【作者】 杨光；

【导师】 惠晓峰；

【作者基本信息】 哈尔滨工业大学 ， 高级管理人员工商管理硕士（专业学位）， 2020， 硕士

【摘要】 如今金融行业竞争日趋激烈,金融大环境面临如下情况:银行利润增速放缓,互联网的冲击导致银行网点的客流逐渐减少,互联网的出现虽然给我们带来无限的商机,但也导致很多传统企业的倒闭。现阶段,银行网点转型,如何进行营销管理,从而提升客户体验,形成以客户为中心的生态系统,构建营销管理体系,是目前银行业面临的急需解决的问题。ZS银行XH支行作为金融企业,具有金融的特殊性,要实行营销管理,必须结合实际,从自身的特点出发,发现支行现阶段管理中存在的不足和缺陷,有针对性地根据不足和缺陷进行系统的分析,同时提出改进优化的措施和方法,才能在当前激烈的竞争中保持优势,通过提升银行的营销管理水平来提升支行的市场竞争力。本文阐述了零售银行管理中营销管理起到的积极作用,对ZS银行XH支行的营销管理现状分析研究提出其零售营销管理效能提升的方案和措施,从而解决客户流减少、获客难、营销能力下滑的问题。论文基于ZS银行XH支行实际经营情况,首先界定了商业银行零售业务营销的基本内容,介绍了ZS银行XH支行的基本经营概况,金融产品种类、获客情况、客户经理产能等。分析了ZS银行XH支行营销管理存在的问题,主要集中在支行营销绩效不理想、获客能力没有发挥、营销人员激励机制不完善、科技手段没有充分利用。指出了这些问题产生的原因是营销理念尚待提高、客户画像等新型工具使用还不成熟、XH支行搬迁原因导致新老客户断档、零售营销岗位考核激励办法不够完善等。本文提出了ZS银行XH支行营销管理发展的优化提升策略,如加深对零售营销理念的认识,完成零售营销团队和人员的激励机制,通过新型工具手段对客户进行精准营销达到获客目的,提升优质服务提供最佳客户服务体验,做好银行风险提示等策略。本文可以促进ZS银行XH支行营销管理的发展,还可以为同类商业银行零售银行的零售业务的发展提供参考。更多还原

【Abstract】 Financial competition is becoming increasingly fierce,and the financial environment is facing several difficult conditions: the growth rate of the profits of the banks has fallen,and the growth rate of the net profits of the four major banks have all entered the "zero eras";Numerous business opportunities are brewing,but many traditional enterprises have also closed down.The transformation of banking outlets is the key,and there are several central issues facing the banking industry: carrying out marketing management to enhance customer experiences,the formation of a customer-centric ecosystem,and the development of improved marketing management systems.As a financial enterprise,ZS Bank’s XH Sub-branch has financial particularity.To implement marketing management,it is necessary to scrutinize the entire situation,starting from its own characteristics,assess the shortcomings and defects in the current management,and propose measures and methods for improvement and optimization.In order to maintain the advantage in the current highly competitive banking industry,it is important to improve the marketing management within the sub-branch,as this will help maintain its market competitiveness.This article describes the positive role played by marketing management in retail bank management.It analyzes and studies the marketing management status of ZS Bank XH Sub-branch and proposes its plans and measures to improve the effectiveness of retail marketing management,so as to solve the problem of reduced customer flow,difficulty in acquiring customers,and marketing capabilities.Based on the actual operation of the XH branch of ZS Bank,this paper first defines the basic content of Commercial Bank Retail Business Marketing and introduces the basic operation overview of the XH branch of ZS Bank: the types of financial products offered,its customer acquisition strategy,and its customer manager capacity.The problems and causes of the marketing management of the sub-branch are analyzed;problems mainly focus on the unsatisfactory marketing performance of the sub-branch,the lack of customer acquisition ability,the imperfect incentive mechanism of the Marketing personnel,and the inadequate use of technological means.These problems are caused by a marketing concept has yet to be improved,the use of new tools such as customer portraits is immature,the relocation of XH sub-branches that has caused new and old customers to break files,and the lack of evaluation methods that have been combined with the actual advantages of each branch of the branch.The optimization and promotion strategy of the marketing management development of ZS Bank XH Sub-branch,driven by deepening the understanding of the retail marketing concept,completing the incentive mechanism of the retail marketing team and personnel,carrying out precise marketing to customers through new tools to achieve customer acquisition,and improving quality service provision,will help the sub-branch maintain its competitiveness.The best customer service experience,good bank risk warning and other strategies.This article can provide a reference for the development of marketing management of the XS branch of ZS Bank,and can also provide experience for the development of the retail business of retail banks of similar commercial banks.更多还原