發(fā)布時(shí)間：2018-05-04 03:25

  本文選題：吉林銀行 + 對(duì)公業(yè)務(wù)��； 參考：《吉林大學(xué)》2015年碩士論文

【摘要】：近年來(lái)，我國(guó)宏觀經(jīng)濟(jì)環(huán)境愈加復(fù)雜多變，金融監(jiān)管政策日趨審慎，金融脫媒速度加快，直接融資比例不斷提高。多方因素對(duì)商業(yè)銀行的影響互相疊加，，宏觀經(jīng)濟(jì)告別兩位數(shù)增長(zhǎng)，高投資帶動(dòng)高增長(zhǎng)的模式面臨轉(zhuǎn)型，市場(chǎng)有效信貸需求增速放緩，銀行體系風(fēng)險(xiǎn)不斷集聚。同時(shí)，利率市場(chǎng)化意味著利率保護(hù)時(shí)代行將終結(jié)，市場(chǎng)競(jìng)爭(zhēng)的必然結(jié)果就是“讓利于客戶(hù)”，貸款議價(jià)能力趨于下降、負(fù)債成本持續(xù)抬升，息差趨勢(shì)性收窄。這種“增速與息差齊降”、“風(fēng)險(xiǎn)與成本同升”的態(tài)勢(shì)，標(biāo)志著金融生態(tài)環(huán)境已經(jīng)發(fā)生根本性變化�；ヂ�(lián)網(wǎng)金融浪潮，使銀行的傳統(tǒng)存貸業(yè)務(wù)優(yōu)勢(shì)不斷受到挑戰(zhàn)，綜合經(jīng)營(yíng)也面臨來(lái)自信托公司、財(cái)務(wù)公司等非銀行金融機(jī)構(gòu)的競(jìng)爭(zhēng)。 對(duì)公業(yè)務(wù)作為商業(yè)銀行的核心業(yè)務(wù)及最主要的利潤(rùn)來(lái)源，已經(jīng)成為商業(yè)銀行間爭(zhēng)奪的焦點(diǎn)。目前，國(guó)內(nèi)商業(yè)銀行對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)模式高度同質(zhì)化，關(guān)系營(yíng)銷(xiāo)導(dǎo)致?tīng)I(yíng)銷(xiāo)成本攀升，預(yù)期未來(lái)商業(yè)銀行對(duì)公業(yè)務(wù)必將面臨較大規(guī)模的轉(zhuǎn)型，以適應(yīng)日趨嚴(yán)峻的競(jìng)爭(zhēng)形勢(shì)。因而，筆者希望吉林銀行對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)模式轉(zhuǎn)型能夠走在在此輪“轉(zhuǎn)型潮”的前沿，把握環(huán)境變化，通過(guò)實(shí)施有效的營(yíng)銷(xiāo)策略，主動(dòng)、快速、精準(zhǔn)地推進(jìn)“轉(zhuǎn)型求變”之路。 本文主要依據(jù)現(xiàn)代企業(yè)營(yíng)銷(xiāo)理論與現(xiàn)代企業(yè)管理的前沿理論，聯(lián)系當(dāng)前金融環(huán)境，結(jié)合吉林銀行對(duì)公業(yè)務(wù)的實(shí)際情況進(jìn)行研究。首先客觀分析了吉林銀行對(duì)公業(yè)務(wù)的營(yíng)銷(xiāo)現(xiàn)狀，找出現(xiàn)存的營(yíng)銷(xiāo)問(wèn)題。在此基礎(chǔ)上結(jié)合吉林銀行對(duì)公業(yè)務(wù)面臨的宏觀環(huán)境與微觀環(huán)境，通過(guò)與省內(nèi)同業(yè)銀行對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)差異的分析，運(yùn)用SWOT分析法對(duì)吉林銀行對(duì)公業(yè)務(wù)的優(yōu)勢(shì)與劣勢(shì)以及面臨的機(jī)會(huì)與威脅進(jìn)行了歸納，進(jìn)而探討對(duì)公業(yè)務(wù)如何抓住機(jī)會(huì)，利用優(yōu)勢(shì)，避免威脅，克服劣勢(shì)，以此作為制定對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)策略的根據(jù)之一。 根據(jù)研究分析的結(jié)果，通過(guò)STP分析將對(duì)公客戶(hù)市場(chǎng)進(jìn)行細(xì)分，針對(duì)吉林銀行對(duì)公業(yè)務(wù)的市場(chǎng)選擇和定位提出自己的建議，繼而運(yùn)用7P策略給出吉林銀行對(duì)公業(yè)務(wù)的營(yíng)銷(xiāo)策略設(shè)計(jì)，為保障營(yíng)銷(xiāo)策略的順利實(shí)施，分別從營(yíng)銷(xiāo)組織、風(fēng)險(xiǎn)管理、管理信息系統(tǒng)以及績(jī)效考核機(jī)制幾方面建立起較為完備的策略實(shí)施保障。 本文通過(guò)分析吉林銀行對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)環(huán)境，結(jié)合吉林銀行實(shí)際提出了相應(yīng)的營(yíng)銷(xiāo)策略建議，為吉林銀行對(duì)公業(yè)務(wù)營(yíng)銷(xiāo)水平的提升起到了一定的參考與提升作用。
[Abstract]:In recent years, the macroeconomic environment of our country is more complex and changeable, the financial supervision policy is becoming more and more prudent, the speed of financial disintermediation is quickening, and the proportion of direct financing is increasing. The influence of various factors on commercial banks is superimposed, macroeconomic farewell to double-digit growth, high investment driving high growth model facing transformation, market effective credit demand growth rate slowed down, banking system risk is gathering. At the same time, the marketization of interest rate means that the era of interest rate protection is coming to an end. The inevitable result of market competition is "giving profits to customers", loan bargaining power tends to decline, debt cost continues to rise, and interest margin tends to narrow. This kind of "growth rate and interest rate difference fall", "risk and cost rise" situation, marked the financial ecological environment has undergone fundamental changes. The wave of Internet finance has challenged the advantages of traditional deposit and loan business of banks, and comprehensive management is also facing competition from non-bank financial institutions, such as trust companies, financial companies and other non-bank financial institutions. As the core business and the main profit source of commercial banks, public business has become the focus of contention among commercial banks. At present, the marketing mode of domestic commercial banks is highly homogenized, and the marketing cost is rising due to the relationship marketing. It is expected that commercial banks will face a large scale transformation in the future in order to adapt to the increasingly severe competition situation. Therefore, the author hopes that the transformation of Jilin Bank's marketing mode of public business can walk in the front line of this round of "transformation tide", grasp the change of the environment, carry out effective marketing strategy, take the initiative, quickly and accurately promote the road of "transformation and seek change". Based on the modern marketing theory and the frontier theory of modern enterprise management, this paper studies the current financial environment and the actual situation of Jilin Bank's public business. Firstly, this paper objectively analyzes the current situation of Jilin Bank's marketing to the public business, and finds out the existing marketing problems. On this basis, combining with the macro and micro environment that Jilin Bank faces to the public business, through the analysis of the difference of the public business marketing between Jilin Bank and the interbank in the province, This paper summarizes the advantages and disadvantages, opportunities and threats facing Jilin Bank's public business by using SWOT analysis method, and then discusses how to seize the opportunities, utilize the advantages, avoid the threats and overcome the disadvantages. This is one of the bases for formulating marketing strategies for public business. According to the results of the research and analysis, the public customer market will be subdivided through STP analysis, and some suggestions are put forward for Jilin Bank to choose and position the market for the public business. In order to ensure the smooth implementation of the marketing strategy, the author uses the 7P strategy to design the marketing strategy of Jilin Bank. In order to ensure the smooth implementation of the marketing strategy, it separately from the marketing organization, risk management, The management information system and the performance appraisal mechanism have established the relatively complete strategy implementation safeguard. Based on the analysis of the marketing environment of Jilin Bank and the actual situation of Jilin Bank, this paper puts forward the corresponding marketing strategy suggestions, which plays a certain reference and promotion role in the promotion of Jilin Bank's public business marketing level.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F832.33;F274

