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论文编号：	2537
作者编号：	2220070911
上传时间：	2010/6/12 10:48:00
中文题目：	北京银行天津分行营销战略构建与实施研究
英文题目：	A Study on the marketing strategy’s building and Implementing of Tianjin Branch of Bank of Beijing
指导老师：	王迎军
中文关键字：	关键词：城市商业银行、跨区域经营、营销战略、构建实施
英文关键字：	Keywords: City Commercial Bank, Cross-regional Business, the Marketing Strategy, building and Implementing
中文摘要：	随着银行体制改革的深入，四大国有商业银行纷纷改变经营方式，调整资产结构，补充资本金，提高资本充足率，以向国内外金融市场的纵深方向发展。各种股份制商业银行更是如雨后春笋不断涌现，业务领域不断拓展创新。在国际舞台上，上世纪九十年代以来，银行业兼并浪潮一浪高过一浪；加之入世后我国对金融市场的一步步开放，外资银行也成为我国银行业的重要竞争者之一。在这种形势之下，起步迟、实力弱的城市商业银行惟有提高营销水平、创造一流服务、树立强劲的品牌，才能争取客户，在目标市场中占领并扩大市场份额。 城市商业银行作为我国市场经济的产物，随着市场经济的深入发展和其自身业务的扩展，经营地域限制的弊端日益凸显，地方性金融机构的头衔似乎已经不能满足城市商业银行的发展。各大城市商业银行不断寻求出路，为突破单个城市的限制，纷纷通过重组、联合、并购等方式进行跨区域发展。市场营销战略作为跨区域发展的一部分，是城市商业银行跨区域发展能否成功的关键所在。 城市商业银行跨区域营销战略的制定和实施不同于一般商业银行，受到诸多条件的限制和制约。跨区域发展是城市商业银行发展的必然阶段，为了更好的服务于其跨区域发展的长远目标，研究其跨区域营销战略实有必要。 现代社会银行客户需求日益多样化，但是城市商业银行作为后起之秀，其营销水平则相对落后。尽管目前“市场营销”作为一种经营理念已经得到城市商业银行的认同，但是并没有被全面地和科学地研究和运用，在市场定位方面，城市商业银行仍缺乏明确的自我定位。 北京银行从2006年实行跨区域经营之后，取得了不错的成效。截止2009年9月末，北京银行的资产规模达到5,016亿元，继续保持国内资产规模最大的城市商业银行地位。随着2009年9月长沙分行的开业，北京银行的异地分行已经增加至6家。天津分行作为北京银行的首个分支机构，在天津市政府的大力支持及自身的努力下，业务规模、资产质量和经营水平都有了长足发展。然而，如何把握跨区域经营带来的机遇，选择合适的营销战略和市场定位，应对日益激烈的同业竞争和复杂经营环境下带来的挑战，是北京银行无法回避的问题。本文试以北京银行天津分行的营销实践为例对城市商业银行跨区域营销战略的构建和实施进行探讨，希望能够提供有益的建议。 本文一共分为五章，第一章是绪论部分，第二章对北京银行在天津的营销现状进行了分析，第三章是北京银行营销战略的构建，第四章是分析了北京银行营销战略的实施和控制阶段，第五章是论文的总结部分。
英文摘要：	With the reform of the bank system, the four state-owned commercial banks all begin to change their business practices, adjust the structure of capital, assets, supply the capital fund, and raise capital adequacy ratio for the goal of the domestic and overseas financial market. All sorts of joint-stock commercial bank are born as mushrooms after rain, broadening the scope of business. In the international arena, since the 1990s mergers waves of banks have surged. After Chinese accession to the WTO, the financial market in China is open step by step, foreign banks also become one of the most important competitors to domestic banks. In this situation, to city commercial banks that started late with weak strength, the only way to strive for customer, occupy and expand the target market is to improve marketing level, create the first-class service and establish strong brand. The city commercial bank as the product of Chinese market economy, with the development of market economy and its own business expansion, disadvantages of business district restriction come out increasingly, the title of local financial institution cannot satisfy the development of the city commercial bank. City commercial banks are all seeking the way out. To break through local limits, they cross-regional develop through restructuring, uniting and merger etc. The marketing strategy as a part of cross-regional development is the key to success. Customer needs are diverse in modern society, but the city commercial bank as an up-rising star, its marketing level is relatively backward. Although marketing as a business philosophy has been accepted by city commercial banks, but it hasn't been researched and applied fully and scientifically. In the market orientation, city commercial banks still lack the clear self orientation. The formulation and implementation of city commercial banks’ cross-regional marketing strategies are different from the general commercial banks, with many limitations and restrictions. Cross-regional development is the inevitable development process for city commercial banks, in order to better service for its long-term goal of cross-regional development of, studying its cross-regional marketing strategy is necessary. Bank of Beijing has gotten good achievements since its cross-regional business from 2006. To September 2009, the assets of Bank of Beijing have reached 5,016 billion Yuan, continuing to keep the statue of the city commercial bank with the largest assets. With the Changsha branch’s operation in September 2009, the branches have been increased to six ones in different areas. Tianjin branch as the first branches of Bank of Beijing, with the vigorous support from Tianjin government and its own efforts, the operation scale, the assets quality and management levels have made great progress. However, how to grasp the opportunities brought by cross-regional development, how to choose the appropriate the marketing strategy and how to deal with increasingly fierce horizontal competition and the challenge from complex business environment, is the problem cannot be avoided by Bank of Beijing. This paper tries to research the building and implement of the cross-regional marketing strategy of city commercial banks, for the example of the marketing practice of Tianjin branch, and hope that it can provide some useful advices. This paper is divided into five parts. The first chapter is the introduction, the second chapter analyzed the status quo of Bank of Beijing’ marketing, the third chapter is to building the marketing strategy of Bank of Beijing, the fourth chapter is about the implement and control of the marketing strategy of Bank of Beijing, and the last chapter is the summary of this paper.
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