商业银行金融产品营销策略研究 - 基于AB银行SC分行的案例分析

Research on financial products marketing strategy of commercial banks -- a case study of AB bank SC branch

摘要:(摘要内容经过系统自动伪原创处理以避免复制,下载原文正常,内容请直接查看目录。)

我国以后的经济情势瞬息万变,经济金融改造赓续深刻,各类客户的差别日益显著,其金融需求随之产生深条理的变更,表现为加倍多元化、特性化、专业化的需求。贸易银行依附范围扩大和利差支出的传统盈利形式难认为继,银行的营销运动曾经从关系营销时期逐步转向产物营销时期。谁能以客户为中间,疾速呼应市场需求,研收回一流的产物,并停止胜利地营销,谁便能在剧烈的同业竞争格式中先行一步,引领市场,博得客户,争夺自动。从这个意义上说,产物决议客户,产物决议市场,产物营销决议银行的焦点竞争力。AB银行SC分行是汗青悠长,信用优越的国有贸易银行。雄厚的资金实力、辽阔的办事渠道在金融市场的争取战中占领先机,但也面对产物立异才能和营销才能较低、现有体系体例和员工缺少活气等优势。面对庞杂多变的表里部运营情况及金融产物营销中的各类机会与风险,AB银行SC分行要想基业长青,从范围年夜行转型为运营强行,金融产物营销任务的强力推动火烧眉毛,是应对内部运营情况变更、进一步拓展客户群体、保持客群关系,并获得连续盈利的无力兵器。本文联合传统营销学实际中的4P:产物(Product)、价钱(Price)、所在(place)、促销(Promotion)和古代营销学中的新4P:人员(People)、流程(Process)、项目(Program)、绩效(Performance)从产物、渠道和促销战略三个角度对AB银行SC分行的金融产物定位、订价、品牌扶植、网点营销、互联网金融营销、促销战略等方面停止剖析研讨。一是研讨了近况;二是与国际外贸易银行、新兴的金融市场介入者停止了比拟,指出存在的差距和须要改良的缺乏的地方;三是提出详细实行的建议。在剖析的进程中,努力做到实际接洽现实,侧重与竞争者同业的剖析比拟,找准存在缺乏的症结。在提出详细实行建议时,做到了总分接洽,点面联合。既有对AB银行SC分行计谋、体系体例、机构、岗亭设置等组织框架设立的思虑,也有对新产物开辟、人员培训,营销才能晋升等详细营销实行细节的建议。本文比拟新鲜的不雅点是:1、笔者指出金融产物订价模子的根本道理是本钱加成法,实质上是一笔存款各项本钱身分的加总,是从保本的角度来盘算法人存款订价的底线,再经由过程设置经济本钱报答率调理系数和市场情况调理系数,可知足差别化订价测算请求,以此来指点客户司理积极与客户议价,公道进步订价程度与收益。2、笔者以为营销任务毫不是某个个别或许单一层级的行动,“全方位”营销才是AB银行SC分行金融产物营销的症结。各类环节、流程能否能有用整合、敏捷成长,表现“全方位”的优势,重要依附AB银行SC分行这个一级分行作为金融产物营销任务引导者的保证感化:一是在组织保证方面搭建营销任务新型组织构架,二是在人员保证方面打造有活气的金融产物营销部队,三是在资本保证方面以绩效考察为导向引诱营销偏向,四是在科技保证方面以信息优势实行分层精准营销。本文经由过程对AB银行SC分行金融产物营销的研讨,对AB银行SC分行进步金融产物营销任务具有必定的实际意义。为贸易银行基于营销传统4P,新4P框架展开金融产物营销任务供给指南。同时,还有助于贸易银行完成金融产物营销可连续成长的目的。

Abstract:

