【摘要】：中國加入世界貿(mào)易組織后取消了國民待遇方面的限制,放寬了對市場準(zhǔn)入的限制,外資憑借先進(jìn)的管理經(jīng)驗(yàn)和金融產(chǎn)品,與中資商業(yè)銀行搶占高端客戶市場,我國銀行業(yè)面臨著新一輪的發(fā)展機(jī)遇和更加嚴(yán)峻的挑戰(zhàn)。另外隨著我國經(jīng)濟(jì)的快速發(fā)展,客戶不僅僅滿足于商業(yè)銀行的傳統(tǒng)服務(wù)方式,在財富的保值和增值、資金運(yùn)用的多元化、服務(wù)體驗(yàn)和服務(wù)安全以及交易渠道的便利化等方面對商業(yè)銀行提出了新的要求和服務(wù)期望。作為面對客戶最基層的服務(wù)網(wǎng)點(diǎn)如果還保持傳統(tǒng)的服務(wù)模式,將不能夠滿足客戶的需求和市場發(fā)展的需要,急需從布局、管理、營運(yùn)等方面進(jìn)行變革,以滿足客戶的各項(xiàng)需求,提高自身的競爭實(shí)力。 本文從商業(yè)銀行當(dāng)前的經(jīng)營管理現(xiàn)狀開始研究,結(jié)合銀行營銷的相關(guān)理論,闡述了我國商業(yè)銀行目前的營銷模式現(xiàn)狀,提出我國商業(yè)銀行亟待解決的服務(wù)效率低、自助設(shè)備作用發(fā)揮不充分、客戶整體服務(wù)體驗(yàn)差等問題,通過借鑒東西方先進(jìn)國家的網(wǎng)點(diǎn)營銷模式,針對我國的實(shí)際國情,提出重新構(gòu)建商業(yè)銀行的營銷服務(wù)模式和功能定位,并加大客戶經(jīng)理團(tuán)隊(duì)建設(shè),進(jìn)行網(wǎng)點(diǎn)流程改進(jìn)等策略。
[Abstract]:After China's accession to the World Trade Organization (WTO), China has lifted restrictions on national treatment and relaxed restrictions on market access. With advanced management experience and financial products, foreign capital and Chinese commercial banks have seized the high-end customer market. China's banking industry is facing a new round of development opportunities and more severe challenges. In addition, with the rapid development of China's economy, customers are not only satisfied with the traditional service mode of commercial banks, in the preservation and appreciation of wealth, the diversification of the use of funds. Service experience and service security, as well as the facilitation of trading channels, put forward new requirements and service expectations for commercial banks. As the most basic service network facing customers, if the traditional service mode is maintained, it will not be able to meet the needs of customers and the needs of market development, and it is urgent to carry out changes from the aspects of layout, management, operation and so on, in order to meet the needs of customers. Improve their own competitive strength. This paper begins with the research on the present situation of operation and management of commercial banks, combined with the relevant theories of bank marketing, expounds the present situation of marketing mode of commercial banks in China, and puts forward that the service efficiency of commercial banks in China is low. The function of self-help equipment is not enough, and the overall service experience of customers is poor. By drawing lessons from the network marketing mode of eastern and western advanced countries, and according to the actual national conditions of our country, this paper puts forward to reconstruct the marketing service mode and function orientation of commercial banks. And increase the construction of account manager team, network process improvement and other strategies.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F832.33

【引證文獻(xiàn)】

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1 彭純;商業(yè)銀行組織管理模式研究[D];華東師范大學(xué);2006年

相關(guān)碩士學(xué)位論文 前1條

1 王晶;互聯(lián)網(wǎng)金融對商業(yè)銀行影響研究[D];西北大學(xué);2015年

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本文編號：2482078