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论文编号：	11208
作者编号：	2320170517
上传时间：	2019/12/9 11:32:05
中文题目：	Z基金公司个人业务客户关系管理研究
英文题目：	Research on Customer Relationship Management of Z Fund Company in the Personal Business
指导老师：	任星耀
中文关键字：	客户关系管理；客户细分；基金个人业务
英文关键字：	Customer relationship management; Customer segmentation; Individual fund business
中文摘要：	1998年是公募基金成立的初始元年，距今已有二十年的发展时间。业内公司数量由最初的5家发展到目前124家，公募基金产品从不足十只到目前5668只，管理规模从不足十亿到超过13万亿，整体行业呈现出蓬勃发展的强劲态势。在公募基金行业，个人业务是基金公司利润来源的重中之重，也是公募基金公开募集的行业特性。个人业务数量和质量直接影响基金公司的对外公开募集的基础，是公司品牌的宣传窗口，决定公司未来发展。在目前行业高速发展的背后，我们注意到基金个人业务发展模式仍处于比较粗放的管理模式，其主要发展模式基本以合作渠道代销为主，其占比超过80%，但此类销售过程较长，基金公司也无法直接对接基金投资客户，导致长期以来基金客户基础薄弱，客户维护力度缺失，客户忠诚度极其有限。 Z基金公司作为公募基金行业管理规模的前十名之一，在多年的发展和积累下，形成了自身独特的发展优势和业务发展模式，取得了一定的成绩和经验，但也存在着问题与挑战。本文运用文献研究法及案例研究法，立足于Z公司客户个人业务发展现状，探究我国基金个人业务发展的历史、现状、存在的机遇和挑战，发现基金公司存在自营平台严重缺失，客户关系管理水平有待提高，包括缺少客户细分和客户互动导致客户忠诚度不足，客户关系管理系统建设尚未系统化，产品同质化严重以及境内外合作伙伴关系仍有继续拓展空间等具体问题。 从以上问题出发，以客户管理关系框架为基础，首先通过SWOT分析法找出Z基金公司的机会与不足、面临的机遇与挑战。Z公司成立时间较早，在市场内和合作伙伴中口碑良好，同时公司内部风控管理严格，有良好的产品体系和业绩表现；但也有在产品创新不足、内部考核激励不足、缺乏在智能投资顾问上资源投入等问题。在结合自身优势与不足以及公司当前客户关系管理基础上，优先细化客户分层标准及对应的维护程度，在客户细分的前提下强调客户的全生命周期管理，增加客户互动渠道，与智能化平台接轨拓展现有渠道，加强高贡献度和高价值客户维护力度，增加设立以发展重要客户为目的的团队等建议。优化客户细分标准和加强生命周期管理开始加强客户粘性，增加客户忠诚度，加强智能投资顾问系统、专家系统等服务以建设完善7*24小时自动化服务，增加与境内外合作伙伴的互动沟通解决产品创新不足的短板，用以上措施来入手解决问题，尝试提出一些建设性的解决方案。
英文摘要：	Since the establishment of the first batch of public fund management companies in 1998, the public fund industry has shown a booming trend. The number of companies in the industry has grown from the initial five to 124, and the number of public fund products has ranged from less than ten to 5,668. From less than one billion to more than 13 trillion, the overall industry has shown a strong momentum of growth. In the public fund industry, personal business is the top priority of the fund company's profit source. It is also the industry characteristic public funds are publicly raised. The successful of the personal business directly affects the fund company's basic customer increase or not, determines the company's brand, and controls the fund. Behind the rapid development of the industry, the author noticed that the fund's personal business development model is still in a relatively rough management mode. Its main development model is mainly based on cooperative channel sales, accounting for more than 80%, but such sales process is longer. Fund companies are also unable to directly invest in clients, resulting in a long-term weak fund base, lack of customer retention, and extremely limited customer loyalty. As one of the Top 10 at the management scale in the public fund industry, Z Fund has formed its own unique development advantages and business development model after years of development and accumulation. It has achieved certain achievements and experience, but it also has problems and challenges. This paper uses literature research and case studies, based on the development status of Z company's personal business, to explore the current status quo and existing problems of the development of China's fund personal business. It shows that the current fund companies in China have a serious lack of self-operated channels in the marketing process. The level of customer relationship management needs to be improved, including lack of customer segmentation and customer interaction, resulting in insufficient customer loyalty; customer relationship management system construction has not been systematic; product homogeneity is serious; and domestic and foreign partnerships should expand space and other specific issues. Starting from the above problems, based on the customer management relationship framework, the author finds out the opportunities and shortcomings of the Z fund company and the opportunities and challenges through SWOT analysis. Z company was established earlier, has a good reputation in the market and among partners, and has strict internal control management and good product system and performance. However, there are also problems such as insufficient product innovation, internal assessment incentives, and lack of resources for investment in smart investment. On the basis of combining its own advantages and disadvantages and the company's current customer relationship management, it prioritizes customer tiering standards and corresponding maintenance levels, emphasizes customer's lifecycle management, increases customer interaction channels and intelligence under the premise of customer segmentation. The intelligent platform should be built to expand existing channels, strengthen the contribution of high-contribution and high-value customers, and increase the number of teams to retain important customers; optimize customer segmentation and strengthen lifecycle management to strengthen customer stickiness, increase customer loyalty, strengthen smart investment system, expert system and other services to build and improve 7*24-hour automation services, and increase interaction with domestic and overseas partners to solve the insufficient innovation in products.
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