本文關(guān)鍵詞：A銀行青島分行對(duì)公客戶經(jīng)理團(tuán)隊(duì)建設(shè)策略研究　出處：《山東大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：隨著我國(guó)的商業(yè)銀行改革的進(jìn)一步深化,對(duì)公客戶經(jīng)理制度的活力展現(xiàn)得越來(lái)越充分。對(duì)公客戶經(jīng)理主要是以客戶為中心,處理客戶存、貸款及其它銀行業(yè)務(wù),并負(fù)責(zé)拓展、維護(hù)客戶關(guān)系。目前,客戶經(jīng)理在銀行大多屬于專業(yè)技術(shù)類的銷售人員,擁有很強(qiáng)的公關(guān)能力和科學(xué)的營(yíng)銷策略,以及強(qiáng)烈的服務(wù)意識(shí)。對(duì)公客戶經(jīng)理充當(dāng)著商業(yè)銀行的發(fā)動(dòng)機(jī)和為客戶服務(wù)的紐帶角色,其價(jià)值正不斷被發(fā)掘。日前,我國(guó)經(jīng)濟(jì)的轉(zhuǎn)型壓力依然存在,在外部環(huán)境趨緊的形勢(shì)下,對(duì)公客戶經(jīng)理團(tuán)隊(duì)需要不斷自我優(yōu)化升級(jí)。本文通過(guò)借鑒管理學(xué)理論,融入了青島當(dāng)?shù)亟鹑跈C(jī)構(gòu)的特色,對(duì)A銀行青島分行對(duì)公客戶經(jīng)理團(tuán)隊(duì)的現(xiàn)狀及管理模式深入研究。本文詳細(xì)分析了 A銀行青島分行的基本概況、對(duì)公業(yè)務(wù)的發(fā)展情況、對(duì)公客戶經(jīng)理的配置情況以及對(duì)公客戶經(jīng)理團(tuán)隊(duì)和個(gè)人的管理模式,并通過(guò)上述分析提出了當(dāng)前A銀行青島分行對(duì)公客戶經(jīng)理團(tuán)隊(duì)建設(shè)存在的四大問(wèn)題:團(tuán)隊(duì)之間發(fā)展不平衡、市場(chǎng)開拓動(dòng)力不足、業(yè)務(wù)及產(chǎn)品知識(shí)偏弱、中后臺(tái)對(duì)業(yè)務(wù)的支持偏弱。這些問(wèn)題一方面是對(duì)公客戶經(jīng)理自身因素造成的,一方面是銀行內(nèi)部管理的問(wèn)題造成的。針對(duì)上述問(wèn)題,結(jié)合團(tuán)隊(duì)"5P"理論,本文提出了對(duì)公客戶經(jīng)理團(tuán)隊(duì)建設(shè)的五項(xiàng)策略,即團(tuán)隊(duì)目標(biāo)建設(shè)、團(tuán)隊(duì)成員建設(shè)、團(tuán)隊(duì)定位建設(shè)、團(tuán)隊(duì)權(quán)限建設(shè)、團(tuán)隊(duì)計(jì)劃建設(shè)。目標(biāo)建設(shè)主要是針對(duì)各項(xiàng)任務(wù)指標(biāo)進(jìn)行解讀和分析,結(jié)合當(dāng)前的經(jīng)濟(jì)形勢(shì)和自身的實(shí)力,對(duì)各項(xiàng)指標(biāo)的輕重緩急做出評(píng)估,并對(duì)指標(biāo)的完成度進(jìn)行預(yù)測(cè),最后與團(tuán)隊(duì)成員一起確認(rèn)目標(biāo),目標(biāo)一定要具有戰(zhàn)略性、清晰性和合理性。成員建設(shè)則是需要依托對(duì)公客戶經(jīng)理勝任力素質(zhì)模型,進(jìn)行團(tuán)隊(duì)成員的勝任力素質(zhì)提升,包括客戶源開拓、銷售機(jī)會(huì)挖掘、專業(yè)化銷售、談判技巧、客戶關(guān)系管理、內(nèi)部協(xié)調(diào)、風(fēng)險(xiǎn)控制、個(gè)人績(jī)效管理、數(shù)據(jù)管理、戰(zhàn)略執(zhí)行等十項(xiàng)銷售技能以及產(chǎn)品知識(shí)、客戶知識(shí)、行業(yè)知識(shí)、合規(guī)知識(shí)等四項(xiàng)銷售相關(guān)知識(shí),這些技能與知識(shí)層次的提升對(duì)于對(duì)公客戶經(jīng)理的績(jī)效有顯著地促進(jìn)作用。團(tuán)隊(duì)定位建設(shè)是要求對(duì)公客戶經(jīng)理團(tuán)隊(duì)可以自身優(yōu)勢(shì)確定好自己的定位,形成區(qū)域?qū)I(yè)化團(tuán)隊(duì)、行業(yè)專業(yè)化團(tuán)隊(duì)或產(chǎn)品專業(yè)化團(tuán)隊(duì),從而根據(jù)該定位制定發(fā)展規(guī)劃。權(quán)限建設(shè)是指上級(jí)管理機(jī)構(gòu)賦予對(duì)公客戶經(jīng)理團(tuán)隊(duì)一定管理權(quán)限,增加基層考評(píng)以促進(jìn)對(duì)公客戶經(jīng)理的績(jī)效提升。團(tuán)隊(duì)計(jì)劃建設(shè)是指對(duì)公客戶經(jīng)理團(tuán)隊(duì)做好實(shí)現(xiàn)目標(biāo)的計(jì)劃制定與任務(wù)分解,并根據(jù)實(shí)際執(zhí)行情況予以調(diào)整,最終促進(jìn)目標(biāo)的完成。上述團(tuán)隊(duì)建設(shè)的策略還需配合銀行內(nèi)部其他部門的支持與協(xié)助,使對(duì)公客戶經(jīng)理團(tuán)隊(duì)更具有競(jìng)爭(zhēng)力,實(shí)現(xiàn)健康、可持續(xù)的發(fā)展。
[Abstract]:With the further deepening of the commercial bank reform in China, the vitality of the public account manager system is more and more fully displayed. The public account manager mainly takes the customer as the center, deals with customer deposit, loan and other banking business. And responsible for expanding and maintaining customer relations. At present, account managers in the bank mostly belong to the professional and technical sales staff, has a strong public relations ability and scientific marketing strategy. As well as a strong sense of service. Public account managers as the engine of commercial