包商銀行客戶服務(wù)中心營(yíng)銷問題研究
發(fā)布時(shí)間：2018-11-04 16:06
【摘要】：中國(guó)自加入WTO已有近十年的時(shí)間,自入世以來(lái),金融市場(chǎng)已逐漸向全世界開放,世界金融夠涌入中國(guó)市場(chǎng),導(dǎo)致銀行業(yè)數(shù)量急劇增加。隨著金融市場(chǎng)的參與者不斷增加,金融市場(chǎng)的結(jié)構(gòu)已經(jīng)發(fā)生改變。各類新興的商業(yè)銀行蓬勃發(fā)展,使金融市場(chǎng)競(jìng)爭(zhēng)不斷升級(jí),金融市場(chǎng)不再是一家或幾家的寡頭壟斷局面,而是出現(xiàn)了百家爭(zhēng)鳴的新競(jìng)爭(zhēng)形式。在此大的社會(huì)經(jīng)濟(jì)背景下,客戶的選擇空間越來(lái)越大,流動(dòng)性更強(qiáng),由此帶來(lái)的金融競(jìng)爭(zhēng)更加激烈。銀行業(yè)的服務(wù)已由賣方市場(chǎng)向買方市場(chǎng)轉(zhuǎn)變。與此同時(shí),和銀行業(yè)一同快速發(fā)展自證券、保險(xiǎn)和基金行業(yè)也參與到金融市場(chǎng)激烈的競(jìng)爭(zhēng)中,形成了同步競(jìng)爭(zhēng)模式,再加上國(guó)外各大銀行陸續(xù)進(jìn)入中國(guó)市場(chǎng)參與競(jìng)爭(zhēng),我國(guó)金融行業(yè)的發(fā)展面臨著前所未有的挑戰(zhàn)。在嚴(yán)峻的內(nèi)外經(jīng)濟(jì)形式下,如何開展有效的市場(chǎng)營(yíng)銷,留住客戶,發(fā)展客戶,顯得更為重要。 商業(yè)銀行客戶服務(wù)中心作為銀行對(duì)外窗口的重要組成部分,在市場(chǎng)營(yíng)銷方面的作用越來(lái)越明顯�，F(xiàn)代商業(yè)銀行的客戶服務(wù)中心,必須是在以客戶需求為中心,以市場(chǎng)為導(dǎo)向的現(xiàn)代營(yíng)銷理念指導(dǎo)下去參與市場(chǎng)競(jìng)爭(zhēng),才能在日益激烈的市場(chǎng)競(jìng)爭(zhēng)中和買方市場(chǎng)占主導(dǎo)的情況下贏得顧客,獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。 包商銀行的客戶服務(wù)中心成立于2005年,歷時(shí)八年的發(fā)展,已初具規(guī)模,定程度上推動(dòng)了包商銀行各項(xiàng)業(yè)務(wù)的營(yíng)銷、推廣和發(fā)展。但由于包商銀行客戶服務(wù)中心起步晚,較其他規(guī)模性的商業(yè)銀行而言,在市場(chǎng)營(yíng)銷方面仍處于劣勢(shì)地位。 本文一方面對(duì)客戶服務(wù)中心市場(chǎng)營(yíng)銷發(fā)展的國(guó)內(nèi)外實(shí)際情況進(jìn)行闡述,從中找到可借鑒的成功經(jīng)驗(yàn)。另一方面,根據(jù)包商銀行客戶服務(wù)中心市場(chǎng)營(yíng)銷的現(xiàn)狀,如經(jīng)營(yíng)理念與國(guó)內(nèi)大型金融機(jī)構(gòu)相比還很落后,仍未從“關(guān)注產(chǎn)品”轉(zhuǎn)變?yōu)椤瓣P(guān)注客戶”；客戶服務(wù)中心的產(chǎn)品和服務(wù)還不夠豐富,促銷手段匱乏、營(yíng)銷方式單一等等。同時(shí)結(jié)合包商銀行客戶服務(wù)中心市場(chǎng)營(yíng)銷起步晚,技術(shù)水平落后、管理體制不建全、人力資源缺乏等深層次的原因,對(duì)客戶服務(wù)中心在市場(chǎng)營(yíng)銷中的目標(biāo)市場(chǎng)定位不準(zhǔn)確、產(chǎn)品服務(wù)不到位、營(yíng)銷渠道不合理等問題進(jìn)行敘述,并在分析客戶服務(wù)中心市場(chǎng)營(yíng)銷特點(diǎn)及加強(qiáng)客戶服務(wù)中心市場(chǎng)營(yíng)銷研究的基礎(chǔ)上,通過轉(zhuǎn)變營(yíng)銷觀念、進(jìn)行市場(chǎng)定位、細(xì)分市場(chǎng)、加強(qiáng)內(nèi)部營(yíng)銷、提高信息技術(shù)等方式,力求為解決包商銀行客戶服務(wù)中心現(xiàn)階段出現(xiàn)的問題提供思路,通過初步探索,結(jié)合理論知識(shí)與實(shí)踐經(jīng)驗(yàn),深入淺出的論述了包商銀行客戶服務(wù)中心市場(chǎng)營(yíng)銷中碰到的問題及提出了解決問題的對(duì)策和建議。
[Abstract]:It has been nearly a decade since China joined the WTO. Since China's entry into the WTO, the financial market has been gradually opened to the whole world, and the world finance has poured into the Chinese market, resulting in a sharp increase in the number of banks. With the increasing number of participants in financial markets, the structure of financial markets has changed. The booming development of all kinds of new commercial banks makes the competition of financial market upgrade constantly. The financial market is no longer a oligopoly of one or more, but a new form of competition in which a hundred schools of thought contend. Under this big social and economic background, the choice space of the customer is more and more, the liquidity is stronger, thus the financial competition is more intense. Banking services have changed from seller's market to buyer's market. At the same time, with the rapid development of the banking industry from securities, the insurance and fund industries have also participated in the fierce competition in the financial market, forming a synchronized competition model. In addition, foreign banks have entered the Chinese market one after another to participate in the competition. The development of China's financial industry is facing unprecedented challenges. Under the severe internal and external economic situation, how to carry out effective marketing, retain customers and develop customers is more important. As an important part of bank's external window, the customer service center of commercial bank plays a more and more important role in marketing. The customer service center of modern commercial banks must take part in the market competition under the guidance of the modern marketing concept, which takes the customer demand as the center and the market as the direction. In order to win customers and gain competitive advantage in the increasingly fierce market competition and buyer's market dominance. The customer service center of the contractor bank was established in 2005. It has been developed for eight years. It has taken shape and promoted the marketing, promotion and development of all kinds of business of the contractor bank. However, due to the late start of the customer service center of the contractor bank, compared with other commercial banks, they are still at a disadvantage in marketing. On the one hand, this paper expounds the actual situation of the development of customer service center marketing at home and abroad, and finds out the successful experience that can be used for reference. On the other hand, according to the current marketing situation of the customer service center of the contractor bank, such as the business philosophy is still very backward compared with the domestic large financial institutions, it has not yet changed from "concern for products" to "concern for customers"; Customer service center's products and services are not rich enough, marketing means are scarce, marketing methods are single, and so on. At the same time, considering the deep reasons such as the late start of customer service center marketing, the backward technology