發(fā)布時(shí)間：2018-05-04 12:13

  本文選題：農(nóng)業(yè)銀行 + 公司類(lèi)業(yè)務(wù)�。� 參考：《蘭州交通大學(xué)》2014年碩士論文

【摘要】：目前我國(guó)經(jīng)濟(jì)一直呈現(xiàn)開(kāi)放性發(fā)展,商業(yè)銀行呈現(xiàn)多元化成長(zhǎng),而金融領(lǐng)域競(jìng)爭(zhēng)已經(jīng)進(jìn)入白熱化階段,利潤(rùn)空間持續(xù)較少,而社會(huì)融資方式的轉(zhuǎn)變,又使得各大商業(yè)銀行開(kāi)始爭(zhēng)搶對(duì)公業(yè)務(wù)市場(chǎng)。本文以農(nóng)業(yè)銀行山西分行對(duì)公業(yè)務(wù)的營(yíng)銷(xiāo)理念、營(yíng)銷(xiāo)模式和促銷(xiāo)方法等方面進(jìn)行研究分析。通過(guò)全面解讀商業(yè)銀行市場(chǎng)營(yíng)銷(xiāo)理論的,將實(shí)踐做法和理論有機(jī)結(jié)合,對(duì)農(nóng)業(yè)銀行山西分行公司類(lèi)業(yè)務(wù)市場(chǎng)營(yíng)銷(xiāo)現(xiàn)狀進(jìn)行分析,得出農(nóng)業(yè)銀行山西分行公司類(lèi)業(yè)務(wù)營(yíng)銷(xiāo)中存在以下問(wèn)題:“以客戶(hù)為中心”的經(jīng)營(yíng)理念尚未落到實(shí)處,目標(biāo)市場(chǎng)選擇不科學(xué),產(chǎn)品創(chuàng)新力度不足,品牌形象不夠強(qiáng)大等。然后對(duì)農(nóng)業(yè)銀行山西分行公司類(lèi)業(yè)務(wù)的SWOT分析,對(duì)其面臨的內(nèi)部?jī)?yōu)勢(shì)與劣勢(shì)、外部機(jī)遇與威脅進(jìn)行了全面認(rèn)識(shí)。認(rèn)為農(nóng)業(yè)銀行山西分行面臨的是日益激烈的競(jìng)爭(zhēng)環(huán)境和越加復(fù)雜的營(yíng)銷(xiāo)環(huán)境,其中雖然有很多是農(nóng)業(yè)銀行山西分行通過(guò)努力可以直接或者間接控制,或者降低不利影響,但是,有些是該銀行無(wú)法避免的,必然會(huì)遇到。對(duì)于前者,農(nóng)業(yè)銀行山西分行可以通過(guò)加強(qiáng)不斷開(kāi)發(fā)和推出金融創(chuàng)新產(chǎn)品、加強(qiáng)內(nèi)部控制等手段來(lái)?yè)P(yáng)長(zhǎng)避短,對(duì)于后者,農(nóng)業(yè)銀行山西分行應(yīng)該認(rèn)真分析,區(qū)分系統(tǒng)性和非系統(tǒng)性的風(fēng)險(xiǎn)(此處的系統(tǒng)性風(fēng)險(xiǎn)特指中國(guó)銀行業(yè)普遍面臨的一系列風(fēng)險(xiǎn)),盡可能抓住機(jī)遇,規(guī)避和降低風(fēng)險(xiǎn)。在此基礎(chǔ)上,本文對(duì)農(nóng)業(yè)銀行山西分行公司類(lèi)業(yè)務(wù)市場(chǎng)營(yíng)銷(xiāo)進(jìn)行了重新定位。認(rèn)為農(nóng)業(yè)銀行山西分行應(yīng)集中專(zhuān)項(xiàng)資金對(duì)山西省內(nèi)1000家中小型農(nóng)業(yè)產(chǎn)業(yè)化龍頭企業(yè)、500個(gè)縣城鎮(zhèn)化建設(shè)、300個(gè)省級(jí)以上工業(yè)園區(qū)和200個(gè)優(yōu)勢(shì)產(chǎn)業(yè)集群等一大批縣域優(yōu)質(zhì)項(xiàng)目進(jìn)行重點(diǎn)投入、重點(diǎn)扶持,進(jìn)一步發(fā)揮農(nóng)行在中小企業(yè)中的金融作用。針對(duì)存在農(nóng)業(yè)銀行山西分行公司類(lèi)業(yè)務(wù)市場(chǎng)營(yíng)銷(xiāo)存在的問(wèn)題,本文提出了相應(yīng)的對(duì)策,即加大產(chǎn)品創(chuàng)新力度,加強(qiáng)服務(wù)渠道建設(shè),豐富定價(jià)策略,強(qiáng)化品牌形象。并提出了營(yíng)銷(xiāo)策略實(shí)施的保障措施:完善中小企業(yè)金融服務(wù)機(jī)構(gòu),完善營(yíng)銷(xiāo)績(jī)效考評(píng)和獎(jiǎng)懲機(jī)制,完善營(yíng)銷(xiāo)管理信息系統(tǒng),加強(qiáng)公司類(lèi)業(yè)務(wù)信貸風(fēng)險(xiǎn)管理。
[Abstract]:At present, China's economy has been showing an open development, commercial banks have shown diversified growth, and the competition in the financial field has entered a stage of intense, profit space has been less, and the social financing mode has changed. The major commercial banks began to compete for the public business market. This paper studies and analyzes the marketing concept, marketing mode and promotion method of Shanxi Branch of Agricultural Bank of China. By comprehensively interpreting the marketing theory of commercial banks, combining the practice with the theory, this paper analyzes the current situation of the marketing of the Shanxi Branch of the Agricultural Bank of China. The