天山农商银行零售业务渠道营销策略研究

发布时间：2018-03-05 09:30

本文选题：天山农商银行　切入点：零售业务　出处：《石河子大学》2016年硕士论文　论文类型：学位论文

【摘要】：随着国内金融脱媒和利率市场化进程加快,商业银行的批发业务为其创造的利润空间愈来愈窄,而零售业务凭借着批量大、风险低、业务范围广、资本消耗少和经营收入稳定等诸多优势,逐渐成为商业银行利润新的增速点,而如何发展商业银行零售业务是一个值得思考的现实问题。营销渠道作为联结商业银行和银行客户的通道,是金融服务和产品由商业银行转移到银行客户的途径,除了完成产品及服务销售基本功能外,还承担者向潜在消费者宣传银行新产品、为营销部门和广告机构反馈市场信息等诸多职能作用。因此,构建科学完备的营销渠道体系是商业银行发展零售业务的基石以及获得差异化竞争优势的重要方式,也是商业银行在日益激烈市场竞争和客户需求不断提高的环境下求生存,谋发展的关键出路。本研究首先通过界定清楚商业银行零售业务以及营销渠道的概念内涵,系统全面归纳和分类了商业银行营销渠道,研究发现营销渠道体系包括直接营销渠道渠道和间接营销渠道,其中直接营销渠道主要是物理营业网点,间接营销渠道包括自助银行和电子银行,电子银行又可分为网上银行、手机银行和电话银行。本研究以天山农商银行为研究案例,通过梳理天山农商银行零售业务营销渠道管理现状,结合SWOT分析结果,提炼出了天山农商银行零售业务营销渠道存在的主要问题:一是营销渠道和金融产品契合度不高,二是营销渠道服务同质化问题严重,三是物理营业网点渠道功能并未得到很好发挥,四是电子银行渠道功能分流作用不明显,五是营销渠道条块分割未形成整合优势。针对天山农商银行零售业务营销渠道发展与建设过程中存在的问题,结合产品生命周期理论、4C营销理论、资源集成理论以及新网点理想主义等基础理论,本研究提出以下方面的应对策略:一是金融产品金融产品生命周期渠道策略,结合金融产品生命周期不断阶段,分别提出投入期渠道策略、成长期渠道策略、成熟期渠道策略以及衰退期渠道策略;二是差异化客户渠道服务策略,分别针对普通客户和重点客户提出相应的渠道服务策略;三是物理营销网点转型策略,具体细化提出优化营业网点物理布局和设计营业网点多功能格局策略;四是电子银行发展策略,具体提出强化电子银行渠道安全和提升电子银行品牌优势策略;五是营销渠道体系整合策略,具体提出设立营销渠道整合管理部门和明确营销渠道的定位优化策略。
[Abstract]:With the rapid development of domestic financial disintermediation and interest rate marketization, the wholesale business of commercial banks creates a narrower and narrower profit space for them, while the retail business relies on large quantities, low risk and wide scope of business. The advantages of low capital consumption and stable operating income have gradually become a new growth point for commercial banks' profits. However, how to develop the retail business of commercial banks is a realistic problem to be considered. As a channel to connect commercial banks and bank customers, marketing channels are the ways for financial services and products to be transferred from commercial banks to bank customers. In addition to completing the basic functions of selling products and services, the bearers also promote new bank products to potential consumers and provide feedback to marketing departments and advertising agencies on many other functions, such as market information. Building up a scientific and complete marketing channel system is the cornerstone of commercial banks' development of retail business and an important way to obtain differentiated competitive advantages. It is also an important way for commercial banks to survive under the increasingly fierce market competition and increasing customer demand. First of all, by defining the concept of retail business and marketing channels of commercial banks, the thesis systematically and comprehensively summarizes and classifies the marketing channels of commercial banks. The research found that the marketing channel system includes direct marketing channel and indirect marketing channel, in which direct marketing channel is mainly physical business network, indirect marketing channel includes self-help bank and electronic bank, and electronic bank can be divided into online bank. Mobile phone bank and telephone bank. This study takes Tianshan Agricultural Commercial Bank as a case study, through combing the current situation of marketing channel management of Tianshan Agricultural and Commercial Bank retail business, combined with the results of SWOT analysis. The main problems in the marketing channels of Tianshan Agricultural and Commercial Bank are summarized as follows: first, the degree of conformity between marketing channels and financial products is not high; second, the problem of homogenization of marketing channels and services is serious. Third, the function of the physical business network channel has not been well developed, and the fourth is that the function of electronic banking channel diversion is not obvious. The fifth is that the marketing channel has not formed the integrated advantage. Aiming at the problems in the development and construction of the retail marketing channel of Tianshan Agricultural and Commercial Bank, combined with the product life cycle theory and 4C marketing theory, Based on the theory of resource integration and the idealism of new network, this study puts forward the following countermeasures: first, the channel strategy of financial product life cycle, combined with the continuous stage of financial product life cycle, Respectively put forward investment channel strategy, growth channel strategy, mature channel strategy and decline channel strategy; second, differentiated customer channel service strategy, respectively for ordinary customers and key customers put forward the corresponding channel service strategy; Third, the transformation strategy of physical marketing network, the detailed and detailed strategy of optimizing the physical layout of business network and designing the multi-function pattern of business network; fourth, the development strategy of electronic bank, The fifth is the integration strategy of marketing channel system, the establishment of marketing channel integration management department and the positioning and optimization strategy of clear marketing channel.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F832.2;F274

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