【摘要】：隨著利率市場(chǎng)化進(jìn)程的不斷推進(jìn),互聯(lián)網(wǎng)金融及移動(dòng)支付的興起,傳統(tǒng)的銀行業(yè)務(wù)已經(jīng)無法滿足客戶日益增長(zhǎng)的理財(cái)需求,互聯(lián)網(wǎng)巨頭、通訊公司、第三方支付平臺(tái)、非銀行金融機(jī)構(gòu)紛紛進(jìn)軍金融行業(yè),銀行業(yè)面臨競(jìng)爭(zhēng)愈發(fā)激烈。對(duì)商業(yè)銀行而言,如何改變傳統(tǒng)的經(jīng)營(yíng)理念和模式迫在眉睫�？蛻羰巧虡I(yè)銀行的發(fā)展基礎(chǔ),是商業(yè)銀行利潤(rùn)的來源。目前,國(guó)內(nèi)各商業(yè)銀行相應(yīng)提出了“以客戶為中心”的經(jīng)營(yíng)理念,商業(yè)銀行的競(jìng)爭(zhēng)最終落地到對(duì)客戶的競(jìng)爭(zhēng)。商業(yè)銀行現(xiàn)今的迫切管理需要引入現(xiàn)代管理學(xué)的方法和手段,客戶關(guān)系管理就是一種切實(shí)可行的現(xiàn)代化管理手段及經(jīng)營(yíng)理念。客戶關(guān)系管理作為現(xiàn)代商業(yè)銀行挖掘、維護(hù)客戶的一種新型經(jīng)營(yíng)理念和管理手段,能夠有效指導(dǎo)商業(yè)銀行樹立以客戶為中心的發(fā)展思路,根據(jù)客戶需求設(shè)計(jì)個(gè)性化的金融產(chǎn)品,進(jìn)而提高客戶黏性和忠誠(chéng)度,實(shí)現(xiàn)客戶與銀行的雙贏,并為商業(yè)銀行長(zhǎng)期發(fā)展奠定堅(jiān)實(shí)的基礎(chǔ)。個(gè)人銀行業(yè)務(wù)是商業(yè)銀行十分重要的一個(gè)經(jīng)營(yíng)板塊,長(zhǎng)期以來,個(gè)人銀行業(yè)務(wù)具有收益穩(wěn)定、資金成本較低、客戶資源廣泛等優(yōu)勢(shì)特點(diǎn),成為各家商業(yè)銀行競(jìng)爭(zhēng)的重點(diǎn)領(lǐng)域。但正是由于個(gè)人銀行業(yè)務(wù)具有單位體量小、客戶數(shù)量眾多等特點(diǎn),加大了此項(xiàng)業(yè)務(wù)的管理難度。加之長(zhǎng)期以來我國(guó)商業(yè)銀行重公輕私的現(xiàn)象比較嚴(yán)重,個(gè)人客戶關(guān)系管理的應(yīng)用不夠深入。經(jīng)過幾次金融危機(jī)的洗禮,銀行業(yè)逐漸認(rèn)識(shí)到,個(gè)人客戶的拓展與維護(hù)是個(gè)人業(yè)務(wù)發(fā)展的關(guān)鍵,而個(gè)人客戶關(guān)系管理是提升個(gè)人業(yè)務(wù)發(fā)展的有效途徑。本文以建設(shè)銀行Z市分行客戶關(guān)系管理的具體實(shí)踐為案例,通過文獻(xiàn)搜集對(duì)比了國(guó)內(nèi)外客戶關(guān)系管理理論研究及實(shí)踐方法的差異。本文以問卷調(diào)查的形式初步了解了建設(shè)銀行Z市分行的客戶行為、客戶結(jié)構(gòu)及市場(chǎng)認(rèn)知度,通過實(shí)地走訪、業(yè)績(jī)對(duì)比等方法,深入探討了建設(shè)銀行Z市分行客戶關(guān)系管理的優(yōu)點(diǎn)和不足,使用SWOT分析法比較全面的分析了建設(shè)銀行Z市分行的個(gè)人客戶關(guān)系管理的戰(zhàn)略,并結(jié)合建設(shè)銀行Z市分行的實(shí)際情況,提出了建設(shè)銀行Z市分行個(gè)人客戶關(guān)系管理的優(yōu)化方案和保障措施。
[Abstract]:With the development of interest rate marketization and the rise of Internet finance and mobile payment, the traditional banking business has been unable to meet the growing financial needs of customers, Internet giants, communications companies, third-party payment platforms, Non-bank financial institutions have entered the financial industry, the banking industry is facing more and more fierce competition. For commercial banks, how to change the traditional business philosophy and mode is urgent. The customer is the commercial bank's development foundation, is the commercial bank profit source. At present, the domestic commercial banks have put forward the "customer-centered" management concept accordingly, and the competition of commercial banks finally falls to the competition to the customers. Nowadays, the urgent management of commercial banks needs to introduce the methods and means of modern management, and customer relationship management is a feasible modern management means and management concept. Customer relationship management (CRM), as a new management concept and management means for modern commercial banks to excavate and maintain customers, can effectively guide commercial banks to set up customer-centered development ideas and design individualized financial products according to customer needs. Then improve the customer viscosity and loyalty, realize the win-win situation between customers and banks, and lay a solid foundation for the long-term development of commercial banks. Personal banking business is a very important business sector of commercial banks. For a long time, individual banking business has the advantages of stable income, low cost of capital, extensive customer resources and so on. It has become a key area of competition among commercial banks. But it is because the personal banking business has the characteristics of small unit volume and numerous customers, which makes it more difficult to manage this business. In addition, for a long time, commercial banks in our country pay more attention to the public and the private, and the application of personal customer relationship management is not deep enough. After the baptism of several financial crises, the banking industry gradually realized that the expansion and maintenance of individual customers is the key to the development of personal business, and personal customer relationship management is an effective way to promote the development of personal business. This paper takes the practice of customer relationship management in Z branch of China Construction Bank as an example, and compares the differences of theoretical research and practical methods of customer relationship management at home and abroad through literature collection. In the form of a questionnaire survey, this paper preliminarily understands the customer behavior, customer structure and market recognition of CCB Z branch, through field visits, performance comparison and so on. This paper probes into the advantages and disadvantages of customer relationship management in Z branch of China Construction Bank, and analyzes the strategy of personal customer relationship management of Z branch of China Construction Bank by using SWOT analysis method. Combined with the actual situation of Z City Branch of China Construction Bank, the optimization scheme and safeguard measures of personal customer relationship management in Z City Branch of China Construction Bank are put forward.
【學(xué)位授予單位】：湘潭大學(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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本文編號(hào)：2324525