建设银行吉林省分行个人客户服务质量管理策略研究
发布时间：2018-12-19 16:53
【摘要】：资金是企业生存的血液，银行业为我国经济发展提供了持续的动力。我国目前有五大国有行、十二家大型股份制银行、数十家城市商业银行和数百家农村商业银行，2014年民营银行也获准成立，我国银行业未来竞争日益加剧。银行业竞争也由产品竞争转为服务竞争，“二八定律”的打破意味着银行要更加重视个人客户服务质量的管理。如何制定实施有效的银行个人客户服务质量管理策略是各类银行提升自身竞争力，保证银行未来可持续发展的关键。 本文以中国建设银行吉林省分行为主要研究对象，通过分析该行目前为个人客户提供的主要产品和服务，发现该行在个人客户服务质量管理策略方面存在很多问题，按照个人客户服务质量管理问题来源分析可以便于服务质量管理策略的进一步改进。具体说来，建行吉林省分行的个人客户服务质量管理方面存在的问题是：个人客户投诉数量上升，特别是投资理财产品亏损、人身保险代销和网点服务等方面的问题时有发生；互联网的兴起使得舆论传播更加便利，该行媒体负面舆情增多，在一定程度上损害了该行的声誉；该行的个人客户满意度优势减弱。造成这些问题的原因有来自前台人员服务意识和操作等方面的浅显原因，也有其他一些深层次的原因。外在原因主要是由于客户需求与银行服务能力有差距，客户问题“自媒体化”快速传播与银行舆情应对速度不适应。内在原因主要有该行服务文化建设缺失，管理层工作不到位，一线员工规章制度难以推动，客户利益与银行利益没有很好的兼顾，绩效管理不当。通过分析上述问题，发现该行对个人客户服务质量疏于管理、缺乏长期战略规划。 结合建行吉林省分行服务质量管理现状，制定实施以服务规范的标准化、服务管理精细化、服务文化品牌化为目标的的个人客户服务质量管理策略，通过建立完善个人客户服务质量标准化机制、服务质量监督检查机制、服务质量提升培训机制、服务质量管理考核评价机制，以此提高该行的个人客户服务质量。 一个完整的银行个人客户服务质量管理策略的执行需要后续实施的保障措施，在建行吉林省分行个人客户服务质量管理策略实施过程中需要相应保障措施，一是组织保障，，各级行设置相应管理个人客户服务质量的部门和岗位人员，建立个人客户服务质量管理有效联动机制，充分发挥联动效应，强化合规经营和规范管理；二是渠道保障，切实抓好客户分层经营，根据不同的客户群采取最适合的服务管理方案，做好产品创新和推动，发挥好现有的创新产品，强化创新能力；三是制度保障，建立个人客户售后服务回访机制，个人客户服务质量检查评价机制，个人客户投诉处理的监督和问责机制。
[Abstract]:Capital is the blood of the survival of enterprises, and the banking industry provides a sustained impetus for the economic development of our country. At present, China has five state-owned banks, twelve large joint-stock banks, dozens of urban commercial banks and hundreds of rural commercial banks. In 2014, private banks were also allowed to establish. The competition in banking industry is also changed from product competition to service competition. The breaking of the "law of two or eight" means that banks should pay more attention to the management of customer service quality. How to formulate and implement effective strategies of bank personal customer service quality management is the key for banks to enhance their competitiveness and ensure the sustainable development of banks in the future. This paper takes the Jilin Branch of China Construction Bank as the main research object, through the analysis of the main products and services provided by the Bank to individual customers at present, we find that there are many problems in the quality management strategy of the bank's personal customer service. According to the source analysis of personal customer service quality management problem, it is convenient to improve the service quality management strategy. Specifically, the problems in the quality management of personal customer service in Jilin Branch of CCB are as follows: the number of individual customer complaints has increased, especially the loss of investment and financial products, the life insurance agent sales and network service and other problems occur from time to time; The rise of the Internet makes the dissemination of public opinion more convenient, the bank's media negative public opinion increased, to some extent damaged the reputation of the bank; the bank's personal customer satisfaction advantage weakened. The causes of these problems come from the service consciousness and operation of the front desk personnel, as well as some other deep-seated reasons. The external reasons are mainly due to the gap between customer demand and banking service ability, the rapid spread of self-media of customer problems and the response speed of bank public opinion. The main internal reasons are the lack of service culture construction, the lack of management work, the difficulty to promote the rules and regulations of front-line staff, the lack of good balance between the interests of customers and banks, and the improper performance management. By analyzing the above problems, it is found that the bank has poor management of personal customer service quality and lacks long-term strategic planning. Combined with the current situation of service quality management in Jilin Branch of China Construction Bank, the author formulates and implements the personal customer service quality management strategy, which aims at standardization of service norms, refinement of service management and branding of service culture. By establishing and perfecting the standardization mechanism of personal customer service quality, the supervision and inspection mechanism of service quality, the training mechanism of service quality improvement, and the evaluation mechanism of service quality management, the personal customer service quality of the bank can be improved. The implementation of a complete bank personal customer service quality management strategy needs the following safeguard measures. In the process of implementing the individual customer service quality management strategy of the Jilin Branch of China Construction Bank, the corresponding safeguard measures are needed, first, the organizational guarantee. The banks at all levels shall set up departments and post personnel to manage the quality of personal customer service, establish an effective linkage mechanism for the quality management of personal customer service, give full play to the linkage effect, and strengthen compliance management and standardized management; The second is to ensure the channel, do a good job of customer stratification management, according to different customer groups to adopt the most suitable service management program, do a good job in product innovation and promotion, give full play to existing innovative products, strengthen innovation ability; The third is the system guarantee, the establishment of the individual customer after-sales service return visit mechanism, the personal customer service quality inspection and evaluation mechanism, the individual customer complaint processing supervision and the accountability mechanism.
