本文選題：銀行 + 財富管理業(yè)務(wù)　； 參考：《西南交通大學(xué)》2017年碩士論文

【摘要】：改革開放30多年以來,在經(jīng)濟(jì)騰飛的同時我國居民可支配收入也大幅度提升,這就帶來了高凈值人群對財富管理業(yè)務(wù)的迫切需求。然而此類人群財富管理知識的積累與財富的積累并不成正比,致使其更傾向于選擇優(yōu)質(zhì)的財富管理機構(gòu)為其實現(xiàn)資產(chǎn)的保值與升值,這說明我國的財富管理業(yè)務(wù)成長空間廣闊。同時,金融創(chuàng)新的日益推進(jìn)以及內(nèi)外部監(jiān)管的進(jìn)一步加強,也為C銀行業(yè)務(wù)擴展提供了無限可能。C銀行作為國內(nèi)財富管理業(yè)務(wù)的先驅(qū)者,占有較大市場份額,又因其集團(tuán)高度國際化的優(yōu)勢,在跨境業(yè)務(wù)方面一直處于國內(nèi)領(lǐng)先地位。然而,面對日益激烈的同業(yè)競爭以及新興財富管理機構(gòu)、互聯(lián)網(wǎng)金融的發(fā)展,如何塑造C銀行青島市分行財富管理行業(yè)的專業(yè)品牌形象,繼續(xù)保持業(yè)內(nèi)優(yōu)勢,是其面對的重要挑戰(zhàn)。本文以財富管理業(yè)務(wù)概念以及競爭戰(zhàn)略研究入手,對經(jīng)濟(jì)、社會等宏觀發(fā)展背景采用PEST分析法進(jìn)行分析,指出C銀行青島市分行的財富管理業(yè)務(wù)發(fā)展擁有經(jīng)濟(jì)騰飛所奠定的穩(wěn)定基礎(chǔ)以及良好的發(fā)展機遇。然后對財富管理行業(yè)進(jìn)行五力模型分析,提出C銀行青島市分行需要不斷加大資源投入,并進(jìn)一步推出具有較強競爭力的產(chǎn)品以及服務(wù),從而保證市場份額持續(xù)穩(wěn)健增長的觀點。繼而,對C銀行青島市分行財富管理業(yè)務(wù)發(fā)展進(jìn)行內(nèi)部環(huán)境分析,主要對各類資源、核心競爭力進(jìn)行分析,通過SWOT分析得出其優(yōu)勢和劣勢,機遇和挑戰(zhàn),指出C銀行如何發(fā)揮優(yōu)勢、彌補劣勢、掌握機遇、迎接挑戰(zhàn),最后得出其財富管理業(yè)務(wù)需采用差異化競爭戰(zhàn)略的結(jié)論。在差異化競爭戰(zhàn)略實施過程中,主要通過產(chǎn)品差異化、服務(wù)差異化以及人才差異化三方面進(jìn)行。首先,通過對高凈值客戶進(jìn)行準(zhǔn)確定位、加強與供應(yīng)商合作,并充分利用高度國際化的競爭優(yōu)勢進(jìn)行產(chǎn)品創(chuàng)新,從而實施產(chǎn)品差異化;其次,通過進(jìn)一步對高凈值客戶進(jìn)行層級細(xì)分,并結(jié)合各層級客戶的不同需求以及現(xiàn)有資源,從而實施服務(wù)差異化;最后,通過提升專業(yè)人員素養(yǎng)、配套隊伍建設(shè)方案,并打通技術(shù)序列與管理序列人員職業(yè)通道,從而實施人才差異化。
[Abstract]:Since the reform and opening up for more than 30 years, the disposable income of Chinese residents has also been greatly increased while the economy has taken off, which has brought an urgent need for wealth management business among the high net worth people. However, the accumulation of wealth management knowledge is not directly proportional to the accumulation of wealth, which makes them more inclined to choose high-quality wealth management institutions to maintain and appreciate their assets, which indicates that wealth management business in China has broad growth space. At the same time, with the increasing promotion of financial innovation and the further strengthening of internal and external supervision, it also provides unlimited possibilities for the expansion of bank C's business. As a pioneer of domestic wealth management business, Bank C occupies a large market share. Also because of its high international advantage, in the cross-border business has been in the leading position in China. However, in the face of increasingly fierce interbank competition and emerging wealth management institutions, the development of Internet finance, how to shape the professional brand image of wealth management industry in Qingdao Branch of Bank C, and continue to maintain the advantages of the industry, Is an important challenge. Based on the concept of wealth management business and the study of competition strategy, this paper analyzes the macro-development background of economy and society by pest analysis. It is pointed out that the development of wealth management business in Qingdao Branch of C Bank has the stable foundation and good development opportunity laid by the economic take-off. Then, through the five-force model analysis of the wealth management industry, it is pointed out that the Qingdao Branch of Bank C needs to continuously increase the resource input and further promote the products and services with strong competitiveness. In order to ensure a sustained and steady growth of market share point of view. Then, the paper analyzes the internal environment of wealth management business development of Qingdao Branch of C Bank, mainly analyzes all kinds of resources and core competitiveness, and obtains its strengths and weaknesses, opportunities and challenges through SWOT analysis. The paper points out how C Bank can exert its advantages, make up for its disadvantages, grasp opportunities and meet challenges. Finally, it draws the conclusion that its wealth management business needs to adopt the differentiated competitive strategy. In the process of implementing differentiation competition strategy, it is mainly carried out through three aspects: product differentiation, service differentiation and talent differentiation. First of all, through accurate positioning of high net worth customers, strengthening cooperation with suppliers, and making full use of highly international competitive advantages for product innovation, so as to implement product differentiation; second, Through the further classification of high net worth customers, combined with the different needs of customers at all levels and existing resources, the implementation of service differentiation; finally, through the upgrading of professional literacy, supporting team building program, And through the technical sequence and management sequence personnel career channel, so as to implement talent differentiation.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.2

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