联系我们

论文查询结果	返回搜索

论文编号：	3875
作者编号：	2120092735
上传时间：	2011/11/30 15:11:29
中文题目：	工商银行天津分行服务营销策略研究
英文题目：	Industrial and Commercial Bank Tianjin Branch of Service Marketing Strategy
指导老师：	许晖
中文关键字：	工商银行天津分行 服务营销体系 服务营销策略 服务营销流程
英文关键字：	he Industrial and Commercial Bank of China Tianjin Branch, service marketing system, service marketing strategy, service marketing flow
中文摘要：	摘要 中国银行业全面对外资开放已四年有余。在此期间，众多实力雄厚、技术先进的外资银行纷纷抢滩中国。伴随着我国金融改革的不断深化，以及新兴商业银行的蓬勃发展，后金融危机时代的我国国有银行面临着前所未有的机遇和挑战，促使我们不断探索在日益激烈的市场竞争和买方市场下赢得顾客、获得竞争优势的良策。 服务营销研究的蓬勃发展为市场营销领域开辟了新的境界，在信息技术引发的金融创新浪潮中，也为银行业结合本行业的服务特殊性打造更适合自身的营销体系开辟了新的思路。银行业在现代服务业中的地位举足轻重，当今，现代服务业成为一个国家和地区经济增长中最具创新性和活力的战略性产业和经济发展的主导部门，服务业向新兴市场国家转移的趋势也渐趋明显，经济发展对银行的要求也越来越高。中国银行业要想取得国际竞争优势，适应发展的需要，就必须充分借鉴先进的服务营销理论，创建适应激烈市场竞争需求的服务营销体系，这已成为了国内银行业的广泛共识，服务营销在银行业的应用也在探索中不断深化和取得丰硕成果。本文将试图通过对工商银行天津分行服务营销的策略选择和实施进行一些有益的探索，从而有效提升工商银行天津分行的核心竞争能力。 本文的具体结构如下：除第一章绪论和第六章结论与展望之外，第二章对银行业服务营销理论进行了详尽的回顾，并突出强调银行业服务营销独具特点的核心目的和效果。第三章进行了天津市银行业的服务营销发展现状及竞争格局并阐述由此给工商银行天津分行开展服务营销带来的机遇和挑战。第四章对工商银行天津分行服务营销策略的选择与实施进行了认真探究。第五章对工商银行天津分行服务营销策略的有效实施提出一些有针对性的保障措施。 伴随着经济的飞速发展，天津的作为环渤海经济中心的地位日益凸显，国内外金融机构纷纷进津抢占先机，分享滨海新区开发开放的成果，大家都想分一杯羹，扩大自己的市场份额，这就直接导致天津地区金融业，特别是银行业竞争的加剧，天津金融市场彻底进入了战国时代。工商银行天津分行作为天津地区银行业的翘楚，多年以来在服务领域不断探索，虽然已经接受了一些服务营销的观念，并在不断摸索适合天津金融市场环境的银行业服务营销新路，但与同业相比，尚存在着很多的问题亟待解决，例如对服务营销认识不足、服务营销理念还未深入人心，客户满意度不高、忠诚度培育不够，客户管理的系统性、科学性还有待加强、内部营销没有引起足够重视等。 本文结合工商银行天津分行实际情况，重点对于如何构建和完善“以客户为中心”的服务营销体系做出了详细的阐述，并从产品和服务的市场定位、产品和服务的价格调节、渠道建设与网点管理、形象建设与营业推广、建立完善的服务流程五个方面对服务营销策略的选择进行了认真的梳理和研究。这些内容将不仅有助于提高工商银行天津分行的核心竞争能力，打造出客户更满意银行，而且对提高国内银行的整体服务水平，改善银行的服务质量及经营成果，也必将起到积极的促进作用。 为了保障上述银行服务营销策略的有效实施，需要工商银行天津分行每一名员工牢固树立 “以客户为中心”的经营理念，它应当在日常经营的方方面面得到体现。一项政策制度在同样的几家企业中实行，往往取得的结果大相径庭，探究其中原因，大抵是执行中出了问题，要想保证银行营销策略的实施首先需要加强内部执行力的建设。银行执行力除了需要相应的规章制度约束以外，最主要的还是依靠每一名员工自身认识的提高，能够做到自觉自愿的执行。为此，银行高层管理者需要不断地教育员工、培训员工，改造员工思想，调动员工的积极性，执行力建设是一项长期系统的工程。本文通过对于银行服务文化建设、员工培训、内部营销、资源配置、绩效考核和监督机制几个方面的论述，希望为工商银行天津分行服务营销策略的有效实施提供一些意见参考。这些内容全部是围绕“以人为本”的宗旨展开的，目的只有一个——引导员工自发地为银行的发展做出贡献。 面对全球市场化的竞争，我们不仅需要中小股份制银行的尝试，更加需要像中国工商银行这样的大型国有商业银行的努力，他们才是中国银行业的旗手，才是与外资银行抗衡的主力军。只有他们转变了服务思想和服务方式，中国的银行业才可以摆脱政府的呵护，才会有长足的发展。因此，工商银行天津分行借鉴外资银行的成功经验，结合本国本区域实际，全面确立服务营销的经营理念，重视市场分析，把握营销重点，正确运用服务营销策略组合，对于从根本上转换服务方式，拓展市场份额和质量，提高核心竞争力，争当最盈利、最优秀、最受尊敬的区域旗舰银行具有十分重要的现实意义。 今后本人将重点关注服务营销新理论对于银行业的影响，收集国内外有针对性的业务数据资料，探寻哪种服务营销策略最适合国有大型商业银行，对国内各家商业银行的服务营销策略实施情况进行有效跟踪，并对不同银行业务条线实施不同营销策略组合的效果进行分析，这些将是我今后还需要继续研究的方向。 关键词：工商银行天津分行 服务营销体系 服务营销策略 服务营销流程
英文摘要：	Abstract It has been over four years since China’s banking industry was comprehensively opened to foreign investment. During this period, a great number of foreign banks with tremendous strength and advanced technologies have scrambled into China. As China’s financial reform keeps deepening and emerging commercial banks are thriving, in the post-financial crisis era China’s state-owned banks are faced with unprecedented opportunities and challenges, urging us to keep searching for sound solutions to secure customers and gain competitive advantages in face of increasingly fierce market competition and a buyer’s market. The flourishing of service marketing research has carved out a new stage for the marketing area, and amid the new tide of financial innovation triggered by the information technology, has also come up with new ideas for the banking industry to foster a more suitable marketing system in combination with the special features of its services. The banking industry takes an important position in the modern service industry. Nowadays, the modern service industry has become the most innovative and active strategic industry in the economic growth of a