本文選題：商業(yè)銀行 + 對(duì)公業(yè)務(wù)�。� 參考：《蘭州大學(xué)》2014年碩士論文

【摘要】：隨著近幾年外部金融環(huán)境的不斷變動(dòng),中國商業(yè)銀行在經(jīng)營(yíng)過程中所面臨的來自行業(yè)內(nèi)外的競(jìng)爭(zhēng)壓力也逐漸增大。就宏觀環(huán)境而言,國內(nèi)金融業(yè)在遭遇了2008年金融危機(jī)之后,一直處于摸索新出路、完善金融系統(tǒng)漏洞的不穩(wěn)定狀態(tài)；就行業(yè)環(huán)境而言,國內(nèi)各大商業(yè)銀行不僅隨時(shí)面對(duì)著外資銀行對(duì)國內(nèi)業(yè)務(wù)領(lǐng)域的瓜分與侵蝕,同時(shí)還要應(yīng)對(duì)國內(nèi)的公司、個(gè)人在辦理相關(guān)業(yè)務(wù)、追求貨幣增值時(shí),對(duì)于銀行依賴性逐漸減弱的問題。同時(shí),在中國商業(yè)銀行同業(yè)之間,也存在著激烈的客戶爭(zhēng)奪戰(zhàn),有限的優(yōu)質(zhì)客戶資源更是各大商業(yè)銀行競(jìng)相追逐的對(duì)象。這也促就了各大國內(nèi)商業(yè)銀行在對(duì)公、對(duì)私業(yè)務(wù)中,必然會(huì)有暫時(shí)性“抓大放小”的舉措,這不僅反映了銀行更重視對(duì)公業(yè)務(wù)的現(xiàn)狀,也映射出了銀行在對(duì)公業(yè)務(wù)中更側(cè)重于大客戶的開發(fā)現(xiàn)狀。 事實(shí)上,作為商業(yè)銀行發(fā)展壯大的基礎(chǔ)和利潤(rùn)效益的核心來源,對(duì)公業(yè)務(wù)的發(fā)展對(duì)商業(yè)銀行有著不言而喻的重要作用,中國各大商業(yè)銀行也早在2005年就達(dá)成了對(duì)公業(yè)務(wù)應(yīng)從“核算交易”為主導(dǎo)逐步過渡到“營(yíng)銷服務(wù)”為主導(dǎo)的共識(shí)。近年來,學(xué)術(shù)界關(guān)于國內(nèi)商業(yè)銀行對(duì)公業(yè)務(wù)經(jīng)營(yíng)模式改革、轉(zhuǎn)型的討論一直未曾停歇,各大商業(yè)銀行也在實(shí)踐中進(jìn)行著對(duì)公業(yè)務(wù)轉(zhuǎn)型的探索,并在部分地區(qū)已經(jīng)取得了不錯(cuò)的成效,但更多的轉(zhuǎn)型實(shí)踐則是反饋出了不少問題。中國商業(yè)銀行在當(dāng)前“金融脫媒”的嚴(yán)峻形勢(shì)下,形成基本的對(duì)公業(yè)務(wù)營(yíng)銷不難,然而,如何在已有的營(yíng)銷團(tuán)隊(duì)基礎(chǔ)上,在盡可能短的時(shí)間內(nèi)快速提升自我的營(yíng)銷能力,實(shí)現(xiàn)對(duì)公業(yè)務(wù)營(yíng)銷中“質(zhì)的飛躍”而非“量的積累”,這才是本文所研究的重點(diǎn)。 本文首先整理了在本文的分析說明中及案例解析中會(huì)涉及到的相關(guān)理論基礎(chǔ),并將國內(nèi)外關(guān)于商業(yè)銀行發(fā)展對(duì)公業(yè)務(wù)營(yíng)銷能力的相關(guān)文獻(xiàn)進(jìn)行了歸總和展示；然后以中國國內(nèi)的商業(yè)銀行為整體研究對(duì)象,對(duì)其對(duì)公業(yè)務(wù)營(yíng)銷能力發(fā)展現(xiàn)狀進(jìn)行了描述分析；進(jìn)而由現(xiàn)狀展開思考,探究當(dāng)前商業(yè)銀行對(duì)公業(yè)務(wù)營(yíng)銷能力薄弱的關(guān)鍵因素,并以此為突破口,提出相應(yīng)的提升商業(yè)銀行對(duì)公業(yè)務(wù)營(yíng)銷能力的措施及建議；最后,作者根據(jù)在中國工商銀行J支行的實(shí)踐經(jīng)歷,以J銀行的對(duì)公業(yè)務(wù)營(yíng)銷作為案例分析對(duì)象,結(jié)合本文的理論分析,探討了本文所提建議在商業(yè)銀行各網(wǎng)點(diǎn)實(shí)踐中的應(yīng)用可能性,希望為商業(yè)銀行對(duì)公業(yè)務(wù)營(yíng)銷能力的提升有實(shí)質(zhì)的幫助。
[Abstract]:With the continuous changes of the external financial environment in recent years, the competitive pressure from inside and outside the industry is gradually increasing in the course of operation of Chinese commercial banks. As far as the macro environment is concerned, after the financial crisis of 2008, the domestic financial industry has been in an unstable state of finding a new way out to perfect the loopholes in the financial system; as far as the industry environment is concerned, The major domestic commercial banks are not only facing the division and erosion of domestic business by foreign banks at any time, but also dealing with domestic companies and individuals in their pursuit of monetary appreciation. The problem of diminishing dependence on banks. At the same time, there is a fierce customer battle among the Chinese commercial banks, and the limited high-quality customer resources are the objects that the major commercial banks are chasing. This has also prompted all major domestic commercial banks to take temporary measures to "pay more attention to public and private business". This not only reflects the fact that banks are paying more attention to public business, It also reflects the current situation of banks focusing more on the development of major customers in their public business. In fact, as the basis for the development of commercial banks and the core source of profit benefits, it plays a self-evident and important role in the development of public business. As early as 2005, China's major commercial banks reached a consensus that the public business should gradually transition from "accounting transactions" to "marketing services". In recent years, the academic circles about the domestic commercial banks to the public business management mode reform, the transformation discussion has not stopped, each big commercial bank also carries on the exploration to the public service transformation in the practice. And in some areas have achieved good results, but more practice is feedback is a lot of problems. Under the severe situation of "financial disintermediation", it is not difficult for Chinese commercial banks to form basic marketing to the public business. However, how to improve their own marketing ability in the shortest possible time on the basis of the existing marketing team, To realize the "qualitative leap" rather than "quantity accumulation" in the marketing of public business is the focus of this paper. In this paper, the theoretical basis of the analysis and analysis of the case will be involved, and the domestic and foreign related literature on the development of commercial banks to the public business marketing ability are summarized and displayed. Then taking the domestic commercial banks of China as the whole research object, this paper describes and analyzes the current situation of the development of the marketing ability of the public business, and then discusses the key factors of the weakness of the current commercial banks' marketing ability to the public business from the point of view of the present situation. Finally, according to the practical experience of the J branch of ICBC, the author takes J Bank's marketing for public business as the case study object, and puts forward the corresponding measures and suggestions to enhance the ability of commercial banks to promote the public business marketing, and finally, according to the practical experience of the J branch of ICBC, the author takes J Bank's marketing for public business as a case study. Based on the theoretical analysis of this paper, this paper probes into the possibility of the application of the suggestions in the practice of commercial banks' outlets, hoping to be of practical help to the promotion of commercial banks' marketing ability of public business.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.2

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