中国建设银行吉林省分行零售银行客户服务策略研究

发布时间：2018-03-08 20:17

本文选题：网点转型　切入点：综合化　出处：《吉林大学》2013年硕士论文　论文类型：学位论文

【摘要】：中国建设银行股份有限公司吉林省分行（以下简称：建行吉林省分行）做为中国建设银行总行直属的一级分行，一直以来致力于为辖内客户提供优质、高效、便捷和具有市场领先优势的金融产品和服务，在同业中率先实施和推广零售网点一二代转型工作，促进了网点从传统的“交易核算”、“以产品为中心”和“同质化服务”向现代的“营销服务”、“以客户为中心”和“差别化服务”转变，提升了网点的综合竞争力。但是随着宏观经济环境和监管政策的转变，特别是受利率市场化步伐渐行渐近、中间业务增长面临挑战、外部中小股份制银行快速涌入以及本地城市（农村）商业银行纷纷挂牌成立等内外部因素的影响，各家商业银行固有的经营地盘和市场地位正在发生快速的转变；非银行金融机构的跨区经营和大数据时代互联网企业的跨界服务也在积极探索推进，并已经渗透到了传统银行的部分业务边界，影响了客户的服务理念、营销方式和盈利模式，并注定在可预见的未来改变着整个金融行业的生态环境。基于此，各家商业银行立足实际，纷纷调整经营发展战略，在客户服务策略方面，利用信息技术，加大资源投入和考核力度，挖掘客户需求，重塑服务流程，拓展服务内容，积极抢占市场份额。面对新的复杂的竞争环境，如何重新审视当前银行营销和客户关系管理的各个维度，制定领先的客户服务策略，提升现有营销服务水平，提升客户满意度，以保证在银行业竞争中处于优势地位，在金融业发展中占据主导地位，是一个重大深远的课题。本文重点以建行吉林省分行零售银行业务为例，着重对其一二代转型后客户服务策略进行实证研究，通过固化网点转型经验成果，落实综合化经营发展战略，进一步提升客户满意度和忠诚度，打造网点“三代转型”，增强网点的核心竞争力，最终实现网点可持续发展。在文章结构上，首先通过建行营业网点发展战略的背景介绍，引出对建行吉林省分行零售业务客户服务现状的探讨，并对其进行评价，旨在发现并提出问题；其次，围绕核心问题，分析零售业务客户服务现状的具体成因。最后，针对这些具体原因，结合建设银行营业网点综合化发展战略，分别在客户营销、产品推介、服务流程和队伍建设等方面进行多维度的规划设计，在企业级层面上，制定并实施全方位的客户服务策略，旨在解决这些问题。
[Abstract]:China Construction Bank Co., Ltd. Jilin Branch (hereinafter referred to as China Construction Bank Jilin Branch), as a branch directly under the head office of China Construction Bank, has been committed to providing quality and efficiency for customers within its jurisdiction. Convenient and market-leading financial products and services are the first in the industry to implement and promote the transformation of retail outlets of the first and second generation. It has promoted the transformation from traditional "transaction accounting", "product-centered" and "homogenized service" to modern "marketing service", "customer-centered" and "differential service", thus enhancing the comprehensive competitiveness of the network. However, with the change of macroeconomic environment and regulatory policy, especially due to the gradual pace of interest rate liberalization, the growth of intermediate business is facing challenges. The internal and external factors such as the rapid influx of small and medium-sized external joint-stock banks and the establishment of local urban (rural) commercial banks have brought about a rapid change in the inherent operation site and market position of each commercial bank. The cross-regional management of non-bank financial institutions and the cross-border service of Internet enterprises in big data era are also actively exploring and advancing, and have infiltrated part of the business boundary of traditional banks, which has affected the service concept, marketing mode and profit model of customers. And destined to change the ecological environment of the entire financial industry in the foreseeable future. Based on this, commercial banks have adjusted their management and development strategies one after another, using information technology in terms of customer service strategies. Increase resource input and assessment, tap customer needs, reshape service processes, expand service content, actively seize market share, and face the new complex competitive environment, How to re-examine the current banking marketing and customer relationship management dimensions, formulate leading customer service strategies, improve the existing level of marketing services, enhance customer satisfaction, in order to ensure the banking industry in the competition in an advantageous position, Occupies the leading position in the financial industry development, is an important and profound topic. This paper focuses on the retail banking business of China Construction Bank Jilin Branch as an example, focuses on the empirical study of customer service strategy after the first and second generation transformation, and implements the comprehensive management development strategy by solidifying the empirical results of network transformation. To further enhance customer satisfaction and loyalty, create a network "three generations of transformation", enhance the core competitiveness of the network, and ultimately achieve the sustainable development of the network. In the article structure, first of all, through the CCB business network development strategy background, This paper discusses the current situation of retail customer service in Jilin Branch of China Construction Bank, and evaluates it in order to find and raise problems. Secondly, it analyzes the specific causes of customer service status of retail business around the core issues. In view of these specific reasons, combined with the comprehensive development strategy of China Construction Bank's business outlets, the multi-dimensional planning and design of customer marketing, product promotion, service flow and team building are carried out respectively at the enterprise level. Develop and implement a comprehensive customer service strategy aimed at solving these problems.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2;F274

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