本文選題：營(yíng)銷策略 + 經(jīng)營(yíng)模式�。� 參考：《吉林大學(xué)》2012年碩士論文

【摘要】：20世紀(jì)90年代以來(lái)，隨著經(jīng)一體化、金融全球化的發(fā)展，中國(guó)國(guó)有商業(yè)銀行競(jìng)爭(zhēng)力逐步提高，其獲取競(jìng)爭(zhēng)能力的途徑也逐漸從依靠產(chǎn)品和服務(wù)競(jìng)爭(zhēng)向依靠營(yíng)銷策略競(jìng)爭(zhēng)轉(zhuǎn)化。然而，中國(guó)銀行以中國(guó)銀行吉林省分行為例，其現(xiàn)行的營(yíng)銷策略以及指定其所依靠的營(yíng)銷模式均存在較大問(wèn)題，導(dǎo)致其在區(qū)域內(nèi)同業(yè)中市場(chǎng)競(jìng)爭(zhēng)力不足、同業(yè)重點(diǎn)指標(biāo)考核排名靠后，盈利能力和收益水平低下。 本文以中國(guó)銀行吉林省分行現(xiàn)行營(yíng)銷策略和營(yíng)銷模式為研究背景，從實(shí)際出發(fā)，通過(guò)理論研究與實(shí)證分析相結(jié)合以及對(duì)比分析的方法，，剖析其現(xiàn)行營(yíng)銷策略存在的問(wèn)題，通過(guò)對(duì)各類營(yíng)銷模式問(wèn)題深入研究，調(diào)整制定適合其區(qū)域市場(chǎng)環(huán)境、以及中國(guó)銀行獨(dú)有企業(yè)文化和經(jīng)營(yíng)特點(diǎn)的營(yíng)銷策略，以期提高其市場(chǎng)競(jìng)爭(zhēng)力，解決目前其在同業(yè)沖擊下存在的營(yíng)銷理論和實(shí)踐脫節(jié)的問(wèn)題，使其營(yíng)銷管理精細(xì)化、綜合收益最大化。 本文的結(jié)構(gòu)包括緒論、中國(guó)銀行吉林省分行現(xiàn)行營(yíng)銷策略和問(wèn)題、中國(guó)銀行吉林省分行營(yíng)銷模式分析以及營(yíng)銷策略調(diào)整思路、營(yíng)銷策略調(diào)整的制度保障等四章內(nèi)容。在第一章緒論中主要介紹了課題的研究背景、研究意義以及研究思路和文章結(jié)構(gòu)安排；在第二章主要通過(guò)中國(guó)銀行吉林省分行2011年重點(diǎn)指標(biāo)區(qū)域內(nèi)五大行評(píng)比排名情況論證其現(xiàn)行營(yíng)銷策略下市場(chǎng)競(jìng)爭(zhēng)力不足的問(wèn)題，分析現(xiàn)行營(yíng)銷策略的優(yōu)勢(shì)和劣勢(shì)，指出現(xiàn)行營(yíng)銷策略存在的主要問(wèn)題；第三章中指出中國(guó)銀行吉林省分行現(xiàn)行營(yíng)銷策略各項(xiàng)理論所依據(jù)的營(yíng)銷模式存在的主要問(wèn)題及調(diào)整方向，包括客戶定位、產(chǎn)品營(yíng)銷、營(yíng)銷組合、業(yè)務(wù)創(chuàng)新、服務(wù)渠道等；第四章從服務(wù)延伸和精細(xì)化管理的拓展、激勵(lì)機(jī)制和制度保障、搭建員工晉升平臺(tái)等三方面制度的制定保障調(diào)整后營(yíng)銷策略得以順利實(shí)施。文章中提出了客戶細(xì)分的具體策略，包括客戶差異化服務(wù)、分級(jí)理論、客戶加分晉級(jí)措施；還提出了客戶經(jīng)理負(fù)責(zé)制等客戶精細(xì)化管理理論，從甄選客戶、認(rèn)領(lǐng)客戶到延伸服務(wù)都提出了具體措施，提出通過(guò)追蹤服務(wù)來(lái)細(xì)化服務(wù)渠道定位，有針對(duì)性地引導(dǎo)客戶、發(fā)展客戶，適時(shí)地制定適合客戶的金融服務(wù)方案，以此拓展與客戶業(yè)務(wù)合作的空間，夯實(shí)客戶基礎(chǔ)，與此同時(shí)，提高我行業(yè)務(wù)人員的營(yíng)銷能力和服務(wù)水平；文中為確保營(yíng)銷策略的順利實(shí)施還從激勵(lì)機(jī)制和保障制度上細(xì)化了崗位分工和崗位定位，對(duì)吉林省中行一線服務(wù)的各崗位職責(zé)分工和考核機(jī)制做了細(xì)致研究，并提出了打開(kāi)一線員工晉升通道的獎(jiǎng)勵(lì)機(jī)制，提出對(duì)于營(yíng)銷業(yè)績(jī)突出的員工，可以在中層崗位競(jìng)聘中突破工作年限等限定性要求，并在競(jìng)聘中增加業(yè)績(jī)分等激勵(lì)機(jī)制。
[Abstract]:Since the 1990s, with the development of economic integration and financial globalization, the competitiveness of Chinese state-owned commercial banks has been gradually improved, and the way of obtaining competitive power has gradually changed from relying on product and service competition to relying on marketing strategy competition.However, taking the Bank of China Jilin Branch as an example, its current marketing strategy and the marketing model on which it is designated have great problems, which leads to its lack of market competitiveness in the same region.Peer key indicators to assess the ranking on the back, profitability and income level is low.This paper takes the current marketing strategy and marketing model of Bank of China Jilin Branch as the research background, from the reality, through the combination of theoretical research and empirical analysis and comparative analysis, analyzes the existing problems of its current marketing strategy.Through the in-depth study of various marketing models, the author adjusts and formulates marketing strategies suitable for its regional