本文選題：西安銀行 + 營(yíng)銷渠道�。� 參考：《西北大學(xué)》2015年碩士論文

【摘要】：在當(dāng)前金融大環(huán)境下,西安銀行面臨著前所未有的機(jī)遇和挑戰(zhàn)。渠道建設(shè)被視為提高銀行核心競(jìng)爭(zhēng)力的有效手段,逐漸被重視并迅速提到一個(gè)新的高度。長(zhǎng)期以來,西安銀行主要依靠物理網(wǎng)點(diǎn)渠道占領(lǐng)市場(chǎng)、獲得客戶、發(fā)展業(yè)務(wù),雖然近年來自助服務(wù)渠道和電子銀行渠道的建設(shè)也取得了較好的成績(jī),但對(duì)比同業(yè)先進(jìn)水平,仍有巨大的提升空間。從當(dāng)前銀行業(yè)的發(fā)展速度與方向來看,未來幾年,商業(yè)銀行的競(jìng)爭(zhēng)力及盈利點(diǎn)很大程度取決于營(yíng)銷渠道的建設(shè)及服務(wù)能力的提升,大力推動(dòng)營(yíng)銷渠道的建設(shè)是順應(yīng)經(jīng)濟(jì)發(fā)展趨勢(shì)、體現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)以及提高客戶忠誠(chéng)度的必然要求,更是降低經(jīng)營(yíng)成本,提升經(jīng)營(yíng)管理水平,促進(jìn)經(jīng)營(yíng)方式轉(zhuǎn)型升級(jí)的內(nèi)在需求。本文以西安銀行的三種營(yíng)銷渠道作為研究對(duì)象,通過經(jīng)營(yíng)數(shù)據(jù)分析以及問卷調(diào)查分析,對(duì)物理網(wǎng)點(diǎn)渠道、自助服務(wù)渠道和電子銀行渠道的現(xiàn)狀進(jìn)行深入研究,找到渠道建設(shè)中存在的問題。其中,物理網(wǎng)點(diǎn)渠道中存在的問題包括：選址缺乏科學(xué)依據(jù)、功能定位差異導(dǎo)致營(yíng)銷功能未充分發(fā)揮、業(yè)務(wù)操作制度與實(shí)際脫鉤、廣告宣傳不到位、成本高、未全面實(shí)現(xiàn)功能分區(qū)等；自助服務(wù)渠道中存在的問題包括：業(yè)務(wù)分流能力有待提高、盈利能力弱、設(shè)備穩(wěn)定性差、業(yè)務(wù)外包導(dǎo)致服務(wù)質(zhì)量弱化等；電子銀行渠道中存在的問題包括：客戶對(duì)安全性的質(zhì)疑、流程繁瑣、功能有限、數(shù)據(jù)處理能力弱、產(chǎn)品同質(zhì)化嚴(yán)重等。找到問題所在后,參照同業(yè)的先進(jìn)經(jīng)驗(yàn),本文分別對(duì)三種營(yíng)銷渠道提出了具有針對(duì)性的優(yōu)化方案。物理網(wǎng)點(diǎn)應(yīng)從硬件設(shè)施和軟件上同時(shí)改進(jìn)；自助服務(wù)渠道應(yīng)對(duì)投放前、運(yùn)行中和運(yùn)行后三個(gè)階段分步進(jìn)行優(yōu)化,確�？茖W(xué)投放、穩(wěn)健運(yùn)行、合理評(píng)價(jià)；電子銀行渠道的優(yōu)化應(yīng)從產(chǎn)品及功能、營(yíng)銷、流程、部門協(xié)同、安全防范、員工培訓(xùn)以及風(fēng)險(xiǎn)防范等全面展開。營(yíng)銷渠道的建設(shè)離不開制度、人才、組織架構(gòu)和科技的保障,本文最后針對(duì)這四種保障措施,也提出了一些改進(jìn)的建議。西安銀行在營(yíng)銷渠道的建設(shè)上經(jīng)歷了從無到有的階段,目前正處于從有到優(yōu)的探索時(shí)期,這就需要對(duì)未來趨勢(shì)準(zhǔn)確把握,大膽嘗試,才能找出適合西安銀行自身的發(fā)展模式。
[Abstract]:In the current financial environment, Xi'an Bank is facing unprecedented opportunities and challenges. Channel construction is regarded as an effective means to improve the core competitiveness of banks. For a long time, Xi'an Bank has mainly relied on physical network channels to occupy the market, gain customers and develop business. Although the construction of self-service channels and electronic banking channels has also achieved good results in recent years, it has been compared with the advanced level of the same industry. There is still great room for improvement. From the current development speed and direction of the banking industry, in the next few years, the competitiveness and profitability of commercial banks depend to a large extent on the construction of marketing channels and the improvement of their service capacity. To vigorously promote the construction of marketing channels is an inevitable requirement to conform to the trend of economic development, reflect competitive advantages and improve customer loyalty. It is also the internal demand of reducing operating costs, improving management level and promoting the transformation and upgrading of business mode. This paper takes three kinds of marketing channels of Xi'an Bank as the research object, through the management data analysis and the questionnaire survey analysis, carries on the thorough research to the physical network channel, the self-service channel and the electronic bank channel present situation. Find out the existing problems in the channel construction. Among them, the problems existing in the physical network channel include: lack of scientific basis for site selection, difference in function orientation, lack of full play of marketing function, decoupling of business operation system from actual situation, lack of advertising publicity, high cost, etc. The problems in the self-service channel include: the ability of service shunt needs to be improved, the profit ability is weak, the equipment stability is poor, the service quality is weakened due to outsourcing, etc. The problems in the electronic banking channel include: customer's questioning of security, cumbersome process, limited function, weak data processing ability, serious homogeneity of products, and so on. After finding out where the problem lies and referring to the advanced experience of the same industry, this paper puts forward the targeted optimization schemes for the three kinds of marketing channels. The physical network should be improved from the hardware and software at the same time, the self-service channel should be optimized step by step before, during and after operation, to ensure scientific, stable and reasonable evaluation. The optimization of electronic banking channels should be carried out from product and function, marketing, process, departmental coordination, security guard, staff training and risk prevention. The construction of marketing channel can not be separated from the guarantee of system, talent, organization structure and science and technology. Finally, this paper puts forward some suggestions for improvement in view of these four kinds of safeguard measures. Xi'an Bank has experienced a stage from scratch to existence in the construction of marketing channels, and is now in a period of exploration from existence to excellence, which requires an accurate grasp of the future trend and a bold attempt to find out the development model suitable for Xi'an Bank itself.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274;F832.2

