交通银行大连分行客户关系管理应用研究

交通银行大连分行客户关系管理应用研究摘要银行是经营货币的特殊企业。随着金融自由化浪潮的兴起，在短短十几年的时间里，国内银行业迅速由卖方市场变成了买方市场。在激烈的市场竞争中，每一个银行都己经充分地认识到，客户是银行经营业绩的最重要的决定因素。因此，对客户的营销己经成为所有银行的最重要的工作。然而，包括交通银行大连分行在内的绝大多数银行，对如何吸引并保留优质客户，并没有一个系统的解决方案，在客户营销上更多地依赖于个别“能人”和非正常手段。这种情况对银行的长期稳定发展十分不利。本文立足于交通银行大连分行的实际情况，试图通过全面引进客户关系管理，为大连交行在同业竞争中赢得有利地位、打造核心竞争能力探索一条新路。为此，笔者从分析大连交行的内外部环境入手，在详细介绍客户关系管理的一般原理的基础上，着重研究了如何全面推行和实施客户关系管理。按照提出问题、分析问题、解决问题的逻辑顺序，本文共分五个部分。第一部分是引言，包括本文的写作背景、研究意义和研究思路;第二部分是客户关系管理一般原理的介绍以及应用的主要意义;第三部分是交通银行大连分行进行客户关系管理应用策略，包括分析客户关系管理环境、构建客户关系管理愿景、制订针对存量客户和新客户的客户关系管理策略、优化业务流程、建立客户关系管理系统。第四部分是客户关系管理的实施保障，包括自上而下的理念变革、调整组织结构、业务流程标准化以及相应的员工培训和激励机制的改进。第五部分是研究结论。通过以上五个部分的阐述，笔者力图为交通银行大连分行改善客户关系、提高竞争能力提供一个较为系统的解决方案。关键词:客户关系管理;以客户为中心;关系营销;业务流程优化AbstractBank15asPeeialenterPrisewhiehdealsineurreney.Withthearisingtideoffinaneialliberalization，domestiebankinghasehangedfromseller’5marketintobuyer’5marketraPidlyinonlyadeeade.Eaehbankhasfullyrealizedthateustomer15thedeterminantoftheitsPerformaneeinthefiereeeomPetition.50marketinghasbeeomethemostimPortantjobofal1ofthebanks.However，mostofthebanksineludingBankofConununieationDalianBranehdonothaveasystematiesolutiontoattraetandretaingoodeustomers.Instead，theydePendmoreonfewPersonsofhigh‘Capability’orsomeabnormalmeans，whiehdoesnogoodtothelongtermstabledeveloPmentofbanks.BasedonthePraetieeofBankofCommunieationDalianBraneh，1trytoapplyCustomerRelationManagement(CRM)toit50thatweeanfindoutanewwayforBankofCo朋unieationDalianBranehtobuilditseoreeomPeteneyandwinsomeadvantagesintheeomPetitionwithotherbanks.OnthebasisofanalysingtheinteriorandexteriorenvironmentofBankofConununieationDalianBranehandintrodueingfundamentaltheoriesofCRM，1emPhasizetheresearehofhowtoPromoteandimPlementCRM.Inthesequeneeofraising，analysingandsolvingProblems，theartiele15dividedinto5Parts:Part115Introduetion，ineludingthebaekground，signifieaneeandwayofthinkingofthereseareh.PartZintrodueesthefundamentaltheoriesofCRMandthesignifieaneeofitsaPplieation.Part315theimplementationofCRM.ThisPartdesignsaoutlineofsequeneefortheimPlementationinBankofCommunieationDalianBraneh，ineludinganalysingtheenvironmentofCRM，eonstruetingthetargetofCRM，settinguPtheCRMstrategyaimingatbothretainedandneweustomers，optimizingbusinessproeessandestablishingCRMsystem.Part4introdueestheearlyPreParationofBankofCommunieationDa11anBranehtoaPplyCRM，ineludingtheehangingofthoughts，adjustmentsoforganizationaleonstruetion，standardizationofbusinessProeess，andadjustmentsofstafftrainingandexaminationsystem.Part515theresearehdeeision.ByexPoundingtheabovefiveParts，1triedtoprovidewithBankofCommunieationDalianBranehasolutiontoimProvetheeustomers’relationsandenhaneetheeomPetingabilities.KeyWords:CustomerRelationManagement(CRM):Customerorientation:SalesbyRelationshiP:BusinessProeess即timization目录1引言········································································……12客户关系管理的基本原理··········································……32.1客户关系管理概述················································……32.2客户关系管理七要素·············································……42.3实施客户关系管理的必要性····································……63交通银行大连分行客户关系管理应用策略························……83.1交通银行大连分行总体情况······································一83.2客户关系管理环境分析·······································……n3.3构建客户关系管理愿景·······································……163.4制定客户关系管理策略·······································……183.4.1存量客户关系策略·············································……183.4.2新客户的客户关系管理策略····································……213.5优化业务流程···················································……233.5.1对风险管理的再认识··········································……243.5.2业务流程优化的实现··········································……253.6建立客户关系管理系统·······································……263.6.1客户关系管理系统的建立·······································……263.6.2客户关系管理系统的维护·······································……27系管理的保障措施············……284.1理念的变革······················································……284.1.1从“客户至上”到“以客户为中心”························……284.1.2从交易营销到关系营销·······································……304.1.3从单打独斗到协同作战··········································……314.2组织结构的调整················································……314.3业务流程的标准化·············································……344.4员工培训和激励机制的改进·································……364.4.1员工培训·························································……364.4.2激励机制的改进················································……374.5建立持续改善的机制··········································……385结论·····································································……40参考文献··································································……41致谢········································································……42分行客户关系管理应用研究1引言中国银行业发展到今天，已成为竞争最为激烈的行业之一。所有的银行都己充分认识到，客户是银行利润的源泉。银行间的竞争，更多地表现在对客户资源的争夺上。尽管所有的银行都宣称“客户至上”、“以客户为中心”是自己的服务宗旨，在实际经营中所表现出来的仍然是传统的“以产品为中心”的经营理念。在争揽客户的过程中，虽然各行的具体手段五花八门，但归结起来，最常用的不外乎三种方式。一是给决策人、经办人个人提供好处;二是尽量满足客户的所有要求，甚至以违规为代价为客户提供方便;三是打价格战，竟相降低手续费标准或贴现、贷款利率。这三种方式都是以推销银行的产品和服务为出发点的。这种“推销”可能会在短期内取得较为明显的效果，但从银行的长期发展来看，毫无疑问，这三种方式都是十分有害的。第一种方式变相提高了银