本文選題：交通銀行S分行 + 競爭戰(zhàn)略�。� 參考：《廣西大學》2017年碩士論文

【摘要】：近年來對于傳統(tǒng)銀行業(yè)來說是艱難的一段時期。資本市場冰火兩重天,外匯市場瞬息萬變,利率市場化完全放開,互聯(lián)網金融風生水起,銀行凈利潤增速近乎為零,不良風險加速暴露。國家和S市的政治法律、經濟、社會、技術環(huán)境給交通銀行S分行帶來發(fā)展的機遇,良好的宏觀經濟環(huán)境、居民收入以及財富在不斷增長;同時挑戰(zhàn)也是存在的,近年來的信貸需求難以擴大、市場風險不斷暴露。S分行成立發(fā)展26年來形成了自身的優(yōu)勢,知名度較高的財富管理品牌、口碑較好的信用卡活動;但同時也存在一些劣勢,相對較少的網點數(shù)量、創(chuàng)新能力不足。本文以交通銀行S分行的競爭戰(zhàn)略為研究課題。結合國內外的研究,利用SWOT模型確定交通銀行S分行的差異化競爭戰(zhàn)略選擇。提出交通銀行S分行零售業(yè)務板塊要突出個人資產業(yè)務、交叉銷售、手機銀行、有效客戶和信用卡網上支付等重點,創(chuàng)新獲客模式,加大線下網點、線上流量和外拓營銷等全渠道獲客力度;公司業(yè)務板塊要以客戶分層分類分級管理為抓手和突破口,提高客戶營銷層級,構建多層次的客戶管理體系和經營責任體系,形成統(tǒng)籌推進、反應靈敏、協(xié)作高效、服務專業(yè)和權責清晰的新型客戶服務管理體系�！笆濉睍r期是交通銀行S分行改革圖存、轉型求變和創(chuàng)新超越的關鍵期。只有實施差異化競爭戰(zhàn)略,實現(xiàn)從“從產品為中心”向“以客戶為中心”經營模式的轉變,才能保持長期穩(wěn)健發(fā)展,實現(xiàn)基業(yè)長青。
[Abstract]:Recent years have been a difficult period for the traditional banking industry. Capital market ice and fire, foreign exchange market rapidly changing, interest rate liberalization completely open, Internet financial wind and water, bank net profit growth rate near zero, bad risk accelerated exposure. The political, legal, economic, social and technological environment of the state and S city brings opportunities for the development of the S branch of Bank of Communications, a good macroeconomic environment, and the increasing income and wealth of the residents. At the same time, challenges also exist. In recent years, credit demand has been difficult to expand, and the market risks have been exposed continuously. Since the establishment and development of .S branch for 26 years, it has formed its own advantages, a wealth management brand with a high reputation, and a credit card activity with good reputation. But at the same time, there are also some disadvantages. Relatively small number of outlets, innovation capacity is insufficient. This paper focuses on the competitive strategy of Bank of Communications S Branch. Combined with domestic and international research, SWOT model is used to determine the choice of differentiated competitive strategy of Bank of Communications S Branch. It is proposed that the retail business section of Bank of Communications S Branch should highlight the key points of personal assets business, cross-selling, mobile banking, effective customers and credit card online payment, innovate the mode of obtaining customers, and enlarge the offline network. All channels, such as online flow and outreach marketing, will get customers; the company's business sector should focus on customer stratification, classification and grading management, improve customer marketing levels, and build a multi-level customer management system and management responsibility system. Develop a new customer service management system that is responsive, efficient, professional and accountable. The 13th five-year period is the key period of S branch reform of Bank of Communications. Only by implementing the strategy of differentiated competition and changing from "from product-centered" to "customer-centered" can we maintain long-term steady development and realize the everlasting development of the foundation industry.
【學位授予單位】：廣西大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.33

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本文編號：2003542