【摘要】：經(jīng)濟全球化的快速發(fā)展衍生了金融的全球化,而金融全球化使得國內(nèi)金融市場的競爭格局不論是從速度還是從力度上來說,都發(fā)生著巨大的變化。在上述的巨變下,國內(nèi)商業(yè)銀行擁有的傳統(tǒng)資源和競爭優(yōu)勢,例如人力資源、資本要素以及信息等,這些要素和資源都可以在較短時間內(nèi)為競爭對手所復制,這也就使得一家商業(yè)銀行試圖利用傳統(tǒng)資源優(yōu)勢來占據(jù)競爭有利態(tài)勢將變得愈發(fā)艱難。但是對對大多數(shù)商業(yè)銀行來說,有效且完整的客戶信息和良好客戶關(guān)系管理是很難被復制的,這也就使得銀行之間的激烈競爭和搶奪的資源要素轉(zhuǎn)向到客戶,只有取得大量且優(yōu)質(zhì)的客戶資源才能確保銀行在競爭中立于不敗之地。因此,銀行怎樣真正做到將客戶需求作為主導,為客戶提供個性化的、針對性強的以及差異化的服務,如何保持并提升客戶的忠誠度和貢獻度,實現(xiàn)銀行和客戶互利共贏已經(jīng)成為國內(nèi)銀行間普遍關(guān)注的問題。本文的主要結(jié)論:(1)良好的客戶關(guān)系管理能夠為銀行在競爭白熱化的買方市場獲得競爭優(yōu)勢提供了有力的保障。(2)銀行客戶關(guān)系管理的建設和發(fā)展不是單純地依賴于某一款軟件開發(fā)和引進,它是一個綜合有序的有機整體,這一整體涵蓋了銀行客戶戰(zhàn)略、客戶經(jīng)營策略、客戶開發(fā)及維護、銀行人員及機構(gòu)、IT技術(shù)等方面,它是上述各方面互相配合的有序過程。(3)將華夏銀行南昌分行作為研究對象進行深入分析,本文通過對其職能體系和組織結(jié)構(gòu)進行研讀和分析發(fā)現(xiàn),華夏銀行南昌分行的客戶關(guān)系管理存在諸多的缺陷,例如:華夏銀行南昌分行經(jīng)營理念及目標定位不明確,使用客戶信息資源效率非常低下,面對客戶流失這樣較嚴峻的問題分析不足,客戶經(jīng)理管理不完善等。(4)針對華夏銀行南昌分行的實際情況和存在問題,本文提出華夏銀行南昌分行需加強對客戶關(guān)系管理經(jīng)營理念的認知,對客戶關(guān)系管理進行系統(tǒng)性的優(yōu)化,基于銀行現(xiàn)有信息資源以及數(shù)據(jù)來構(gòu)建大數(shù)據(jù)精準應用,不斷對客戶信息的變化進行更新并多角度對其進行細分優(yōu)化,不斷強化客戶忠誠度的管理以及采取有效措施來應對客戶流失帶來的問題,不斷健全分行的人才培訓機制。與此同時,還需要對組織架構(gòu)、隊伍建設、考核機制等諸多方面進行完善和變革。綜上所述,本文的研究將有助于華夏銀行南昌分行的客戶關(guān)系管理效果的改善,為華夏銀行南昌分行客戶管理工作提供理論指導意義,同時,也為國內(nèi)其他商業(yè)銀行的客戶關(guān)系管理提供相關(guān)的理論和實務借鑒。
[Abstract]:The rapid development of economic globalization gives rise to the globalization of finance, and financial globalization makes the competition pattern of domestic financial market change greatly in terms of speed and strength. Under the changes mentioned above, domestic commercial banks have traditional resources and competitive advantages, such as human resources, capital elements and information, which can be copied by competitors in a short time. This makes it more difficult for a commercial bank to try to take advantage of its traditional resource advantages to take advantage of competition. However, for most commercial banks, effective and complete customer information and good customer relationship management are difficult to replicate, which makes the fierce competition between banks and the resource elements of the snatch turn to the customers. Only a large number of high-quality customer resources can ensure that banks in the competition in an invincible position. Therefore, how can banks really take customer demand as the leading factor, provide personalized, targeted and differentiated services to customers, and how to maintain and enhance customer loyalty and contribution? The realization of mutual benefit between banks and customers has become a common concern among domestic banks. The main conclusions of this paper are as follows: (1) good customer relationship management (CRM) can provide a strong guarantee for banks to gain competitive advantage in the intensely competitive buyer's market. (2) the construction and development of CRM in banks is not simply dependent on The development and introduction of a certain piece of software, It is a comprehensive and orderly organic whole, which covers bank customer strategy, customer management strategy, customer development and maintenance, bank personnel and institutions, IT technology, etc. It is an orderly process of cooperation between the above aspects. (3) taking Nanchang Branch of Huaxia Bank as the object of study, this paper studies and finds out its function system and organizational structure. There are many defects in customer relationship management of Nanchang Branch of Huaxia Bank. For example, the management concept and target of Nanchang Branch of Huaxia Bank are not clear, and the efficiency of using customer information resources is very low. Facing the serious problem of customer churn, the analysis is insufficient, the management of account manager is not perfect and so on. (4) aiming at the actual situation and existing problems of Nanchang Branch of Huaxia Bank, This paper puts forward that Nanchang Branch of Huaxia Bank should strengthen the cognition of the management concept of customer relationship management, systematically optimize the customer relationship management, and construct the accurate application of big data based on the existing information resources and data of the bank. We constantly update and optimize customer information from different angles, strengthen the management of customer loyalty, take effective measures to deal with the problems caused by customer churn, and improve the talent training mechanism of branches. At the same time, the organizational structure, team building, assessment mechanism and many other aspects need to be improved and reformed. To sum up, the research in this paper will be helpful to improve the effect of customer relationship management in Nanchang Branch of Huaxia Bank, and provide theoretical guidance for the customer management work of Nanchang Branch of Huaxia Bank, at the same time, Also for other domestic commercial banks customer relationship management to provide relevant theory and practice reference.
【學位授予單位】：江西財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F274;F832.33

