【摘要】：自上世紀(jì)90年代中后期以來(lái)，商業(yè)銀行之間的同業(yè)競(jìng)爭(zhēng)日趨激烈，全球各大商業(yè)銀行都加快了發(fā)展零售銀行業(yè)務(wù)的步伐。相對(duì)于公司銀行業(yè)務(wù)，零售業(yè)務(wù)市場(chǎng)前景異常廣闊，而且可以有效地分散風(fēng)險(xiǎn)，提高銀行的盈利能力。當(dāng)前，零售銀行業(yè)務(wù)已經(jīng)成為世界各大商業(yè)銀行的主要利潤(rùn)來(lái)源，零售銀行業(yè)務(wù)利潤(rùn)占比達(dá)50%以上。隨著我國(guó)經(jīng)濟(jì)的快速發(fā)展和金融體制改革的不斷深入，我國(guó)商業(yè)銀行的經(jīng)營(yíng)環(huán)境已經(jīng)發(fā)生了劇烈的變化，銀行經(jīng)營(yíng)的不確定因素不斷增加，競(jìng)爭(zhēng)也日趨激烈；同時(shí)，隨著我國(guó)居民財(cái)富收入的不斷增加，人們對(duì)金融服務(wù)的需求也日趨多元化，并且中小企業(yè)融資快速發(fā)展以及信息技術(shù)的廣泛應(yīng)用等一系列因素給我國(guó)銀行零售業(yè)務(wù)的發(fā)展帶來(lái)的巨大的發(fā)展動(dòng)力和機(jī)遇。 E銀行作為我國(guó)較早開展零售銀行業(yè)務(wù)的商業(yè)銀行之一，近年來(lái)其零售業(yè)務(wù)取得了較大的進(jìn)步，產(chǎn)品種類日趨豐富，營(yíng)業(yè)收入和利潤(rùn)不斷增加，但整體上和國(guó)外先進(jìn)商業(yè)銀行相比還有較大的差距，主要表現(xiàn)在：收入占比不高，同質(zhì)化競(jìng)爭(zhēng)較為嚴(yán)重，客戶管理水平低下，組織架構(gòu)較為僵化，業(yè)務(wù)流程不夠科學(xué)，服務(wù)渠道建設(shè)不合理等，這些問題已經(jīng)成為E銀行零售業(yè)務(wù)發(fā)展的主要障礙。 本論從E銀行零售業(yè)務(wù)發(fā)展現(xiàn)狀入手，深入分析了E銀行零售業(yè)務(wù)在產(chǎn)品、客戶關(guān)系管理以及網(wǎng)點(diǎn)建設(shè)等方面存在的主要問題。通過對(duì)國(guó)外先進(jìn)商業(yè)銀行最新的零售業(yè)務(wù)產(chǎn)品特點(diǎn)和業(yè)務(wù)發(fā)展趨勢(shì)進(jìn)行深入分析，總結(jié)了國(guó)外商業(yè)銀行客戶中心化、業(yè)務(wù)發(fā)展中間化、產(chǎn)品發(fā)展一體化、服務(wù)電子化以及客戶管理精細(xì)化的特點(diǎn)。此外，本論文還對(duì)國(guó)內(nèi)中小型商業(yè)銀行的標(biāo)桿——招商銀行的零售業(yè)進(jìn)行了深入探討。 最后，通過借鑒國(guó)內(nèi)外先進(jìn)經(jīng)驗(yàn)，提出了E銀行以發(fā)展中端客戶為重點(diǎn)的營(yíng)銷策略以及對(duì)私中端業(yè)務(wù)的產(chǎn)品策略、渠道策略以及客戶關(guān)系管理策略，，建議以優(yōu)化組織機(jī)構(gòu)和業(yè)務(wù)流程為基礎(chǔ)，打造專業(yè)的業(yè)務(wù)團(tuán)隊(duì)，建立全新的零售業(yè)務(wù)體系。論文最后還從主動(dòng)和互動(dòng)營(yíng)銷以及差異化增值服務(wù)等方面對(duì)如何發(fā)展貴賓業(yè)務(wù)做了較為深入的分析。
[Abstract]:Since the middle and late 1990s, the interbank competition between commercial banks has become more and more fierce, and all the major commercial banks in the world have accelerated the pace of developing retail banking business. Compared with corporate banking business, retail business market prospects are very broad, and can effectively spread the risk, improve the profitability of banks. At present, retail banking business has become the main source of profits of the world's major commercial banks, retail banking business profits accounting for more than 50 percent of Prida. With the rapid development of our economy and the deepening of financial system reform, the operating environment of commercial banks in our country has changed dramatically, the uncertain factors of bank management have been increasing, and the competition is becoming increasingly fierce. With the increasing wealth and income of Chinese residents, people's demand for financial services is becoming more and more diversified. Moreover, a series of factors, such as the rapid development of SME financing and the wide application of information technology, have brought great impetus and opportunity to the development of banking retail business in our country. One of the commercial banks in the retail banking business, In recent years, its retail business has made great progress, its products are becoming more and more abundant, its operating income and profit are increasing, but there is still a big gap compared with foreign advanced commercial banks in the whole, mainly as follows: the proportion of income is not high, Homogenization competition is more serious, customer management level is low, organization structure is rigid, business process is not scientific, service channel construction is unreasonable, these problems have become the main obstacle of E bank retail business development. Based on the present situation of E bank retail business, this paper analyzes the main problems of E bank retail business in the aspects of product, customer relationship management and network construction. Through the in-depth analysis of the latest retail business product characteristics and business development trends of foreign advanced commercial banks, this paper summarizes the customer centralization, business development and product development integration of foreign commercial banks. Electronic service and customer management of the characteristics of refinement. In addition, the retail industry of China Merchants Bank (CMB), which is the benchmark of medium and small commercial banks in China, is also discussed in this paper. Finally, by drawing lessons from the advanced experience at home and abroad, the paper puts forward the marketing strategy of E Bank, which focuses on developing middle end customers, as well as the product strategy, channel strategy and customer relationship management strategy of private and middle business. It is suggested to build a professional business team and establish a new retail business system on the basis of optimizing organization and business process. At the end of the paper, the author makes a deep analysis on how to develop VIP service from the aspects of active and interactive marketing and differentiated value-added service.
【學(xué)位授予單位】：上海外國(guó)語(yǔ)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.2

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