market environment, as well as the unique corporate culture and management characteristics of the Bank of China, in order to improve its market competitiveness.To solve the problem of disconnection between marketing theory and practice under the impact of the same trade, to make its marketing management fine and comprehensive income maximized.The structure of this paper includes the introduction, the current marketing strategy and problems of Bank of China Jilin Branch, the analysis of the marketing mode of Bank of China Jilin Province Branch, the thinking of marketing strategy adjustment, and the system guarantee of marketing strategy adjustment.In the first chapter, the introduction mainly introduces the research background, research significance, research ideas and the structure of the article;In the second chapter, the author analyzes the advantages and disadvantages of the current marketing strategy by comparing the status of the five major banks in the key index region of the Bank of China Jilin Province Branch in 2011 to prove the lack of market competitiveness under the current marketing strategy.It points out the main problems existing in the current marketing strategy, and points out the main problems and adjustment directions of the current marketing strategy theories of Bank of China Jilin Province Branch, including customer orientation, product marketing, and so on.The fourth chapter is about the expansion of service extension and meticulous management, incentive mechanism and system guarantee, and the establishment of employee promotion platform. After the adjustment, the marketing strategy can be carried out smoothly.In this paper, the specific strategies of customer segmentation are put forward, including customer differentiation service, grading theory, customer promotion measures, customer manager responsibility system and so on, so as to select customers.The claim customer to the extension service has proposed the concrete measure, proposed through the tracing service refines the service channel localization, has the pertinence guidance customer, develops the customer, timely formulates the suitable customer financial service plan,In order to expand the space of business cooperation with customers, tamper the customer base, at the same time, improve our bank business personnel's marketing ability and service level;In order to ensure the smooth implementation of the marketing strategy, it also refines the job division and position from the incentive mechanism and the security system, and makes a detailed study on the division of duties and assessment mechanism of the front-line service of the Bank of China in Jilin Province.It also puts forward the incentive mechanism to open the promotion channel of front-line staff, and puts forward that the employees with outstanding marketing achievements can break through the limited requirements of working years in the competition for middle-level posts, and increase the incentive mechanism of performance grading in the competitive recruitment.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

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