【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】：F832.33
本文编号：2387196
[Abstract]:Capital is the blood of the survival of enterprises, and the banking industry provides a sustained impetus for the economic development of our country. At present, China has five state-owned banks, twelve large joint-stock banks, dozens of urban commercial banks and hundreds of rural commercial banks. In 2014, private banks were also allowed to establish. The competition in banking industry is also changed from product competition to service competition. The breaking of the "law of two or eight" means that banks should pay more attention to the management of customer service quality. How to formulate and implement effective strategies of bank personal customer service quality management is the key for banks to enhance their competitiveness and ensure the sustainable development of banks in the future. This paper takes the Jilin Branch of China Construction Bank as the main research object, through the analysis of the main products and services provided by the Bank to individual customers at present, we find that there are many problems in the quality management strategy of the bank's personal customer service. According to the source analysis of personal customer service quality management problem, it is convenient to improve the service quality management strategy. Specifically, the problems in the quality management of personal customer service in Jilin Branch of CCB are as follows: the number of individual customer complaints has increased, especially the loss of investment and financial products, the life insurance agent sales and network service and other problems occur from time to time; The rise of the Internet makes the dissemination of public opinion more convenient, the bank's media negative public opinion increased, to some extent damaged the reputation of the bank; the bank's personal customer satisfaction advantage weakened. The causes of these problems come from the service consciousness and operation of the front desk personnel, as well as some other deep-seated reasons. The external reasons are mainly due to the gap between customer demand and banking service ability, the rapid spread of self-media of customer problems and the response speed of bank public opinion. The main internal reasons are the lack of service culture construction, the lack of management work, the difficulty to promote the rules and regulations of front-line staff, the lack of good balance between the interests of customers and banks, and the improper performance management. By analyzing the above problems, it is found that the bank has poor management of personal customer service quality and lacks long-term strategic planning. Combined with the current situation of service quality management in Jilin Branch of China Construction Bank, the author formulates and implements the personal customer service quality management strategy, which aims at standardization of service norms, refinement of service management and branding of service culture. By establishing and perfecting the standardization mechanism of personal customer service quality, the supervision and inspection mechanism of service quality, the training mechanism of service quality improvement, and the evaluation mechanism of service quality management, the personal customer service quality of the bank can be improved. The implementation of a complete bank personal customer service quality management strategy needs the following safeguard measures. In the process of implementing the individual customer service quality management strategy of the Jilin Branch of China Construction Bank, the corresponding safeguard measures are needed, first, the organizational guarantee. The banks at all levels shall set up departments and post personnel to manage the quality of personal customer service, establish an effective linkage mechanism for the quality management of personal customer service, give full play to the linkage effect, and strengthen compliance management and standardized management; The second is to ensure the channel, do a good job of customer stratification management, according to different customer groups to adopt the most suitable service management program, do a good job in product innovation and promotion, give full play to existing innovative products, strengthen innovation ability; The third is the system guarantee, the establishment of the individual customer after-sales service return visit mechanism, the personal customer service quality inspection and evaluation mechanism, the individual customer complaint processing supervision and the accountability mechanism.
【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】：F832.33
【参考文献】
相关期刊论文 前1条
1 周赵宏;熊曙初;;我国商业银行客户满意度分析[J];中国管理信息化;2008年06期
本文编号：2387196
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