【摘要】：經(jīng)濟(jì)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(guó)內(nèi)金融市場(chǎng)的競(jìng)爭(zhēng)格局不論是從速度還是從力度上來(lái)說(shuō),都發(fā)生著巨大的變化。在上述的巨變下,國(guó)內(nèi)商業(yè)銀行擁有的傳統(tǒng)資源和競(jìng)爭(zhēng)優(yōu)勢(shì),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(shí)間內(nèi)為競(jìng)爭(zhēng)對(duì)手所復(fù)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(shì)來(lái)占據(jù)競(jìng)爭(zhēng)有利態(tài)勢(shì)將變得愈發(fā)艱難。但是對(duì)對(duì)大多數(shù)商業(yè)銀行來(lái)說(shuō),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(fù)制的,這也就使得銀行之間的激烈競(jìng)爭(zhēng)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(jìng)爭(zhēng)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(dǎo),為客戶提供個(gè)性化的、針對(duì)性強(qiáng)的以及差異化的服務(wù),如何保持并提升客戶的忠誠(chéng)度和貢獻(xiàn)度,實(shí)現(xiàn)銀行和客戶互利共贏已經(jīng)成為國(guó)內(nèi)銀行間普遍關(guān)注的問(wèn)題。本文的主要結(jié)論:(1)良好的客戶關(guān)系管理能夠?yàn)殂y行在競(jìng)爭(zhēng)白熱化的買方市場(chǎng)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)提供了有力的保障。(2)銀行客戶關(guān)系管理的建設(shè)和發(fā)展不是單純地依賴于某一款軟件開發(fā)和引進(jìn),它是一個(gè)綜合有序的有機(jī)整體,這一整體涵蓋了銀行客戶戰(zhàn)略、客戶經(jīng)營(yíng)策略、客戶開發(fā)及維護(hù)、銀行人員及機(jī)構(gòu)、IT技術(shù)等方面,它是上述各方面互相配合的有序過(guò)程。(3)將華夏銀行南昌分行作為研究對(duì)象進(jìn)行深入分析,本文通過(guò)對(duì)其職能體系和組織結(jié)構(gòu)進(jìn)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(yíng)理念及目標(biāo)定位不明確,使用客戶信息資源效率非常低下,面對(duì)客戶流失這樣較嚴(yán)峻的問(wèn)題分析不足,客戶經(jīng)理管理不完善等。(4)針對(duì)華夏銀行南昌分行的實(shí)際情況和存在問(wèn)題,本文提出華夏銀行南昌分行需加強(qiáng)對(duì)客戶關(guān)系管理經(jīng)營(yíng)理念的認(rèn)知,對(duì)客戶關(guān)系管理進(jìn)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(lái)構(gòu)建大數(shù)據(jù)精準(zhǔn)應(yīng)用,不斷對(duì)客戶信息的變化進(jìn)行更新并多角度對(duì)其進(jìn)行細(xì)分優(yōu)化,不斷強(qiáng)化客戶忠誠(chéng)度的管理以及采取有效措施來(lái)應(yīng)對(duì)客戶流失帶來(lái)的問(wèn)題,不斷健全分行的人才培訓(xùn)機(jī)制。與此同時(shí),還需要對(duì)組織架構(gòu)、隊(duì)伍建設(shè)、考核機(jī)制等諸多方面進(jìn)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(dǎo)意義,同時(shí),也為國(guó)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(shí)務(wù)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(xué)位授予單位】：江西財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F832.33

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