【摘要】：當(dāng)前，我國(guó)大型商業(yè)銀行幾乎都把個(gè)人客戶業(yè)務(wù)作為經(jīng)營(yíng)的重要支柱之一，競(jìng)爭(zhēng)形勢(shì)日益激烈。其中，建設(shè)銀行于2005年股改上市后，制定了“以客戶為中心，提供一流服務(wù)，加強(qiáng)金融創(chuàng)新，打造品牌產(chǎn)品，提升價(jià)值創(chuàng)造能力，逐年提高個(gè)人客戶業(yè)務(wù)的市場(chǎng)份額，確立在同業(yè)中的優(yōu)勢(shì)和領(lǐng)先地位”的個(gè)人客戶業(yè)務(wù)發(fā)展戰(zhàn)略。但是7年來(lái)，其個(gè)人客戶業(yè)務(wù)的發(fā)展速度并沒(méi)有比其他國(guó)內(nèi)銀行同業(yè)發(fā)展得更快，也并沒(méi)能象其發(fā)展戰(zhàn)略所期望的那樣在銀行同業(yè)中樹立起競(jìng)爭(zhēng)優(yōu)勢(shì)或領(lǐng)先地位，個(gè)人客戶對(duì)建設(shè)銀行的忠誠(chéng)度也不高于銀行同業(yè)。 建設(shè)銀行J分行作為建設(shè)銀行的一級(jí)分行，其個(gè)人客戶業(yè)務(wù)的發(fā)展?fàn)钆c全國(guó)建行系統(tǒng)的總體發(fā)展?fàn)顩r類同。在建行總行個(gè)人客戶業(yè)務(wù)發(fā)展策略不發(fā)生大的變革的情況下，繼續(xù)亦步亦趨地按照建行總行部署推進(jìn)個(gè)人客戶業(yè)務(wù)的發(fā)展，顯然不能較快確立起同業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)。而在產(chǎn)品研究發(fā)和服務(wù)創(chuàng)新基本由總行控制，建設(shè)銀行J分行也無(wú)力在這些方面作更多資源投入的情況下，從個(gè)人客戶業(yè)務(wù)發(fā)展策略入手，因地制宜，實(shí)行更科學(xué)、更有效的個(gè)人客戶細(xì)分、選擇和發(fā)展策略理應(yīng)成為當(dāng)前提高分行個(gè)人客戶業(yè)務(wù)核心競(jìng)爭(zhēng)力的必然選擇。 論文在概述建設(shè)銀行J分行個(gè)人客戶業(yè)務(wù)發(fā)展現(xiàn)狀的基礎(chǔ)上，分析了其個(gè)人客戶業(yè)務(wù)發(fā)展策略存在問(wèn)題，指出其個(gè)人客戶群體劃分的標(biāo)準(zhǔn)簡(jiǎn)陋，不適應(yīng)精細(xì)化管理的需要；個(gè)人客戶業(yè)務(wù)發(fā)展策略疆化，，尤其對(duì)富�？蛻糁械母叨丝蛻舭l(fā)展重視不夠；針對(duì)個(gè)人客戶的銀行服務(wù)體制建設(shè)也不夠完善，市場(chǎng)競(jìng)爭(zhēng)力不強(qiáng)。 分析了建設(shè)銀行J分行個(gè)人客戶業(yè)務(wù)發(fā)展所面臨的外部環(huán)境，分析了其個(gè)人客戶業(yè)務(wù)市場(chǎng)的發(fā)展趨勢(shì)，通過(guò)數(shù)據(jù)對(duì)比分析，論述了建設(shè)銀行J分行發(fā)展個(gè)人客戶業(yè)務(wù)的內(nèi)部?jī)?yōu)勢(shì)條件，指出建設(shè)銀行J分行在執(zhí)行建設(shè)銀行總行制定的個(gè)人客戶業(yè)務(wù)總體發(fā)展戰(zhàn)略的同時(shí)，有條件結(jié)合自身實(shí)際，對(duì)本行的個(gè)人客戶業(yè)務(wù)發(fā)展策略做出調(diào)整。 建議建設(shè)銀行J分行進(jìn)一步細(xì)分客戶群體，并提出了新的客戶結(jié)構(gòu)細(xì)分標(biāo)準(zhǔn)，將其個(gè)人客戶群體從原有的四大類細(xì)分為五大類，將個(gè)人金融資產(chǎn)介于300萬(wàn)元和500萬(wàn)元之間的個(gè)人客戶單獨(dú)定義；對(duì)建設(shè)銀行J分行個(gè)人客戶業(yè)務(wù)的發(fā)展策略選擇提出了改進(jìn)建議，對(duì)不同客戶群體的發(fā)展重點(diǎn)給出了調(diào)整建議，特別指出應(yīng)比照私人銀行客戶的發(fā)展策略大力拓展富�？蛻糁械母叨丝蛻羧后w。提出了完善建設(shè)銀行J分行個(gè)人客戶營(yíng)銷服務(wù)體系的措施建議，提出圍繞不同的核心目標(biāo)，調(diào)整不同機(jī)構(gòu)、層級(jí)、渠道的重點(diǎn)服務(wù)對(duì)象；實(shí)施差異化營(yíng)銷服務(wù)策略；強(qiáng)化產(chǎn)品和服務(wù)創(chuàng)新，改進(jìn)和優(yōu)化服務(wù)流程，為客戶提供超值服務(wù)和快捷服務(wù)；實(shí)施網(wǎng)點(diǎn)轉(zhuǎn)型，打造旗艦店、精品店和多功能店，提升客戶體驗(yàn)；強(qiáng)化自助渠道建設(shè)和電子銀行發(fā)展，為客戶提供更廣闊的業(yè)務(wù)辦理平臺(tái)；積極培養(yǎng)提升青年期客戶的資產(chǎn)成長(zhǎng)能力。對(duì)建設(shè)銀行J分行實(shí)施個(gè)人客戶業(yè)務(wù)發(fā)策略的保障措施提出了建議，強(qiáng)化風(fēng)險(xiǎn)控制，強(qiáng)化人力資源管理和客戶經(jīng)理培訓(xùn)，加強(qiáng)資本投入和技術(shù)支持，完善規(guī)章制度和考核機(jī)制。
[Abstract]:At present, China's large commercial banks almost all regard individual customer business as one of the important pillars of operation, and the competition situation is increasingly fierce. However, in the past seven years, the development speed of individual customer business has not been faster than other domestic banks, nor has it been able to establish a competitive advantage or lead in the banking industry as expected by the development strategy. In the first place, the loyalty of individual customers to the Construction Bank is not higher than that of the banking industry.
