【摘要】：CRM作為衡量銀行經(jīng)營(yíng)管理水平的重要標(biāo)志之一，對(duì)培養(yǎng)工商銀行核心競(jìng)爭(zhēng)力具有重大作用。當(dāng)前，工商銀行在中面臨一些前所未有的挑戰(zhàn)：世界經(jīng)濟(jì)一體化進(jìn)程和外資銀行的涌入，使其面對(duì)復(fù)雜的經(jīng)營(yíng)環(huán)境和日益激烈的行業(yè)競(jìng)爭(zhēng)；當(dāng)代客戶的需求呈現(xiàn)出個(gè)性化和低穩(wěn)定性的特征。為了幫助銀行應(yīng)對(duì)新的挑戰(zhàn)，提升其客戶關(guān)系管理能力，有必要將工商銀行內(nèi)部?jī)r(jià)值鏈與客戶價(jià)值鏈進(jìn)行整合，構(gòu)建工商銀行CRM整合價(jià)值鏈，進(jìn)而達(dá)到控制經(jīng)營(yíng)風(fēng)險(xiǎn)和構(gòu)建競(jìng)爭(zhēng)優(yōu)勢(shì)的目標(biāo)。 在對(duì)CRM和價(jià)值鏈相關(guān)文獻(xiàn)進(jìn)行系統(tǒng)梳理的基礎(chǔ)上，探析構(gòu)建工商銀行CRM整合價(jià)值鏈模型的方法，實(shí)現(xiàn)工商銀行內(nèi)部?jī)r(jià)值鏈和顧客價(jià)值鏈的整合。工商銀行CRM整合價(jià)值鏈模型從客戶需求出發(fā)，以客戶體驗(yàn)為中心，確保銀行每項(xiàng)工作都以客戶為中心。將理論研究和實(shí)證研究相結(jié)合，在工商銀行整合價(jià)值鏈模型的指導(dǎo)下，構(gòu)建了CRM整合價(jià)值鏈評(píng)價(jià)指標(biāo)體系，從定量和定性兩個(gè)方面相結(jié)合進(jìn)行了實(shí)證分析，同時(shí)提出了改善工商銀行CRM能力的相應(yīng)對(duì)策建議。 工商銀行要提升CRM能力，關(guān)鍵在于對(duì)客戶需求的把握。通過(guò)構(gòu)建工商銀行整合價(jià)值鏈模型，運(yùn)用層次分析法構(gòu)建CRM評(píng)價(jià)指標(biāo)體系，得出以下結(jié)論：第一，工商銀行CRM整合價(jià)值鏈的內(nèi)涵和本質(zhì)特征。工商銀行CRM整合價(jià)值鏈?zhǔn)菍⒖蛻趔w驗(yàn)與企業(yè)價(jià)值活動(dòng)緊密結(jié)合，確保銀行每項(xiàng)產(chǎn)品和服務(wù)都能滿足客戶當(dāng)前和潛在的需求，銀行通過(guò)該模型影響服務(wù)對(duì)象對(duì)金融產(chǎn)品和交易過(guò)程的感知，進(jìn)而引導(dǎo)客戶做出有利于銀行的價(jià)值決策，該模型具有互動(dòng)性、增值性和創(chuàng)新性等特征。第二，，工商銀行CRM整合價(jià)值鏈分析框架。該整合價(jià)值鏈包含內(nèi)部?jī)r(jià)值鏈和客戶價(jià)值鏈，以客戶價(jià)值活動(dòng)為中心不斷調(diào)整內(nèi)部?jī)r(jià)值活動(dòng)，在實(shí)現(xiàn)客戶滿意的同時(shí)達(dá)到銀行運(yùn)營(yíng)目標(biāo)。第三，工商銀行CRM整合價(jià)值鏈評(píng)價(jià)。針對(duì)工商銀行CRM現(xiàn)狀提出以下建議：堅(jiān)持推進(jìn)文化建設(shè)，轉(zhuǎn)變服務(wù)理念；堅(jiān)持推進(jìn)銀行管理、制度和業(yè)務(wù)創(chuàng)新工作，培養(yǎng)現(xiàn)代化的CRM人才；堅(jiān)持推進(jìn)CRM價(jià)值鏈整合。
[Abstract]:As one of the important marks to measure the management level of banks, CRM plays an important role in cultivating the core competitiveness of ICBC. At present, ICBC is faced with some unprecedented challenges: the process of world economic integration and the influx of foreign banks make it face the complex business environment and increasingly fierce industry competition; The needs of contemporary customers are characterized by personalization and low stability. In order to help banks cope with new challenges and enhance their ability of customer relationship management, it is necessary to integrate the internal value chain of ICBC with the customer value chain and construct the integrated value chain of ICBC CRM. Then achieve the goal of controlling management risk and constructing competitive advantage. On the basis of systematical combing of CRM and relevant documents of value chain, this paper analyzes the method of constructing CRM integration value chain model of ICBC, and realizes the integration of internal value chain and customer value chain of ICBC. Industrial and Commercial Bank of China (ICBC) CRM integration value chain model starts from customer demand, takes customer experience as the center, and ensures that every job of the bank is customer-centric. Under the guidance of the integrated value chain model of ICBC, the evaluation index system of CRM integration value chain is constructed, and the empirical analysis is carried out from both quantitative and qualitative aspects. At the same time, the corresponding countermeasures and suggestions to improve ICBC's CRM capability are put forward. ICBC wants to enhance CRM ability, the key lies in the grasp to customer demand. By constructing the integrated value chain model of ICBC and applying AHP to construct the evaluation index system of CRM, the following conclusions are drawn: first, the connotation and essential characteristics of the integrated value chain of ICBC CRM. ICBC CRM integration value chain is a close integration of customer experience and enterprise value activities to ensure that each of the Bank's products and services can meet the current and potential needs of customers. Through this model, banks influence the perception of financial products and transaction processes, and then guide customers to make value decisions in favor of banks. The model has the characteristics of interactivity, appreciation and innovation. Second, ICBC CRM integrated value chain analysis framework. The integrated value chain includes the internal value chain and the customer value chain. Taking customer value activities as the center, the integrated value chain constantly adjusts the internal value activities, and achieves the bank operation objectives while realizing customer satisfaction. Third, ICBC CRM integration value chain evaluation. In view of the current situation of ICBC CRM, the following suggestions are put forward: persisting in promoting cultural construction and changing service concept, persisting in promoting bank management, system and business innovation, training modern CRM talents, and promoting CRM value chain integration.
【學(xué)位授予單位】：西華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F832.33

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