本文選題：南昌銀行　切入點：客戶關(guān)系管理　出處：《南昌大學》2014年碩士論文

【摘要】：在經(jīng)濟全球化的今天，伴隨金融管制的逐步放松，商業(yè)銀行之間的競爭已經(jīng)白熱化，傳統(tǒng)的以產(chǎn)品為中心的經(jīng)營理念逐步轉(zhuǎn)向以客戶為中心，客戶資源成為了商業(yè)銀行在激烈的競爭中取得優(yōu)勢的關(guān)鍵性因素。國內(nèi)商業(yè)銀行紛紛轉(zhuǎn)變經(jīng)營理念，開始嘗試推行客戶經(jīng)理制。深入研究國內(nèi)商業(yè)銀行客戶經(jīng)理制的現(xiàn)狀和發(fā)展，不僅有助于為國內(nèi)銀行業(yè)進一步深化改革提供思考的方向；同時也能幫助國內(nèi)商業(yè)銀行進一步完善客戶經(jīng)理制，解決現(xiàn)實操作中存在的問題，從而進一步提高金融服務能力，提升自身的競爭力。因此，研究這一問題具有一定的理論價值和實踐意義。 本文在結(jié)構(gòu)上共分6章。第1章為導論；第2章為商業(yè)銀行客戶經(jīng)理制概述；第3章為南昌銀行客戶經(jīng)理制度現(xiàn)狀的調(diào)查與分析；第4章為國內(nèi)外先進商業(yè)銀行客戶經(jīng)理制的經(jīng)驗與啟示；第5章為南昌銀行客戶經(jīng)理制的優(yōu)化措施；第6章為結(jié)論與展望。本文文中主要從客戶經(jīng)理的職責劃分、綜合素質(zhì)水平、考核激勵辦法、培訓機制、監(jiān)督管理機制以及資源的使用和分配等角度對南昌銀行客戶經(jīng)理制實施中存在的一系列問題進行了剖析，并針對上述問題，提出了完善南昌銀行客戶經(jīng)理制的建議。 本文認為要進一步完善客戶經(jīng)理制，必須深化對客戶經(jīng)理制的認識，徹底改變管理理念，細分客戶經(jīng)理的工作職責，提供配套的信息和技術(shù)保障，，加強隊伍建設，提高綜合素質(zhì)，同時應建立科學的考核激勵機制和高效的檢查監(jiān)控機制，從而實現(xiàn)客戶經(jīng)理制的可持續(xù)發(fā)展。
[Abstract]:In today's economic globalization, with the gradual relaxation of financial regulation, the competition among commercial banks has become more intense, and the traditional product-centered business philosophy has gradually shifted to customer-centered.Customer resources have become the key factor for commercial banks to gain advantages in the fierce competition.Domestic commercial banks have changed their business philosophy and began to try to implement the customer manager system.The in-depth study of the current situation and development of the customer manager system in domestic commercial banks is not only helpful to provide the direction of thinking for further deepening the reform of the domestic banking sector, but also helps the domestic commercial banks to further improve the account manager system.Solve the existing problems in practical operation, and further improve the ability of financial services, enhance their own competitiveness.Therefore, the study of this issue has certain theoretical value and practical significance.This paper is divided into 6 chapters in structure.The first chapter is the introduction, the second chapter is the overview of the customer manager system in commercial banks, the third chapter is the investigation and analysis of the current situation of the account manager system in Nanchang Bank, the fourth chapter is the experience and inspiration of the advanced commercial bank customer manager system at home and abroad.The fifth chapter is the optimization measures of Nanchang Bank's account manager system, and the sixth chapter is the conclusion and prospect.This article mainly from the customer manager's responsibility division, the comprehensive quality level, the examination incentive method, the training mechanism,This paper analyzes a series of problems existing in the implementation of the customer manager system in Nanchang Bank from the perspective of supervision and management mechanism and the use and distribution of resources, and puts forward some suggestions for perfecting the account manager system in Nanchang Bank.This paper holds that in order to further improve the customer manager system, we must deepen the understanding of the customer manager system, thoroughly change the management concept, subdivide the responsibility of the customer manager, provide supporting information and technical support, and strengthen the construction of the team.In order to realize the sustainable development of the customer manager system, it is necessary to establish a scientific examination and incentive mechanism and an efficient inspection and control mechanism to improve the comprehensive quality.
【學位授予單位】：南昌大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.33

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