ZS银行北市支行中小企业业务营销管理案例研究

发布时间：2018-04-03 09:09

本文选题：中小企业　切入点：贷款　出处：《辽宁大学》2012年硕士论文

【摘要】：近年来,随着中国监管机构对银行业监管的日趋严格,以及行业内部竞争的加剧,银行业的生存和发展遇到了前所未有的困难。特别是在2010年至2011年间,银监会对信贷投放调控的力度进一步加大,通过提升资本充足率要求、调整存贷款利率、提高准备金率、公开市场操作、动态拨备覆盖等等一系列强有力的措施,严格控制信贷规模的过快增长,这让以传统存贷业务利差收入为主要收入来源的金融行业不得不审视自身业务结构,积极转变,以应对银行业作为社会融资中介和支付中介地位所面临的严峻挑战,也就是金融托媒日益深化带来的挑战。如何应对挑战是金融行业不得不思考的问题。而备受国际银行业推崇的一种解决金融托媒问题的有效举措——就是大力发展中小企业业务。 ZS银行从2010年起提出“二次转型”的工作思路。“二次转型”的工作重点就是大力发展中小企业业务。为了促动该项业务的发展,ZS银行将中小企业业务作为战略性指标,对辖属机构进行考核。北市支行是ZS银行下辖的一家最基层的单位。作者运用营销管理中的相关概念和理论,如评估价值、选择价值、提供和传递价值等相关理论,依据中央以及银监会等有关单位下发的有关中小企业贷款政策和要求,结合ZS银行内部信贷政策指引,对北市支行中小企业业务发展现状进行了剖析,帮助北市支行找出了其在中小企业业务营销过程中所存在的主要问题：一是干部员工没能及时转变观念跟上总分行的发展思路和发展步伐的问题(思想因素)；二是对客户未实施差异化管理、目标市场选择不准确的问题(客户的维护与选择因素)；三是在老产品应用和新产品开发方面存在的问题(产品因素)；四是由于贷前、贷后操作过于繁琐影响工作效率的问题(流程因素)；五是现有考核与中小企业业务发展关联度不高、薪酬的激励与杠杆作用没有充分体现的问题(营销团队的薪酬因素)。同时,作者还详细拟定了一整套针对北市支行中小企业业务发展的营销策略,如：建议明确有关人员的职责和目标：建议细分客户实施差异化管理以提高客户忠诚度,以及通过内部挖潜,提升获客能力；建议针对中小企业客户在产品创新方面进行积极的尝试,打开营销僵局；建议优化流程提升中小企业贷前工作效率以及贷后检查的可操作性；建议通过强化考核引导与激励等措施引导员工关注中小企业业务的发展,进而全力投身到中小企业业务营销工作中来,以便能够充分发挥客户经理的作用和价值。作者希望通过本次论文的撰写和研究,能够彻底解决ZS银行北市支行在中小企业业务营销方面存在的问题,全而提升北市支行的考核业绩。
[Abstract]:In recent years, with the increasingly strict supervision of the banking sector by Chinese regulators, and the intensification of competition within the industry, the survival and development of the banking industry has encountered unprecedented difficulties.In particular, between 2010 and 2011, the CBRC has further intensified its efforts in regulating and controlling credit, by raising the requirements for capital adequacy, adjusting interest rates on deposits and loans, raising the required reserve ratio, and operating on the open market.Dynamic provision coverage and a series of powerful measures to strictly control the excessive growth of credit scale have forced the financial industry, whose main source of income is from traditional deposit and loan operations, to examine its own business structure and make positive changes.In order to deal with the banking industry as a social financing intermediary and payment intermediary status of the severe challenges, that is, the deepening of the financial intermediary challenges.How to deal with the challenge is a problem that the financial industry has to think about.An effective measure to solve the problem of financial support is to develop small and medium enterprises.ZS Bank from 2010 to put forward the "second transformation" of the work ideas.The focus of the second transformation is to vigorously develop small and medium-sized businesses.In order to promote the development of this business, ZS Bank regards small and medium-sized enterprises as a strategic index to assess subordinate institutions.North City Branch is under the jurisdiction of ZS Bank, one of the most basic units.The author applies the relevant concepts and theories in marketing management, such as evaluating value, selecting value, providing and transferring value, and so on, according to the relevant SME loan policies and requirements issued by the Central Committee and relevant units such as CBRC, etc.Combined with the internal credit policy guidance of ZS Bank, this paper analyzes the present situation of the development of the small and medium-sized enterprises in the North Branch.The main problems existed in the marketing process of small and medium-sized enterprises were found out by helping the North City Branch: first, the cadres and employees failed to change their ideas in time to keep up with the development ideas and the pace of development of the main branch (ideological factors; 2.Is to the customer does not implement the differentiation management,Inaccurate selection of target markets (customer maintenance and selection factors; third, problems in the application of old products and new product development (product factors); and fourth, prior to lending,The problem that the operation after loan is too complicated to affect the work efficiency (process factor is too; fifth, the existing examination and business development of small and medium-sized enterprises are not highly related, the incentive and leverage of salary are not fully reflected in the issue of salary of marketing team.At the same time, the author also draws up a set of marketing strategies for the development of the small and medium-sized enterprises of the North Branch Bank, such as: to make clear the duties and objectives of the relevant personnel; to recommend the implementation of differentiated management to improve the loyalty of the customers.And through the internal tapping potential to enhance the ability to gain customers, it is suggested that small and medium-sized enterprises customers in the product innovation to actively try to open up the marketing deadlock;It is suggested to optimize the process to improve the efficiency of pre-loan work and the operability of post-loan inspection, and to guide the staff to pay attention to the development of SME business through the strengthening of assessment guidance and incentives.In order to give full play to the role and value of customer manager.The author hopes that through the writing and research of this paper, it can solve the problems in the business marketing of small and medium-sized enterprises in the North Branch of ZS Bank, and improve the performance of the North Branch of the Bank.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F274;F832.33

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