E銀行零售業(yè)務發(fā)展現(xiàn)狀及改進策略研究
發(fā)布時間：2018-10-12 07:11
【摘要】：自上世紀90年代中后期以來，商業(yè)銀行之間的同業(yè)競爭日趨激烈，全球各大商業(yè)銀行都加快了發(fā)展零售銀行業(yè)務的步伐。相對于公司銀行業(yè)務，零售業(yè)務市場前景異常廣闊，而且可以有效地分散風險，提高銀行的盈利能力。當前，零售銀行業(yè)務已經成為世界各大商業(yè)銀行的主要利潤來源，零售銀行業(yè)務利潤占比達50%以上。隨著我國經濟的快速發(fā)展和金融體制改革的不斷深入，我國商業(yè)銀行的經營環(huán)境已經發(fā)生了劇烈的變化，銀行經營的不確定因素不斷增加，競爭也日趨激烈；同時，隨著我國居民財富收入的不斷增加，人們對金融服務的需求也日趨多元化，并且中小企業(yè)融資快速發(fā)展以及信息技術的廣泛應用等一系列因素給我國銀行零售業(yè)務的發(fā)展帶來的巨大的發(fā)展動力和機遇。 E銀行作為我國較早開展零售銀行業(yè)務的商業(yè)銀行之一，近年來其零售業(yè)務取得了較大的進步，產品種類日趨豐富，營業(yè)收入和利潤不斷增加，但整體上和國外先進商業(yè)銀行相比還有較大的差距，主要表現(xiàn)在：收入占比不高，同質化競爭較為嚴重，客戶管理水平低下，組織架構較為僵化，業(yè)務流程不夠科學，服務渠道建設不合理等，這些問題已經成為E銀行零售業(yè)務發(fā)展的主要障礙。 本論從E銀行零售業(yè)務發(fā)展現(xiàn)狀入手，深入分析了E銀行零售業(yè)務在產品、客戶關系管理以及網點建設等方面存在的主要問題。通過對國外先進商業(yè)銀行最新的零售業(yè)務產品特點和業(yè)務發(fā)展趨勢進行深入分析，總結了國外商業(yè)銀行客戶中心化、業(yè)務發(fā)展中間化、產品發(fā)展一體化、服務電子化以及客戶管理精細化的特點。此外，本論文還對國內中小型商業(yè)銀行的標桿——招商銀行的零售業(yè)進行了深入探討。 最后，通過借鑒國內外先進經驗，提出了E銀行以發(fā)展中端客戶為重點的營銷策略以及對私中端業(yè)務的產品策略、渠道策略以及客戶關系管理策略，，建議以優(yōu)化組織機構和業(yè)務流程為基礎，打造專業(yè)的業(yè)務團隊，建立全新的零售業(yè)務體系。論文最后還從主動和互動營銷以及差異化增值服務等方面對如何發(fā)展貴賓業(yè)務做了較為深入的分析。
[Abstract]:Since the middle and late 1990s, the interbank competition between commercial banks has become more and more fierce, and all the major commercial banks in the world have accelerated the pace of developing retail banking business. Compared with corporate banking business, retail business market prospects are very broad, and can effectively spread the risk, improve the profitability of banks. At present, retail banking business has become the main source of profits of the world's major commercial banks, retail banking business profits accounting for more than 50 percent of Prida. With the rapid development of our economy and the deepening of financial system reform, the operating environment of commercial banks in our country has changed dramatically, the uncertain factors of bank management have been increasing, and the competition is becoming increasingly fierce. With the increasing wealth and income of Chinese residents, people's demand for financial services is becoming more and more diversified. Moreover, a series of factors, such as the rapid development of SME financing and the wide application of information technology, have brought great impetus and opportunity to the development of banking retail business in our country. One of the commercial banks in the retail banking business, In recent years, its retail business has made great progress, its products are becoming more and more abundant, its operating income and profit are increasing, but there is still a big gap compared with foreign advanced commercial banks in the whole, mainly as follows: the proportion of income is not high, Homogenization competition is more serious, customer management level is low, organization structure is rigid, business process is not scientific, service channel construction is unreasonable, these problems have become the main obstacle of E bank retail business development. Based on the present situation of E bank retail business, this paper analyzes the main problems of E bank retail business in the aspects of product, customer relationship management and network construction. Through the in-depth analysis of the latest retail business product characteristics and business development trends of foreign advanced commercial banks, this paper summarizes the customer centralization, business development and product development integration of foreign commercial banks. Electronic service and customer management of the characteristics of refinement. In addition, the retail industry of China Merchants Bank (CMB), which is the benchmark of medium and small commercial banks in China, is also discussed in this paper. Finally, by drawing lessons from the advanced experience at home and abroad, the paper puts forward the marketing strategy of E Bank, which focuses on developing middle end customers, as well as the product strategy, channel strategy and customer relationship management strategy of private and middle business. It is suggested to build a professional business team and establish a new retail business system on the basis of optimizing organization and business process. At the end of the paper, the author makes a deep analysis on how to develop VIP service from the aspects of active and interactive marketing and differentiated value-added service.
【學位授予單位】：上海外國語大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.2
本文編號：2265242
[Abstract]:Since the middle and late 1990s, the interbank competition between commercial banks has become more and more fierce, and all the major commercial banks in the world have accelerated the pace of developing retail banking business. Compared with corporate banking business, retail business market prospects are very broad, and can effectively spread the risk, improve the profitability of banks. At present, retail banking business has become the main source of profits of the world's major commercial banks, retail banking business profits accounting for more than 50 percent of Prida. With the rapid development of our economy and the deepening of financial system reform, the operating environment of commercial banks in our country has changed dramatically, the uncertain factors of bank management have been increasing, and the competition is becoming increasingly fierce. With the increasing wealth and income of Chinese residents, people's demand for financial services is becoming more and more diversified. Moreover, a series of factors, such as the rapid development of SME financing and the wide application of information technology, have brought great impetus and opportunity to the development of banking retail business in our country. One of the commercial banks in the retail banking business, In recent years, its retail business has made great progress, its products are becoming more and more abundant, its operating income and profit are increasing, but there is still a big gap compared with foreign advanced commercial banks in the whole, mainly as follows: the proportion of income is not high, Homogenization competition is more serious, customer management level is low, organization structure is rigid, business process is not scientific, service channel construction is unreasonable, these problems have become the main obstacle of E bank retail business development. Based on the present situation of E bank retail business, this paper analyzes the main problems of E bank retail business in the aspects of product, customer relationship management and network construction. Through the in-depth analysis of the latest retail business product characteristics and business development trends of foreign advanced commercial banks, this paper summarizes the customer centralization, business development and product development integration of foreign commercial banks. Electronic service and customer management of the characteristics of refinement. In addition, the retail industry of China Merchants Bank (CMB), which is the benchmark of medium and small commercial banks in China, is also discussed in this paper. Finally, by drawing lessons from the advanced experience at home and abroad, the paper puts forward the marketing strategy of E Bank, which focuses on developing middle end customers, as well as the product strategy, channel strategy and customer relationship management strategy of private and middle business. It is suggested to build a professional business team and establish a new retail business system on the basis of optimizing organization and business process. At the end of the paper, the author makes a deep analysis on how to develop VIP service from the aspects of active and interactive marketing and differentiated value-added service.
【學位授予單位】：上海外國語大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.2
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