本文選題：網(wǎng)點轉(zhuǎn)型　切入點：綜合化　出處：《吉林大學》2013年碩士論文　論文類型：學位論文

【摘要】：中國建設(shè)銀行股份有限公司吉林省分行（以下簡稱：建行吉林省分行）做為中國建設(shè)銀行總行直屬的一級分行，一直以來致力于為轄內(nèi)客戶提供優(yōu)質(zhì)、高效、便捷和具有市場領(lǐng)先優(yōu)勢的金融產(chǎn)品和服務(wù)，在同業(yè)中率先實施和推廣零售網(wǎng)點一二代轉(zhuǎn)型工作，促進了網(wǎng)點從傳統(tǒng)的“交易核算”、“以產(chǎn)品為中心”和“同質(zhì)化服務(wù)”向現(xiàn)代的“營銷服務(wù)”、“以客戶為中心”和“差別化服務(wù)”轉(zhuǎn)變，提升了網(wǎng)點的綜合競爭力。 但是隨著宏觀經(jīng)濟環(huán)境和監(jiān)管政策的轉(zhuǎn)變，特別是受利率市場化步伐漸行漸近、中間業(yè)務(wù)增長面臨挑戰(zhàn)、外部中小股份制銀行快速涌入以及本地城市（農(nóng)村）商業(yè)銀行紛紛掛牌成立等內(nèi)外部因素的影響，各家商業(yè)銀行固有的經(jīng)營地盤和市場地位正在發(fā)生快速的轉(zhuǎn)變；非銀行金融機構(gòu)的跨區(qū)經(jīng)營和大數(shù)據(jù)時代互聯(lián)網(wǎng)企業(yè)的跨界服務(wù)也在積極探索推進，并已經(jīng)滲透到了傳統(tǒng)銀行的部分業(yè)務(wù)邊界，影響了客戶的服務(wù)理念、營銷方式和盈利模式，并注定在可預(yù)見的未來改變著整個金融行業(yè)的生態(tài)環(huán)境。基于此，各家商業(yè)銀行立足實際，紛紛調(diào)整經(jīng)營發(fā)展戰(zhàn)略，在客戶服務(wù)策略方面，利用信息技術(shù)，加大資源投入和考核力度，挖掘客戶需求，重塑服務(wù)流程，拓展服務(wù)內(nèi)容，積極搶占市場份額。面對新的復(fù)雜的競爭環(huán)境，如何重新審視當前銀行營銷和客戶關(guān)系管理的各個維度，制定領(lǐng)先的客戶服務(wù)策略，提升現(xiàn)有營銷服務(wù)水平，提升客戶滿意度，以保證在銀行業(yè)競爭中處于優(yōu)勢地位，在金融業(yè)發(fā)展中占據(jù)主導地位，是一個重大深遠的課題。 本文重點以建行吉林省分行零售銀行業(yè)務(wù)為例，著重對其一二代轉(zhuǎn)型后客戶服務(wù)策略進行實證研究，通過固化網(wǎng)點轉(zhuǎn)型經(jīng)驗成果，落實綜合化經(jīng)營發(fā)展戰(zhàn)略，進一步提升客戶滿意度和忠誠度，打造網(wǎng)點“三代轉(zhuǎn)型”，增強網(wǎng)點的核心競爭力，最終實現(xiàn)網(wǎng)點可持續(xù)發(fā)展。在文章結(jié)構(gòu)上，首先通過建行營業(yè)網(wǎng)點發(fā)展戰(zhàn)略的背景介紹，引出對建行吉林省分行零售業(yè)務(wù)客戶服務(wù)現(xiàn)狀的探討，并對其進行評價，旨在發(fā)現(xiàn)并提出問題；其次，圍繞核心問題，分析零售業(yè)務(wù)客戶服務(wù)現(xiàn)狀的具體成因。最后，針對這些具體原因，結(jié)合建設(shè)銀行營業(yè)網(wǎng)點綜合化發(fā)展戰(zhàn)略，分別在客戶營銷、產(chǎn)品推介、服務(wù)流程和隊伍建設(shè)等方面進行多維度的規(guī)劃設(shè)計，在企業(yè)級層面上，制定并實施全方位的客戶服務(wù)策略，旨在解決這些問題。
[Abstract]:China Construction Bank Co., Ltd. Jilin Branch (hereinafter referred to as China Construction Bank Jilin Branch), as a branch directly under the head office of China Construction Bank, has been committed to providing quality and efficiency for customers within its jurisdiction. Convenient and market-leading financial products and services are the first in the industry to implement and promote the transformation of retail outlets of the first and second generation. It has promoted the transformation from traditional "transaction accounting", "product-centered" and "homogenized service" to modern "marketing service", "customer-centered" and "differential service", thus enhancing the comprehensive competitiveness of the network. However, with the change of macroeconomic environment and regulatory policy, especially due to the gradual pace of interest rate liberalization, the growth of intermediate business is facing challenges. The internal and external factors such as the rapid influx of small and medium-sized external joint-stock banks and the establishment of local urban (rural) commercial banks have brought about a rapid change in the inherent operation site and market position of each commercial bank. The cross-regional management of non-bank financial institutions and the cross-border service of Internet enterprises in big data era are also actively exploring and advancing, and have infiltrated part of the business boundary of traditional banks, which has affected the service concept, marketing mode and profit model of customers. And destined to change the ecological environment of the entire financial industry in the foreseeable future. Based on this, commercial banks have adjusted their management and development strategies one after another, using information technology in terms of customer service strategies. Increase resource input and assessment, tap customer needs, reshape service processes, expand service content, actively seize market share, and face the new complex competitive environment, How to re-examine the current banking marketing and customer relationship management dimensions, formulate leading customer service strategies, improve the existing level of marketing services, enhance customer satisfaction, in order to ensure the banking industry in the competition in an advantageous position, Occupies the leading position in the financial industry development, is an important and profound topic. This paper focuses on the retail banking business of China Construction Bank Jilin Branch as an example, focuses on the empirical study of customer service strategy after the first and second generation transformation, and implements the comprehensive management development strategy by solidifying the empirical results of network transformation. To further enhance customer satisfaction and loyalty, create a network "three generations of transformation", enhance the core competitiveness of the network, and ultimately achieve the sustainable development of the network. In the article structure, first of all, through the CCB business network development strategy background, This paper discusses the current situation of retail customer service in Jilin Branch of China Construction Bank, and evaluates it in order to find and raise problems. Secondly, it analyzes the specific causes of customer service status of retail business around the core issues. In view of these specific reasons, combined with the comprehensive development strategy of China Construction Bank's business outlets, the multi-dimensional planning and design of customer marketing, product promotion, service flow and team building are carried out respectively at the enterprise level. Develop and implement a comprehensive customer service strategy aimed at solving these problems.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.2;F274

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