本文選題：吉林銀行 + 對公業(yè)務(wù)��； 參考：《吉林大學(xué)》2015年碩士論文

【摘要】：近年來，我國宏觀經(jīng)濟(jì)環(huán)境愈加復(fù)雜多變，金融監(jiān)管政策日趨審慎，金融脫媒速度加快，直接融資比例不斷提高。多方因素對商業(yè)銀行的影響互相疊加，，宏觀經(jīng)濟(jì)告別兩位數(shù)增長，高投資帶動高增長的模式面臨轉(zhuǎn)型，市場有效信貸需求增速放緩，銀行體系風(fēng)險(xiǎn)不斷集聚。同時(shí)，利率市場化意味著利率保護(hù)時(shí)代行將終結(jié)，市場競爭的必然結(jié)果就是“讓利于客戶”，貸款議價(jià)能力趨于下降、負(fù)債成本持續(xù)抬升，息差趨勢性收窄。這種“增速與息差齊降”、“風(fēng)險(xiǎn)與成本同升”的態(tài)勢，標(biāo)志著金融生態(tài)環(huán)境已經(jīng)發(fā)生根本性變化。互聯(lián)網(wǎng)金融浪潮，使銀行的傳統(tǒng)存貸業(yè)務(wù)優(yōu)勢不斷受到挑戰(zhàn)，綜合經(jīng)營也面臨來自信托公司、財(cái)務(wù)公司等非銀行金融機(jī)構(gòu)的競爭。 對公業(yè)務(wù)作為商業(yè)銀行的核心業(yè)務(wù)及最主要的利潤來源，已經(jīng)成為商業(yè)銀行間爭奪的焦點(diǎn)。目前，國內(nèi)商業(yè)銀行對公業(yè)務(wù)營銷模式高度同質(zhì)化，關(guān)系營銷導(dǎo)致營銷成本攀升，預(yù)期未來商業(yè)銀行對公業(yè)務(wù)必將面臨較大規(guī)模的轉(zhuǎn)型，以適應(yīng)日趨嚴(yán)峻的競爭形勢。因而，筆者希望吉林銀行對公業(yè)務(wù)營銷模式轉(zhuǎn)型能夠走在在此輪“轉(zhuǎn)型潮”的前沿，把握環(huán)境變化，通過實(shí)施有效的營銷策略，主動、快速、精準(zhǔn)地推進(jìn)“轉(zhuǎn)型求變”之路。 本文主要依據(jù)現(xiàn)代企業(yè)營銷理論與現(xiàn)代企業(yè)管理的前沿理論，聯(lián)系當(dāng)前金融環(huán)境，結(jié)合吉林銀行對公業(yè)務(wù)的實(shí)際情況進(jìn)行研究。首先客觀分析了吉林銀行對公業(yè)務(wù)的營銷現(xiàn)狀，找出現(xiàn)存的營銷問題。在此基礎(chǔ)上結(jié)合吉林銀行對公業(yè)務(wù)面臨的宏觀環(huán)境與微觀環(huán)境，通過與省內(nèi)同業(yè)銀行對公業(yè)務(wù)營銷差異的分析，運(yùn)用SWOT分析法對吉林銀行對公業(yè)務(wù)的優(yōu)勢與劣勢以及面臨的機(jī)會與威脅進(jìn)行了歸納，進(jìn)而探討對公業(yè)務(wù)如何抓住機(jī)會，利用優(yōu)勢，避免威脅，克服劣勢，以此作為制定對公業(yè)務(wù)營銷策略的根據(jù)之一。 根據(jù)研究分析的結(jié)果，通過STP分析將對公客戶市場進(jìn)行細(xì)分，針對吉林銀行對公業(yè)務(wù)的市場選擇和定位提出自己的建議，繼而運(yùn)用7P策略給出吉林銀行對公業(yè)務(wù)的營銷策略設(shè)計(jì)，為保障營銷策略的順利實(shí)施，分別從營銷組織、風(fēng)險(xiǎn)管理、管理信息系統(tǒng)以及績效考核機(jī)制幾方面建立起較為完備的策略實(shí)施保障。 本文通過分析吉林銀行對公業(yè)務(wù)營銷環(huán)境，結(jié)合吉林銀行實(shí)際提出了相應(yīng)的營銷策略建議，為吉林銀行對公業(yè)務(wù)營銷水平的提升起到了一定的參考與提升作用。
[Abstract]:In recent years, the macroeconomic environment of our country is more complex and changeable, the financial supervision policy is becoming more and more prudent, the speed of financial disintermediation is quickening, and the proportion of direct financing is increasing. The influence of various factors on commercial banks is superimposed, macroeconomic farewell to double-digit growth, high investment driving high growth model facing transformation, market effective credit demand growth rate slowed down, banking system risk is gathering. At the same time, the marketization of interest rate means that the era of interest rate protection is coming to an end. The inevitable result of market competition is "giving profits to customers", loan bargaining power tends to decline, debt cost continues to rise, and interest margin tends to narrow. This kind of "growth rate and interest rate difference fall", "risk and cost rise" situation, marked the financial ecological environment has undergone fundamental changes. The wave of Internet finance has challenged the advantages of traditional deposit and loan business of banks, and comprehensive management is also facing competition from non-bank financial institutions, such as trust companies, financial companies and other non-bank financial institutions. As the core business and the main profit source of commercial banks, public business has become the focus of contention among commercial banks. At present, the marketing mode of domestic commercial banks is highly homogenized, and the marketing cost is rising due to the relationship marketing. It is expected that commercial banks will face a large scale transformation in the future in order to adapt to the increasingly severe competition situation. Therefore, the author hopes that the transformation of Jilin Bank's marketing mode of public business can walk in the front line of this round of "transformation tide", grasp the change of the environment, carry out effective marketing strategy, take the initiative, quickly and accurately promote the road of "transformation and seek change". Based on the modern marketing theory and the frontier theory of modern enterprise management, this paper studies the current financial environment and the actual situation of Jilin Bank's public business. Firstly, this paper objectively analyzes the current situation of Jilin Bank's marketing to the public business, and finds out the existing marketing problems. On this basis, combining with the macro and micro environment that Jilin Bank faces to the public business, through the analysis of the difference of the public business marketing between Jilin Bank and the interbank in the province, This paper summarizes the advantages and disadvantages, opportunities and threats facing Jilin Bank's public business by using SWOT analysis method, and then discusses how to seize the opportunities, utilize the advantages, avoid the threats and overcome the disadvantages. This is one of the bases for formulating marketing strategies for public business. According to the results of the research and analysis, the public customer market will be subdivided through STP analysis, and some suggestions are put forward for Jilin Bank to choose and position the market for the public business. In order to ensure the smooth implementation of the marketing strategy, the author uses the 7P strategy to design the marketing strategy of Jilin Bank. In order to ensure the smooth implementation of the marketing strategy, it separately from the marketing organization, risk management, The management information system and the performance appraisal mechanism have established the relatively complete strategy implementation safeguard. Based on the analysis of the marketing environment of Jilin Bank and the actual situation of Jilin Bank, this paper puts forward the corresponding marketing strategy suggestions, which plays a certain reference and promotion role in the promotion of Jilin Bank's public business marketing level.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F832.33;F274

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