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论文编号：	3116
作者编号：	2120092796
上传时间：	2011/5/30 11:52:54
中文题目：	天津滨海新区大型商业银行客户关系管理战略研究
英文题目：	A Study on CRM Strategy of the Large Commercial Banks in Tianjin Binhai New Area
指导老师：	韩德昌
中文关键字：	滨海新区大型商业银行;客户关系管理战略;金融改革创新;先行先试政策
英文关键字：	Large Commercial Banks in Binhai New Area;Customer Relationship Management Strategy;Financial Reform and Innovation;Early and Pilot Implementation Policy
中文摘要：	摘要 新世纪新阶段，党中央、国务院从经济社会发展的全局出发，作出了推进天津滨海新区开发开放的重大战略决策，2006年5月26日，国务院正式批准天津滨海新区成为国家综合配套改革试验区。国务院2006年5月26日正式印发的《国务院关于推进天津滨海新区开发开放有关问题的意见》（国发〔2006〕20号）对滨海新区开发开放作出了全面部署。要求滨海新区全面贯彻坚持改革开放带动、科技创新引领、高端产业支撑、服务能力提升、发展环境保障，滨海新区将努力成为继深圳经济特区、上海浦东新区之后服务中国区域经济发展新的增长极，成为科学发展的排头兵。 国务院2006年20号文件同时将积极发展现代服务业列入推进天津滨海新区开发开放的主要任务。天津滨海新区综合配套改革试点要重点推进的改革，其中包括进一步扩大金融领域对外开放、加快金融产品创新，形成与经济发展水平相适应的金融服务体系，提高对环渤海和北方地区的服务和辐射能力。国发20号令明确指出：“鼓励天津滨海新区进行金融改革和创新。在金融企业、金融业务、金融市场和金融开放等方面的重大改革，原则上可安排在天津滨海新区先行先试。本着科学、审慎、风险可控的原则，可在产业投资基金、创业风险投资、金融业综合经营、多种所有制金融企业、外汇管理政策、离岸金融业务等方面进行改革试验。”推进滨海新区开发开放，鼓励滨海新区进行金融改革和创新，是从整个国家经济发展全局出发，作出的重要战略部署。推进金融改革创新，建设金融改革创新试验区是滨海新区综合配套改革的重中之重，是国家赋予天津先行先试政策的重要内容。 随着滨海新区开发开放的不断深入和金融改革创新的不断推进，滨海新区大型商业银行更加充分的竞争环境已经形成，既面对着千载难逢的发展机遇，也面对着前所未有的挑战。外资银行以更高端的金融产品服务滨海新区客户，也必将运用其成熟的客户关系管理与大型商业银行争夺优质客户。我国大型商业银行和外资银行在客户关系管理上仍存在明显差距，这将导致大型商业银行优质客户流失。因此，对滨海新区大型商业银行客户关系管理战略进行研究可以为滨海新区大型商业银行的现实战略选择提供可借鉴的蓝本，对滨海新区大型商业银行具有重要的现实指导意义。 本文采用对比分析方法对我国大型商业银行与外资银行CRM实施进行分析比较，找出自身差距，提出相应借鉴与启示；运用银监会公布最新银行业统计数据，采用统计数据分析方法对银行同业竞争者的竞争状况进行分析，通过分析得出，大型商业银行更加充分的竞争环境已经形成。 本文首先对所用到的客户关系管理理论逐一进行梳理，介绍客户关系管理的发展、客户关系管理的发展动因，客户关系管理的定义和内涵、客户关系管理的核心思想、客户关系管理的理论依据，客户关系管理战略、市场细分与客户细分以及本文所用到的相关理论分析模型——五力模型理论、SWOT分析模型；其次，从大型商业银行的改革发展、行业竞争地位与核心竞争力打造两个方面介绍滨海新区大型商业银行的基本情况，从滨海新区的战略定位、金融改革创新先行先试的重要战略部署、企业多渠道融资现状三个方面分析滨海新区大型商业银行的宏观环境，从银行业潜在进入者的威胁、证券业发展对银行业务的替代、优质客户群特点、吸收存款方式、银行同业竞争者的竞争五个方面分析滨海新区大型商业银行的行业环境。在对滨海新区大型商业银行的宏观环境和行业环境进行深入分析之后，对滨海新区大型商业银行所处的内外环境进行全面总结，找出其自身的优势与劣势、面对的机遇与挑战，对大型商业银行所处的内外部营销环境进行综合评价，从而为其战略选择提供直接依据；然后，对我国大型商业银行与外资银行CRM实施进行对比分析，找出自身差距，同时提出相应借鉴与启示，对滨海新区大型商业银行进行客户分析，以作为CRM战略的前提和基础，对滨海新区大型商业银行CRM战略选择的依据和战略实施的可行性进行分析，明确实施CRM战略是大型商业银行在激烈的市场竞争中生存与发展的必然选择；最后，在滨海新区大型商业银行CRM战略选择的基础上，从关系营销、提高客户满意度和实现客户忠诚三个方面阐述CRM战略实施核心，从服务营销、一对一营销、情感营销和网络营销四个方面提出CRM战略实施对策，从CRM战略实施过程中的包括中间业务创新、零售银行业务创新、电子银行业务创新、非银行业务创新和海外业务创新的业务创新点，以及适度混业经营和科学有效监管的政策支持与包括业务流程科学化、风险管控、实施客户经理制、打造人才队伍的保障体系两个方面介绍滨海新区大型商业银行CRM战略实施途径。 本文通过对滨海新区大型商业银行客户关系管理战略进行研究，得出以下结论：滨海新区大型商业银行更加充分的竞争环境已经形成，既面对着千载难逢的发展机遇，也面对着前所未有的挑战，大型商业银行和外资银行在客户关系管理上仍存在明显差距，大型商业银行应抓住滨海新区金融改革创新先行先试的加快发展的难得历史机遇，实施CRM战略。 本文对滨海新区大型商业银行的发展提出如下政策建议： 第一，从滨海新区金融改革创新先行先试的政策层面加大力度推动商业银 行实施CRM战略。 第二，充分利用滨海新区金融改革创新先行先试的政策优势，充分发挥内 部优势，紧紧抓住外部机遇。 第三，坚定不移坚持不懈地实施CRM战略。 第四，以动态观点实施CRM战略，根据所处环境的变化重新审视和调整 CRM战略实施对策和途径。 第五，积极学习借鉴外资银行CRM战略的先进经验。 第六，进一步完善以网络技术为核心的信息基础设施，健全客户关系管理体系。 关键词：滨海新区大型商业银行;客户关系管理战略;金融改革创新;先行先试政策
英文摘要：	Abstract In the new century and new era, CCCPC and the State Council made the significant strategic decision to promote the development and opening-up of Tianjin Binhai New Area from the overall situation of economic and social development. The State Council officially approved Tianjin Binhai New Area as a national comprehensive reform pilot area on May 26,2006, officially issuing “The Comments of the State Council on the Issues Relating to Promoting the Development and Opening-up of Tianjin Binhai New Area” (The State Council issued Document No.20 of 2006) which makes comprehensive arrangements for the development and opening-up of Tianjin Binhai New Area. Tianjin Binhai New Area is required to be driven by reform and opening-up, led by scientific and technological innovation, supported by high-end industry, improved by service capabilities and safeguarded by environment for development. Following Shenzhen Special Economic Zone and Shanghai Pudong New Area, Tianjin Binhai New Area will strive to become a new growth pole for regional economic development and as the vanguard of scientific development in China. In the State Council Document No.20 of 2006, actively developing modern service industry is included as the main tasks of promoting the development and opening-up of Tianjin Binhai New Area. Tianjin Binhai New