吉林銀行重點(diǎn)客戶關(guān)系管理策略研究
發(fā)布時(shí)間：2018-07-15 07:46
【摘要】：全球的經(jīng)濟(jì)變化以及國(guó)內(nèi)經(jīng)濟(jì)市場(chǎng)的變遷，給我國(guó)區(qū)域性商業(yè)銀行的生存發(fā)展帶來(lái)了巨大的挑戰(zhàn)�？蛻羰巧虡I(yè)銀行經(jīng)營(yíng)發(fā)展的生命線，客戶關(guān)系的建立與維護(hù)有助于保障銀行的客戶資源，從而為銀行獲利奠定基礎(chǔ)。重點(diǎn)客戶是銀行客戶中創(chuàng)造較大價(jià)值的客戶群體，對(duì)銀行而言尤為重要。對(duì)銀行重點(diǎn)客戶關(guān)系管理的研究將有利于指導(dǎo)吉林銀行客戶關(guān)系維持及營(yíng)銷(xiāo)策略的制定，從而提高吉林銀行的市場(chǎng)競(jìng)爭(zhēng)力。 本研究首先對(duì)吉林銀行重點(diǎn)客戶關(guān)系管理的現(xiàn)狀進(jìn)行了闡述。由于市場(chǎng)經(jīng)濟(jì)、企業(yè)管理、人力資源等綜合因素的影響，目前吉林銀行重點(diǎn)客戶關(guān)系管理方面存在了一些影響其客戶關(guān)系和經(jīng)濟(jì)效益制約因素，包括平臺(tái)功能的缺失，管理流于表面，營(yíng)銷(xiāo)缺乏針對(duì)性，產(chǎn)品選擇單一，客戶交流不足和管理形式單一。本研究對(duì)這些問(wèn)題進(jìn)行了分析，并進(jìn)一步討論了產(chǎn)生這些問(wèn)題的原因，比如領(lǐng)導(dǎo)層對(duì)重點(diǎn)客戶關(guān)系管理的重視程度不足、銀行內(nèi)部的組織結(jié)構(gòu)尚不健全、人力方面的隊(duì)伍建設(shè)存在滯后現(xiàn)象、銀行內(nèi)部運(yùn)行機(jī)制不完善、營(yíng)銷(xiāo)方面的市場(chǎng)策略針對(duì)性不強(qiáng)等，希望通過(guò)這些分析總結(jié)為吉林銀行重點(diǎn)客戶關(guān)系管理的優(yōu)化提供方向和指導(dǎo)意見(jiàn)。 客戶對(duì)銀行的認(rèn)可與否不僅取決于銀行面向客戶的宣傳力度和營(yíng)銷(xiāo)策略，同時(shí)也受到銀行的自身文化、內(nèi)部運(yùn)行狀況等綜合因素的影響。內(nèi)部的優(yōu)化是銀行品牌形象樹(shù)立的根本，外部營(yíng)銷(xiāo)策略的整合是銀行將自身推廣至客戶的保障。因此，本研究認(rèn)為，吉林銀行重點(diǎn)客戶關(guān)系管理策略的制訂應(yīng)充分考慮內(nèi)部管理和外部營(yíng)銷(xiāo)雙方面因素，需從內(nèi)部管理策略和外部市場(chǎng)策略兩個(gè)方面進(jìn)行策略分析。 內(nèi)部管理策略方面，應(yīng)從戰(zhàn)略、組織架構(gòu)、管理機(jī)制、輔助工具及管理思路五方面入手：（1）戰(zhàn)略角度，應(yīng)將客戶關(guān)系管理提上戰(zhàn)略層面；（2）組織架構(gòu)上，應(yīng)加強(qiáng)內(nèi)部組織和員工隊(duì)伍建設(shè)；（3）管理機(jī)制上，應(yīng)健全重點(diǎn)客戶關(guān)系管理的運(yùn)行機(jī)制；（4）輔助工具上，應(yīng)創(chuàng)新重點(diǎn)客戶關(guān)系管理平臺(tái)建設(shè)；（5）管理思路方面，應(yīng)加強(qiáng)重點(diǎn)客戶的開(kāi)發(fā)與深度管理。 市場(chǎng)策略方面，應(yīng)從市場(chǎng)細(xì)分、產(chǎn)品創(chuàng)新、網(wǎng)絡(luò)建設(shè)和客戶溝通四方面入手：（1）市場(chǎng)細(xì)分方面，應(yīng)重視客戶識(shí)別與歸類營(yíng)銷(xiāo)；（2）產(chǎn)品創(chuàng)新方面，應(yīng)重視產(chǎn)品的差異化競(jìng)爭(zhēng)；（3）網(wǎng)絡(luò)建設(shè)方面，應(yīng)深化網(wǎng)點(diǎn)的經(jīng)營(yíng)與客戶交流；（4）客戶溝通方面，應(yīng)加強(qiáng)對(duì)重點(diǎn)客戶的激勵(lì)及業(yè)務(wù)合作。 總之，根據(jù)營(yíng)銷(xiāo)學(xué)中著名的“二八”法則，20%的重點(diǎn)客戶將創(chuàng)造銀行約80%的利潤(rùn)，對(duì)于吉林銀行而言，重點(diǎn)客戶關(guān)系管理的工作任重而道遠(yuǎn)。對(duì)吉林銀行而言，不僅要不斷的探索和發(fā)掘更新、更好的方法，為提高銀行效益、擴(kuò)大經(jīng)營(yíng)努力；還要進(jìn)一步對(duì)各策略進(jìn)行深入分析，制訂出相應(yīng)的操作計(jì)劃，并建立監(jiān)督部門(mén)進(jìn)行執(zhí)行情況的考查與評(píng)價(jià)，將工作落到實(shí)處，這樣才能真正意義上為吉林銀行贏得更大的經(jīng)營(yíng)利潤(rùn)和更高的市場(chǎng)份額。
[Abstract]:The global economic changes and the changes in the domestic economic market have brought great challenges to the survival and development of the regional commercial banks in China. Customers are the lifelines of the commercial banks' management and development. The establishment and maintenance of customer relations will help to guarantee the bank's customer resources, thus laying the foundation for the bank's profit. The key customers are the bank customers. It is particularly important for the bank to create a large value customer group. The research on the key customer relationship management of the bank will help guide the maintenance of Jilin bank's customer relationship and the formulation of marketing strategy, so as to improve the market competitiveness of the Jilin bank.
