【摘要】：全球的經(jīng)濟變化以及國內(nèi)經(jīng)濟市場的變遷，給我國區(qū)域性商業(yè)銀行的生存發(fā)展帶來了巨大的挑戰(zhàn)。客戶是商業(yè)銀行經(jīng)營發(fā)展的生命線，客戶關系的建立與維護有助于保障銀行的客戶資源，從而為銀行獲利奠定基礎。重點客戶是銀行客戶中創(chuàng)造較大價值的客戶群體，對銀行而言尤為重要。對銀行重點客戶關系管理的研究將有利于指導吉林銀行客戶關系維持及營銷策略的制定，從而提高吉林銀行的市場競爭力。 本研究首先對吉林銀行重點客戶關系管理的現(xiàn)狀進行了闡述。由于市場經(jīng)濟、企業(yè)管理、人力資源等綜合因素的影響，目前吉林銀行重點客戶關系管理方面存在了一些影響其客戶關系和經(jīng)濟效益制約因素，包括平臺功能的缺失，管理流于表面，營銷缺乏針對性，產(chǎn)品選擇單一，客戶交流不足和管理形式單一。本研究對這些問題進行了分析，并進一步討論了產(chǎn)生這些問題的原因，比如領導層對重點客戶關系管理的重視程度不足、銀行內(nèi)部的組織結構尚不健全、人力方面的隊伍建設存在滯后現(xiàn)象、銀行內(nèi)部運行機制不完善、營銷方面的市場策略針對性不強等，希望通過這些分析總結為吉林銀行重點客戶關系管理的優(yōu)化提供方向和指導意見。 客戶對銀行的認可與否不僅取決于銀行面向客戶的宣傳力度和營銷策略，同時也受到銀行的自身文化、內(nèi)部運行狀況等綜合因素的影響。內(nèi)部的優(yōu)化是銀行品牌形象樹立的根本，外部營銷策略的整合是銀行將自身推廣至客戶的保障。因此，本研究認為，吉林銀行重點客戶關系管理策略的制訂應充分考慮內(nèi)部管理和外部營銷雙方面因素，需從內(nèi)部管理策略和外部市場策略兩個方面進行策略分析。 內(nèi)部管理策略方面，應從戰(zhàn)略、組織架構、管理機制、輔助工具及管理思路五方面入手：（1）戰(zhàn)略角度，應將客戶關系管理提上戰(zhàn)略層面；（2）組織架構上，應加強內(nèi)部組織和員工隊伍建設；（3）管理機制上，應健全重點客戶關系管理的運行機制；（4）輔助工具上，應創(chuàng)新重點客戶關系管理平臺建設；（5）管理思路方面，應加強重點客戶的開發(fā)與深度管理。 市場策略方面，應從市場細分、產(chǎn)品創(chuàng)新、網(wǎng)絡建設和客戶溝通四方面入手：（1）市場細分方面，應重視客戶識別與歸類營銷；（2）產(chǎn)品創(chuàng)新方面，應重視產(chǎn)品的差異化競爭；（3）網(wǎng)絡建設方面，應深化網(wǎng)點的經(jīng)營與客戶交流；（4）客戶溝通方面，應加強對重點客戶的激勵及業(yè)務合作。 總之，根據(jù)營銷學中著名的“二八”法則，20%的重點客戶將創(chuàng)造銀行約80%的利潤，對于吉林銀行而言，重點客戶關系管理的工作任重而道遠。對吉林銀行而言，不僅要不斷的探索和發(fā)掘更新、更好的方法，為提高銀行效益、擴大經(jīng)營努力；還要進一步對各策略進行深入分析，制訂出相應的操作計劃，并建立監(jiān)督部門進行執(zhí)行情況的考查與評價，將工作落到實處，這樣才能真正意義上為吉林銀行贏得更大的經(jīng)營利潤和更高的市場份額。
[Abstract]:The global economic changes and the changes in the domestic economic market have brought great challenges to the survival and development of the regional commercial banks in China. Customers are the lifelines of the commercial banks' management and development. The establishment and maintenance of customer relations will help to guarantee the bank's customer resources, thus laying the foundation for the bank's profit. The key customers are the bank customers. It is particularly important for the bank to create a large value customer group. The research on the key customer relationship management of the bank will help guide the maintenance of Jilin bank's customer relationship and the formulation of marketing strategy, so as to improve the market competitiveness of the Jilin bank.
This study first expounds the current situation of the key customer relationship management in Jilin bank. Due to the influence of market economy, enterprise management, human resources and other comprehensive factors, there are some restrictive factors affecting the customer relationship and economic benefits in Jilin bank's key customer relationship management, including the lack of platform function and management flow. On the surface, the marketing lacks pertinence, the product selection is single, the customer communication is insufficient and the management form is single. This study analyzes these problems and further discusses the reasons for these problems, such as the lack of attention to the key customer relationship management, the unsound organizational structure inside the bank and the human aspects. The construction of the team is lagging behind, the internal operation mechanism of the bank is not perfect, the marketing strategy is not pertinent and so on. Through these analysis, we hope to provide the direction and guidance for the optimization of the key customer relationship management of the Bank of Jilin.
The recognition of the customer to the bank not only depends on the bank's publicity and marketing strategy for the customers, but also by the comprehensive factors such as the bank's own culture and the internal running condition. The internal optimization is the fundamental of the bank brand image, and the integration of the external marketing strategy is the guarantee of the bank's extension to the customer. This study suggests that the strategy of key customer relationship management in Jilin bank should fully consider both internal management and external marketing factors, which should be analyzed from two aspects: internal management strategy and external market strategy.
In the aspects of internal management strategy, we should start with five aspects: strategy, organizational structure, management mechanism, auxiliary tools and management ideas: (1) strategic perspective, customer relationship management should be put on the strategic level; (2) organizational structure, should strengthen the construction of internal organization and staff team; (3) management mechanism, should improve the key customer relationship management operating machine. System; (4) the key customer relationship management platform should be innovated on the auxiliary tools; (5) the management of ideas should focus on the development and deep management of key customers.
In the market strategy, we should start with four aspects of market segmentation, product innovation, network construction and customer communication: (1) market segmentation, we should pay attention to customer recognition and classification marketing; (2) product innovation, should pay attention to product differentiation competition; (3) network construction side, should deepen the network management and customer communication; (4) customer communication party We should strengthen the incentive and business cooperation for key customers.
In a word, according to the famous "28" law in marketing, 20% of the key customers will create about 80% of the profit of the bank. For the Bank of Jilin, the work of key customer relationship management is a long way to go. For the Jilin bank, it is not only to explore and discover the renewal and better methods, but also to improve the efficiency of the bank and expand the operation effort. We should further analyze the strategies, formulate the corresponding operation plans, and establish the supervision departments to carry out the examination and evaluation of the implementation situation, and put the work into reality. In this way, a greater profit and higher market share will be won for the Bank of Jilin.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F832.33

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