本文選題：中國(guó)銀行JB支行　切入點(diǎn)：中高端客戶(hù)　出處：《西安科技大學(xué)》2017年碩士論文

【摘要】：隨著金融體制不斷改革,互聯(lián)網(wǎng)金融的快速發(fā)展,銀行業(yè)間的競(jìng)爭(zhēng)越來(lái)越激烈。根據(jù)著名的“帕累托”原則,20%的中高端客戶(hù)給銀行貢獻(xiàn)了80%的經(jīng)營(yíng)利潤(rùn),個(gè)人中高端客戶(hù)正成為各商業(yè)銀行爭(zhēng)奪的重要客戶(hù)資源。銀行客戶(hù)關(guān)系管理作為一種先進(jìn)的經(jīng)營(yíng)管理理念,愈來(lái)愈受到各商業(yè)銀行的重視并逐漸被廣泛運(yùn)用。中國(guó)銀行JB支行的發(fā)展需要面對(duì)當(dāng)?shù)貜?fù)雜的經(jīng)濟(jì)環(huán)境和同業(yè)的激烈競(jìng)爭(zhēng),中高端客戶(hù)關(guān)系管理不僅是其經(jīng)營(yíng)管理的重要內(nèi)容,而且是提高其市場(chǎng)競(jìng)爭(zhēng)力的關(guān)鍵手段之一。但中行JB支行的中高端客戶(hù)關(guān)系管理比較滯后,面臨著許多問(wèn)題與障礙,因此,開(kāi)展JB支行的中高端客戶(hù)關(guān)系管理研究具有重要的實(shí)際意義。本文在分析國(guó)內(nèi)外研究現(xiàn)狀和客戶(hù)關(guān)系管理相關(guān)理論的基礎(chǔ)上,界定了中國(guó)銀行JB支行的中高端客戶(hù)及其客戶(hù)關(guān)系管理內(nèi)容,調(diào)查分析了該行的中高端客戶(hù)結(jié)構(gòu)以及該行所面臨的縣域經(jīng)濟(jì)環(huán)境與競(jìng)爭(zhēng)環(huán)境,系統(tǒng)研究該行中高端客戶(hù)關(guān)系管理現(xiàn)狀及存在問(wèn)題,并運(yùn)用問(wèn)卷調(diào)查該行中高端客戶(hù)對(duì)其產(chǎn)品與服務(wù)管理的滿(mǎn)意度情況,找出中高端客戶(hù)關(guān)系管理方面存在的主要問(wèn)題:客戶(hù)信息收集不全面,且缺乏個(gè)人客戶(hù)信息綜合評(píng)價(jià);缺乏客戶(hù)服務(wù)細(xì)分,對(duì)中高端客戶(hù)的目標(biāo)市場(chǎng)不明確;客戶(hù)服務(wù)管理方面,客戶(hù)服務(wù)僅限于基本內(nèi)容,服務(wù)方式創(chuàng)新性、個(gè)性化不強(qiáng),客戶(hù)維護(hù)服務(wù)能力不足,服務(wù)形式單一,服務(wù)流程不規(guī)范;中高端客戶(hù)關(guān)系管理意識(shí)較弱,組織設(shè)置不到位。。在此基礎(chǔ)上,提出具有實(shí)際操作性的中高端客戶(hù)關(guān)系管理措施:完善個(gè)人中高端客戶(hù)信息,加強(qiáng)OCRM系統(tǒng)的培訓(xùn)使用;建立客戶(hù)需求檔案,強(qiáng)化功能營(yíng)銷(xiāo),確定JB支行中高端客戶(hù)拓展的目標(biāo)客戶(hù)群,包括三方客戶(hù)群、跨境客戶(hù)群、農(nóng)村客戶(hù)群、老年客戶(hù)群;加強(qiáng)產(chǎn)品創(chuàng)新組合營(yíng)銷(xiāo),建立差別化的中高端客戶(hù)維護(hù)策略;重視中高端客戶(hù)日常管理,理順管理服務(wù)流程,創(chuàng)新服務(wù)形式,改善服務(wù)細(xì)節(jié),提供優(yōu)質(zhì)的增值服務(wù);加強(qiáng)中高端客戶(hù)關(guān)系管理的人才隊(duì)伍建設(shè)。
[Abstract]:With the constant reform of the financial system and the rapid development of Internet finance, the competition between the banks is becoming more and more intense. According to the famous "Pareto" principle, 20% of the middle and high-end customers contribute 80% of the operating profits to the banks. Personal high-end customers are becoming an important customer resource for commercial banks. Bank customer relationship management as an advanced management concept, The development of JB branch of Bank of China needs to face the local complex economic environment and fierce competition of the same industry. The middle and high-end customer relationship management is not only the important content of its management. And it is one of the key means to improve its market competitiveness. However, the middle and high-end customer relationship management of Bank of China JB branch is lagging behind, and it faces many problems and obstacles, so, It is of great practical significance to carry out the research on the middle and high-end customer relationship management of JB Branch. This paper analyzes the current research situation and the relevant theories of customer relationship management at home and abroad. This paper defines the content of middle and high-end customers and their customer relationship management in JB branch of Bank of China, investigates and analyzes the middle and high-end customer structure of the bank and the county economic environment and competition environment that the bank faces. This paper systematically studies the current situation and existing problems of the middle and high-end customer relationship management in the bank, and applies a questionnaire survey to the satisfaction degree of the high-end customer to its product and service management. To find out the main problems in middle and high-end customer relationship management: the collection of customer information is not comprehensive, and the lack of comprehensive evaluation of personal customer information, the lack of customer service segmentation, the target market for high-end customers is not clear; In terms of customer service management, customer service is limited to basic content, innovative service mode, not strong personalization, insufficient customer maintenance service ability, single service form, non-standard service flow, weak awareness of middle and high-end customer relationship management. On the basis of this, the paper puts forward some practical and practical measures of middle and high-end customer relationship management: consummating personal and high-end customer information, strengthening the training and use of OCRM system, establishing customer demand files, strengthening function marketing, To determine the target customer group of JB sub-bank, including tripartite customer group, cross-border customer group, rural customer group, elderly customer group, strengthen product innovation combination marketing, and establish differential upscale customer maintenance strategy. Attach importance to the daily management of middle and high-end customers, rationalize the management service flow, innovate service forms, improve service details, provide high-quality value-added services, and strengthen the construction of the talent team of middle and high-end customer relationship management.
【學(xué)位授予單位】：西安科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F832.2

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