SRCU农商行客户关系管理优化研究
发布时间：2019-06-06 17:13
【摘要】：随着国内银行业竞争不断加剧,以及互联网金融、大数据等带来的金融混业经营等挑战,农商行的生存环境和竞争日趋严峻,传统的竞争手段与方式已经无法满足农商行的发展需求。当前,银行业已从产品及服务的竞争转向客户资源的开发、利用,客户成为至关重要的商业资源,银行业也越来越重视以客户为导向的发展战略。SRCU农商行作为S省营业网点和从业人员最多、服务范围最广、资金规模最大的综合性、多功能地方金融机构,坚持“稳健经营、稳步发展”的经营理念和建设“地方性、社区性的股份合作制零售银行”的发展方向,不断向一流金融机构迈进,然而在近几年的发展中出现了发展困境,本文从客户关系管理的角度加以分析,希望通过完善SRCU农商行的客户关系管理,来解决农商行目前的发展困境。本文对SRCU农商行客户关系管理的现状通过问卷调查分析研究,发现SRCU农商行客户信息掌握有限,缺乏深层次了解;客户细分程度不足,缺乏差异化服务;电子化开发应用程度低,CRM系统不够完善;产品服务缺乏吸引力,客户流失率较高;考核激励制度不完善,客户后续服务不到位等问题,本文从认识态度、现代化客户关系管理建设、综合性人才和服务营销策略对其展开原因分析,根据客户中心原则、战略管理原则、差异化原则和循环渐进的原则,确立了SRCU农商行实施客户关系管理优化的目标是:提高识别客户、分析客户的能力;为各层面提供高协作、高效率的工作平台;为决策者提供有效支持。进而确立SRCU农商行客户关系管理的优化方案是:确保客户需求为导向,转变服务理念;加强产品服务的创新,形成差异化服务;升级电子化产品服务,完善CRM系统;加大综合性人才培养,实施培训指导;优化考核激励机制,保障后续服务。对SRCU农商行客户关系管理的优化实施,从客户信息管理、客户分级与管理、客户营销管理、客户服务管理和客户保持与流失管理六个方面来阐述,并辅以必要的保障措施。
[Abstract]:With the increasing competition in the domestic banking industry, as well as the challenges brought about by Internet finance, big data and other financial mixed operations, the living environment and competition of agricultural and commercial banks are becoming more and more serious. The traditional means and methods of competition have been unable to meet the development needs of agribusiness banks. At present, the bank has changed from the competition of products and services to the development and utilization of customer resources, and customers have become vital commercial resources. The banking industry also pays more and more attention to the customer-oriented development strategy. SRCU Agricultural Commercial Bank, as the most extensive business network and employees in S province, has the widest scope of service and the largest capital scale, and multi-functional local financial institutions adhere to "steady management." The business concept of steady development and the development direction of building "local, community-based joint-stock cooperative retail banks" continue to move forward to first-class financial institutions. However, in recent years, there has been a development dilemma. This paper analyzes the customer relationship management from the point of view of customer relationship management, hoping to solve the current development dilemma of SRCU agricultural and commercial banks by perfecting the customer relationship management. Through questionnaire investigation and research on the present situation of customer relationship management of SRCU Agricultural and Commercial Bank, this paper finds that the customer information of SRCU Agricultural Business Bank is limited and lacks deep understanding, and the degree of customer segmentation is insufficient and the differentiated service is lacking. The degree of electronic development and application is low, the CRM system is not perfect, the product service is not attractive, and the customer wastage rate is high. The assessment incentive system is not perfect, the customer follow-up service is not in place and so on. This paper analyzes the reasons from the understanding attitude, the modern customer relationship management construction, the comprehensive talent and the service marketing strategy, according to the customer center principle, The principle of strategic management, the principle of differentiation and the principle of circular gradual progress have established the goal of implementing customer relationship management optimization in SRCU agribusiness bank: to improve the ability to identify and analyze customers; Provide a collaborative and efficient working platform for all levels; provide effective support for decision makers. Then the optimization scheme of customer relationship management of SRCU Agricultural and Commercial Bank is established as follows: to ensure customer demand-oriented and change the service concept; to strengthen the innovation of product service and form differentiated service; to upgrade the electronic product service and perfect the CRM system; Strengthen comprehensive personnel training, implement training guidance, optimize assessment incentive mechanism, ensure follow-up service. This paper expounds the optimization and implementation of customer relationship management in SRCU Agricultural and Commercial Bank from six aspects: customer information management, customer classification and management, customer marketing management, customer service management and customer maintenance and loss management, supplemented by necessary safeguard measures.
