【摘要】：資金是企業(yè)生存的血液，銀行業(yè)為我國經(jīng)濟(jì)發(fā)展提供了持續(xù)的動(dòng)力。我國目前有五大國有行、十二家大型股份制銀行、數(shù)十家城市商業(yè)銀行和數(shù)百家農(nóng)村商業(yè)銀行，2014年民營銀行也獲準(zhǔn)成立，我國銀行業(yè)未來競爭日益加劇。銀行業(yè)競爭也由產(chǎn)品競爭轉(zhuǎn)為服務(wù)競爭，“二八定律”的打破意味著銀行要更加重視個(gè)人客戶服務(wù)質(zhì)量的管理。如何制定實(shí)施有效的銀行個(gè)人客戶服務(wù)質(zhì)量管理策略是各類銀行提升自身競爭力，保證銀行未來可持續(xù)發(fā)展的關(guān)鍵。 本文以中國建設(shè)銀行吉林省分行為主要研究對象，通過分析該行目前為個(gè)人客戶提供的主要產(chǎn)品和服務(wù)，發(fā)現(xiàn)該行在個(gè)人客戶服務(wù)質(zhì)量管理策略方面存在很多問題，按照個(gè)人客戶服務(wù)質(zhì)量管理問題來源分析可以便于服務(wù)質(zhì)量管理策略的進(jìn)一步改進(jìn)。具體說來，建行吉林省分行的個(gè)人客戶服務(wù)質(zhì)量管理方面存在的問題是：個(gè)人客戶投訴數(shù)量上升，特別是投資理財(cái)產(chǎn)品虧損、人身保險(xiǎn)代銷和網(wǎng)點(diǎn)服務(wù)等方面的問題時(shí)有發(fā)生；互聯(lián)網(wǎng)的興起使得輿論傳播更加便利，該行媒體負(fù)面輿情增多，在一定程度上損害了該行的聲譽(yù)；該行的個(gè)人客戶滿意度優(yōu)勢減弱。造成這些問題的原因有來自前臺人員服務(wù)意識和操作等方面的淺顯原因，也有其他一些深層次的原因。外在原因主要是由于客戶需求與銀行服務(wù)能力有差距，客戶問題“自媒體化”快速傳播與銀行輿情應(yīng)對速度不適應(yīng)。內(nèi)在原因主要有該行服務(wù)文化建設(shè)缺失，管理層工作不到位，一線員工規(guī)章制度難以推動(dòng)，客戶利益與銀行利益沒有很好的兼顧，績效管理不當(dāng)。通過分析上述問題，發(fā)現(xiàn)該行對個(gè)人客戶服務(wù)質(zhì)量疏于管理、缺乏長期戰(zhàn)略規(guī)劃。 結(jié)合建行吉林省分行服務(wù)質(zhì)量管理現(xiàn)狀，制定實(shí)施以服務(wù)規(guī)范的標(biāo)準(zhǔn)化、服務(wù)管理精細(xì)化、服務(wù)文化品牌化為目標(biāo)的的個(gè)人客戶服務(wù)質(zhì)量管理策略，通過建立完善個(gè)人客戶服務(wù)質(zhì)量標(biāo)準(zhǔn)化機(jī)制、服務(wù)質(zhì)量監(jiān)督檢查機(jī)制、服務(wù)質(zhì)量提升培訓(xùn)機(jī)制、服務(wù)質(zhì)量管理考核評價(jià)機(jī)制，以此提高該行的個(gè)人客戶服務(wù)質(zhì)量。 一個(gè)完整的銀行個(gè)人客戶服務(wù)質(zhì)量管理策略的執(zhí)行需要后續(xù)實(shí)施的保障措施，在建行吉林省分行個(gè)人客戶服務(wù)質(zhì)量管理策略實(shí)施過程中需要相應(yīng)保障措施，一是組織保障，，各級行設(shè)置相應(yīng)管理個(gè)人客戶服務(wù)質(zhì)量的部門和崗位人員，建立個(gè)人客戶服務(wù)質(zhì)量管理有效聯(lián)動(dòng)機(jī)制，充分發(fā)揮聯(lián)動(dòng)效應(yīng)，強(qiáng)化合規(guī)經(jīng)營和規(guī)范管理；二是渠道保障，切實(shí)抓好客戶分層經(jīng)營，根據(jù)不同的客戶群采取最適合的服務(wù)管理方案，做好產(chǎn)品創(chuàng)新和推動(dòng)，發(fā)揮好現(xiàn)有的創(chuàng)新產(chǎn)品，強(qiáng)化創(chuàng)新能力；三是制度保障，建立個(gè)人客戶售后服務(wù)回訪機(jī)制，個(gè)人客戶服務(wù)質(zhì)量檢查評價(jià)機(jī)制，個(gè)人客戶投訴處理的監(jiān)督和問責(zé)機(jī)制。
[Abstract]:Capital is the blood of the survival of enterprises, and the banking industry provides a sustained impetus for the economic development of our country. At present, China has five state-owned banks, twelve large joint-stock banks, dozens of urban commercial banks and hundreds of rural commercial banks. In 2014, private banks were also allowed to establish. The competition in banking industry is also changed from product competition to service competition. The breaking of the "law of two or eight" means that banks should pay more attention to the management of customer service quality. How to formulate and implement effective strategies of bank personal customer service quality management is the key for banks to enhance their competitiveness and ensure the sustainable development of banks in the future. This paper takes the Jilin Branch of China Construction Bank as the main research object, through the analysis of the main products and services provided by the Bank to individual customers at present, we find that there are many problems in the quality management strategy of the bank's personal customer service. According to the source analysis of personal customer service quality management problem, it is convenient to improve the service quality management strategy. Specifically, the problems in the quality management of personal customer service in Jilin Branch of CCB are as follows: the number of individual customer complaints