联系我们

论文查询结果	返回搜索

论文编号：	13569
作者编号：	2320180325
上传时间：	2022/12/4 18:23:14
中文题目：	C外资银行财富管理业务营销策略研究
英文题目：	Study on the Marketing Strategy of Foreign Bank C Wealth Management Business
指导老师：	吴德胜
中文关键字：	外资银行;财富管理;营销策略;服务营销;差异化营销
英文关键字：	Foreign bank;Wealth management;Marketing strategy; Service marketing;Differentiated strategy
中文摘要：	历经改革开放后四十多年的高速发展，我国人均可支配收入的快速增长。截止2022年第一季度，我国国民存款总额高达111万亿元，以个人金融资产计算，我国财富管理目标客群数量位居全球第二。麦肯锡的统计报告指出，过去十年中国居民财富增长率高达15%，同时预计2025年我国财富管理整体规模将实现百分之十左右的年复合增长率。随着资管行业新规的落地和利率市场化的推进，银行以“净利差”盈利的模式不可持续。财富管理市场依托其潜在巨大的目标客户规模成为我国商业银行的战略转型发展方向。各类金融机构都在竞相角逐这一业务增长点，在监管升级、金融科技和客户需求的多样化下,探索着财富管理行业的竞争格局和更高效的商业模式。 本文以C外资银行（以下简称“C银行”）在华财富管理业务的发展为研究对象，在面对这个经济运行环境复杂多变的市场、需求分化的客户、国内商业银行结构化转型的竞争格局，探讨C银行在中国财富管理市场中如何定位，怎样寻求进一步发展的契机。阐述了C银行在华财富管理业务的发展现状，进行了内外部营销环境分析。通过SWOT分析总结出C银行业务开展中存在物理网点少限制其规模增长，外拓力度不够使有效客户增速放缓，产品服务同质化严重，数字化技术不够深入，客户粘度低等问题。再对C银行做STP分析，针对提出的问题，结合商业银行7Ps营销理论给出产品和定价差异化营销策略，构建内外部渠道及促销策略，以及有形展示策略和服务人员过程管理。最后为策略的有效实施提出客户经营服务体系搭建，加大数字化建设投入，优化人力资源结构，完善风险管理体系建设等保障措施。 本文探究C银行如何应对复杂的竞争格局，差异化满足客户财富管理的需求，在现有环境下借助金融科技的力量找出符合自身资源优势提升市场份额实现规模增长的营销对策。为C银行今后进一步在华发展提出切实可行的对策，为今后外资银行在华发展战略提供丰富且更加完善的理论基础。同时，也为国内商业银行财富管理竞争模式的国际化发展提供相应借鉴。
英文摘要：	After more than 40 years of rapid development after reform and opening up, China's per capita disposable income has grown rapidly. As of the first quarter of 2022, China's total national deposits reached 111 trillion yuan, ranking second in the world in terms of personal financial assets. McKinsey's statistical report pointed out that the wealth growth rate of Chinese residents in the past ten years has reached 15%, and it is expected that the overall scale of China's wealth management will achieve a compound annual growth rate of about 10% in 2025. With the implementation of new regulations in the asset management industry and the advancement of interest rate liberalization, the profit model of banks with "net interest margin" is unsustainable. The wealth management market has become the strategic transformation and development direction of China's commercial banks by relying on its potentially huge target customer scale. All kinds of financial institutions are competing for this business growth point, exploring the competitive landscape and more efficient business models of the wealth management industry under the upgrading of regulations, financial technology and diversification of customer needs. This paper takes the development of wealth management business of foreign bank C (hereinafter referred to as "Bank C") in China as the research object, and discusses how Bank C is positioned in the Chinese wealth management market and how to seek opportunities for further development in the face of this complex and changeable market of economic operation environment, differentiated customer demand, and structural transformation of domestic commercial banks. The development status of Bank C's wealth management business in China was expounded, and the internal and external marketing environment analysis was carried out. Through SWOT analysis, it is concluded that there are problems in the development of C Bank's business, such as few physical outlets limiting its scale growth, insufficient external expansion to slow down the growth rate of effective customers, serious homogenization of products and services, insufficient depth of digital technology, and low customer viscosity. Then, the STP analysis of Bank C is carried out, and in response to the problems raised, the differentiated marketing strategies of products and pricing are given in combination with the 7Ps marketing theory of commercial banks, and the internal and external channels and promotion strategies are constructed, as well as tangible display strategies and service personnel process management. Finally, for the effective implementation of the strategy, the construction of customer operation service system, increase investment in digital construction, optimize the structure of human resources, improve the construction of risk management system and other safeguard measures are proposed. This paper explores how Bank C copes with the complex competitive landscape, differentiates itself from customers' wealth management needs, and uses the power of financial technology to find marketing countermeasures that meet its own resource advantages to increase market share and achieve scale growth in the existing environment. It puts forward practical countermeasures for the further development of Bank C in China in the future, and provides a rich and more perfect theoretical basis for the future development strategy of foreign banks in China. At the same time, it also provides corresponding reference for the international development of the wealth management competition model of domestic commercial banks.
查看全文：	预览  下载(下载需要进行登录)