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论文编号：	5936
作者编号：	2120112593
上传时间：	2013/12/6 22:45:51
中文题目：	工行天津分行的客户需求与价值链构建研究
英文题目：	The customer demand and value chain construction research of ICBC Tianjin Branch
指导老师：	柳茂平
中文关键字：	工行天津分行;需求标准;价值链构建;资源整合;竞争力
英文关键字：	Tianjin Branch of ICBC;Demand standard;Value chain;Resources integration;Competitiveness
中文摘要：	随着全球经济的飞速发展，我国的商业银行环境也发生着巨大改变。各家商业银行需要面对的不仅是国内同业间的竞争，还有来自世界各国金融机构的挑战。在这种日益激烈的竞争局面下，如何从需求出发留住客户，壮大客户规模，成为各行持续发展的基础与关键。 本文旨在从工行天津分行客户的两类需求标准出发，深入剖析我行普通客户与高端客户的不同需求，并以此为基础进行客户需求导向的价值链构建系统性分析，找出价值链上的关键业务活动，提出问题和改进方法，促使各职能部门展开相应的组织结构调整，从而帮助我行进行有效的资源整合，创造更高的客户价值。全文首先介绍了本文的选题背景及意义，并以图表列示了全文的逻辑框架。而后进行了相关的理论回顾，介绍了波特的价值链理论与客户需求标准的相关内容。价值链上的各项活动对满足上述两类标准都会起到一定的作用，而在这些活动上多下功夫可以大幅度提高客户的满意度，从而提升企业的竞争力水平。接下来，本文对我行的价值链现状进行了深入剖析，包括其构成，特点和存在的问题。与其他国内银行一样，我行的价值链体系也存在着诸多弊端，最主要的莫过于忽视客户导向，经营规模过大和组织结构僵化三点，这就需要我们从客户需求的角度出发，对现有的价值链构建进行改进。在接下来的篇幅中，本文深入讨论了我行的客户结构及各类客户的需求，分类给出各项需求的两类标准，并通过对价值链构建的系统分析找出关键业务活动，并详细阐述了各项关键活动的问题及改进方法，以及各职能部门应如何进行相应的结构调整。通过研究可以看出，工行天津分行的客户群体可分为普通客户和高端客户两类，通过对上述客户需求的两类标准分析得出工行天津分行价值链中的五个关键业务活动分别为研究开发，业务处理，分销，市场营销和客户服务，我行应加快营销，运营及基础管理三大职能部门的结构调整，为更好地满足客户需求打好战略基础，从而提升我行的整体竞争力，努力打造银行与客户双赢的局面。
英文摘要：	With the rapid development of the global economy, China's commercial banking environment has also undergone a tremendous change. Commercial banks need to face not only the competition between the domestic industry, as well as financial institutions from around the world challenge. In this increasingly competitive situation, how to retain customers starting from the demand, expanding customer base and become the basis for sustainable development of each line with a key. This thesis aims to demand from the two types of standard Tianjin Branch of ICBC customers, in-depth analysis of the different needs of customers and the Bank of ordinary high-end customers, and as a basis for customer demand-driven value chain to build a systematic analysis to identify the value chain critical business activities, ask questions, and improved methods to promote various functional departments expand the appropriate organizational restructuring to help me row for effective integration of resources, and create greater customer value. Full text introduces the background and significance of this paper, and the full text of the chart lists the logical framework. Then conducted a review of relevant theory, describes the theory of Porter's value chain and customer demand criteria related content. The activities of the value chain to meet the above two criteria will play a role, but more effort on these activities can significantly improve customer satisfaction, thereby enhancing the level of competitiveness of enterprises. Next, the paper value chain for my line depth analysis of the current situation, including its composition, characteristics and problems. With other domestic banks, the Bank's value chain system there are many drawbacks, the major ones being ignored customer orientation, scale of operation is too large and three rigid organizational structure, which we need to demand from the customer's point of view, for now Some of the value chain to build improvements. In the following pages, the paper discusses in depth the structure of the Bank's customers and all kinds of customer needs, the needs of the classification criteria given in two categories, and through the value chain to build a system analysis to identify key business activities and elaborated on the problem of the critical activities and improved methods, as well as how the various functional departments should make the appropriate restructuring. hesisrticle Through research we can see, Tianjin Branch of ICBC customer groups can be divided into two types of ordinary customers and high-end customers, through the above-mentioned two types of standard analysis of customer needs come ICBC Tianjin Branch of the value chain of the five key business activities were studied development, business processing, distribution, marketing and customer service, the Bank should accelerate the marketing, operations and management of the three basic functions of structural adjustment, in order to better meet customer needs to lay the strategic foundation to enhance the overall competitiveness of the Bank force banks and their customers to create a win-win situation.
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