本文選題：商業(yè)銀行 + 客戶關(guān)系管理��； 參考：《昆明理工大學(xué)》2014年碩士論文

【摘要】：由于金融系統(tǒng)開放、信息科技飛速發(fā)展、同業(yè)競爭日益加劇、銀行產(chǎn)品服務(wù)多樣化與同質(zhì)化共同決定了個(gè)人客戶業(yè)務(wù)(以下簡稱“個(gè)業(yè)”)重要的戰(zhàn)略地位,其發(fā)展的好壞已經(jīng)成為評判一家銀行的重要考量因素。I銀行LJ分行(以下簡“LJ分行”)作為一家成立較早的國有商業(yè)銀行,它的個(gè)人客戶關(guān)系管理問題在同類銀行中具有代表性。隨著國內(nèi)大型銀行的進(jìn)一步規(guī)�；l(fā)展、大量外資銀行的涌入,雖然LJ分行在成立初期經(jīng)歷了快速的成長階段,但由于缺乏明確的經(jīng)營定位和特色化服務(wù)經(jīng)營,近些年LJ分行面臨著前所未有的競爭壓力。 本文的研究旨在幫助LJ分行挖掘自身特色、把握發(fā)展機(jī)遇,建立并實(shí)施適合其自身發(fā)展特點(diǎn)的客戶關(guān)管理模式,進(jìn)而打造自己的業(yè)務(wù)核心競爭力,走出個(gè)人客戶業(yè)務(wù)發(fā)展困境。 在如今國內(nèi)外大型銀行建立起“以客戶為中心”的先進(jìn)服務(wù)理念,憑借全面實(shí)施客戶關(guān)系管理開展個(gè)人客戶業(yè)務(wù)市場爭奪的背景下,LJ分行卻由于管理理念陳舊、資金及技術(shù)等障礙因素導(dǎo)致客戶關(guān)系管理起步較晚,造成其在個(gè)人客戶業(yè)務(wù)CRM方面存在著如客戶拓展乏力、資產(chǎn)結(jié)構(gòu)不佳、客戶忠誠度不高等諸多客戶關(guān)系管理問題。 本文中,筆者立足于LJ分行,從LJ分行的個(gè)人客戶業(yè)務(wù)CRM問題入手,通過借助經(jīng)典經(jīng)濟(jì)學(xué)模型、數(shù)據(jù)分析等方法,從成本、需求兩個(gè)方面剖析造成客戶關(guān)系管理問題的原因所在。此外,通過列舉國內(nèi)外銀行業(yè)客戶關(guān)系管理運(yùn)用實(shí)例、深入分析LJ分行的經(jīng)營環(huán)境與發(fā)展機(jī)遇,幫助LJ分行找到了一套有效的、能提升其核心競爭力的個(gè)人客戶業(yè)務(wù)CRM改進(jìn)措施。這套改進(jìn)方案對于同樣處于資金及技術(shù)弱勢的區(qū)域性分行具有一定的借鑒意義。
[Abstract]:With the opening of the financial system, the rapid development of information technology and the increasing competition among the banks, the diversification and homogeneity of banking products and services jointly determine the important strategic position of individual customer business (hereinafter referred to as "individual industry").Its development has become an important consideration in judging a bank. Bank LJ branch (hereinafter referred to as "LJ branch") as an earlier state-owned commercial bank,Its personal customer relationship management problems are representative of the same kind of banks.With the further development of large domestic banks and the influx of a large number of foreign banks, although the LJ branch has experienced a rapid growth stage in the initial stage of its establishment, but due to the lack of a clear business orientation and characteristic service management,In recent years, LJ branch is facing unprecedented competitive pressure.The purpose of this paper is to help LJ branch to tap its own characteristics, grasp the development opportunities, establish and implement the customer management model suitable for its own development characteristics, and then build its own business core competitiveness, and get out of the plight of personal customer business development.Under the background that large banks at home and abroad have established "customer-centered" advanced service concept and carried out individual customer business market competition with the comprehensive implementation of customer relationship management, LJ branch has been outmoded because of the outdated management concept.The obstacle factors such as capital and technology lead to the late start of customer relationship management (CRM), which leads to many customer relationship management problems in CRM, such as weak customer expansion, poor asset structure, low customer loyalty and so on.In this paper, based on the LJ branch, the author starts with the CRM problem of personal customer business in LJ branch, by means of classical economic model, data analysis and other methods, from the cost,Two aspects of demand analysis of customer relationship management problems caused by the reasons.In addition, through enumerating the domestic and foreign banking customer relationship management application examples, in-depth analysis of the operating environment and development opportunities of LJ branch, to help LJ branch to find a set of effective,Personal customer business CRM improvement measures that can enhance its core competitiveness.This set of improvement scheme is also in the capital and technical weakness of regional branches have certain reference significance.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.2

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