建设银行J分行个人客户业务发展策略研究
发布时间：2018-09-07 16:39
【摘要】：当前，我国大型商业银行几乎都把个人客户业务作为经营的重要支柱之一，竞争形势日益激烈。其中，建设银行于2005年股改上市后，制定了“以客户为中心，提供一流服务，加强金融创新，打造品牌产品，提升价值创造能力，逐年提高个人客户业务的市场份额，确立在同业中的优势和领先地位”的个人客户业务发展战略。但是7年来，其个人客户业务的发展速度并没有比其他国内银行同业发展得更快，也并没能象其发展战略所期望的那样在银行同业中树立起竞争优势或领先地位，个人客户对建设银行的忠诚度也不高于银行同业。 建设银行J分行作为建设银行的一级分行，其个人客户业务的发展状与全国建行系统的总体发展状况类同。在建行总行个人客户业务发展策略不发生大的变革的情况下，继续亦步亦趋地按照建行总行部署推进个人客户业务的发展，显然不能较快确立起同业竞争优势。而在产品研究发和服务创新基本由总行控制，建设银行J分行也无力在这些方面作更多资源投入的情况下，从个人客户业务发展策略入手，因地制宜，实行更科学、更有效的个人客户细分、选择和发展策略理应成为当前提高分行个人客户业务核心竞争力的必然选择。 论文在概述建设银行J分行个人客户业务发展现状的基础上，分析了其个人客户业务发展策略存在问题，指出其个人客户群体划分的标准简陋，不适应精细化管理的需要；个人客户业务发展策略疆化，，尤其对富裕客户中的高端客户发展重视不够；针对个人客户的银行服务体制建设也不够完善，市场竞争力不强。 分析了建设银行J分行个人客户业务发展所面临的外部环境，分析了其个人客户业务市场的发展趋势，通过数据对比分析，论述了建设银行J分行发展个人客户业务的内部优势条件，指出建设银行J分行在执行建设银行总行制定的个人客户业务总体发展战略的同时，有条件结合自身实际，对本行的个人客户业务发展策略做出调整。 建议建设银行J分行进一步细分客户群体，并提出了新的客户结构细分标准，将其个人客户群体从原有的四大类细分为五大类，将个人金融资产介于300万元和500万元之间的个人客户单独定义；对建设银行J分行个人客户业务的发展策略选择提出了改进建议，对不同客户群体的发展重点给出了调整建议，特别指出应比照私人银行客户的发展策略大力拓展富裕客户中的高端客户群体。提出了完善建设银行J分行个人客户营销服务体系的措施建议，提出围绕不同的核心目标，调整不同机构、层级、渠道的重点服务对象；实施差异化营销服务策略；强化产品和服务创新，改进和优化服务流程，为客户提供超值服务和快捷服务；实施网点转型，打造旗舰店、精品店和多功能店，提升客户体验；强化自助渠道建设和电子银行发展，为客户提供更广阔的业务办理平台；积极培养提升青年期客户的资产成长能力。对建设银行J分行实施个人客户业务发策略的保障措施提出了建议，强化风险控制，强化人力资源管理和客户经理培训，加强资本投入和技术支持，完善规章制度和考核机制。
[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.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2
本文编号：2228819
[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.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2
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本文编号：2228819
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