本文選題：營(yíng)改增 + 營(yíng)銷(xiāo)管理　； 參考：《山東理工大學(xué)》2017年碩士論文

【摘要】：銀行業(yè)作為國(guó)家經(jīng)濟(jì)體系中的重要組成部分之一,具有很強(qiáng)的行業(yè)特殊性、不可替代性和業(yè)務(wù)復(fù)雜性,隨著全面的“營(yíng)改增”稅制改革的即將到來(lái),商業(yè)銀行必將受到多方面的影響,特別是對(duì)于商業(yè)銀行的盈利能力帶來(lái)的影響方面�，F(xiàn)階段利差收入等核心業(yè)務(wù)仍是我國(guó)商業(yè)銀行傳統(tǒng)的主要收入來(lái)源,隨著我國(guó)利率市場(chǎng)化進(jìn)程的逐步加快,各商業(yè)銀行都在逐步通過(guò)加強(qiáng)中間業(yè)務(wù)收入、創(chuàng)新金融產(chǎn)品和服務(wù)等方式來(lái)增加非利息收入的占比來(lái)調(diào)整其整體收入結(jié)構(gòu)。稅制改革對(duì)商業(yè)銀行的多元化盈利模式有至關(guān)重要的影響,而商業(yè)銀行的營(yíng)銷(xiāo)策略決定其收入方式及盈利能力,就必然要有針對(duì)性的做出調(diào)整和改進(jìn)。IC銀行ZB分行是我國(guó)最大的國(guó)有商業(yè)銀行IC商業(yè)銀行的市級(jí)二級(jí)分行,能夠提供超過(guò)7萬(wàn)種金融產(chǎn)品、處理的業(yè)務(wù)涉及金融業(yè)各領(lǐng)域,擁有約165萬(wàn)個(gè)人客戶與6萬(wàn)公司客戶,97家營(yíng)業(yè)機(jī)構(gòu),覆蓋淄博市各區(qū)縣及商業(yè)區(qū)域。在“營(yíng)改增”稅制改革下,作為世界500強(qiáng)企業(yè)的IC商業(yè)銀行的二級(jí)分行,ZB分行在本地區(qū)同行業(yè)處于領(lǐng)頭地位,其營(yíng)銷(xiāo)管理策略的改進(jìn)研究具有典型意義。本文針對(duì)在“營(yíng)改增”環(huán)境下IC銀行ZB分行營(yíng)銷(xiāo)管理策略即將受到的各類(lèi)影響,通過(guò)綜合獲取各項(xiàng)數(shù)據(jù)、PEST分析及SWOT分析等分析方法研究了IC銀行ZB分行的營(yíng)銷(xiāo)管理策略、議價(jià)能力、業(yè)務(wù)外包等方面的改進(jìn)策略。
[Abstract]:As one of the important parts of the national economic system, the banking industry has strong industry particularity, irreplaceable and business complexity. With the coming of the comprehensive tax system reform, Commercial banks are bound to be affected by many aspects, especially on the profitability of commercial banks. At present, the core business, such as interest rate difference income, is still the main source of traditional income for commercial banks in our country. With the gradual acceleration of the interest rate marketization process in our country, all commercial banks are gradually strengthening the income of intermediate business. Innovate financial products and services to increase the share of non-interest income to adjust its overall income structure. The reform of tax system has a vital influence on the diversified profit model of commercial banks, and the marketing strategy of commercial banks determines their income mode and profitability. It is necessary to adjust and improve the ZB branch of .IC Bank, the municipal secondary branch of IC Commercial Bank, the largest state-owned commercial bank in China, which can provide more than 70,000 kinds of financial products and deal with business in various fields of the financial industry. Has about 1.65 million individual customers and 60,000 company customers 97 business institutions, covering all districts and commercial areas of Zibo City. Under the tax system reform of "Business Reform and increase", the secondary branch of IC Commercial Bank, as a top 500 enterprise in the world, is in the leading position in the same trade in this area. The research on the improvement of marketing management strategy is of typical significance. Aiming at all kinds of influence on the marketing management strategy of ZB branch of IC Bank under the environment of "Business change and increase", this paper studies the marketing management strategy of ZB branch of IC Bank by synthetically obtaining all kinds of data, such as pest analysis and SWOT analysis, etc. Bargaining power, outsourcing and other aspects of the improvement strategy.
【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(lèi)號(hào)】：F812.42;F274;F832.33

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