SRCU農(nóng)商行客戶關(guān)系管理優(yōu)化研究
發(fā)布時(shí)間：2019-06-06 17:13
【摘要】：隨著國內(nèi)銀行業(yè)競爭不斷加劇,以及互聯(lián)網(wǎng)金融、大數(shù)據(jù)等帶來的金融混業(yè)經(jīng)營等挑戰(zhàn),農(nóng)商行的生存環(huán)境和競爭日趨嚴(yán)峻,傳統(tǒng)的競爭手段與方式已經(jīng)無法滿足農(nóng)商行的發(fā)展需求。當(dāng)前,銀行業(yè)已從產(chǎn)品及服務(wù)的競爭轉(zhuǎn)向客戶資源的開發(fā)、利用,客戶成為至關(guān)重要的商業(yè)資源,銀行業(yè)也越來越重視以客戶為導(dǎo)向的發(fā)展戰(zhàn)略。SRCU農(nóng)商行作為S省營業(yè)網(wǎng)點(diǎn)和從業(yè)人員最多、服務(wù)范圍最廣、資金規(guī)模最大的綜合性、多功能地方金融機(jī)構(gòu),堅(jiān)持“穩(wěn)健經(jīng)營、穩(wěn)步發(fā)展”的經(jīng)營理念和建設(shè)“地方性、社區(qū)性的股份合作制零售銀行”的發(fā)展方向,不斷向一流金融機(jī)構(gòu)邁進(jìn),然而在近幾年的發(fā)展中出現(xiàn)了發(fā)展困境,本文從客戶關(guān)系管理的角度加以分析,希望通過完善SRCU農(nóng)商行的客戶關(guān)系管理,來解決農(nóng)商行目前的發(fā)展困境。本文對(duì)SRCU農(nóng)商行客戶關(guān)系管理的現(xiàn)狀通過問卷調(diào)查分析研究,發(fā)現(xiàn)SRCU農(nóng)商行客戶信息掌握有限,缺乏深層次了解;客戶細(xì)分程度不足,缺乏差異化服務(wù);電子化開發(fā)應(yīng)用程度低,CRM系統(tǒng)不夠完善;產(chǎn)品服務(wù)缺乏吸引力,客戶流失率較高;考核激勵(lì)制度不完善,客戶后續(xù)服務(wù)不到位等問題,本文從認(rèn)識(shí)態(tài)度、現(xiàn)代化客戶關(guān)系管理建設(shè)、綜合性人才和服務(wù)營銷策略對(duì)其展開原因分析,根據(jù)客戶中心原則、戰(zhàn)略管理原則、差異化原則和循環(huán)漸進(jìn)的原則,確立了SRCU農(nóng)商行實(shí)施客戶關(guān)系管理優(yōu)化的目標(biāo)是:提高識(shí)別客戶、分析客戶的能力;為各層面提供高協(xié)作、高效率的工作平臺(tái);為決策者提供有效支持。進(jìn)而確立SRCU農(nóng)商行客戶關(guān)系管理的優(yōu)化方案是:確�？蛻粜枨鬄閷�(dǎo)向,轉(zhuǎn)變服務(wù)理念;加強(qiáng)產(chǎn)品服務(wù)的創(chuàng)新,形成差異化服務(wù);升級(jí)電子化產(chǎn)品服務(wù),完善CRM系統(tǒng);加大綜合性人才培養(yǎng),實(shí)施培訓(xùn)指導(dǎo);優(yōu)化考核激勵(lì)機(jī)制,保障后續(xù)服務(wù)。對(duì)SRCU農(nóng)商行客戶關(guān)系管理的優(yōu)化實(shí)施,從客戶信息管理、客戶分級(jí)與管理、客戶營銷管理、客戶服務(wù)管理和客戶保持與流失管理六個(gè)方面來闡述,并輔以必要的保障措施。
[Abstract]:With the increasing competition in the domestic banking industry, as well as the challenges brought about by Internet finance, big data and other financial mixed operations, the living environment and competition of agricultural and commercial banks are becoming more and more serious. The traditional means and methods of competition have been unable to meet the development needs of agribusiness banks. At present, the bank has changed from the competition of products and services to the development and utilization of customer resources, and customers have become vital commercial resources. The banking industry also pays more and more attention to the customer-oriented development strategy. SRCU Agricultural Commercial Bank, as the most extensive business network and employees in S province, has the widest scope of service and the largest capital scale, and multi-functional local financial institutions adhere to "steady management." The business concept of steady development and the development direction of building "local, community-based joint-stock cooperative retail banks" continue to move forward to first-class financial institutions. However, in recent years, there has been a development dilemma. This paper analyzes the customer relationship management from the point of view of customer relationship management, hoping to solve the current development dilemma of SRCU agricultural and commercial banks by perfecting the customer relationship management. Through questionnaire investigation and research on the present situation of customer relationship management of SRCU Agricultural and Commercial Bank, this paper finds that the customer information of SRCU Agricultural Business Bank is limited and lacks deep understanding, and the degree of customer segmentation is insufficient and the differentiated service is lacking. The degree of electronic development and application is low, the CRM system is not perfect, the product service is not attractive, and the customer wastage rate is high. The assessment incentive system is not perfect, the customer follow-up service is not in place and so on. This paper analyzes the reasons from the understanding attitude, the modern customer relationship management construction, the comprehensive talent and the service marketing strategy, according to the customer center principle, The principle of strategic management, the principle of differentiation and the principle of circular gradual progress have established the goal of implementing customer relationship management optimization in SRCU agribusiness bank: to improve the ability to identify and analyze customers; Provide a collaborative and efficient working platform for all levels; provide effective support for decision makers. Then the optimization scheme of customer relationship management of SRCU Agricultural and Commercial Bank is established as follows: to ensure customer demand-oriented and change the service concept; to strengthen the innovation of product service and form differentiated service; to upgrade the electronic product service and perfect the CRM system; Strengthen comprehensive personnel training, implement training guidance, optimize assessment incentive mechanism, ensure follow-up service. This paper expounds the optimization and implementation of customer relationship management in SRCU Agricultural and Commercial Bank from six aspects: customer information management, customer classification and management, customer marketing management, customer service management and customer maintenance and loss management, supplemented by necessary safeguard measures.