【參考文獻】

相關(guān)期刊論文 前3條

1 肖鳳;鄭海健;盧闖;;基于聚類分析的銀行客戶關(guān)系管理策略研究[J];技術(shù)經(jīng)濟;2010年01期

2 林彬;李波;;我國商業(yè)銀行客戶關(guān)系管理的現(xiàn)狀與對策[J];商業(yè)經(jīng)濟;2008年16期

3 陳春琴;曾路;;我國商業(yè)銀行客戶關(guān)系管理研究[J];沈陽大學學報;2008年01期

相關(guān)碩士學位論文 前10條

1 郝志鵬;基于J2EE銀行客戶關(guān)系管理的設計與實現(xiàn)[D];吉林大學;2013年

2 高研;中外商業(yè)銀行客戶關(guān)系管理比較研究[D];吉林大學;2013年

3 李澤紅;中國建設銀行A支行客戶關(guān)系管理改進研究[D];蘭州大學;2013年

4 陳波;阜新銀行客戶關(guān)系管理系統(tǒng)設計與實現(xiàn)[D];大連理工大學;2013年

5 郭長河;中國銀行濟寧分行大客戶關(guān)系管理策略研究[D];山東大學;2012年

6 周克勤;恒豐銀行成都分行客戶關(guān)系管理的策略研究[D];西南交通大學;2012年

7 張文斌;城市商業(yè)銀行客戶關(guān)系管理系統(tǒng)研究[D];中國海洋大學;2012年

8 路寧;我國商業(yè)銀行個人客戶關(guān)系管理研究[D];廣西大學;2012年

9 全麗;基于客戶關(guān)系管理的商業(yè)銀行客戶價值評估研究[D];長安大學;2012年

10 王穎;基于數(shù)據(jù)挖掘技術(shù)的銀行客戶關(guān)系管理[D];貴州大學;2006年

，

本文編號：2281854