本文選題：交通銀行S分行 + 競(jìng)爭(zhēng)戰(zhàn)略��； 參考：《廣西大學(xué)》2017年碩士論文

【摘要】：近年來(lái)對(duì)于傳統(tǒng)銀行業(yè)來(lái)說(shuō)是艱難的一段時(shí)期。資本市場(chǎng)冰火兩重天,外匯市場(chǎng)瞬息萬(wàn)變,利率市場(chǎng)化完全放開(kāi),互聯(lián)網(wǎng)金融風(fēng)生水起,銀行凈利潤(rùn)增速近乎為零,不良風(fēng)險(xiǎn)加速暴露。國(guó)家和S市的政治法律、經(jīng)濟(jì)、社會(huì)、技術(shù)環(huán)境給交通銀行S分行帶來(lái)發(fā)展的機(jī)遇,良好的宏觀經(jīng)濟(jì)環(huán)境、居民收入以及財(cái)富在不斷增長(zhǎng);同時(shí)挑戰(zhàn)也是存在的,近年來(lái)的信貸需求難以擴(kuò)大、市場(chǎng)風(fēng)險(xiǎn)不斷暴露。S分行成立發(fā)展26年來(lái)形成了自身的優(yōu)勢(shì),知名度較高的財(cái)富管理品牌、口碑較好的信用卡活動(dòng);但同時(shí)也存在一些劣勢(shì),相對(duì)較少的網(wǎng)點(diǎn)數(shù)量、創(chuàng)新能力不足。本文以交通銀行S分行的競(jìng)爭(zhēng)戰(zhàn)略為研究課題。結(jié)合國(guó)內(nèi)外的研究,利用SWOT模型確定交通銀行S分行的差異化競(jìng)爭(zhēng)戰(zhàn)略選擇。提出交通銀行S分行零售業(yè)務(wù)板塊要突出個(gè)人資產(chǎn)業(yè)務(wù)、交叉銷售、手機(jī)銀行、有效客戶和信用卡網(wǎng)上支付等重點(diǎn),創(chuàng)新獲客模式,加大線下網(wǎng)點(diǎn)、線上流量和外拓營(yíng)銷等全渠道獲客力度;公司業(yè)務(wù)板塊要以客戶分層分類分級(jí)管理為抓手和突破口,提高客戶營(yíng)銷層級(jí),構(gòu)建多層次的客戶管理體系和經(jīng)營(yíng)責(zé)任體系,形成統(tǒng)籌推進(jìn)、反應(yīng)靈敏、協(xié)作高效、服務(wù)專業(yè)和權(quán)責(zé)清晰的新型客戶服務(wù)管理體系�！笆濉睍r(shí)期是交通銀行S分行改革圖存、轉(zhuǎn)型求變和創(chuàng)新超越的關(guān)鍵期。只有實(shí)施差異化競(jìng)爭(zhēng)戰(zhàn)略,實(shí)現(xiàn)從“從產(chǎn)品為中心”向“以客戶為中心”經(jīng)營(yíng)模式的轉(zhuǎn)變,才能保持長(zhǎng)期穩(wěn)健發(fā)展,實(shí)現(xiàn)基業(yè)長(zhǎng)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(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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本文編號(hào)：2003542