Area will focus on promoting the reform pilot projects such as further expanding opening-up in financial field and accelerating the innovation of financial products, thus forming the financial service system adapted with economic development, thereby improving the service around Bohai Bay area as well as Northern China. It is clearly stated in the State Council Document No.20 of 2006 that Tianjin Binhai New Area is encouraged to carry out financial reform and innovation. The significant reforms in the areas such as financial enterprises, financial business, financial markets and financial opening-up can in principle be pilot implementation in Tianjin Binhai New Area at first. Based on scientific, prudent and risk-controllable principles, Tianjin Binhai New Area can carry out reform experiments in industry investment fund, venture capital, financial comprehensive management, financial enterprises of various ownership, foreign exchange management policy, offshore financial services, etc. As a significant strategy to promote development and opening-up made from the overall situation of national economic development, Tianjin Binhai New Area is encouraged to carry out financial reform and innovation. Promoting financial reform and innovation is the top priority in comprehensive reform of Tianjin Binhai New Area and the focus of early and pilot implementation policy granted by the state. With the deepening development of opening-up as well as the financial reform and innovation of Tianjin Binhai New Area, large commercial banks in Binhai New Area are not only facing golden opportunities for development but also experiencing unprecedented challenges in a more-highly competitive environment. Foreign banks provide Binhai New Area customers with high-end financial products and also be enabled to compete with large commercial banks for quality customers by their mature and advanced customer relationship management. Obvious gaps exist in customer relationship management between China’s large commercial banks and foreign banks, which will lead to the loss of quality customers from large commercial banks. Thus, the study on CRM strategy of large commercial banks in Binhai New Area, serve as a reference, is of great practical significance to the actual strategy of large commercial banks in Tianjin Binhai New Area. This paper conducts comparative analysis of CRM implementation between China’s large commercial banks and foreign banks, finds out the differences, and proposes the references and inspirations to large commercial banks. Besides, based on the latest statistical data released by China Banking Regulatory Commission, this paper makes analysis of the competitive situation in banking competitors and draws the conclusion that the more-highly competitive environment of large commercial banks has been formed. First of all, this paper sorts out customer relationship management theory used in detail, describes the development of customer relationship management, the development motivation of customer relationship management, the definition and connotation of customer relationship management, the core idea of customer relationship management, the theoretical basis for customer relationship management, customer relationship management strategy, market segmentation and customer segmentation, and the relevant analysis models referenced in this paper——five forces analysis model and SWOT analysis model; secondly, introduces the basic situation of large commercial banks in Tianjin Binhai New Area from the aspects of the reform and development of large commercial banks as well as competitive position in banking industry and core competency-building, analyses macroscopically the strategic positioning of Tianjin Binhai New Area, the important strategic deployment of financial reform and innovation, and status of corporate financing in multiple channels, analyses the industry environment of large commercial banks in Tianjin Binhai New Area from the aspects of the threat of potential competitors, securities developing effect to the banking