banks and the role of the link for customer service, its value is constantly being explored. Days ago, China's economic transformation pressure still exists. Under the situation of external environment tightening, the team of public account managers need to constantly optimize and upgrade. This paper integrates the characteristics of local financial institutions in Qingdao by using management theory for reference. This paper analyzes the basic situation of A Bank Qingdao Branch and the development of public business in detail. Configuration of public account managers and management of teams and individuals of public account managers. Through the above analysis, the paper points out four problems existing in the construction of public account manager team in Qingdao Branch of Bank A: unbalanced development among teams, insufficient market development power, weak business and product knowledge. On the one hand, these problems are caused by the public account manager's own factors, on the other hand, it is caused by the internal management of the bank. In view of the above problems, combined with the team "5p" theory. This paper proposes five strategies for the team building of public account managers, that is, team goal building, team member building, team positioning construction, and team authority building. Team planning construction. The goal construction is mainly for the interpretation and analysis of various task indicators, combined with the current economic situation and their own strength, to assess the priorities of the indicators. Finally, the target must be strategic, clear and reasonable, and the member building needs to rely on the competency quality model of the public account manager. Improve the competence of team members, including customer resource development, sales opportunity mining, professional sales, negotiation skills, customer relationship management, internal coordination, risk control, personal performance management, data management. Ten sales skills, including product knowledge, customer knowledge, industry knowledge, compliance knowledge, etc. The promotion of these skills and knowledge levels has a significant role in promoting the performance of public account managers. Team positioning is required to determine their own strengths of the public account managers team positioning. Form regional specialized team, industry specialized team or product specialization team, and then make the development plan according to this position. The authority construction means that the superior management organization gives certain management authority to the public account manager team. The team plan construction refers to the plan formulation and task decomposition of the public account manager team to achieve the goal and adjust it according to the actual implementation situation. The team building strategy mentioned above should be supported and assisted by other departments within the bank so as to make the team more competitive and achieve healthy and sustainable development.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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