I 摘要 伴随我国经济的高速发展，金融市场发展的势头更为猛烈，国内涌现出一批 新的股份制银行、农村信用社、城市商业银行等金融机构，同时伴着信息时代的 到来，互联网金融等非金融行业的市场介入，使得商业银行面临巨大的冲击和新 的挑战。客户关系管理为企业提供全面的管理视角；以客户为中心挖掘客户价值， 了解客户的真实需求；以此提供精准的客户服务从而提升客户体验，进一步提升 客户价值，实现企业利润的最大化。新的市场环境和随时代变化的客户需求对传 统客户关系管理办法提出了新的要求，而不断发展的新技术为旧问题，新挑战提 供了新的解决方案。 A银行作为国有商业银行长期以来处于相对稳定且带有一定垄断的市场地 位，对存量客户资源的依赖性导致对客户关系管理的关注度不足，在客户关系管 理中存在有管理观念陈旧、客户识别不够精准、客户维护水平欠缺等问题，从而 导致客户忠诚度降低、客户资源流失的情况，相较同业的客户关系管理上逐渐显 现出一定的差距。本文以A银行G支行为例，以国内外关于客户关系管理研究的 成果为指导，通过文献分析法、问卷调查法、个案研究等方法，结合笔者长期银 行工作的实践经验，运用管理学理论，研究G支行客户关系管理的特色和现状， 并指出G支行当前客户关系管理过程中存在的问题，联系实际找出深层次的原 因。一是客户信息系统化管理不足；二是个人客户分类不够精准；三是差异化管 理实施不到位；四是客户维护水平欠缺。 本文根据MGT专业知识及分析方法，针对G支行实际情况就当前的问题深入 研究，提出相应提升策略，我认为上述问题的解决需要从几个方面着手。首先是 加强客户信息收集处理能力，通过培养为以客户为中心的服务管理理念，依托大 数据技术加强客户信息收集和运用，其次是加强客户识别与精确分类，通过多角 度对客户群进行细致划分，便于开展差异化和精确化的营销服务；再次是做好客 户服务的差异化管理，通过多维度加强差异化管理，同时增强客户关系管理系统 功能的发挥两方面做好客户服务的差异化管理；最后是提升服务水平加强客户维 护，通过持续健全客户服务团队，实现客户经理全能化，同时结合线上线下多途 摘要 II 径，提高客户维护服务能力。 关键词：商业银行；客户价值；客户关系管理 ABSTRACT III ABSTRACT Alongwiththerapiddevelopmentofeconomyinourcountry,thefinancial marketdevelopmentmomentumismorefierce,thedomesticemergedanewbatchof joint-stockBanks,ruralcreditcooperativesandcitycommercialBanksandother financialinstitutions,atthesametimewiththearrivalofinformationage,theInternet marketinterventioninthefinancialandnon-financial,makesthecommercialbankis facinghugeimpactandnewchallenges.Customerrelationshipmanagementprovides acomprehensivemanagementperspectiveforenterprises;Takethecustomerasthe centerexcavatesthecustomervalue,understandsthecustomertherealdemand;To provideaccuratecustomerservicetoenhancecustomerexperience,furtherenhance customervalue,toachievethemaximizationofcorporateprofits.Thenewmarket environmentandthechangingneedsofcustomerswithTheTimeshaveputforward newrequirementsfortraditionalCRMmethods,whiletheconstantlydevelopingnew technologieshaveprovidednewsolutionstooldproblemsandnewchallenges. AbankasAstate-ownedcommercialbankinArelativelystableforAlongtime andAcertainmonopolymarketposition,foroldcustomerresourcedependencelead tolackofawarenessofcustomerrelationshipmanagement(CRM),inthecustomer relationshipmanagement(CRM)thereisnotenoughmanagementideaobsolete, customerrecognitionproblemssuchaslackofpreciseandcustomermaintenance level,whichresultsinthedecreaseofcustomerloyalty,customerresourcesloss, comparedwithcounterpartsincustomerrelationshipmanagement(CRM)gradually appearonAcertaingap.Inthispaper,AGbranchasanexample,aboutcustomer relationshipmanagementresearchachievementsbothathomeandabroadasAguide, throughliteratureanalysis,questionnaireinvestigation,casestudiesandother methods,onthebankoflong-termpracticalexperience,theauthor,onthebasisofthe theoryofmanagement,theGbranchcharacteristicsandstatusquoofcustomer relationshipmanagement(CRM),andpointsoutthatGbranchcurrentproblemsthat existintheprocessofcustomerrelationshipmanagement(CRM),contacttheactual ABSTRACT IV findoutthecauseofthedeep.Oneisthelackofsystematicmanagementofcustomer information;Second,theclassificationofindividualcustomersisnotaccurateenough; Third,theimplementationofdifferentiatedmanagementisnotinplace;Fourth,the customermaintenancelevelisdeficient. BasedontheprofessionalknowledgeandanalysismethodslearnedinMGT,this papermakesanin-depthstudyofcurrentproblemsaccordingtotheactualsituationof Gbranchandproposescorrespondingimprovementstrategies.Inmyopinion,the aboveproblemsshouldbesolvedfromseveralaspects.Firstistostrengthenthe customerinformationcollectionprocessingpower,bycultivatingserviceforthe customerasthecenterofmanagementidea,relyingonbigdatatechnologyto strengthencustomerinformationcollectionandutilization,thesecondistostrengthen thecustomerrecognitionandaccurateclassification,throughadetaileddividedinto customerbasefrommultipleperspectives,easytocarryoutdifferentiationand accuratemarketingservices;Thirdly,weshoulddoagoodjobindifferentiated managementofcustomerservice.Weshouldstrengthendifferentiatedmanagementof customerservicethroughmulti-dimensionalmanagementandenhancethefunctionof customerrelationshipmanagementsystem.Finally,theservicelevelshouldbe improvedtostrengthencustomermaintenance.Throughthecontinuousimprovement ofcustomerserviceteam,thecustomermanagershouldbefullyfunctional. Meanwhile,thecustomermaintenanceserviceabilityshouldbeimprovedby combiningonlineandofflinechannels. Keywords：CommercialBanks；Customervalue；CRM 目录 V 目录 摘要..................................................................................................................................................I ABSTRACT.......................................................................................................................................III 第一章导言.....................................................................................................................................1 第一节研究背景和意义.........................................................................................................1 一、研究背景.....................................................................................................................1 二、研究意义.....................................................................................................................2 第二节文献综述.....................................................................................................................3 一、国外研究动态.............................................................................................................4 二、国内研究动态.............................................................................................................6 三、文献评述.....................................................................................................................7 第三节研究的整体思路和逻辑框架....................................................................................8 一、研究整体思路.............................................................................................................8 二、研究逻辑框架...........................................................................................................10 第四节研究方法...................................................................................................................11 一、文献研究法...............................................................................................................11 二、问卷调查法...............................................................................................................11 三、个案研究法...............................................................................................................11 第二章客户关系管理及其理论基础..........................................................................................12 第一节商业银行客户关系管理..........................................................................................12 一、客户关系管理的定义..............................................................................................12 二、商业银行客户关系管理的基本流程管理..............................................................14 第二节客户关系管理的理论基础.......................................