business, characteristics of quality customers, way of savings absorption, and competitors from banking industry. Based on macroscopic analysis of the industry environment of large commercial banks in Tianjin Binhai New Area, this paper comprehensively sums up the internal and external environment of large commercial banks in Tianjin Binhai New Area, finds out their own strengths, weaknesses, opportunities and threats. The comprehensive evaluation of the internal and external marketing environment of large commercial banks in Tianjin Binhai New Area provides a direct basis for strategic choice to large commercial banks; next, conducts comparative analysis of CRM implementation between China’s large commercial banks and foreign banks, finds out the differences, and proposes the relevant suggestions to large commercial banks, analyses the customers of large commercial banks in Tianjin Binhai New Area so as to act as the premise and basis for CRM strategy, analyses the CRM strategy choice basis and implementary feasibility of large commercial banks in Tianjin Binhai New Area, and then makes CRM strategy choice, which is a must for large commercial banks in Tianjin Binhai New Area to survive and develop in the fierce market competition; finally, based on CRM strategy choice of large commercial banks in Tianjin Binhai New Area, expounds the core of CRM strategy from the aspects of relationship marketing, customer satisfaction improvement and customer loyalty achieving, proposes the implementation measures of CRM strategy from the aspects of services marketing, one to one marketing, emotional marketing and Internet marketing, introduces the implementation approaches to CRM strategy from the aspects of business innovations such as intermediary business innovation, retail banking innovation, electronic banking innovation, non-banking business innovation and overseas business innovation, and the policy support which includes moderately-universal banking and scientific and effective supervision as well as security systems which consist of scientific business process, risk management and control, customer manager system and personnel recruitment. Based on the study on CRM strategy of large commercial banks in Tianjin Binhai New Area, the following conclusion is drawn in this paper: the more-highly competitive environment of large commercial banks has been formed, and large commercial banks are not only facing golden opportunities for development but also experiencing unprecedented challenges, in the light of obvious gaps in customer relationship management between large commercial banks and foreign banks, large commercial banks should seize the significant historical opportunities to accelerate development arising from early and pilot implementation policy of financial reform and innovation of Tianjin Binhai New Area and implement the CRM strategy. This paper makes the policy recommendations on the development of large commercial banks in Tianjin Binhai New Area as follows: Firstly, make great efforts to push commercial banks to implement CRM strategy from the policy level of early and pilot implementation policy of financial reform and innovation of Tianjin Binhai New Area. Secondly, take full advantage of early and pilot implementation policy of financial reform and innovation of Tianjin Binhai New Area, give full play to the internal strengths, and firmly grasp the external opportunities. Thirdly, implement CRM strategy firmly and consistently. Fourthly, implement CRM strategy dynamically, re-examine and adjust the implementation measures and approaches to CRM strategy according to marketing changes. Fifthly, learn the advanced experience of CRM strategy from foreign banks actively. Sixthly, further improve network technology as the core information infrastructure and improve customer relationship management system. Key Words: Large Commercial Banks in Binhai New Area Customer Relationship Management Strategy Financial Reform and Innovation Early and Pilot Implementation Policy
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