country and a region as well as a dominant sector in economic development. The service industry sees a more and more obvious trend of shifting to emerging market countries; economic development has higher and higher requirements. China’s banking industry must draw upon advanced marketing theories and create a service marketing system to befit fierce market competition if it is going to gain international competitive advantages and meet requirements for development, which has become a broad consensus in China’s banking industry. Service marketing’s application in the banking industry is advancing and making fruitful achievements in the process of exploration. This paper attempts to conduct some beneficial exploration of the selection and implementation of service marketing strategy of the Industrial and Commercial Bank of China Tianjin Branch so as to give an effective boost to the core competence of the branch. This paper develops as follow in structure: In addition to Chapter One Introduction and Chapter Six Conclusion and Prospect, Chapter Two provides a detailed review of service marketing theories of the banking industry and gives prominence to the unique core objective and effect of banking service marketing. Chapter Three introduces the service marketing development situation and competition pattern of Tianjin’s banking industry and elaborates opportunities and challenges brought about as a result to the Industrial and Commercial Bank of China Tianjin Branch in carrying out service marketing. Chapter Four has a close look at the selection and implementation of service marketing strategy of the Industrial and Commercial Bank of China Tianjin Branch. Chapter Five comes up with some pertinent safeguard measures for the branch to effectively implement service marketing strategies. With rapid economic development, Tianjin’s position as Bohai-Rim economic center becomes increasingly important. Chinese and foreign financial institutions have been coming to grasp opportunities and share fruits of the opening of Tianjin Binhai New Area. They all want to occupy and expand market share, which directly gives rise to competition in Tianjin’s financial industry, especially banking industry; Tianjin’s financial market has thoroughly entered into an era of fierce competition. The Industrial and Commercial Bank of China Tianjin Branch, with a leading role in Tianjin’s banking industry, have spent years exploring the service area. Though the branch has accepted some concepts of service marketing and explores new marketing strategies of banking service suitable for the city’s financial market situation, in comparison to its peers, it still faces many pressing problems, e.g. insufficient knowledge of service marketing, failure of service marketing concepts to take root in people’s heart, low customer satisfaction, inadequate cultivation of loyalty, client management systematic and scientific features in need of enhancement and internal marketing attracting inadequate attention etc. By combining the actual situation of the Industrial and Commercial Bank of China Tianjin Branch, this paper particularly elaborates how to construct and improve a “Customer-Centered” service marketing system, and conducts a treatment and research on the selection of service marketing strategy from five aspects: market position of products and services, price adjustment of products and services, channel construction and branch management, image construction and business promotion, construction of adequate service flow. These aspects will not only help