本文選題：國有商業(yè)銀行 + 國際業(yè)務(wù)��； 參考：《內(nèi)蒙古大學(xué)》2012年碩士論文

【摘要】：銀行業(yè)國際業(yè)務(wù)的發(fā)展離不開有效的營銷策略,而制定營銷策略的前提就是要了解其營銷環(huán)境。在我國經(jīng)濟(jì)飛速發(fā)展的今天,宏觀上,國際貿(mào)易日益繁榮發(fā)展,銀行業(yè)國際業(yè)務(wù)市場需求迅猛增長；微觀上,外資銀行的進(jìn)駐和國內(nèi)中小銀行的興起,也使國際業(yè)務(wù)市場上的競爭日趨激烈�，F(xiàn)階段,內(nèi)蒙古各國有商業(yè)銀行在國際業(yè)務(wù)領(lǐng)域雖然取得了一定的營銷成果,但也暴露出了一些問題。政策上,內(nèi)蒙古地區(qū)的外匯管理制度亟待完善,人民幣與國際金融市場對(duì)接等方面還缺乏具體操作經(jīng)驗(yàn)；文化習(xí)俗上,邊境地區(qū)長期積累的習(xí)慣,使小額業(yè)務(wù)市場被民間機(jī)構(gòu)所分割；營銷理念上,存在采用統(tǒng)一營銷,忽視地區(qū)差異,欠缺考慮市場內(nèi)外部環(huán)境的問題；市場劃分上,不同地區(qū)市場環(huán)境迥異,有些地區(qū)可能存在大量小額業(yè)務(wù)客戶,而有些地區(qū)則可能存在少數(shù)優(yōu)質(zhì)大額業(yè)務(wù)客戶；產(chǎn)品營銷上,存在銀行產(chǎn)品從屬化、同質(zhì)化,定價(jià)機(jī)制不靈活等。為解決這些問題,本文首先對(duì)國有商業(yè)銀行的國際業(yè)務(wù)進(jìn)行了分析,然后對(duì)內(nèi)蒙古地區(qū)國際業(yè)務(wù)的內(nèi)外部市場進(jìn)行了研究,最后通過SWOT分析法對(duì)國有商業(yè)銀行國際業(yè)務(wù)營銷環(huán)境進(jìn)行了總結(jié)。通過分析,筆者認(rèn)為,內(nèi)蒙古地區(qū)雖然是內(nèi)陸地區(qū),但經(jīng)濟(jì)發(fā)展強(qiáng)勁,外商投資環(huán)境逐步加強(qiáng),國際貿(mào)易企業(yè)不斷增多,國際業(yè)務(wù)發(fā)展?jié)摿薮�；同時(shí)外資銀行的進(jìn)入,國內(nèi)同業(yè)競爭,人才儲(chǔ)備不足等都使得國有商業(yè)銀行面臨著極大的挑戰(zhàn),但總體上機(jī)遇大于挑戰(zhàn)。本文認(rèn)為,內(nèi)蒙古各國有商業(yè)銀行要針對(duì)內(nèi)蒙古地區(qū)的營銷環(huán)境,制定正確的營銷策略,適應(yīng)地區(qū)市場環(huán)境,以便更好更快地促進(jìn)內(nèi)蒙古地區(qū)國有商業(yè)銀行國際業(yè)務(wù)的持續(xù)、快速、健康發(fā)展。
[Abstract]:The development of banking international business can not be separated from effective marketing strategy, and the premise of formulating marketing strategy is to understand its marketing environment. With the rapid economic development of our country today, macroscopically, the international trade is booming day by day, the international business market demand of the banking industry is growing rapidly, the microcosmic, the foreign capital bank's presence and the domestic small and medium-sized bank's rise, It also makes the international business market increasingly competitive. At present, the state-owned commercial banks in Inner Mongolia have made some achievements in the field of international business, but also exposed some problems. In terms of policy, the foreign exchange management system in Inner Mongolia is in urgent need of improvement, and the RMB and international financial markets still lack specific operational experience. The small business market is divided by the private organizations; the marketing concept is to adopt unified marketing, ignore regional differences, and lack of consideration of the internal and external market environment; in the market division, the market environment is very different in different regions. In some areas there may be a large number of small business customers while in some areas there may be a small number of high quality and large business customers. In product marketing there are banking product subordination homogenization and inflexible pricing mechanism. In order to solve these problems, this paper first analyzes the international business of state-owned commercial banks, and then studies the internal and external market of international business in Inner Mongolia. Finally, the paper summarizes the international marketing environment of state-owned commercial banks by SWOT analysis. Through analysis, the author believes that although Inner Mongolia is an inland region, the economic development is strong, the foreign investment environment is gradually strengthened, the international trade enterprises are increasing, and the development potential of international business is huge. At the same time, the entry of foreign banks, Domestic competition and talent reserve make the state-owned commercial banks face great challenges, but the opportunities are larger than the challenges. This paper holds that the state-owned commercial banks in Inner Mongolia should formulate the correct marketing strategy and adapt to the regional market environment in order to promote the international business continuity of the state-owned commercial banks in Inner Mongolia better and faster. Rapid and healthy development.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.33

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