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F832.35
本文編號(hào)：2494464
[Abstract]:With the increasing competition in the domestic banking industry, as well as the challenges brought about by Internet finance, big data and other financial mixed operations, the living environment and competition of agricultural and commercial banks are becoming more and more serious. The traditional means and methods of competition have been unable to meet the development needs of agribusiness banks. At present, the bank has changed from the competition of products and services to the development and utilization of customer resources, and customers have become vital commercial resources. The banking industry also pays more and more attention to the customer-oriented development strategy. SRCU Agricultural Commercial Bank, as the most extensive business network and employees in S province, has the widest scope of service and the largest capital scale, and multi-functional local financial institutions adhere to "steady management." The business concept of steady development and the development direction of building "local, community-based joint-stock cooperative retail banks" continue to move forward to first-class financial institutions. However, in recent years, there has been a development dilemma. This paper analyzes the customer relationship management from the point of view of customer relationship management, hoping to solve the current development dilemma of SRCU agricultural and commercial banks by perfecting the customer relationship management. Through questionnaire investigation and research on the present situation of customer relationship management of SRCU Agricultural and Commercial Bank, this paper finds that the customer information of SRCU Agricultural Business Bank is limited and lacks deep understanding, and the degree of customer segmentation is insufficient and the differentiated service is lacking. The degree of electronic development and application is low, the CRM system is not perfect, the product service is not attractive, and the customer wastage rate is high. The assessment incentive system is not perfect, the customer follow-up service is not in place and so on. This paper analyzes the reasons from the understanding attitude, the modern customer relationship management construction, the comprehensive talent and the service marketing strategy, according to the customer center principle, The principle of strategic management, the principle of differentiation and the principle of circular gradual progress have established the goal of implementing customer relationship management optimization in SRCU agribusiness bank: to improve the ability to identify and analyze customers; Provide a collaborative and efficient working platform for all levels; provide effective support for decision makers. Then the optimization scheme of customer relationship management of SRCU Agricultural and Commercial Bank is established as follows: to ensure customer demand-oriented and change the service concept; to strengthen the innovation of product service and form differentiated service; to upgrade the electronic product service and perfect the CRM system; Strengthen comprehensive personnel training, implement training guidance, optimize assessment incentive mechanism, ensure follow-up service. This paper expounds the optimization and implementation of customer relationship management in SRCU Agricultural and Commercial Bank from six aspects: customer information management, customer classification and management, customer marketing management, customer service management and customer maintenance and loss management, supplemented by necessary safeguard measures.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F832.35
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