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论文编号：	12602
作者编号：	2320180377
上传时间：	2021/6/16 17:01:20
中文题目：	花旗银行(中国)有限公司服务营销策略研究
英文题目：	Research on Service Marketing Strategy of Citibank (China) Co. , Ltd.
指导老师：	刘建华
中文关键字：	花旗银行；服务营销；7Ps组合策略
英文关键字：	Citibank (China) Co. , Ltd.; services marketing; 7Ps mix strategy
中文摘要：	近些年以欧美为代表的主要发达经济体增速持续下行，新兴经济体下行压力持续增大，世界经济增速处于放缓通道。未来几年世界经济大概率会处于中低速轨道运行。而新冠疫情对全球经济产业造成深重影响，国际货币基金组织预期全球经济将比2020年显著下滑，而中国仍有实力保持小幅增长。同时，中国居民人均可支配收入持续走高，服务性消费支出接近万元，占人均消费支出的比重接近五成。服务产业在世界各国的经济中日益重要、比重越来越高，成为经济的重要组成部分，服务营销已经成为营销的一个重要子学科。服务产业在中国也已经举足轻重，服务营销同样是广阔天地大有作为。 花旗银行隶属于花旗集团，经过两百多年的发展，现已成为美国最大的银行之一。花旗银行（中国）有限公司于2007年在上海成立，是首批进入中国的外资银行，开启了外资银行在中国的新篇章。在面对严格的外汇管制，较高的税率，以及遵守当时不成熟的相关法律规定的条件下，迅速布局，在经济发达的一线城市或具有发展潜力的准一线二线城市设立分行。在城市的核心商区或中央商务区设立零售支行网点。巅峰时期，花旗中国布局全国十三个城市，设立五十五家零售支行网点，包含上海、北京、天津、重庆，这四大直辖市以及深圳、广州、成都、杭州、大连、南京、无锡、贵阳、长沙。在其发展过程中，优质的品牌、环球银行业务、经验丰富的投研团队、合规严谨的销售流程助力了发展。但对外资机构严格的监管体系、国内客户的消费习惯缺乏投资者教育环节、全国范围内仅有十三个城市，五十五家零售支行网点都是花旗中国的发展劣势。而国内居民可投资金融资产总额不断突破历史高点，国内市场规模已经超过日本，仅次于美国；国内高净值人群数量也在不断突破，这类人群更有意愿接受资产配置理念，对其财富进行保值增值，这也是花旗中国的发展机会。但从威胁分析来看，经济全球化的背景下，美国和中国作为排名前二的两大经济体对双方而言均不可或缺，但贸易争端同样存在。长期趋势来看，两国会找到新的平衡点，但短期来说，花旗中国作为美国独资企业需要在夹缝中求生存。新兴的互联网行业对花旗中国甚至整个银行业而言都是巨大的冲击。 2015年开始花旗中国的的营业收入增长有限，最大的问题是营业利润严重下滑，亚太区管理层会议确定了调整零售支行网点，转型数字化的政策。在随后的中国区中层管理会议时对内宣布。2016年花旗中国零售支行网点调整计划正式启动，当年即关闭三家支行，分别是大连星海湾支行、北京望京支行以及深圳前海支行，而深圳前海支行行长到任时间尚未满一年。值得一提的是调整支行网点的相关员工转至花旗银行剩余支行网点继续工作，没有裁员。随后，花旗银行对于人们最关心的问题做了一一解答：再次强调中国是花旗最重要的全球市场之一；而关闭支行零售网点的目标是积极进行数字化转型和规划；对于所在调整支行零售网点的客户在调整前均已通过邮件和电话的方式实现告知，其账户关系已被转至所在地的其他支行零售网点，确保各项银行服务不受影响，以上信息在做此次调整前均已被告知。随后几年，花旗中国按计划陆续对零售支行网点进行整合。截止2020年上半年，花旗中国零售业务覆盖全国八个城市，共计13家支行，包含上海、北京、深圳、广州、成都、重庆、杭州、大连。调整过程中，对于目标市场选择与定位重新进行了梳理，针对花旗优先理财客户、花旗财富管理客户、花旗私人银行客户、零资产账户采用不同的服务方式。同时对各方面策略进行了优化。 银行业作为现代服务业的重要组成部分，随着金融改革的不断深化，未来竞争将日趋激烈，零售业务将再度成为竞争的焦点。如何提高商业银行在服务营销领域的竞争力以适应白热化竞争的需求，将是国内众多商业银行所面临的共同课题。本文选取花旗银行作为研究对象，通过对研究背景、研究目的及意义，然后回顾了银行服务营销理论的国内外发展现状，着重阐述了服务营销7Ps组合理论，接着对花旗银行服务营销环境进行优劣势分析，得出当前在服务营销领域存在的问题，主要表现在营销策略偏移、零售支行网点调整后遗症、渠道问题、数据化应用，四个方面。最后根据服务营销7Ps组合理论，针对花旗银行服务营销所面临的问题，提出了相关优化策略和保障措施，着重就以下几个方面展开阐述：通过市场细分制定差异化营销策略；调整产品和价格策略，推出其他机构稀缺的产品；优化渠道与促销策略，提高网点空间使用效率，保持客户转介绍的基础上增加高端合作的促销方式；通过打造一支专业化的服务队伍，培养具有亲和力和良好沟通能力的人员，全面提升服务质量和服务水平；通过硬件展示、公益活动、信息方面的有形展示，树立良好的企业形象，提升自身市场竞争力；优化客户咨询流程，简化客户业务办理流程的方式改善服务效率。而针对服务营销策略的优化又制订了相应的保障措施：打造本地化的管理团队，打造行长负责制的营销团队，打造以人为本的企业文化，打造完善的人员考核与培养体系，并在信息方面进行全方位保障。本文的研究成果有助于丰富商业银行服务营销策略，提供理论实践模型，帮助商业银行在不断变化的市场环境中更好的生存与发展。
英文摘要：	In recent years, the growth rate of the major developed economies represented by Europe and America has continued to decline, the downward pressure of emerging economies has increased continuously, and the world economic growth is in a slow path. The world economy will probably be in the middle and low speed orbit in the next few years. And COVID-19 has a deep impact on the global economy. The IMF expects the global economy to decline significantly compared with 2020, while China still has the strength to maintain a small growth. Meanwhile, the per capita disposable income of Chinese residents continues to rise, and the service consumption expenditure is close to 10000 yuan, accounting for nearly 50% of the per capita consumption expenditure. Service industry is becoming more and more important and high proportion in the world economy, and it has become an important part of economy. Service marketing has become an important sub discipline of marketing. Service industry has also played an important role in China, and service marketing is also a great success in the world. Citibank is affiliated