【摘要】：在過(guò)去幾年里,中國(guó)經(jīng)濟(jì)經(jīng)歷了嚴(yán)重的金融危機(jī),銀行業(yè)也面臨了一次嚴(yán)峻的考驗(yàn)。2012年,銀行資產(chǎn)規(guī)模結(jié)構(gòu)呈現(xiàn)多元化發(fā)展趨勢(shì),規(guī)模平穩(wěn)擴(kuò)張。截止2012年末,銀行業(yè)金融機(jī)構(gòu)總資產(chǎn)達(dá)到131萬(wàn)億元,同比增長(zhǎng)18%；總負(fù)債達(dá)到123萬(wàn)億元,同比增長(zhǎng)17.5%。股份制銀行資產(chǎn)規(guī)模達(dá)到23萬(wàn)億元,同比增長(zhǎng)27.9%。雖然銀行業(yè)依然是發(fā)展速度最快的幾個(gè)行業(yè)之一,但是為了更好地為客戶服務(wù),提高自身競(jìng)爭(zhēng)力,銀行業(yè)在信息系統(tǒng)、風(fēng)險(xiǎn)控制、業(yè)務(wù)流程等方面均進(jìn)行了不同程度的改革。以建設(shè)銀行為代表的四大國(guó)有商業(yè)銀行已開(kāi)始轉(zhuǎn)變經(jīng)營(yíng)理念,一切從客戶利益出發(fā)。優(yōu)質(zhì)客戶成為了商業(yè)銀行經(jīng)營(yíng)發(fā)展中最重要的資源。各大商業(yè)銀行都將客戶關(guān)系管理作為自己生存與發(fā)展的必然選擇。 客戶成為了商業(yè)銀行經(jīng)營(yíng)發(fā)展中最重要的資源,各大商業(yè)銀行都將客戶關(guān)系管理作為自己生存與發(fā)展的必然選擇。中國(guó)建設(shè)銀行A支行作為國(guó)有商業(yè)銀行的經(jīng)營(yíng)分支機(jī)構(gòu),面臨甘肅同行業(yè)及客戶多元化金融需求的競(jìng)爭(zhēng)壓力,在客戶營(yíng)銷過(guò)程中,已越來(lái)越感受到,客戶的維護(hù)與拓展,除了要轉(zhuǎn)變經(jīng)營(yíng)觀念,提高員工的素質(zhì)等,更為有效的方式是滿足客戶對(duì)服務(wù)與理財(cái)?shù)男枨?滿足客戶資金多元化需求的配置與安排,同時(shí)有效與銀行盈利相結(jié)合,實(shí)現(xiàn)共贏,以此來(lái)提高客戶忠誠(chéng)度,降低客戶流失率,實(shí)現(xiàn)存量客戶增值和新增客戶的拓展。 本文以中國(guó)建設(shè)銀行A支行為研究對(duì)象,以改進(jìn)建設(shè)銀行A支行的客戶關(guān)系管理、構(gòu)建系統(tǒng)而完善的客戶關(guān)系管理體系為目的,運(yùn)用規(guī)范研究與比較研究相結(jié)合,綜合分析與邏輯歸納相結(jié)合等方法,對(duì)中國(guó)建設(shè)銀A支行客戶關(guān)系管理的現(xiàn)狀進(jìn)行了分析,發(fā)現(xiàn)目前存在客戶信息挖掘不充分、優(yōu)質(zhì)客戶數(shù)量不足、客戶經(jīng)理管理的忽視等問(wèn)題,確定了改進(jìn)客戶關(guān)系管理的指導(dǎo)思想、基本原則和實(shí)現(xiàn)目標(biāo),并在改善和整合原有客戶關(guān)系管理體系的基礎(chǔ)上,提出了改進(jìn)中國(guó)建設(shè)銀行A支行客戶關(guān)系管理的具體措施,包括其健全客戶經(jīng)理制度、完善銷售管理制度、改進(jìn)服務(wù)管理制度、引入網(wǎng)點(diǎn)績(jī)效公式等措施。通過(guò)本文的研究,以期對(duì)中國(guó)建設(shè)銀行A支行客戶關(guān)系管理的實(shí)踐提供指導(dǎo),同時(shí)可供其它銀行參考。
[Abstract]:In the past few years, China's economy has experienced a serious financial crisis, and the banking industry has also faced a severe test. in 2012, the scale structure of banks' assets showed a trend of diversification and steady expansion. By the end of 2012, the total assets of banking financial institutions had reached 131 trillion yuan, up 18 percent from the same period last year, and the total liabilities had reached 123 trillion yuan, an increase of 175 percent over the same period last year. The assets of joint-stock banks reached 23 trillion yuan, an increase of 27.9 percent over the same period last year. Although the banking industry is still one of the fastest-growing industries, in order to better serve customers and improve their competitiveness, the banking industry has carried out varying degrees of reform in information systems, risk control, business processes and so on. The four state-owned commercial banks represented by Construction Bank have begun to change their business philosophy and proceed from the interests of customers. High-quality customers have become the most important resources in the management and development of commercial banks. All the major commercial banks regard customer relationship management as the inevitable choice of their own survival and development. Customers have become the most important resources in the management and development of commercial banks. All the major commercial banks regard customer relationship management as the inevitable choice for their own survival and development. As the operating branch of the state-owned commercial bank, China Construction Bank A is facing the competitive pressure of the same industry in Gansu and the diversified financial needs of its clients. in the process of customer marketing, it has been more and more felt that the maintenance and expansion of customers, in addition to changing the management concept and improving the quality of employees, is more effective to meet the needs of customers for service and financial management. To meet the diversified needs of customer funds allocation and arrangement, at the same time effectively combined with bank profits to achieve win-win, in order to improve customer loyalty, reduce customer wastage rate, to achieve stock customer value added and new customer expansion. Taking Branch A of China Construction Bank as the research object, in order to improve the customer relationship management of Branch A of China Construction Bank and construct a systematic and perfect customer relationship management system, this paper analyzes the present situation of customer relationship management of China Construction Bank A Branch by means of the combination of normative research and comparative research, comprehensive analysis and logical induction, and finds that there is insufficient customer information mining at present. This paper determines the guiding ideology, basic principles and realization objectives of improving customer relationship management, and on the basis of improving and integrating the original customer relationship management system, puts forward some concrete measures to improve the customer relationship management of Branch A of China Construction Bank, including perfecting the customer manager system, perfecting the sales management system and improving the service management system. Introduce dot performance formula and other measures. Through the research of this paper, in order to provide guidance for the practice of customer relationship management in Branch A of China Construction Bank, and at the same time, it can be used as a reference for other banks.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F832.33

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