【摘要】：銀行高端客戶服務(wù)是一種專門面向高凈值客戶群體提供的、服務(wù)水平和等級優(yōu)于一般客戶群體的銀行金融服務(wù)的總稱。在服務(wù)過程中將各類金融產(chǎn)品和技術(shù)完美融合在一起,有效體現(xiàn)出產(chǎn)品的高端化和服務(wù)的專業(yè)化水平。 在國外,高端客戶服務(wù)起源較早,現(xiàn)已成為銀行的支柱性業(yè)務(wù)；在國內(nèi),財富管理業(yè)務(wù)正逐步形成體系,資產(chǎn)高凈值群體迅速擴大,為高端客戶市場帶來巨大的發(fā)展空間,中資和外資銀行已經(jīng)將競爭的焦點,轉(zhuǎn)移到高端客戶服務(wù)領(lǐng)域。 本文首先通過對銀行高端客戶服務(wù)發(fā)展的起源及發(fā)展脈絡(luò)進行介紹,運用管理學(xué)中著名的“二八定律”理論闡述了銀行高端客戶服務(wù)對于銀行發(fā)展的意義和價值；然后文章從發(fā)展模式、目標(biāo)客戶、組織架構(gòu)和服務(wù)體系等方面將國內(nèi)銀行高端客戶服務(wù)發(fā)展情況同國外銀行進行了比較,對比分析了國內(nèi)銀行和外資銀行高端客戶服務(wù)的“5P”策略不同之處,以比較分析得出結(jié)論為依據(jù),對我國商業(yè)銀行高端客戶服務(wù)的發(fā)展方向進行了明確；接著,文章以國內(nèi)高端客戶市場現(xiàn)狀為基礎(chǔ),運用了比較分析、數(shù)據(jù)分析等方法對國內(nèi)高端客戶市場的目標(biāo)客戶、市場潛力、客戶類型、資產(chǎn)構(gòu)成和服務(wù)需求進行詳細的分析,為交通銀行LN分行針對客戶需求開展高端客戶服務(wù)提供了市場依據(jù)。 在此基礎(chǔ)上,本文進一步分析了交通銀行LN分行高端客戶服務(wù)的現(xiàn)狀,包括為高端客戶提供的常規(guī)服務(wù)內(nèi)容和增值服務(wù)項目,并從全方位、多角度地分析了該行在高端客戶服務(wù)領(lǐng)域面臨的問題,包括：服務(wù)內(nèi)容同質(zhì)化、服務(wù)體系待完善、品牌認(rèn)知度待提升、產(chǎn)品銷售與客戶服務(wù)的矛盾待解決、人力資源瓶頸等問題。通過分析嘗試提出交通銀行LN分行在高端客戶服務(wù)方面的發(fā)展策略,并在市場定位、營銷策略、渠道策略、人力資源和風(fēng)險防控等方面提出了自己的觀點。
[Abstract]:The bank high-end customer service is a kind of bank financial service which is specially provided to the high net worth customer group and its service level and grade is superior to that of the general customer group. In the process of service, all kinds of financial products and technologies are perfectly integrated together, which effectively reflects the high-end products and the professional level of services. In foreign countries, high-end customer service originated early, and has become a pillar of the bank business; In China, wealth management business is gradually forming a system, the group of high net worth assets is expanding rapidly, which brings huge development space for the high-end customer market. Chinese and foreign banks have shifted the focus of competition to the high-end customer service field. Firstly, this paper introduces the origin and development of the high-end customer service of the bank, and expounds the significance and value of the high-end customer service of the bank for the development of the bank by using the famous "law of two eight" in management. Then the paper compares the development of high-end customer service between domestic banks and foreign banks in terms of development model, target customers, organizational structure and service system. The differences of "5p" strategy between domestic banks and foreign banks in high-end customer service are compared and analyzed. Based on the conclusion of comparative analysis, the development direction of high-end customer service of commercial banks in China is clarified. Then, based on the current situation of domestic high-end customer market, the paper uses comparative analysis, data analysis and other methods to analyze the target customers, market potential, customer types, asset composition and service demand of domestic high-end customer market in detail. For Bank of Communications LN branch to meet the needs of high-end customer service to provide the market basis. On this basis, this paper further analyzes the current situation of high-end customer service in LN Branch of Bank of Communications, including the routine service content and value-added service items for high-end customers, and from all aspects, The problems faced by the bank in the field of high-end customer service are analyzed from many angles, including: homogenization of service content, service system to be improved, brand awareness to be improved, contradiction between product sales and customer service to be resolved, Human resource bottleneck and other problems. This paper tries to put forward the development strategy of LN branch of Bank of Communications in high-end customer service, and puts forward its own views on market positioning, marketing strategy, channel strategy, human resources and risk prevention and control.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F274;F832.33

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