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论文编号：	8169
作者编号：	2220140489
上传时间：	2016/5/30 15:54:20
中文题目：	银行对公业务营销管策略研究---以农行安徽省分行为例
英文题目：	The Research on the Innovation of Public Service Marketing Management of Agricultural Bank in Anhui Province
指导老师：	韩德昌
中文关键字：	商业银行；对公业务; 营销模式；营销策略
英文关键字：	Commercial bank; public service; marketing model; marketing strate
中文摘要：	近年来，我国经济形势复杂多变，金融脱媒速度不断加快，金融监管力度进一步增强。现金管理业务竞争压力日益增大，为了能够分享企业步入财资管理时代的红利，各大银行都把对公业务营销看作重中之重。但我国商业银行对公业务仍存在一定的问题。第一，传统对公业务发展空间有限，急需转型。随着利率市场化进程的不断加快和商业银行竞争程度的不断加深，价格竞争已经不是商业银行对公业务竞争的主要手段。贷款利差的减小，会致使传统的利率竞争手段失效。因此，传统形式对公业务的发展空间展越来越小，商业银行急需转型。第二，传统对公业务的服务有一定的局限性。商业银行对公业务的客户追求成本最小化下的利润最大化，十分重视融资成本，在面对高额的短期借款和周转资金时，会加企业的财务成本，因此企业很有可能探讨其他融资模式。商业银行需要根据客户结构的变化，满足客户多样化的需求。第三，传统对公业务的产品同质化现象严重。虽然近年来，我国商业银行在产品创新方面有所进步，但是相对于外资银行，仍有很大的差距。一是商业银行营销管理具有盲目性和不确定性，没有总体的规划并且缺乏创意。我国商业银行对公业务营销手段大部分都是简单的跟随市场趋势进行促销和推广，缺少对市场整体的分析与定位。二是金融产品同质化现象严重。各银行推出的金融产品中，大多是在模仿的基础上稍加改变的，技术性较低，很容易被复制，具有较大影响力的特色产品并不多。第四，传统对公业务营销观念和经营模式较为落后。商业必须转变经营方式，以客户和服务为中心，提高客户的体验价值。但是部分商业银行并没有意识到这点，仍以“推销产品”为最终目的，最终对公业务业绩下滑，严重影响银行的整体发展。第五，传统对公业务存在较大风险。一方面，商业银行的自有资本非常少，其资本主要由客户的存款和自身的借款组成。另一方面，商业银行的交易对象并不是普通商品，而是货币和资产。因此商业银行面临着比任何一个行业都更加严峻的风险。第六，传统对公业务人员队伍建设和人资管理不规范。为了满足商业银行对公业务的人才发展需求，商业银行往往挖掘同业优秀人才，而忽视了银行内部自身人才的培训。而纵观商业银行对公业务人才队伍，大部分由信贷员晋升而来，整体文化水平并不是很高，创新能力不强，这也是银行对公产品创新能力较差的因素之一。在金融脱媒的背景下，商业银行的对公业务也受到一定的影响。优质客户资源有所流失，银行产品营销难度加大，这些都对商业银行的对公业务产生了极大的影响。农行安徽省分行作为国有四大行之一，近年来对公业务节节攀升，但是也存在上述问题。另外农行安徽省分行内部也存在一定的矛盾。一是农行组织结构体制和经济形势的发展形势存在一定的矛盾的。由于并没有设立对公业务专属机构，也缺乏对公业务专业人才，导致农行安徽省分行的客户经理在对公业务营销中受到一定程度的制约，有时只是充当市场调查员和联络员等不正式的边际角色，营销权限和管理范围都受到一定程度的制约，无法有效拓展业务。且内部审批环节过多，遇到问题需要多次向上级请示汇报，得到批准才能够进行下一步的营销，不利于与客户的交流沟通，一方面丧失了开拓客户的最佳时机，另一方面难以培养客户的忠诚度和依赖性。 二是农行多元化的经营方式与单一化的客户结构相矛盾。农行的客户群体相对于其他商业银行相对单一，优质的高端客户数量相对较少。一直以来，留住优质的高端客户，抛弃负值客户，经营利润最大化一直是商业银行的经营理念所在。如果客户结构不理想，将极大地影响商业银行对公业务，甚至呈现业务萎缩现象。农行安徽省分行应创新营销模式。基于产品的对公业务营销模式，即通过产品的创新和组合吸引客户，这是最传统的对公业务营销模式。银行通过新产品的开发，扩大市场份额、拓展业务范围、增强竞争优势、提高盈利能力；基于客户关系的对公业务营销即为客户提供全方位的贴身服务，要在差别化服务的前提下，积极提升服务层次，培养商业银行忠诚客户；基于信息技术的对公业务营销是指利用互联网金融平台和现代信息技术开展对公业务营销，当今建立信息技术基础成为开拓银行中间业务的关键。农行安徽省分行应改变营销策略，注意产品创新。一是要提高对产品创新的思想认识。银行产品必须与时俱进，全方位满足客户要求。二是持续完善对公业务产品创新计划。面对监管新形势、市场新变化、客户新需求，商业银行要进一步加强市场调研，通过问卷调查形式或是访谈形式了解客户需求。三是要善于借鉴。要坚持独创与仿制并举，在确立个性化原创产品优势的同时，积极研究市场、研究同业，迅速吸收同业适销对路的先进产品、创新经验和管理机制，借助同业提高自身竞争能力。四是产品创新和营销宣传要完美配合。商业银行新产品面向市场并不是产品创新工作的终点，而是一个新的起点。只有掌握营销策略，才能更好的体现产品价值。五是构建科学的快速产品创新机制。要以构建“产品快速创新机制”为目标，进一步整合客户信息资源，科学规划市场营销，理顺创新组织体系，逐步建设高质量产品创新工厂。六是打造多元化的金融服务平台。商业银行要拓展与证券、基金、保险、期货、信托、资产管理、财富管理等各类金融机构的合作。七是要善于从客户的角度开发产品。抓好客户关系管理，更好地推出客户适用、竞争有力的金融产品。八是提升信息科技对产品创新的支撑能力。要不断加强IT 经理与客户经理、产品经理、理财经理等的有效互动配合，更好地满足客户需求，提升客户体验，深化客户关系。九是严控产品创新风险。产品创新的基本原则是“追求效益、控制风险”。要将风险管控贯穿于创新工作全流程，既要确保新产品适销对路、效益可观，又要确保新产品依法合规、风险可控，保证银行资金安全。本文结合我国商业银行对公业务营销现状，运用定性分析和定量分析相结合的方法，对我国商业银行对公业务营销进行了整体研究。并以农行安徽省分行为例，详细介绍了其近年来对公业务营销取得的成就及存在的问题。论文共分为以下几个部分。第一部分，首先介绍本文研究的背景与意义，分析了我国商业银行业面临的形势。简要的介绍了农行安徽省分行近几年对公业务的发展状况及对公业务营销策略，并说明了本文的运用的研究方法。第二部分，对相关的营销理论和竞争理论进行整理与归纳，详细介绍了4Ps、4Cs、4Rs营销理论和波特五力分析模型竞争理论，为后文商业银行营销策略的分析与创新做铺垫。并对国内外相关的商业银行对公业务文献进行概括阐述。第三部分，详细介绍了我国商业银行对公业务发展现状及趋势，以及面临的困境与问题，并以农行安徽省分行为例，进行具体介绍，指出其近年来对公业务存在的问题。第四部分，从宏观和微观方面对农行安徽省分行的对公业务营销环境进行分析，包括政治法律环境、经济环境、金融环境、技术环境和多样化的竞争对手。进而对农行安徽省分行进行SWOT分析，包括所具备的优势和劣、面临的机遇和威胁。介绍了商业银行对公业务营销模式，包括基于产品的对公业务营销模式、基于客户关系的对公业务营销模式、基于信息技术的对公业务营销模式。第五部分，详细介绍了对公业务营销策略，包括渠道策略、产品策略、定价策略、促销策略。其中详细介绍了渠道策略的四种营销方法，并指出合理的对公业务营销机制。第六部分，为农行安徽省分行对公业务营销策略提出参考性建议，从营销文化、管理团队、营销理念等几方面分别阐述。在文章的最后，进行总结展望。近年来商业银行对公业务营销策略在不断发生变化，从“以产品为核心”的营销观念转向以“以客户为中心”的营销理念。商业银行应加快改革步伐，在服务方面，打通不同的客户服务渠道，以物理网点、自助设备为主，手机银行、网上银行为辅，形成集合优势和渠道统筹。在产品方面，一方面大力开发面向互联网金融的产品，另一方面实现线下产品线上化，形成多层次、全方位、一站式的销售平台。在银行谋求平台化策略时，也需要风险防范，应当稳步推进，防止盲目扩展。不能急于求成，大规模寻找合作方，试图搭建大而全的综合平台，而应该根据银行的风险偏好、目标客户定位、直销银行发展战略等选择合适的合作方，形成特色服务。农行安徽省分行作为国有五大行之一，在对公业务方面具有一定的优势，但是相对于工商银行和徽商银行等，在产品创新和服务水平上仍有差距，只有不断创新产品、改变服务理念、掌握核心营销策略，才能不断取得突破。