【学位授予单位】：山东理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F832.35
本文编号：2494464
[Abstract]:With the increasing competition in the domestic banking industry, as well as the challenges brought about by Internet finance, big data and other financial mixed operations, the living environment and competition of agricultural and commercial banks are becoming more and more serious. The traditional means and methods of competition have been unable to meet the development needs of agribusiness banks. At present, the bank has changed from the competition of products and services to the development and utilization of customer resources, and customers have become vital commercial resources. The banking industry also pays more and more attention to the customer-oriented development strategy. SRCU Agricultural Commercial Bank, as the most extensive business network and employees in S province, has the widest scope of service and the largest capital scale, and multi-functional local financial institutions adhere to "steady management." The business concept of steady development and the development direction of building "local, community-based joint-stock cooperative retail banks" continue to move forward to first-class financial institutions. However, in recent years, there has been a development dilemma. This paper analyzes the customer relationship management from the point of view of customer relationship management, hoping to solve the current development dilemma of SRCU agricultural and commercial banks by perfecting the customer relationship management. Through questionnaire investigation and research on the present situation of customer relationship management of SRCU Agricultural and Commercial Bank, this paper finds that the customer information of SRCU Agricultural Business Bank is limited and lacks deep understanding, and the degree of customer segmentation is insufficient and the differentiated service is lacking. The degree of electronic development and application is low, the CRM system is not perfect, the product service is not attractive, and the customer wastage rate is high. The assessment incentive system is not perfect, the customer follow-up service is not in place and so on. This paper analyzes the reasons from the understanding attitude, the modern customer relationship management construction, the comprehensive talent and the service marketing strategy, according to the customer center principle, The principle of strategic management, the principle of differentiation and the principle of circular gradual progress have established the goal of implementing customer relationship management optimization in SRCU agribusiness bank: to improve the ability to identify and analyze customers; Provide a collaborative and efficient working platform for all levels; provide effective support for decision makers. Then the optimization scheme of customer relationship management of SRCU Agricultural and Commercial Bank is established as follows: to ensure customer demand-oriented and change the service concept; to strengthen the innovation of product service and form differentiated service; to upgrade the electronic product service and perfect the CRM system; Strengthen comprehensive personnel training, implement training guidance, optimize assessment incentive mechanism, ensure follow-up service. This paper expounds the optimization and implementation of customer relationship management in SRCU Agricultural and Commercial Bank from six aspects: customer information management, customer classification and management, customer marketing management, customer service management and customer maintenance and loss management, supplemented by necessary safeguard measures.
【学位授予单位】：山东理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F832.35
【参考文献】
相关期刊论文 前10条
1 孟亮;;试论网络时代的客户关系管理[J];科技展望;2017年04期
2 徐蓉荣;;银行客户关系管理探讨[J];合作经济与科技;2017年02期
3 王敏;马彦姣;;大数据时代银行个人客户关系管理[J];西南金融;2016年07期
4 李小庆;;银行大数据的价值及在客户生命周期管理中的应用[J];金融科技时代;2016年05期
5 陈志刚;李斐然;尤瑞;;大数据背景下的商业银行个人客户关系管理探讨[J];统计与决策;2016年07期
6 张凯;;我国商业银行中高端客户关系管理研究——以中国银行为例[J];当代经济;2016年07期
7 蔡晓龙;;数据挖掘在银行客户关系管理系统的应用研究[J];信息化建设;2015年06期
8 张咪;谭明亮;溥德阳;;大数据时代下商业银行客户关系管理策略思考[J];现代商业;2015年14期
9 王珂;李成;;互联网模式下商业银行客户关系管理[J];知识经济;2015年02期
10 赵巧;;我国商业银行客户关系管理应用的探索研究[J];商业经济;2014年23期
相关硕士学位论文 前4条
1 黄基彬;富士施乐客户关系管理分析[D];厦门大学;2014年
2 马哲;HD公司基于客户细分的客户关系管理研究[D];华东理工大学;2014年
3 牛胜利;基于数据挖掘的商业银行客户关系管理研究[D];财政部财政科学研究所;2013年
4 高研;中外商业银行客户关系管理比较研究[D];吉林大学;2013年
，本文编号：2494464
本文链接：https://www.wllwen.com/guanlilunwen/kehuguanxiguanli/2494464.html
