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论文编号：	10573
作者编号：	2120163146
上传时间：	2018/12/7 0:53:41
中文题目：	中信银行天津分行战略客户综合金融服务策略研
英文题目：	The study on strategic customer integrated financial service of CITIC Bank Tianjin Branch
指导老师：	张耀伟
中文关键字：	战略客户；大客户；商业银行转型；中信银行
英文关键字：	strategic customer；key customer；transformation of commercial bank；CITIC Bank
中文摘要：	2018年中国银行业将面临强监管、挤压金融泡沫的严峻环境，“降增速、提转速”和“轻资本、轻资产、轻成本”的主题将继续主导银行的发展。由于近两年银行的不良贷款的逐渐暴露，逼迫银行加强处置和化解问题贷款，利用资本金和拨备来对其吸收，以保持健康的发展，向问题贷款要效益的运营策略将持续沿用。整体来看，商业银行发展前景十分光明，但面临的挑战也十分严峻，为此各家商业银行均走上了“转型之路”。大客户是支持我国商业银行公司业务利润来源的最主要客户，战略客户经营模式以及服务对策的转变也是商业银行转型过程的重要组成部分。大客户具有资产规模大、市场地位高、行业竞争优势明显以及存贷款需求大、抗风险能力强、金融产品需求多等特点，是商业银行金融服务的主要对象，也是商业银行利润的长期提供者。因此各家商业银行均提出了对大客户、战略客户的专项管理措施。 中信银行将大客户、重点公司客户统称为“战略客户”，具体是指按照中信银行大客户、大行业、大项目及高端客户客户定位，按名单制管理的，符合全行总体发展战略，且在当前和预计未来对中信银行的业务发展具有重大推动作用的客户。中信银行一直将战略客户视为经营的重点，但是，在大客户的经营上，中信银行同其他商业银行一样存在着如战略客户认定不科学、相关组织结构不合理、客户维护出现断档、经营模式不符合区域特点、集团整体风险把控不到位等现实问题。 本文选取文献研究法和实证研究法相结合的方式，首先通过文献调查及研究，梳理银行战略理论、大客户（关键客户、重点客户）理论、客户关系管理（CRM）理论，分析战略客户的价值与特点，以此作为切入点，从天津市区域环境特色出发，分析中信银行天津分行的战略客户经营的现状，并揭示当前存在的问题；最后将理论与现状相结合，针对中信银行天津分行提出符合区域特色的战略客户综合金融服务策略，并指出执行保障措施。
英文摘要：	In 2018, Chinese banking industry will face a tough environment of strong regulation and squeezing financial bubble. And the themes of “reducing speed - up”, increasing speed” and “ light capital, light asset, light cost” will continue to dominate the development of banks. Due to the gradual exposure of non-performing loans by banks in the past two years, banks have been forced to strengthen the disposal and resolve the problem loans. Banks use capital and provisions to absorb them in order to maintain healthy development. Through the solution of non-performing loans, the operational strategy of problem loans to benefit will continue to be followed. On the whole, the development prospects of commercial banks are very bright, but the challenges they face are also very serious. Hence, each commercial bank has embarked on the “road of transformation”. Key customers, as the most important customers supporting the profit source of China's commercial banking companies, the transformation of their business model is also an important part of the transformation process of commercial banks. Key customers have the characteristics of large assets, high market position, obvious competitive advantages in the industry, large demand for deposits and loans, strong anti-risk ability, and high demand for financial products. They are the main target of commercial banks' financial services and long-term providers of commercial bank profits. Therefore, various commercial banks have put forward special management measures for large customers and strategic customers. CITIC Bank calls key customers, key corporate customers, “strategic customers”. It is specifically based on the customer orientation of key customers, large industries, large projects and high-end customers of CITIC Bank, and is managed according to the list system, in line with the overall development strategy of the whole bank. And they are current and future customers who have a significant role to play in business development and market influence. CITIC Bank has always regarded strategic customers as the focus of its operations. However, there are some practical problems CITIC Bank and other commercial banks, such as unscientific identification of strategic customers, unreasonable organizational structure, insufficient product differentiation, and inadequate risk control of the group. This thesis adopts the combination of literature research and empirical research. Firstly, through literature investigation and research, combing the relevant theories of bank strategy, key customer, customer relationship management, this thesis analyzes the positioning and characteristics of strategic customer, as the breakthrough point of this thesis. Furthermore, based on the regional environmental characteristics of Tianjin, this thesis analyzes the current situation of strategic customer management of CITIC Bank Tianjin Branch, and reveals the existing problems; Finally, combining the theory with the present situation, this thesis puts forward the strategic customer comprehensive financial service strategy in accordance with the regional characteristics of CITIC Bank Tianjin Branch, and puts forward the implementation of safeguard measures.
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