英文摘要：	In recent years, China's economic situation is complicated.accelerating the pace of financial disintermediation, financial supervision is further enhanced. Cash management business competitive pressure is increasing.in order to be able to share the enterprise into the financial management era of the bonus, the major banks to the public business marketing as a top priority. But the commercial banks of our country still have some problems to the public service. First, the traditional business development space is limited and need tochange. With the accelerating process of marketization of interest rates and the increasing competition of commercial banks, price competition is not the main means for commercial banks to compete with public service. The decrease of loan interest rate will lead to the failure of traditional interest rate competition means. Therefore, the traditional form of public business development space is becoming more and more small, commercial banks need to transition. Second, the traditional service has certain limitation. Commercial banks of the public business customers for the pursuit of minimizing cost profit maximization, attaches great importance to the cost of financing, in the face of high short-term loans and working capital, the financial cost of the enterprise and. Therefore, enterprises are may explore other financing modes. Commercial banks need to meet the diversified needs of customers according to the changes of customer structure. Third, the traditional product of the public business isthe same. Although in recent years, China's commercial banks have made progress in product innovation, but relative to foreign banks, there is still a big gap. First, the marketing management of commercial banks has blindness and uncertainty, there is no overall planning and the lack of creativity. Our country commercial bank to the public service marketing means most are simply following the market trend to carry on the promotion and the promotion, lacks to the market the overall analysis and the localization. Two is a serious financial products homogenization. Financial products launched by the bank, mostly on the basis of a little change in imitation, technology is low, it is easy to be copied, with a large impact on the characteristics of the product is not much. Fourth, the traditional concept of public business marketing and business model is relatively backward. Business must change the mode of operation, take the customer and service as the center, enhance the customer experience value. But some commercial banks are not aware of this, still with the "selling products" as the ultimate goal, the final decline in business performance, seriously affect the overall development of the bank. Fifth, there is a big risk to the public business. On the one hand, the commercial bank's own capital is very small, its capital mainly by the customer's deposit and its own loan composition. On the other hand, commercial banks are not ordinary commodities, but money and assets. Therefore, commercial banks are facing more severe risk than any other industry. Sixth, the traditional team construction and human capital management is not standardized. In order to satisfy the demand for the development of the public business of commercial banks, commercial banks tend to dig out the talents of the industry, and ignore the training of the talents in the bank. And throughout the commercial banks for public service personnel, the majority of credit by promotion and, overall cultural level is not very high, innovation capability is not strong, which is bank factors on product innovation ability is poor. In the background of financial disintermediation, the corporate banking services ofcommercial bank is affected. Quality customer resources have been lost, the difficulty of the marketing of bank products, which have a great impact on the business of commercial banks. Anhui branch of the Agricultural Bank of China as one of the four major lines in recent years, the public business has steadily increased, but there are also problems. In addition, the Agricultural Bank of Anhui Province, there are some internal contradictions. First, there is a certain contradiction between the Agricultural Bank of China's organizational structure and economic situation of the development . Since there is no established on public business exclusive agency, but also the lack of for public business professionals, leading to account manager at the Agricultural Bank of China branch in Anhui Province in the public business marketing, have a certain degree of control, sometimes just as market researchers and liaison and other informal marginal role, marketing authority and management are subject to a certain degree of control, unable to effectively expand the business. And too many links in examination and approval, encounter problems need to repeatedly consult report to the higher and get approval to be able to make the next step of marketing, is not