following problems exist in the marketing of agricultural bank Shanxi branch company: "customer-centered" business concept has not yet been put into practice, target market selection is not scientific, product innovation is insufficient, brand image is not strong enough, and so on. Then the SWOT analysis of agricultural bank Shanxi branch company business, the internal strengths and weaknesses, external opportunities and threats are comprehensively understood. It is believed that the Shanxi Branch of the Agricultural Bank of China is facing an increasingly fierce competitive environment and a more complicated marketing environment. Although many of them can be controlled directly or indirectly through efforts by the Shanxi Branch of the Agricultural Bank of China, or reduce the adverse effects, Some that the bank cannot avoid are inevitable. With regard to the former, the Shanxi Branch of the Agricultural Bank of China can enhance its strengths and circumvent its weaknesses by continuously developing and introducing innovative financial products and strengthening internal control. For the latter, the Shanxi Branch of the Agricultural Bank of China should make a careful analysis. Distinguish between systemic and non-systemic risks (here systemic risk refers to a series of risks that Chinese banks generally face, seize opportunities as much as possible to avoid and reduce risks. On this basis, this paper reorientates the marketing of agricultural bank Shanxi branch. It is believed that the Shanxi Branch of Agricultural Bank should concentrate special funds on a large number of county areas such as 1000 leading small and medium-sized agricultural industrialization enterprises in Shanxi Province, 500 county urbanization construction, 300 industrial parks above provincial level and 200 superior industrial clusters. The quality project carries on the key input, Key support, further play the role of Agricultural Bank in the financial role of small and medium-sized enterprises. In view of the problems existing in the marketing of Shanxi Branch of Agricultural Bank, this paper puts forward the corresponding countermeasures, that is, to increase the strength of product innovation, to strengthen the construction of service channels, to enrich the pricing strategy and to strengthen the brand image. The paper also puts forward the guarantee measures for the implementation of marketing strategy: perfecting the financial service institutions of small and medium-sized enterprises, perfecting the mechanism of evaluation of marketing performance and reward and punishment, perfecting the information system of marketing management, and strengthening the credit risk management of company business.
【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F274;F832.2

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