This study first expounds the current situation of the key customer relationship management in Jilin bank. Due to the influence of market economy, enterprise management, human resources and other comprehensive factors, there are some restrictive factors affecting the customer relationship and economic benefits in Jilin bank's key customer relationship management, including the lack of platform function and management flow. On the surface, the marketing lacks pertinence, the product selection is single, the customer communication is insufficient and the management form is single. This study analyzes these problems and further discusses the reasons for these problems, such as the lack of attention to the key customer relationship management, the unsound organizational structure inside the bank and the human aspects. The construction of the team is lagging behind, the internal operation mechanism of the bank is not perfect, the marketing strategy is not pertinent and so on. Through these analysis, we hope to provide the direction and guidance for the optimization of the key customer relationship management of the Bank of Jilin.
The recognition of the customer to the bank not only depends on the bank's publicity and marketing strategy for the customers, but also by the comprehensive factors such as the bank's own culture and the internal running condition. The internal optimization is the fundamental of the bank brand image, and the integration of the external marketing strategy is the guarantee of the bank's extension to the customer. This study suggests that the strategy of key customer relationship management in Jilin bank should fully consider both internal management and external marketing factors, which should be analyzed from two aspects: internal management strategy and external market strategy.
In the aspects of internal management strategy, we should start with five aspects: strategy, organizational structure, management mechanism, auxiliary tools and management ideas: (1) strategic perspective, customer relationship management should be put on the strategic level; (2) organizational structure, should strengthen the construction of internal organization and staff team; (3) management mechanism, should improve the key customer relationship management operating machine. System; (4) the key customer relationship management platform should be innovated on the auxiliary tools; (5) the management of ideas should focus on the development and deep management of key customers.