conducive to communicate with customers, on the one hand lost customers to develop the best time, on the other hand difficult to culture customer loyalty and dependence. Second，the diversification of agricultural bank operating mode with a single customer structure is contradictory. The bank's customer base is relatively simple to other commercial banks, the number of high-quality high-end customers is relatively small. All along, to retain high-quality high-end customers, to abandon negative customers, operating profit maximization has been the business philosophy of commercial banks. If the customer structure is not ideal, will greatly affect the commercial banks on the public business, and even show the phenomenon of business contraction. Anhui branch of Agricultural Bank of China should be innovative . Based on the product of the public business marketing model, that is, through product innovation and portfolio to attract customers, which is the most traditional business marketing model. Bank through the development of new products, expand market share, to expand the scope of business, enhance the competitive advantage, improve profitability; based on the relationship of the public business marketing is for customers to provide a full range of personal services, under the premise of the differentiated services, actively promote the service level, commercial banks customer loyalty culture. Based on the information technology of public business marketing refers to carry out of the public business marketing, current to establish information technology become key to the bank's intermediary business by means of modern information technology and the Internet banking platform. Anhui branch of Agricultural Bank of China should change the marketing strategy, paying attention to product innovation. One is to improve the ideological understanding of product innovation. Bank products must keep pace with the times, to meet customer requirements. Two is to continue to improve the public business product innovation program. Facing the new situation, the new market changes, the new demand of customers, commercial banks should further strengthen market research, through the form of questionnaires or interviews to understand customer needs. Three is to be good at drawing lessons from. We must adhere to the original and generic simultaneously and in establishing personalized original product advantages at the same time, active in the market, the industry, the rapid absorption interbank marketable products, advanced and innovative experience and management mechanism, with the industry to improve their competitive ability. Four is the product innovation and marketing promotion to perfect fit. The market is not the end of product innovation, but a new starting point for commercial banks. Only master the marketing strategy, in order to better reflect the value of the product. Five is to build a scientific and rapid product innovation mechanism. To build a product rapid innovation mechanism as the goal, to further integrate customer information resources, scientific planning and marketing, to rationalize the organization of innovation system, and gradually build high-quality product innovation plant. Six is to create a diversified financial services platform. Commercial banks should expand cooperation with securities, funds, insurance, futures, trust, asset management, wealth management and other financial institutions. Seven is to be good at developing products from the customer's point of view. Do a good job of customer relationship management, better customer application, competitivefinancial products. Eight is to enhance the ability of information technology to support product innovation. To continue to strengthen the IT manager and customer manager, product manager, financial managers and other effective interaction, to better meet customer needs, enhance customer experience, deepen customer relationships. Nine is strictly control the risk of product innovation. The basic principle of product innovation is the pursuit of efficiency, control risk". To risk management and control throughout the whole process of innovation, it is necessary to ensure new products marketable and considerable economic benefit, but also to ensure that new products in accordance with the law compliance, risk control, ensure the safety of bank