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论文编号：	1406
作者编号：	2120072236
上传时间：	2009/11/20 12:33:06
中文题目：	国有商业银行客户经理制研究——
英文题目：	Account manager research of st
指导老师：	马连福
中文关键字：	国有商业银行;客户经理制;客户经
英文关键字：	State-owned commercial bank;ac
中文摘要：	随着我国的经济、金融体制改革不断深化，以及金融市场的开放程度日益提高，金融市场的竞争，尤其是对优质客户的竞争日趋激烈。为了争取更多的优质客户，在未来的激烈竞争中立于不败之地，国有商业银行只有通过不断创新服务观念、改进服务手段，才能得以拥有生存和发展的基础。在这种时不我待的紧迫形势下，我国商业银行借鉴和学习了西方发达国家的现代商业银行经营模式，陆续开始实施客户经理制。作为客户与银行联系的纽带，客户经理正在对商业银行的业务发展起到越来越重要的作用。客户经理制的实质是建立一种对外以市场为导向、以客户为核心，对内以客户经理为中心和前中后台结合、全行联动的经营管理体制。但是客户经理制对于我国商业银行来讲毕竟还是一种全新的理念，在客户经理制的推行过程中也遇到了许多困难，比如服务观念的转变、业务流程效率的提高、部门设置的合理化等等，这些需要克服的障碍明显的影响到了我国商业银行实施客户经理制的效果。商业银行推行客户经理制可以说是一项复杂的系统工程，涉及到企业文化、机构整合、流程再造、人力资源改革、绩效考核、激励约束机制、软硬件环境的配套支持等等各个方面。并且随着我国宏观政策、经济环境以及企业自身的不断发展，客户经理制也存在着在这个过程中不断探索和改进的必要。 国有商业银行的客户经理制是吸收了先进的市场营销观念，借鉴西方发达国家商业银行客户经理制经验的基础上摸索和建立起来的。今后我国的商业银行将面临越加复杂和激烈的竞争环境，面临现代金融业对银行提出的各种新的要求和挑战，将肩负起银行金融业在国家复兴之路上的艰巨任务和光荣责任。我们研究国有商业银行的客户经理制，就是要使这项制度不断改进和提升，成为助推银行再造的核心力量，使客户经理制成为实现国有商业银行经营目标、提高核心竞争力的一项重要制度改革。本文通过对中国银行天津市分行客户经理制改革的案例分析，为中行天津分行的客户经理制提出改进建议，并希望对有着许多相似之处的国有银行客户经理制改革起到共同的借鉴作用。本文共分为五个部分，第一章为前言，包括问题的提出及选题的意义，研究方法与内容及整体框架；第二章为相关理论基础，主要包括客户价值理论、客户关系管理及服务营销理论、公司组织结构理论；第三章为我国银行业及客户经理制现状；第四章是推行客户经理制的环境分析，将对宏观环境、行业环境以及将作为实例出现的中国银行天津分行自身企业环境做一分析；第五章将重点研究中国银行的客户经理制，提出改进的方向和建议。 关键词：国有商业银行 客户经理制 客户经理 改革
英文摘要：	As the deepness of the reformation in Chinese economic and financial system, as well as the increasing openness of the financial market, the competition in the financial markets has intensified, especially for high-quality clients. In order to attract more high-quality clients and to keep a position in this situation, the state-owned commercial banks must update service idea and improve service means continuously.In this urgent situation, China's commercial banks learnt from the modern business model of commercial banks in Western developed countries, and began to implement the account manager system. As a link between client and bank, account manager plays an important role in the development of commercial bank’s business. The essence of this system is to establish a management system which is market-oriented and client-focused for external and account manager-centric combining with all parts of the former, medium and back-end operations for internal. However, the account manager system is a new concept in terms of China's commercial banks, so that we meet lots of difficulties in practice, such as changes of service idea, improvement of working efficiencies, rationalization of frame and so on. These obstacles affect the implementation of the account manager system.It can be said that the implementation of account manager system in commercial banks is a complex project, which involves corporate culture, institutional integration, process reengineering, human resource reform, performance evaluation, incentive and restraint mechanisms, hardware and software environment supporting and so on. Meanwhile, with the continuous development of Chinese macro-policy, economic environment and enterprises themselves, it is necessary to ameliorate the system in course. The State-owned commercial bank's account manager system in China is established absorbing the advanced marketing concepts and experience in western developed countries. Taking in part of more complex and competitive environment, being faced with a variety of new requirements and challenges brought by the modern financial industry, the Chinese commercial banks will undertake the arduous tasks and glorious responsibilities in the banking and financial sector on the way of the national renaissance. We studied the account manager system in state-owned commercial banks is to improve and upgrade the system ceaselessly, to make it the central strength of bank’s reconstruction, and to make it an important reform to realize the operational objectives and to enhance the core competitiveness of the state-owned commercial banks as well. By analyzing the case of the account manager system reform of the Bank of China Tianjin Branch, the paper gives some suggestions for its improvement, and hopes to be helpful for the other state-owned banks with its account manager system reform. The paper is divided into five parts. The first chapter of Introduction contained the issues raised and significance of the topics, researching methodology and framework. The second chapter involved the relevant theoretical basis, mainly about customer value theory, customer relationship management theory, relationship marketing theory and organization theory. The third chapter presented the actualities of the Chinese banking industry and account manager system. The fourth chapter analyzed the environment of the implementation of account manager system, including macroeconomic environment, industrial environment, as well as enterprise environment of the Bank of China Tianjin Branch. The fifth chapter focused on the account manager system of the Bank of China and gave suggestions for improvements. Key words: State-owned Commercial Bank, Account manager system, Account manager，Reformation
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