improve the core competence of the Industrial and Commercial Bank of China Tianjin Branch and develop a bank to more customer satisfaction, but are bound to play an active role in promoting overall service level of domestic banks and improving banking service quality and business result. In order to ensure effective implementation of the above-said banking service marketing strategies, the “Customer-Centered” business concept needs to be firmly implanted in the mind of each staff of the branch, and shall be displayed in all aspects of routine business. A policy tends to meet very different results when implemented in enterprises of the same kind. Studies show that this is roughly caused by problems with implementation, so the building of internal executive force need first be enhanced to guarantee implementation of bank marketing strategies. Apart from corresponding rules and regulations for restriction, most importantly, bank executive force relies on each staff to improve their own awareness and conduct implementation voluntarily. To this end, the bank top management need keep educating and training staff, transforming their ideas, and mobilizing their initiative. The building of executive force is a long-term systematic project. By treating bank service cultural construction, staff training, internal marketing, resource distribution, performance evaluation and supervision mechanism, this paper hopes to provide some advices for reference for the Industrial and Commercial Bank of China Tianjin Branch to effectively implement service marketing strategies. All of the content develops around the principle of “Putting People First”, with a sole aim — to guide staff to voluntarily make contribution to the bank development. In face of global market competition, we not only need attempts of medium and small shareholding banks and more need efforts of large state-owned commercial banks like the Industrial and Commercial Bank of China, which are the standard-bearer of the country’s banking industry and the main force competing against foreign banks. Only when they change service thinking and method can China’s banking industry get rid of governmental care and make great progress. Therefore, the Industrial and Commercial Bank of China Tianjin Branch draws upon successful experience of foreign banks and combines national and regional realities to comprehensively establish service marketing business concepts; the branch attaches importance to market analysis, grasp marketing focal points and correctly make use of service marketing strategic combination, producing very important realistic significance on shifting service method fundamentally, improving market share and quality, promoting core competence, and fighting to be the most profitable, outstanding and respectable flagship bank in the region. In future I will focus on effects of new theories of service marketing on the banking industry, collecting pertinent business data and materials at home and abroad, exploring which service marketing strategy is best for state-owned large commercial banks, conducting effective follow-up of the implementation state of the service marketing strategies of various commercial banks at home, and analyzing effects of different bank business conditions implementing different marketing strategic combinations, which will be the study directions I will proceed with in future. Key words: the Industrial and Commercial Bank of China Tianjin Branch, service marketing system, service marketing strategy, service marketing flow
查看全文：	预览  下载(下载需要进行登录)