大客户作为商业银行营销战略中的重要资源，逐渐成为商业银行经营利润的主要 来源，通过为大客户提供优质的产品和服务，提升大客户的满意度和忠诚度，继而获 取丰厚利润，实现与大客户之间的双赢，是当前商业银行的重要赢利模式之一，也是 各家银行客户关系管理的重要研究方向。徽商银行作为安徽本土股份制城市商业银 行，经过数年的发展，逐步积累了众多的客户资源，同时也建立起相应的客户关系管 理体系，但因缺乏有效的管理，导致在实际运用中难以完善，使得大客户关系管理工 作进展缓慢，如果能够将其优化完善，那么在同行业中的竞争潜力将是巨大的。 基于上述背景，本文在阐述客户关系管理的国内外研究动态和相关理论的基础 上，通过对徽商银行 HF 分行大客户的服务现状进行分析，并设计大客户调查问卷， 从客户基本情况、投资配置、理财需求、对客户关系管理的认知和满意度等角度尽可 能全面地挖掘大客户的特征、大客户的需求等，以此为依据分析徽商银行 HF 分行大 客户关系管理中存在的问题：大客户精细化管理不到位，产品和服务缺乏个性化，CRM 系统信息化水平低，大客户经理专业能力欠缺等。在此基础上，提出具有针对性的大 客户关系管理优化建议。 关键词：徽商银行 HF 分行；大客户；客户关系管理I ABSTRACT In the marketing strategy of commercial banks, key customers, as an important resource, become the main source of profits for commercial banks. It is important for commercial banks to provide high-quality products and services for key customers, large their satisfaction and loyalty, and then large profits to achieve a win-win situation between key customers and banks. One of the profit models is also an important research direction of customer relationship management in various banks. As a local joint-stock City Commercial Bank in Anhui Province, Huishang Bank has accumulated a large number of customer resources and established a corresponding customer relationship management system after several years of development. However, due to the lack of effective management, it is difficult to improve the actual application, slower the progress of key customer relationship management, such as If the fruit can be optimized and perfected, the competitive potential in the same industry will be enormous. Based on the above background, on the basis of explaining the domestic and international research trends and related theories of CRM, this paper analyzes the service status of key customers in HF Branch of Huishang Bank, and designs a questionnaire for key customers, from the basic situation of customers, investment allocation, financial management needs, customer relationship management awareness and satisfaction. Based on the analysis of the characteristics of key customers and the needs of key customers, this paper analyzes the problems existing in the key customer relationship management of HF Branch of Huishang Bank, such as the inadequate refined management of key customers, the lack of individualization of products and services, the low level of CRM informatization, and the lack of professional competence of key account managers. On this basis, it puts forward some suggestions for optimizing the management of key customer relationship. KEYWORDS: HF Branch of Huishang Bank ; Key Customer;Customer Relationship Management1 目 录 第一章 绪论...................................................................................................1 第一节 研究背景和意义..............................................................................................1 一、研究背景.........................................................................................................1 二、研究意义.........................................................................................................1 第二节 研究方法与思路............................................................................................2 一、研究方法.........................................................................................................2 二、研究思路.........................................................................................................2 第三节 国内外研究现状............................................................................................3 一、国外研究综述.................................................................................................3 二、国内研究综述.................................................................................................4 第二章 相关理论基础...................................................................................6 第一节 客户关系管理................................................................................................6 一、客户关系管理的含义.....................................................................................6 二、大客户关系管理.............................................................................................6 第二节 关系营销理论................................................................................................8 第三节 客户价值理论................................................................................................9 第三章 徽商银行 HF 分行概况和大客户现状..........................................11 第一节 徽商银行 HF 分行基本概况........................................................................11 第二节 徽商银行 HF 分行大客户现状....................................................................11 一、大客户等级划分...........................................................................................11 二、大客户业务种类...........................................................................................12 第三节 徽商银行 HF 分行大客户问卷调查............................................................12 一、调查问卷设计的原则...................................................................................13 二、调查问卷的设计和发放、收回...................................................................13 三、调查问卷的统计结果分析...........................................................................13 第四章 徽商银行 HF 分行大客户关系管理的现状和存在的问题 .........202 第一节 徽商银行 HF 分行大客户关系管理的现状................................................ 20 一、CRM 系统建设.............................................................................................. 20 二、大客户管理队伍建设................................................................................... 21 第二节 徽商银行 HF 分行大客户关系管理存在的问题........................................ 21 一、大客户精细化管理不到位........................................................................... 22 二、产品和服务缺乏个性化............................................................................... 22 三、CRM 系统信息化水平较低.......................................................................... 24 四、大客户经理专业能力欠缺........................................................................... 24 第五章 徽商银行 HF 分行大客户关系管理的优化建议 .........................26 第一节 徽商银行 HF 分行大客户关系管理优化的原则........................................ 26 第二节 完善客户服务细分...................................................................................... 26 一、加强客户经理的时间管理........................................................................... 26 二、完善客户档案，针对性营销....................................................................... 26 第三节 推进产品和服务的创新.............................................................................. 27 一、加快新产品的开发....................................................................................... 27 二、为大客户提供个性化服务........................................................................... 27 三、建立产品后续服务体系............................................................................... 27 第四节 优化大客户信息系统建设.......................................................................... 28 第五节 加强大客户管理人才队伍建设.................................................................. 28 一、加强人才培养，组建综合团队................................................................... 28