【摘要】：作為一種高端業(yè)務(wù),私人銀行業(yè)務(wù)在優(yōu)化客戶資源、優(yōu)化內(nèi)部管理、優(yōu)化市場品牌等方面助推商業(yè)銀行戰(zhàn)略轉(zhuǎn)型發(fā)揮更加積極的作用。本文通過運(yùn)用市場營銷及管理的相關(guān)理論、知識以及理念,結(jié)合ZS銀行私人銀行市場營銷的現(xiàn)狀、業(yè)務(wù)發(fā)展的優(yōu)勢、劣勢、面臨的機(jī)會與威脅進(jìn)行了分析。提出了zS銀行私人銀行業(yè)務(wù)營銷策略,從而達(dá)到幫助其在市場競爭中搶占先機(jī)、搶奪份額,大力推廣私人銀行業(yè)務(wù)產(chǎn)品,提高產(chǎn)品交叉銷售力度,拓展客戶群體,增加客戶忠誠度與貢獻(xiàn)度,增強(qiáng)市場競爭力。 我國私人銀行業(yè)務(wù)發(fā)展迅速,并形成了相對成熟、穩(wěn)定的服務(wù)模式。目前zs銀行采取的是“1+N”團(tuán)隊(duì)服務(wù)模式,共同為私人銀行客戶量身打造一整套財富管理規(guī)劃。然而,私人銀行這一新鮮事物,在國內(nèi)的發(fā)展過程中暴露出一系列問題,產(chǎn)品同質(zhì)化嚴(yán)重,政策法律限制,人才培養(yǎng)機(jī)制匱乏,缺乏對客戶的掌控力以及渠道建設(shè)比較單薄等。通過SWOT分析看出,zS銀行私人銀行應(yīng)克服私人銀行業(yè)務(wù)發(fā)展的中的不足來化解威脅,使得ZS銀行私人銀行業(yè)務(wù)更加迅速穩(wěn)健的發(fā)展。 ZS銀行私人銀行營銷策略應(yīng)選擇：ZS銀行私人銀行客戶細(xì)分及模式,從管理模式來看,由于這類客戶需要非常專業(yè)、全面的財富管理服務(wù),所以ZS銀行私人銀行整合各部門優(yōu)勢的“事業(yè)部模式”是最佳選擇。強(qiáng)化私人銀行服務(wù)7P策略,依托ZS銀行私人銀行的品牌效應(yīng),通過在服務(wù)中和信息交流中強(qiáng)調(diào)與服務(wù)相聯(lián)系的重要性。前臺銷售及客戶管理策略,設(shè)置客戶開發(fā)經(jīng)理,加強(qiáng)客戶開發(fā)經(jīng)理與客戶經(jīng)理的合作,構(gòu)建客戶經(jīng)理與客服中心相結(jié)合的服務(wù)渠道。市場研究及投資顧問建設(shè)策略,ZS銀行應(yīng)該建立高水平的市場研究及投資顧問團(tuán)隊(duì),這是專業(yè)化的體現(xiàn),也是私人銀行業(yè)務(wù)的重要差異化點(diǎn)。加強(qiáng)市場營銷產(chǎn)品管理的策略,包括產(chǎn)品管理,市場營銷管理以及客戶經(jīng)理管理。設(shè)計(jì)私人銀行業(yè)務(wù)運(yùn)營流程框架,市場營銷流程應(yīng)該包括4個二級流程：市場分析、細(xì)分客戶、制定營銷計(jì)劃、管理營銷計(jì)劃。做好ZS銀行私人銀行流動性風(fēng)險及聲譽(yù)風(fēng)險管理等。
[Abstract]:As a high-end business, private banking plays a more active role in optimizing customer resources, internal management, and market brand to promote the strategic transformation of commercial banks. The advantages, disadvantages, opportunities and threats of development are analyzed. The marketing strategies of private banking business of zS bank are put forward to help them seize the first opportunity and share in the market competition, vigorously promote private banking products, enhance the cross-selling of products, expand customer groups, increase customer loyalty and contribution. Enhance market competitiveness.
China's private banking business is developing rapidly and has formed a relatively mature and stable service model. At present, ZS bank adopts the "1 + N" team service model to create a set of wealth management plans for private banking customers. However, this new thing, private banking, has exposed a series of problems in the domestic development process. Through SWOT analysis, it can be seen that the private banks of ZS Bank should overcome the shortcomings in the development of private banking business to resolve the threat and make the private banking business of ZS Bank develop more rapidly and steadily.
ZS bank private bank marketing strategy should choose: ZS bank private bank customer segmentation and model, from the management model, because such customers need very professional, comprehensive wealth management services, so the ZS bank private bank integration of the advantages of various departments of the "business model" is the best choice. ZS Bank Private Bank's brand effect emphasizes the importance of linking with service through service and information exchange. Front-end sales and customer management strategies, customer development managers are set up, cooperation between customer development managers and customer managers is strengthened, and service channels combining customer manager with customer service center are constructed. ZS Bank should establish a high level of market research and investment advisory team, which is the embodiment of specialization and an important differentiation point of private banking business. The marketing process should include four secondary processes: market analysis, customer segmentation, marketing plan formulation, marketing plan management, liquidity risk management and reputation risk management of private banks of ZS Bank.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274;F832.2

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