to Citigroup. After more than 200 years of development, Citibank has become one of the largest banks in the United States. Citibank (China) Co., Ltd. was founded in Shanghai in 2007, and it was the first foreign bank to enter China, which opened a new chapter of foreign banks in China. In the face of strict foreign exchange control, high tax rates and the immature relevant laws at that time, the branch should be set up in the first-line cities with developed economy or the quasi first tier and second tier cities with potential for development. Set up retail sub branch outlets in the core business district or central business district of the city. At its peak, Citigroup China has 13 cities in China, with 55 retail sub branches, including Shanghai, Beijing, Tianjin and Chongqing, as well as Shenzhen, Guangzhou, Chengdu, Hangzhou, Dalian, Nanjing, Wuxi, Guiyang and Changsha. In the process of its development, the development of high-quality brands, global banking business, experienced investment and research team and strict compliance sales process have helped the development. However, the strict supervision system for foreign-funded institutions, the lack of investor education links for domestic customers' consumption habits, and only 13 cities in the country, and 55 retail branch outlets are the disadvantages of Citigroup China. The total amount of domestic residents' investment financial assets has been breaking through the historical high point, and the domestic market scale has surpassed Japan, second only to the United States; The number of high net worth population in China is also breaking through. Such groups are more willing to accept the asset allocation concept and maintain and increase their wealth, which is also the development opportunity of Citigroup China. But from the perspective of threat analysis, under the background of economic globalization, the United States and China are indispensable to both sides as the top two economies, but trade disputes also exist. In the long run, the two countries will find a new balance point, but in the short term, Citigroup China, as a sole U.S. enterprise, needs to survive in the gap. The emerging Internet industry has been a huge impact on Citigroup China and even the whole banking industry. Since 2015, Citigroup China's operating income growth is limited. The biggest problem is that the operating profit has become negative. The management meeting of Asia Pacific region has determined the policy of adjusting retail branch outlets and transforming digital. Announced to China at the subsequent middle level management meeting in China. In 2016, the adjustment plan of Citigroup China retail sub branch was officially launched, and three sub branches were closed in that year, namely Dalian Xingwan sub branch, Beijing Wangjing sub branch and Shenzhen Qianhai sub branch, while the president of Shenzhen Qianhai sub branch has not been in office for a year. It is worth mentioning that the relevant staff of the branch should be adjusted to continue working at the rest of Citibank branch, without layoffs. Then Citibank answered the most concerned questions: once again, China is one of Citigroup's most important global markets; The goal of closing the retail outlets of sub branches is to actively carry out digital transformation and planning; Customers of the adjusted branch retail outlets have been informed by email and telephone before adjustment. Their account relationship has been transferred to other