【相似文獻(xiàn)】

相關(guān)期刊論文 前9條

1 ;開拓創(chuàng)新 務(wù)真求實(shí) 西安銀行實(shí)現(xiàn)歷史性跨越[J];法治與社會(huì);2012年01期

2 ;入駐西高新 再鑄新輝煌 西安銀行隆重舉行總行新址啟用儀式[J];法治與社會(huì);2013年02期

3 白艷;;城市商業(yè)銀行品牌評(píng)價(jià)的實(shí)證分析——以西安銀行為例[J];經(jīng)濟(jì)研究導(dǎo)刊;2012年25期

4 ;關(guān)于核準(zhǔn)西安銀行股份有限公司證券投資基金銷售業(yè)務(wù)資格的批復(fù)[J];中國(guó)證券監(jiān)督管理委員會(huì)公告;2011年09期

5 陳愛萍;西安銀行電子結(jié)算中心聯(lián)行業(yè)務(wù)發(fā)展迅速[J];西安金融;1999年09期

6 耿忍;;陜西省企業(yè)信用協(xié)會(huì)二屆四次常務(wù)理事(擴(kuò)大)會(huì)議在西安召開[J];今傳媒;2012年02期

7 唐學(xué)學(xué);申亞民;;基于VaR模型的西安銀行信用風(fēng)險(xiǎn)管理實(shí)證研究[J];西安文理學(xué)院學(xué)報(bào)(社會(huì)科學(xué)版);2013年06期

8 潘秀;王雷;;西北地區(qū)城市商業(yè)銀行效率分析——基于DEA和Malmquist指數(shù)法的實(shí)證研究[J];寧夏社會(huì)科學(xué);2012年03期

9 ;[J];;年期

相關(guān)會(huì)議論文 前1條

1 張欣;;關(guān)于西安銀行持續(xù)發(fā)展應(yīng)解決的幾個(gè)問題[A];陜西統(tǒng)籌城鄉(xiāng)發(fā)展研究[C];2011年

相關(guān)重要報(bào)紙文章 前10條

1 本報(bào)記者 呂東;西安銀行三個(gè)月內(nèi)遭遇兩大股東“清倉”[N];證券日?qǐng)?bào);2014年

2 記者 胡利強(qiáng);西安市商業(yè)銀行正式更名為西安銀行[N];西安日?qǐng)?bào);2010年

3 本報(bào)記者 李獅;李金柱胡志強(qiáng)會(huì)見西安銀行董事長(zhǎng)王西省[N];榆林日?qǐng)?bào);2010年

4 記者 雷和平　通訊員 董惠安;西安銀行 質(zhì)量與規(guī)模躍居商行前列[N];金融時(shí)報(bào);2012年

5 本報(bào)見習(xí)記者 毛宇舟;城商行股權(quán)轉(zhuǎn)讓頻現(xiàn)大單 西安銀行6.3億股股權(quán)兩月內(nèi)易主[N];證券日?qǐng)?bào);2014年

6 記者 雷和平;在激烈競(jìng)爭(zhēng)中快速發(fā)展[N];金融時(shí)報(bào);2013年

7 牛恩;寶雞銀企又添新軍[N];寶雞日?qǐng)?bào);2013年

8 楊楠　馬樂;金融活水是如何引來的？[N];寶雞日?qǐng)?bào);2013年

9 本報(bào)記者 劉振盛;二級(jí)市場(chǎng)折價(jià)近四成 銀行股兩級(jí)市場(chǎng)倒掛怪相[N];21世紀(jì)經(jīng)濟(jì)報(bào)道;2011年

10 記者 雷和平;把“無價(jià)”變“有價(jià)”[N];金融時(shí)報(bào);2011年

相關(guān)碩士學(xué)位論文 前2條

1 劉欣欣;西安銀行發(fā)展戰(zhàn)略研究[D];西北大學(xué);2011年

2 楊旭;西安銀行營(yíng)銷渠道優(yōu)化研究[D];西北大學(xué);2015年

，

本文編號(hào)：2112573