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 李萍;;商業(yè)銀行營(yíng)銷(xiāo)策略:國(guó)際比較與對(duì)策建議[J];福建論壇(社科教育版);2010年10期

2 黃斐;張同建;;我國(guó)國(guó)有商業(yè)銀行客戶(hù)關(guān)系管理體系研究[J];工業(yè)技術(shù)經(jīng)濟(jì);2010年10期

3 魯開(kāi)源;;戰(zhàn)略轉(zhuǎn)型帶動(dòng)跨越式發(fā)展——訪中信銀行行長(zhǎng)陳小憲[J];銀行家;2012年09期

4 王宏華;祝友珊;王建;閔雪翔;;淺議農(nóng)行對(duì)公業(yè)務(wù)市場(chǎng)營(yíng)銷(xiāo)體系建設(shè)[J];湖北農(nóng)村金融研究;2011年02期

5 李秀紅;陳豪;;國(guó)際商業(yè)銀行營(yíng)銷(xiāo)管理對(duì)我國(guó)商業(yè)銀行的啟示[J];海南金融;2011年06期

6 裴英;杜佳;;基于“4Rs營(yíng)銷(xiāo)組合”理論的商業(yè)銀行市場(chǎng)營(yíng)銷(xiāo)策略分析[J];經(jīng)濟(jì)師;2011年04期

7 方振林;;完善我國(guó)商業(yè)銀行內(nèi)控機(jī)制的探討[J];商業(yè)經(jīng)濟(jì);2010年15期

8 安鏑;謝馥謙;;利率市場(chǎng)化改革對(duì)商業(yè)銀行的影響及應(yīng)對(duì)措施[J];經(jīng)濟(jì)研究導(dǎo)刊;2012年18期

9 姚琦;;對(duì)商業(yè)銀行內(nèi)部控制的幾點(diǎn)思考[J];金融與經(jīng)濟(jì);2009年03期

10 繆志平;;金融危機(jī)與我國(guó)商業(yè)銀行應(yīng)對(duì)策略[J];現(xiàn)代金融;2009年10期

本文編號(hào)：1841382