has increased, especially the loss of investment and financial products, the life insurance agent sales and network service and other problems occur from time to time; The rise of the Internet makes the dissemination of public opinion more convenient, the bank's media negative public opinion increased, to some extent damaged the reputation of the bank; the bank's personal customer satisfaction advantage weakened. The causes of these problems come from the service consciousness and operation of the front desk personnel, as well as some other deep-seated reasons. The external reasons are mainly due to the gap between customer demand and banking service ability, the rapid spread of self-media of customer problems and the response speed of bank public opinion. The main internal reasons are the lack of service culture construction, the lack of management work, the difficulty to promote the rules and regulations of front-line staff, the lack of good balance between the interests of customers and banks, and the improper performance management. By analyzing the above problems, it is found that the bank has poor management of personal customer service quality and lacks long-term strategic planning. Combined with the current situation of service quality management in Jilin Branch of China Construction Bank, the author formulates and implements the personal customer service quality management strategy, which aims at standardization of service norms, refinement of service management and branding of service culture. By establishing and perfecting the standardization mechanism of personal customer service quality, the supervision and inspection mechanism of service quality, the training mechanism of service quality improvement, and the evaluation mechanism of service quality management, the personal customer service quality of the bank can be improved. The implementation of a complete bank personal customer service quality management strategy needs the following safeguard measures. In the process of implementing the individual customer service quality management strategy of the Jilin Branch of China Construction Bank, the corresponding safeguard measures are needed, first, the organizational guarantee. The banks at all levels shall set up departments and post personnel to manage the quality of personal customer service, establish an effective linkage mechanism for the quality management of personal customer service, give full play to the linkage effect, and strengthen compliance management and standardized management; The second is to ensure the channel, do a good job of customer stratification management, according to different customer groups to adopt the most suitable service management program, do a good job in product innovation and promotion, give full play to existing innovative products, strengthen innovation ability; The third is the system guarantee, the establishment of the individual customer after-sales service return visit mechanism, the personal customer service quality inspection and evaluation mechanism, the individual customer complaint processing supervision and the accountability mechanism.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33

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相關(guān)期刊論文 前1條

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本文編號：2387196