As the first-class branch of China Construction Bank, J Branch of China Construction Bank (CCB) has the same development status as the whole CCB system. While the development strategy of individual customer business of CCB headquarters has not changed greatly, it will continue to promote the development of individual customer business according to the arrangement of CCB headquarters, obviously. We can't establish the competitive advantage of the same trade quickly, but under the circumstances that the product research and development and service innovation are basically controlled by the head office and the J branch of CCB is unable to invest more resources in these aspects, we should start with the development strategy of individual customer business, implement more scientific and effective individual customer segmentation, select and develop strategic rationale according to local conditions. It should be an inevitable choice to improve the core competitiveness of branch individual customers.
On the basis of summarizing the development status of individual customer service of J Branch of CCB, this paper analyzes the problems existing in the development strategy of individual customer service, and points out that the standard of division of individual customer group is simple and not suitable for the needs of fine management; the development strategy of individual customer service is limited, especially for high-end customers among rich customers. Insufficient attention is paid to the construction of banking service system for individual customers, and the market competitiveness is not strong enough.
This paper analyzes on the external environment faced by the development of individual customer service of J Branch of Construction Bank, analyzes on the development trend of its individual customer service market, discusses on the internal advantages of J Branch of Construction Bank in developing individual customer service through data comparison and analysis, and points out that J Branch of Construction Bank is implementing the individual customer established by the head office of Construction Bank. At the same time, the overall development strategy of household business can be adjusted according to the actual conditions.
It is suggested that J Branch of China Construction Bank further subdivide the customer groups, and put forward a new subdivision standard of customer structure, which subdivides the individual customer groups into five categories from the original four categories, and separately defines the individual customer whose personal financial assets are between 3 million yuan and 5 million yuan. This paper chooses to put forward suggestions for improvement, puts forward adjustment suggestions for the development emphasis of different customer groups, especially points out that the high-end customer groups among wealthy customers should be vigorously expanded according to the development strategy of private bank customers. Standard, adjust the key service objects of different organizations, levels and channels; implement differentiated marketing service strategy; strengthen product and service innovation, improve and optimize service process, provide customers with value-added services and fast service; implement network transformation, create flagship stores, boutique stores and multi-functional stores, enhance customer experience; strengthen self-service channel construction; Set up E-banking development to provide customers with a broader business management platform; actively cultivate and enhance the ability of young clients to grow assets. Suggestions are put forward for the implementation of individual customer business development strategy in J Branch of Construction Bank, strengthen risk control, strengthen human resource management and customer manager training, and strengthen capital investment. And technical support, improve rules and regulations and assessment mechanism.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

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