funds. Combined with the current situation of commercial banks in China, using the methods of qualitative analysis and quantitative analysis, this paper makes a whole research on the marketing of commercial banks in China. Taking the branch of Anhui Province as an example, this paper introduces the achievements and problems of public service marketing in recent years. Paper is divided into seven parts. The first part introduces the background and significance of this study, and analyzes the situation of China's commercial banking industry. This paper briefly introduces the development situation of the public service of Agricultural Bank of China in recent years and the marketing strategy of the public service in Anhui Province, and explains the research methods of this article. In the second part, the related marketing theory and competition theory is introduced,and the 4Ps, 4Cs, 4Rs marketing theory and Michael Porter's five forces analysis model of competition theory, the groundwork for later analysis and innovation on the marketing strategy of the commercial banks. And the relevant commercial banks at home and abroad on the public service of the literature are summarized in this paper. The third part, detailingour country Commercial Bank of public service development situation and the trend, and facing the difficulties and problems, and to the Agricultural Bank of China branch in Anhui Province as an example, describes the specific, pointed out that in recent years the problems existing in the public business. The fourth part, make environment analysisfrom the macro and micro aspects of the Agricultural Bank of China branch in Anhui Province of the public business , including the political and legal environment, economic environment, financial environment, technology environment and the diversification of competitors. Anhui branch of the Agricultural Bank of China branch for the analysis, including the advantages and disadvantages, the opportunities and threats facing. This paper introduces the business marketing model of commercial banks, including the marketing mode of the public service based on the product, the marketing mode of the public service based on the customer relationship, and the marketing mode of the public service based on the information technology. In the fifth part, the paper introduces the public service marketing strategy, including the channel strategy, product strategy, pricing strategy, promotion strategy. The paper introduces four kinds of marketing methods of channel strategy, and points out the reasonable marketing mechanism of the public service. The sixth part, make strategy and forward suggestionsfor the Agricultural Bank of China Anhui branch from the marketing culture, management team, marketing concept to introduce. At the end of the article, a summary is made. In recent years, commercial banks in the public business marketing strategy in the constant change, from the "product as the core" of the marketing concept to the "customer centered" concept of marketing. Commercial banks should speed up the pace of reform, in terms of service, open different customer service channels, physical outlets and self-service equipment based, supplemented by mobile phone banking, online banking, forming collective strengths and channel co-ordination. In terms of products, on the one hand, to develop Internet oriented financial products, on the other hand to achieve online product line, the formation of multi-level, all-round, one-stop sales platform. In the progress to seek success, the bank need to guard against risks to prevent blind expansion. Can not be eager to hope for success, extensive search for partners, trying to build large and integrated platform, but should be based on the bank's risk preference, target customer positioning, direct banking development strategy choice suitable partners, forming characteristics, the service. Agricultural Bank of China branch in Anhui Province has certain advantages on public business, as one of the five major state-owned banks,but relative to the industrial and Commercial Bank of China and the merchants bank, there is still a gap in product innovation and service level .only innovative products, changing the service idea, grasping the core marketing strategy can continue to make breakthroughs.
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