unclear value orientation of some products. The main research results of this paper are as follows: improving the salary system of customer manager in Tianchang Branch of Z Bank, Make sure that the salary of customer manager is fixed by the post, that is to say, to determine the salary, to decide the award by the achievement, to change the salary on the post, to manage the salary grade to the team of the customer manager, so as to enhance the incentive effect of the compensation system; Improve the qualitative examination system of customer manager of Tianchang Sub-Branch of Z Bank, and evaluate the working attitude, responsibility and quality of the customer manager from a full perspective, with emphasis on the implementation of the post responsibility system; Improve the key performance appraisal system of customer manager of Tianchang Sub-Branch of Z Bank, optimize the quantitative assessment index of key index, perfect the quantitative assessment of non-performing loan collection, establish the mechanism of distribution of high quality customer referral benefits, Make the value orientation of the work of account manager more clear.
【學(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F832.33;F272.92

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