吉林银行重点客户关系管理策略研究
发布时间：2018-07-15 07:46
【摘要】：全球的经济变化以及国内经济市场的变迁，给我国区域性商业银行的生存发展带来了巨大的挑战。客户是商业银行经营发展的生命线，客户关系的建立与维护有助于保障银行的客户资源，从而为银行获利奠定基础。重点客户是银行客户中创造较大价值的客户群体，对银行而言尤为重要。对银行重点客户关系管理的研究将有利于指导吉林银行客户关系维持及营销策略的制定，从而提高吉林银行的市场竞争力。 本研究首先对吉林银行重点客户关系管理的现状进行了阐述。由于市场经济、企业管理、人力资源等综合因素的影响，目前吉林银行重点客户关系管理方面存在了一些影响其客户关系和经济效益制约因素，包括平台功能的缺失，管理流于表面，营销缺乏针对性，产品选择单一，客户交流不足和管理形式单一。本研究对这些问题进行了分析，并进一步讨论了产生这些问题的原因，比如领导层对重点客户关系管理的重视程度不足、银行内部的组织结构尚不健全、人力方面的队伍建设存在滞后现象、银行内部运行机制不完善、营销方面的市场策略针对性不强等，希望通过这些分析总结为吉林银行重点客户关系管理的优化提供方向和指导意见。 客户对银行的认可与否不仅取决于银行面向客户的宣传力度和营销策略，同时也受到银行的自身文化、内部运行状况等综合因素的影响。内部的优化是银行品牌形象树立的根本，外部营销策略的整合是银行将自身推广至客户的保障。因此，本研究认为，吉林银行重点客户关系管理策略的制订应充分考虑内部管理和外部营销双方面因素，需从内部管理策略和外部市场策略两个方面进行策略分析。 内部管理策略方面，应从战略、组织架构、管理机制、辅助工具及管理思路五方面入手：（1）战略角度，应将客户关系管理提上战略层面；（2）组织架构上，应加强内部组织和员工队伍建设；（3）管理机制上，应健全重点客户关系管理的运行机制；（4）辅助工具上，应创新重点客户关系管理平台建设；（5）管理思路方面，应加强重点客户的开发与深度管理。 市场策略方面，应从市场细分、产品创新、网络建设和客户沟通四方面入手：（1）市场细分方面，应重视客户识别与归类营销；（2）产品创新方面，应重视产品的差异化竞争；（3）网络建设方面，应深化网点的经营与客户交流；（4）客户沟通方面，应加强对重点客户的激励及业务合作。 总之，根据营销学中著名的“二八”法则，20%的重点客户将创造银行约80%的利润，对于吉林银行而言，重点客户关系管理的工作任重而道远。对吉林银行而言，不仅要不断的探索和发掘更新、更好的方法，为提高银行效益、扩大经营努力；还要进一步对各策略进行深入分析，制订出相应的操作计划，并建立监督部门进行执行情况的考查与评价，将工作落到实处，这样才能真正意义上为吉林银行赢得更大的经营利润和更高的市场份额。
[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.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F832.33
本文编号：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.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F832.33
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