本文選題：公司授信業(yè)務(wù) + 客戶關(guān)系管理�。� 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：近些年，我國銀行業(yè)在改革中求發(fā)展，突破了政策性銀行和專業(yè)銀行的局限性，股份制商業(yè)銀行頻頻成立，對于金融市場來說無疑是增添了新鮮的血液激活了這個龐大的市場，但與此同時也加劇了金融市場的競爭。隨著我國對金融市場的開放，國外銀行業(yè)的先進(jìn)思想與創(chuàng)新能力的正在逐步干預(yù)并影響著我國的金融行業(yè)發(fā)展。引入競爭對于一個行業(yè)來說會促進(jìn)這個行業(yè)的發(fā)展與進(jìn)化，此同時它可能會對現(xiàn)有的金融市場帶來嚴(yán)重的打擊。雖然這只是市場規(guī)律，但如果真的發(fā)展對我國銀行業(yè)的沖擊，所造成的后果是無法想象的。也許正是因?yàn)轭A(yù)見了這樣的結(jié)果，我國雖逐步對外開放了我國的金融市場，但這種開放并沒有完全放開，這就給了我們改革與創(chuàng)新的時間，來應(yīng)對這場腥風(fēng)血雨。 面對國內(nèi)外競爭與壓力，本文立足于A銀行公司類客戶服務(wù)，剖析在公司客戶管理與公司業(yè)務(wù)發(fā)展中存在的問題。尋求提高對現(xiàn)有客戶管理的效率以及對現(xiàn)有客戶提供服務(wù)的改善。對于A銀行來說，公司類業(yè)務(wù)是A銀行利潤貢獻(xiàn)的主體。就目前的形式來看，公司業(yè)務(wù)是A銀行利潤的主要增長點(diǎn)，加強(qiáng)公司類客戶與業(yè)務(wù)服務(wù)的管理對A銀行來說有著相當(dāng)重要的戰(zhàn)略意義。 本文首先介紹了A銀行公司類客戶服務(wù)存在的一些問題，如金融產(chǎn)品滯后無創(chuàng)新，授信業(yè)務(wù)審批流程節(jié)點(diǎn)多，授信業(yè)務(wù)審批時間長，信貸管理系統(tǒng)開發(fā)不完善與實(shí)際發(fā)生業(yè)務(wù)不能有效對接。對外營銷能力不足，不能明確自己的目標(biāo)客戶。針對客戶營銷時由于服務(wù)方案設(shè)計缺乏實(shí)用性，服務(wù)水平不高，造成部分客戶流失。與上級部門溝通不足，導(dǎo)致管理層與執(zhí)行層的思想不能統(tǒng)一造成對客戶的不便�？蛻艚�(jīng)理對自己所管轄的客戶了解不足，不能給客戶提供客戶最需要的服務(wù)與產(chǎn)品，導(dǎo)致客戶與銀行利益不能充分?jǐn)U大。 在解決問題方面，主要梳理信貸業(yè)務(wù)審批與放款的出賬的流程，使之在簡化的同時不影響風(fēng)險的可控性，保證銀行的資金安全性與收益性。對現(xiàn)有客戶進(jìn)行分類，劃分為退出類，壓縮類，維持類與支持類，以方便對客戶的服務(wù)與管理。加強(qiáng)業(yè)務(wù)知識的培訓(xùn)，提高業(yè)務(wù)水平，敢于提出創(chuàng)新方案，加強(qiáng)對本身客戶了解的同時，推進(jìn)客戶關(guān)系營銷，對于優(yōu)勢行業(yè)中的優(yōu)質(zhì)客戶的上下游提供金融鏈?zhǔn)椒⻊?wù)，即掌握了企業(yè)的資金流向，又可使資金在系統(tǒng)內(nèi)循環(huán)形成資金沉淀，增加了對資金監(jiān)管，又提高了存款指標(biāo)。與此同時供應(yīng)鏈?zhǔn)江h(huán)節(jié)中單一環(huán)節(jié)授信額度也降低，企業(yè)運(yùn)營的周轉(zhuǎn)資金需求也相應(yīng)降低，，降低了企業(yè)的財務(wù)費(fèi)用支出。
[Abstract]:In recent years, China's banking industry has sought to develop in the course of reform, breaking through the limitations of policy banks and professional banks, and the joint-stock commercial banks have been set up frequently, which undoubtedly adds fresh blood to the financial market and activates this huge market. But at the same time it also intensified competition in financial markets. With the opening of our country to the financial market, the advanced thought and innovation ability of the foreign banking industry are interfering and influencing the development of our country's financial industry step by step. The introduction of competition will promote the development and evolution of an industry, which may also have a severe impact on the existing financial markets. Although this is only the law of the market, if the development of the impact on China's banking sector, the consequences are unimaginable. Perhaps it is precisely because of such a result that China has gradually opened up its financial market, but the opening up has not been completely liberalized, which gives us the time for reform and innovation to cope with this bloody storm. In the face of competition and pressure at home and abroad, this paper bases on the customer service of bank A company and analyzes the problems existing in the development of customer management and business. Seek to improve the efficiency of existing customer management and service delivery to existing customers. For Bank A, corporate business is the main part of Bank A's profit contribution. At present, corporate business is the main growth point of bank A's profit, and it is very important for bank A to strengthen the management of company customer and business service. This paper first introduces some problems existing in the customer service of bank A company, such as the lack of innovation in financial products, the number of nodes in the approval process of credit business, and the long approval time of credit business. The development of credit management system is not perfect and the actual business can not be effectively docked. Lack of external marketing ability, unable to identify their target customers. Due to the lack of practicability and service level in customer marketing, some customers are lost. Lack of communication with superior departments, resulting in management and executive level thinking is not unified, causing inconvenience to customers. The account manager does not know enough about the customers under his jurisdiction and can not provide the services and products which the customers need most, resulting in the customers and the bank interests can not be fully expanded. In the aspect of solving the problem, the paper mainly combs the flow of credit approval and lending, makes it simple and does not affect the controllability of risk at the same time, so as to ensure the security and profitability of bank funds. The existing customers are classified into exit class, compression class, maintenance class and support class to facilitate customer service and management. Strengthen the training of business knowledge, improve the business level, dare to put forward innovative plans, strengthen the understanding of their own customers, promote customer relationship marketing, and provide financial chain services to the superior customers in the superior industries. It not only grasps the capital flow of the enterprise, but also causes the funds to circulate in the system to form the fund deposit, increases the supervision to the fund, and raises the deposit index. At the same time, the amount of credit granted by a single link in the supply chain is also reduced, and the working capital demand of the enterprise is also reduced accordingly, which reduces the financial expenses of the enterprise.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前4條

1 陳衛(wèi)東;銀行業(yè)的發(fā)展和變革——2000年1000家國際大銀行排名評析[J];國際金融研究;2000年08期

2 甘碧群;傳統(tǒng)營銷面臨新經(jīng)濟(jì)的挑戰(zhàn)[J];南開管理評論;2001年05期

3 陳順殷;;商業(yè)銀行公司業(yè)務(wù)發(fā)展新趨勢及策略[J];農(nóng)村金融研究;2007年05期

4 李浩;股份制商業(yè)銀行對公業(yè)務(wù)發(fā)展問題分析[J];中國金融;2003年11期

本文編號：1911424