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论文编号：	12779
作者编号：	2320190410
上传时间：	2021/12/8 21:48:48
中文题目：	M银行天津分行个人业务服务质量及满意度提升策略研究
英文题目：	Research on the Improvement Strategy of Personal Business Service Quality and Satisfaction of M Bank Tianjin Branch
指导老师：	杜建刚
中文关键字：	银行服务营销；服务营销差距模型；银行个人业务；满意度
英文关键字：	Bank service marketing; Service marketing gap model; Retail banking
中文摘要：	近年来经济全球化以及互联网金融浪潮席卷全球，我国经济飞速发展，人均可支配收入稳步提升，金融市场迅猛发展，我国银行业也有了翻天覆地的变化。国内各家银行产品同质化严重，为了在市场上占据更多的客户资源，各家银行竞争愈发激烈。在此背景下，客户对于银行的服务营销水平也提出了更高的要求，国内各家银行如果依旧按照传统的发展模式，很难满足客户日益复杂的需求。提升服务营销质量，大力发展零售业务，占据更大的市场份额，打造品牌影响力和提升市场竞争力，对于银行的长远发展非常重要。本文旨在通过对国内银行零售业务服务营销进行深入研究，分析M银行零售业务服务营销的现状和存在的问题，总结成因以及寻找解决问题的方法。通过对M银行工作人员的访谈以及客户满意度调查问卷数据的分析，发现M银行零售业务在服务营销过程中存在的问题，并运用服务营销差距模型和服务蓝图等分析工具，探索提升银行个人业务服务营销能力的新思路。本文首先分析了研究本课题的背景以及意义，总结研究的主要内容以及研究方法，并对服务质量相关理论、服务差距模型、服务蓝图以及客户满意度与忠诚理论进行了综述。其次分析了银行业个人业务服务外部环境，结合大型商业银行、股份制商业银行以及城商行、农商行的服务营销质量现状，分析消费者对于银行个人业务在服务方面的需求，并在此基础上总结分析了M银行个人业务服务质量现状，并M银行个人业务的现状，分析M银行服务流程，总结M银行提供产品，并制定个人业务服务质量的客户调查方案，分析M银行零售业务质量中存在的问题。最后，本文基于服务质量差距模型提升服务质量。分析M银行个人业务服务差距，并在分析的基础上提出弥合零售业务服务质量差距的策略。同时也提出了银行零售业务服务质量保障措施：一是要优化营销渠道，二是要有完整的人员培训与激励体系，三是重视服务营销过程中的漏洞以及补救措施。通过服务营销质量的提升最终做大做强银行个人业务。
英文摘要：	Recently, economic globalization and the tide of Internet finance has swept the world. China's economy has been developing rapidly, and the per capita disposable income has been rising steadily. The financial market has been developing rapidly, and China's banking industry has also undergone earth-shaking changes. Domestic banks have serious product homogeneity. In order to occupy more customer resources, the competition among banks is becoming fierce. In this context, customers also put forward higher requirements for the service and marketing level of banks. If domestic banks still follow the traditional development mode, it will be difficult to meet the increasingly complex needs of customers. Thus, it is very important for the long-term development of banks to improve the quality of service marketing, vigorously develop retail business, occupy a larger market share, build brand influence and enhance market competitiveness. This paper aims to analyze the current situation and existing problems of M Bank's retail business service marketing through in-depth research on domestic banks' retail business service marketing, so as to summarize the causes and find solutions to the problems. Through the interviews with M Bank staff and the analysis of customer satisfaction questionnaire data, the problems existing in the service marketing process of M Bank's retail business were found. The analysis tools such as service marketing gap model and service blueprint were also used to explore new ideas to improve the service marketing ability of M Bank's retail business. Firstly, the background and significance of the research topic were analyzed. The main contents and research methods were summarized. The service quality theory, service gap model, service blueprint and customer satisfaction and loyalty theory were also summarized. Secondly, the external environment of banking retail service was analyzed. The consumer demand for bank retail services was analyzed, combined with the service marketing quality situation of large commercial banks, joint-stock commercial banks, and urban and agricultural firms. On this basis, the retail service quality status of M Bank was analyzed, the present situation of M Bank’s retail business was summarized, and the M Bank’s service process was also analyzed. The products from M Bank were summarized, the customer survey plan for the quality of retail business service was built. The problems existing in the quality of M Bank's retail business were also analyzed. Finally, in this paper, the service quality will be improved based on the service quality gap model. The service gap of M Bank's retail business was analyzed, and on this basis, strategies to close the service quality gap of retail business were proposed. Moreover, the measures to guarantee the service quality of bank retail business were also put forward: Firstly, the marketing channels should be optimized; Secondly, complete staff training and incentive methods are needed; Thirdly, the loopholes in the service marketing process and remedial measures should be paid attention to. Through improving service marketing quality, the bank's retail business will be bigger and stronger.
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