For the future of China's economic situation in the twinkling of an eye, profound economic and financial reform ceaselessly, the difference of all kinds of customers becomes more and more significant, the financial demand resulting deep-seated changes, the performance of the double diversification and characteristics, professional needs. The traditional profit pattern of trade bank to expand the scope of attachment and spread spending hard to carry on, the bank marketing campaign ever from relationship marketing period gradually to product marketing period. Who can take the customer as the center, quickly respond to market demand, developed first-class products, and stop the successful marketing, who will be able to in the fierce competition in the form of a step ahead, leading the market and win customers, for the automatic. In this sense, the resolution of customer products, product market competitiveness of product marketing decisions, the focus of bank resolution. AB bank SC branch is long history, superior to state-owned commercial bank credit. Strong financial strength and the vast business channel in the financial markets for war in the occupation of the initiative, but also to face the product innovation capacity and marketing capacity is low, existing systems and staff lack of vigor and other advantages. In the face of the complex and ever-changing Ministry of inside and outside operating conditions and financial product marketing all kinds of opportunities and risks, AB SC Bank branch to want to evergreen, from the range of nocturnal transformation operation forcibly, financial product marketing of the strong push imminent is deal with internal operations change, further expand the customer base, maintain customer base, and get profit for the inability of the weapon. Combined traditional marketing study 4P in practice: product (product), price (price), where the new 4P (place), promotion (promotion) and ancient marketing: personnel (people), process (process), program), performance (performance) from the aspects of product, channel and promotion strategy three aspects of SC branch of AB bank financial product positioning, pricing, brand construction, marketing network, Internet banking marketing and promotion strategy to stop * *. One is to study the status quo; two is the international trade and foreign banks, the emerging financial market participants were compared, pointing out that the lack of local gaps and need improvement; three is put forward with the implementation of the recommendations. In the analysis process, and strive to achieve the actual contact reality, focus on analysis of competitors and industry comparison, identify the crux of the lack of. In the implementation of the recommendations put forward in detail, do the total contact surface joint. Both of AB Bank branch SC strategy, systems, institutions, booth set up organization framework in the establishment of the deliberation, on new product development, personnel training, marketing to promotion with marketing implementation details of the proposal. This article compares the fresh not elegant point is: 1, the author points out that financial products pricing model and the fundamental reason is the cost plus method, essentially is a sum of money each cost element, is the bottom line of the planned corporate deposits pricing from the perspective of guaranteed, again through the process set economic capital return rate conditioning coefficient and market situation of conditioning coefficient, can satisfy the differential pricing calculation request, in order to guide our client and positively associated with customer bargaining, reasonable progress pricing and revenue. 2, I think it is not a marketing task perhaps individual single level action, "all-round" marketing is the AB bank SC branch of financial product marketing problem. Link flow, whether can integrate useful, rapid growth, full advantage, rely on AB SC Bank branch of the first level branch as a financial product marketing task guide guarantee effect: one is in organizational guarantee to build marketing task model organizational structure, the second is in the staff to ensure build vigor has financial product marketing troops, the third is in the capital guarantee performance study oriented luring marketers tend to, and the fourth is in science and technology guarantee information advantage to implement hierarchical precision marketing. In this paper, through the research of AB bank SC branch of financial product marketing, must have practical significance on the AB bank SC branch financial product marketing task progress. For commercial banks based on the marketing of traditional 4P, the new 4P framework of financial product marketing supply guide. At the same time, also contribute to the trade bank financial products marketing continuous growth objectives.

目录:

摘要4-6
Abstract6-7
1 绪论11-14
    1.1 研究的背景11-12
    1.2 研究的意义12
    1.3 本文的篇章结构和研究方法12-14
        1.3.1 篇章结构12-13
        1.3.2 本文的研究方法13-14
2 金融产品营销的研究现状和相关原理14-18
    2.1 金融产品营销的相关原理14-16
        2.1.1 商业银行金融产品营销的含义14
        2.1.2 国内外金融产品营销的相关理论14-15
        2.1.3 当前金融产品营销的监管要求15-16
    本章小结16-18
3 AB银行SC分行金融产品营销现状分析18-24
    3.1 AB银行SC分行基本情况18
    3.2 AB银行SC分行SWOT分析18-23
        3.2.1 AB银行SC分行的优势分析18-20
        3.2.2 AB银行SC分行的劣势分析20-21
        3.2.3 AB银行SC分行金融产品营销机遇分析21-22
        3.2.4 AB银行SC分行金融产品营销风险分析22-23
    3.3 以SWOT分析结果思考AB银行SC分行营销工作23
    本章小结23-24
4 从产品角度分析AB银行SC分行营销策略24-40
    4.1 金融产品的相关理论24-25
        4.1.1 金融产品的定义24
        4.1.2 金融产品的特点24-25
        4.1.3 金融产品的主要种类25
    4.2 AB银行SC分行金融产品定位策略25-32
        4.2.1 金融产品定位的相关理论25-26
        4.2.2 AB银行SC分行金融产品定位的现状和差距26-27
        4.2.3 AB银行SC分行金融产品定位策略建议27-32
    4.3 AB银行SC分行金融产品的定价策略32-35
        4.3.1 AB银行SC分行银行定价策略的相关原理32-33
        4.3.2 AB银行SC分行金融产品定价的现状33-34
        4.3.3 AB银行SC分行金融产品定价策略建议34-35
    4.4 AB银行SC分行金融产品品牌策略35-38
        4.4.1 金融产品品牌建设的重要性35-36
        4.4.2 AB银行SC分行金融产品品牌建设的现状36-37
        4.4.3 AB银行SC分行金融产品品牌策略建议37-38
    本章小结38-40
5 从渠道分析AB银行SC分行营销策略40-51
    5.1 渠道建设的相关理论40
    5.2 AB银行SC分行物理网点金融产品营销40-45
        5.2.1 AB银行SC分行银行物理网点的现状40-41
        5.2.2 AB银行SC分行物理网点在金融产品营销中存在的不足41-43
        5.2.3 AB银行SC分行网点金融产品营销策略建议43-45
    5.3 AB银行SC分行互联网金融产品营销45-50
        5.3.1 AB银行SC分行互联网金融营销的现状45
        5.3.2 AB银行SC分行互联网金融产品营销中存在的问题45-47
        5.3.3 AB银行SC分行互联网金融产品营销策略建议47-50
    本章小结50-51
6 从促销分析AB银行SC分行营销策略51-55
    6.1 促销策略的相关理论51-52
    6.2 AB银行SC分行银行促销的现状和存在的问题52-53
    6.3 AB银行SC分行促销策略建议53-54
    本章小结54-55
7 AB银行SC分行营销工作保障的建议55-58
    7.1 组织保障搭建营销工作新型组织构架55
    7.2 人员保障打造有活力的金融产品营销队伍55-56
    7.3 资源保障以绩效考核为导向引导营销方向56
    7.4 科技保障以信息优势实施分层精准营销56-57
    本章小结57-58
8 结论与展望58-60
    8.1 结论与建议58-59
    8.2 研究的局限性和展望59-60
参考文献60-62
致谢62