In the market strategy, we should start with four aspects of market segmentation, product innovation, network construction and customer communication: (1) market segmentation, we should pay attention to customer recognition and classification marketing; (2) product innovation, should pay attention to product differentiation competition; (3) network construction side, should deepen the network management and customer communication; (4) customer communication party We should strengthen the incentive and business cooperation for key customers.
In a word, according to the famous "28" law in marketing, 20% of the key customers will create about 80% of the profit of the bank. For the Bank of Jilin, the work of key customer relationship management is a long way to go. For the Jilin bank, it is not only to explore and discover the renewal and better methods, but also to improve the efficiency of the bank and expand the operation effort. We should further analyze the strategies, formulate the corresponding operation plans, and establish the supervision departments to carry out the examination and evaluation of the implementation situation, and put the work into reality. In this way, a greater profit and higher market share will be won for the Bank of Jilin.
【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】：2014
【分類號(hào)】：F274;F832.33
本文編號(hào)：2123373
[Abstract]:The global economic changes and the changes in the domestic economic market have brought great challenges to the survival and development of the regional commercial banks in China. Customers are the lifelines of the commercial banks' management and development. The establishment and maintenance of customer relations will help to guarantee the bank's customer resources, thus laying the foundation for the bank's profit. The key customers are the bank customers. It is particularly important for the bank to create a large value customer group. The research on the key customer relationship management of the bank will help guide the maintenance of Jilin bank's customer relationship and the formulation of marketing strategy, so as to improve the market competitiveness of the Jilin bank.
This study first expounds the current situation of the key customer relationship management in Jilin bank. Due to the influence of market economy, enterprise management, human resources and other comprehensive factors, there are some restrictive factors affecting the customer relationship and economic benefits in Jilin bank's key customer relationship management, including the lack of platform function and management flow. On the surface, the marketing lacks pertinence, the product selection is single, the customer communication is insufficient and the management form is single. This study analyzes these problems and further discusses the reasons for these problems, such as the lack of attention to the key customer relationship management, the unsound organizational structure inside the bank and the human aspects. The construction of the team is lagging behind, the internal operation mechanism of the bank is not perfect, the marketing strategy is not pertinent and so on. Through these analysis, we hope to provide the direction and guidance for the optimization of the key customer relationship management of the Bank of Jilin.
The recognition of the customer to the bank not only depends on the bank's publicity and marketing strategy for the customers, but also by the comprehensive factors such as the bank's own culture and the internal running condition. The internal optimization is the fundamental of the bank brand image, and the integration of the external marketing strategy is the guarantee of the bank's extension to the customer. This study suggests that the strategy of key customer relationship management in Jilin bank should fully consider both internal management and external marketing factors, which should be analyzed from two aspects: internal management strategy and external market strategy.
In the aspects of internal management strategy, we should start with five aspects: strategy, organizational structure, management mechanism, auxiliary tools and management ideas: (1) strategic perspective, customer relationship management should be put on the strategic level; (2) organizational structure, should strengthen the construction of internal organization and staff team; (3) management mechanism, should improve the key customer relationship management operating machine. System; (4) the key customer relationship management platform should be innovated on the auxiliary tools; (5) the management of ideas should focus on the development and deep management of key customers.
In the market strategy, we should start with four aspects of market segmentation, product innovation, network construction and customer communication: (1) market segmentation, we should pay attention to customer recognition and classification marketing; (2) product innovation, should pay attention to product differentiation competition; (3) network construction side, should deepen the network management and customer communication; (4) customer communication party We should strengthen the incentive and business cooperation for key customers.
In a word, according to the famous "28" law in marketing, 20% of the key customers will create about 80% of the profit of the bank. For the Bank of Jilin, the work of key customer relationship management is a long way to go. For the Jilin bank, it is not only to explore and discover the renewal and better methods, but also to improve the efficiency of the bank and expand the operation effort. We should further analyze the strategies, formulate the corresponding operation plans, and establish the supervision departments to carry out the examination and evaluation of the implementation situation, and put the work into reality. In this way, a greater profit and higher market share will be won for the Bank of Jilin.
【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】：2014
【分類號(hào)】：F274;F832.33
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