level, the incomplete management system and the lack of human resources, the target market orientation of the customer service center in the marketing of the customer service center is not accurate. On the basis of analyzing the marketing characteristics of the customer service center and strengthening the research of the customer service center marketing, the marketing orientation is carried out by changing the marketing concept. Subdivide the market, strengthen internal marketing, improve information technology, and strive to provide ideas for solving the problems in the customer service center of the contractor bank at this stage. Through preliminary exploration, combining theoretical knowledge with practical experience, This paper discusses the problems encountered in the marketing of the customer service center of the contractor bank and puts forward the countermeasures and suggestions to solve the problems.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F274;F832.33
本文編號(hào)：2310378
[Abstract]:It has been nearly a decade since China joined the WTO. Since China's entry into the WTO, the financial market has been gradually opened to the whole world, and the world finance has poured into the Chinese market, resulting in a sharp increase in the number of banks. With the increasing number of participants in financial markets, the structure of financial markets has changed. The booming development of all kinds of new commercial banks makes the competition of financial market upgrade constantly. The financial market is no longer a oligopoly of one or more, but a new form of competition in which a hundred schools of thought contend. Under this big social and economic background, the choice space of the customer is more and more, the liquidity is stronger, thus the financial competition is more intense. Banking services have changed from seller's market to buyer's market. At the same time, with the rapid development of the banking industry from securities, the insurance and fund industries have also participated in the fierce competition in the financial market, forming a synchronized competition model. In addition, foreign banks have entered the Chinese market one after another to participate in the competition. The development of China's financial industry is facing unprecedented challenges. Under the severe internal and external economic situation, how to carry out effective marketing, retain customers and develop customers is more important. As an important part of bank's external window, the customer service center of commercial bank plays a more and more important role in marketing. The customer service center of modern commercial banks must take part in the market competition under the guidance of the modern marketing concept, which takes the customer demand as the center and the market as the direction. In order to win customers and gain competitive advantage in the increasingly fierce market competition and buyer's market dominance. The customer service center of the contractor bank was established in 2005. It has been developed for eight years. It has taken shape and promoted the marketing, promotion and development of all kinds of business of the contractor bank. However, due to the late start of the customer service center of the contractor bank, compared with other commercial banks, they are still at a disadvantage in marketing. On the one hand, this paper expounds the actual situation of the development of customer service center marketing at home and abroad, and finds out the successful experience that can be used for reference. On the other hand, according to the current marketing situation of the customer service center of the contractor bank, such as the business philosophy is still very backward compared with the domestic large financial institutions, it has not yet changed from "concern for products" to "concern for customers"; Customer service center's products and services are not rich enough, marketing means are scarce, marketing methods are single, and so on. At the same time, considering the deep reasons such as the late start of customer service center marketing, the backward technology level, the incomplete management system and the lack of human resources, the target market orientation of the customer service center in the marketing of the customer service center is not accurate. On the basis of analyzing the marketing characteristics of the customer service center and strengthening the research of the customer service center marketing, the marketing orientation is carried out by changing the marketing concept. Subdivide the market, strengthen internal marketing, improve information technology, and strive to provide ideas for solving the problems in the customer service center of the contractor bank at this stage. Through preliminary exploration, combining theoretical knowledge with practical experience, This paper discusses the problems encountered in the marketing of the customer service center of the contractor bank and puts forward the countermeasures and suggestions to solve the problems.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F274;F832.33
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，本文編號(hào)：2310378
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