發(fā)布時(shí)間：2018-06-13 11:47

  本文選題：中信銀行瀏陽(yáng)支行 + 客戶關(guān)系管理　； 參考：《湖南大學(xué)》2012年碩士論文

【摘要】：20世紀(jì)80年代以來(lái)，隨著全球經(jīng)濟(jì)一體化、金融市場(chǎng)自由化和現(xiàn)代信息技術(shù)的不斷發(fā)展，全球銀行業(yè)的制度結(jié)構(gòu)、運(yùn)作模式和競(jìng)爭(zhēng)格局正在經(jīng)歷深刻的變革，競(jìng)爭(zhēng)日趨激烈。誰(shuí)能在競(jìng)爭(zhēng)中勝出，取決于市場(chǎng)上客戶的“選票”，因此銀行競(jìng)爭(zhēng)的焦點(diǎn)集中在對(duì)于客戶的吸引和保持方面。如何界定自己的客戶群體？如何與客戶保持良好的關(guān)系來(lái)實(shí)現(xiàn)“雙贏”，，讓客戶成為商業(yè)銀行重要的戰(zhàn)略資源？在銀行業(yè)激烈競(jìng)爭(zhēng)的今天，客戶關(guān)系成為銀行發(fā)展的重要?jiǎng)恿χ础?本文以中信銀行長(zhǎng)沙瀏陽(yáng)支行（以下簡(jiǎn)稱中信瀏陽(yáng)支行）為對(duì)象，對(duì)中信瀏陽(yáng)支行的客戶關(guān)系管理進(jìn)行了深入分析。首先，從國(guó)內(nèi)外的相關(guān)理論入手，客戶關(guān)系管理理論的相關(guān)概念和發(fā)展，銀行業(yè)客戶關(guān)系管理研究進(jìn)行了綜述。其次，對(duì)中信瀏陽(yáng)支行的客戶關(guān)系管理現(xiàn)狀進(jìn)行分析，并指出目前中信瀏陽(yáng)支行在客戶關(guān)系管理方面存在的問(wèn)題：客戶關(guān)系管理戰(zhàn)略模糊、客戶關(guān)系管理系統(tǒng)不夠完善、客戶經(jīng)理管理存在制度缺陷等。根據(jù)前面兩章的分析，提出了中信瀏陽(yáng)支行客戶關(guān)系管理的優(yōu)化方案，從客戶關(guān)系管理優(yōu)化的總體規(guī)劃、流程優(yōu)化和具體實(shí)施方方面進(jìn)行深入闡述。最后，為保證支行客戶關(guān)系管理優(yōu)化的實(shí)施，本文針對(duì)性地提出從組織機(jī)構(gòu)、企業(yè)文化、營(yíng)銷隊(duì)伍培養(yǎng)、考核體系完善等措施保障方案的實(shí)施，并預(yù)計(jì)了方案的預(yù)期效果。 通過(guò)對(duì)中信瀏陽(yáng)支行的客戶關(guān)系管理研究和相關(guān)方案制定，對(duì)支行的長(zhǎng)遠(yuǎn)發(fā)展有重大的實(shí)際意義，并對(duì)其他從事金融行業(yè)的企業(yè)有一定參考價(jià)值。
[Abstract]:Since 1980s, with the integration of the global economy, liberalization of the financial market and the continuous development of modern information technology, the institutional structure, operation mode and competition pattern of the global banking industry are undergoing profound changes and competition is becoming increasingly fierce. The focus of the focus is on the customer's attraction and retention. How to define its own customer group? How to maintain a good relationship with customers to achieve "win-win" and make customers become the important strategic resources of commercial banks? In the fierce competition of the banking industry, the customer relationship is the source of the important driving force for the development of the bank.
Based on the Changsha Liuyang branch of CITIC Bank (hereinafter referred to as CITIC Liuyang branch), this paper makes an in-depth analysis of the customer relationship management of CITIC Liuyang branch. First, from the relevant theories at home and abroad, the related concepts and development of the customer relationship management theory and the research on the customer relationship management of the banking industry are reviewed. This paper analyzes the present situation of customer relationship management in Liuyang branch, and points out the existing problems in the customer relationship management of CITIC Liuyang branch: the strategy of customer relationship management is vague, the customer relationship management system is not perfect, and the system defects of the customer manager management exist. According to the analysis of the previous two chapters, we put forward the CITIC Liuyang branch guest. In order to ensure the implementation of the optimization of the customer relationship management of the branch, this paper puts forward some measures to guarantee the plan from the organizational structure, the enterprise culture, the training of the marketing team and the improvement of the appraisal system. It is implemented and the expected effect of the scheme is expected.
It is of great practical significance to the long-term development of the branch and has a certain reference value to other enterprises engaged in the financial industry through the research on the customer relationship management and the related plan of the CITIC Liuyang branch.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F274;F832.33

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本文編號(hào)：2013922