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论文编号：	15714
作者编号：	2320234073
上传时间：	2025/12/9 15:26:35
中文题目：	N银行天津分行手机银行客户关系管理策略优化研究
英文题目：	Research on the optimization of mobile banking customer relationship management strategy at N Bank Tianjin Branch
指导老师：	刘欢
中文关键字：	手机银行；客户关系管理；AARRR模型；客户忠诚度管理；数字化转型
英文关键字：	mobile banking; customer relationship management; AARRR model; customer loyalty management; digital transformation
中文摘要：	在数字中国战略与金融“五篇大文章”政策双重推动下，手机银行已成为商业银行数字化转型的核心抓手与竞争主战场。N银行天津分行作为区域领先的国有大行，其手机银行虽在客户规模与市场份额上占据优势，但仍面临活跃用户增长放缓、客户黏性不足、价值转化效率低及同业与互联网金融平台跨界竞争加剧的严峻挑战。本研究基于客户关系管理理论框架，结合AARRR用户漏斗模型，综合运用文献研究法、案例分析法与问卷调研法，系统梳理N银行天津分行手机银行客户关系管理全流程，深度剖析其在客户分层分群的系统架构及获客、促活、留存、价值转化及传播裂变五大环节中存在的结构性问题和成因。 研究结果表明，N银行天津分行手机银行业务在客户关系管理方面存在多个维度的短板：客户分群体系缺乏系统性与动态协调性，过度依赖传统线下获客渠道且线上引流效果不佳；生活场景生态薄弱，高频刚性需求覆盖不足，导致用户打开频次和停留时长均较低；数据驱动能力滞后，客户标签更新不及时，流失预警与精准触达机制尚未健全；价值转化环节存在断层，高净值客户与长尾客户的运营策略未能有效区分，MAU向AUM的转化路径不通畅；此外，社交裂变机制缺失，缺乏有效的激励体系和传播工具，制约了客户自传播能力的形成。 针对上述问题，本文为N银行天津分行手机银行客户关系管理提出分阶段、多层次的优化策略：建立科学的分层分群与跨渠道协同机制；构建“线下网格化+线上内容生态”立体获客体系；通过嵌入政务、交通、消费等高频场景提升用户活跃度；设计游戏化任务与定制化权益增强用户粘性；建设轻量化数据中台以支持实时洞察与干预；推动“金融+生活”深度融合以打通价值转化瓶颈；并创新“激励+荣誉+社交”三维裂变模式，提升客户推荐意愿与转化效能。本研究不仅为N银行天津分行优化手机银行客户关系管理提供了切实可行的实施路径，也对银行业在数字化进程中如何实现流量经营与价值经营的双轮驱动具有重要参考意义，兼具理论创新性与实践指导价值。
英文摘要：	Under the dual promotion of the Digital China strategy and the financial “Five Major Articles” policy, mobile banking has become the core lever for the digital transformation of commercial banks and the main battlefield for competition. As a regionally leading state-owned bank,N Bank’s Tianjin branch enjoys advantages in customer scale and market share in its mobile banking services but faces severe challenges such as slowing growth in active users, insufficient customer loyalty, low value conversion efficiency, and intensified cross-industry competition with internet financial platforms. This study, based on the framework of customer relationship management theory and combined with the AARRR user funnel model, comprehensively employs literature research, case analysis, and questionnaire survey methods to systematically sort out the entire process of customer relationship management for N Bank Tianjin branch’s mobile banking, deeply analyzing structural issues and causes within the five major aspects of customer segmentation, acquisition, activation, retention, and value conversion. The research results indicate that N Bank Tianjin branch’s mobile banking business has multiple shortcomings in various dimensions of customer relationship management: the customer segmentation system lacks systematic and dynamic coordination, there is an over-reliance on traditional offline customer acquisition channels with poor effectiveness in online traffic diversion; the ecological strength of life scenarios is weak, with insufficient coverage of high-frequency rigid demands, resulting in low user access frequency and duration; data-driven capabilities are lagging, customer labels are not updated in a timely manner, and mechanisms for loss warning and precise outreach are yet to be established; there are gaps in the value conversion process, where operational strategies for high-net-worth and long-tail customers have not been effectively differentiated, and the conversion path from MAU to AUM is not smooth; in addition, there is a lack of a social viral mechanism, with an absence of effective incentive systems and communication tools, which restricts the formation of customer self-communication capabilities. In response to the above issues, this paper proposes phased and multi-level optimization strategies for N Bank Tianjin branch’s mobile banking customer relationship management: establishing a scientific segmentation and cross-channel coordination mechanism; building a multi-dimensional customer acquisition system of “offline grid and online content ecology”; enhancing user activity through embedding into high-frequency scenarios such as government affairs, transportation, and consumption; designing gamified tasks and customized benefits to enhance customer stickiness; constructing a lightweight data middle-platform to support real-time insights and interventions; promoting the deep integration of “finance and life” to unblock value conversion bottlenecks; and innovating a three-dimensional viral model of “incentives, honour, and social connections” to enhance customer recommendation willingness and conversion effectiveness. This research not only provides a practical implementation path for N Bank Tianjin branch to optimize mobile banking customer relationship management but also holds significant reference value for the banking industry’s dual-driven approach to traffic management and value management during the digitalization process, with both theoretical innovation and practical guidance.
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