branch retail outlets in the place to ensure that all banking services are not affected. The above information has been informed before the adjustment. In the following years, Citigroup China has integrated retail branch outlets as planned. As of the first half of 2020, Citigroup's retail business in China covers eight cities in China, with 13 sub branches, including Shanghai, Beijing, Shenzhen, Guangzhou, Chengdu, Chongqing, Hangzhou and Dalian. In the process of adjustment, the selection and positioning of the target market are re sorted out, and different service methods are adopted for Citigroup's priority financial customers, Citigroup wealth management customers, Citigroup Private bank customers and zero asset accounts. At the same time, the strategies of all aspects are optimized. As an important part of modern service industry, with the deepening of financial reform, the competition will become increasingly fierce in the future, and retail business will become the focus of competition again. How to improve the competitiveness of commercial banks in the field of service marketing to meet the needs of the white hot competition will be a common topic faced by many domestic commercial banks. This thesis selects Citibank as the research object, through the research background, research purpose and significance, then reviews the development status of the theory of service marketing at home and abroad, focuses on the theory of 7PS combination of service marketing, and then analyzes the advantages and disadvantages of the service marketing environment of Citibank, and finds out the problems existing in the field of service marketing, It mainly shows in four aspects: marketing strategy offset, sequelae of retail branch outlet adjustment, channel problems, data application. Finally, according to the theory of 7PS combination of service marketing, this thesis puts forward the relevant optimization strategies and safeguard measures for the problems faced by Citibank service marketing, and focuses on the following aspects: to formulate differentiated marketing strategy through market segmentation; Adjust product and price strategy, and launch products scarce by other institutions; Optimize channel and promotion strategy, improve the efficiency of the use of network space, and increase the promotion mode of high-end cooperation based on customer introduction; Through the establishment of a professional service team, cultivate people with affinity and good communication ability, and comprehensively improve the service quality and service level; Through hardware display, public welfare activities and information tangible display, establish a good corporate image and enhance its market competitiveness; Optimize the customer consultation process, simplify the customer business process to improve the service efficiency. And the corresponding safeguard measures are formulated for the optimization of service marketing strategy: to build a localized management team, to build a marketing team with the president responsible system, to create a people-oriented enterprise culture, to build a perfect personnel assessment and training system, and to guarantee all aspects of information. The research results of this thesis can help enrich the marketing strategies of commercial banks, provide theoretical and practical models, and help commercial banks survive and develop better in the changing market environment.
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