齊魯銀行中間業(yè)務(wù)營(yíng)銷策略研究.pdf

1、 論文題目：齊魯銀行中間業(yè)務(wù)營(yíng)銷策略研究 專 業(yè)：工商管理 碩 士 生：李承潤(rùn) （簽名） 指導(dǎo)教師：王新紅 （簽名） 摘 要 在經(jīng)濟(jì)自由化和放松金融管制的背景下，西方商業(yè)銀行逐漸將業(yè)務(wù)重心放在發(fā)展中間業(yè)務(wù)上。 經(jīng)過(guò)二十多年的努力， 西方商業(yè)銀行中間業(yè)務(wù)規(guī)模不斷擴(kuò)大， 涉及范圍廣泛，收

2、入增長(zhǎng)迅速。反觀我國(guó)商業(yè)銀行，傳統(tǒng)的經(jīng)營(yíng)模式依舊占據(jù)主導(dǎo)地位，中間業(yè)務(wù)不僅規(guī)模小，品種少，而且技術(shù)含量低，收入占比不高。隨著金融體制改革的深入和社會(huì)經(jīng)濟(jì)的發(fā)展對(duì)金融需求的推動(dòng)，我國(guó)商業(yè)銀行也逐步認(rèn)識(shí)到中間業(yè)務(wù)發(fā)展的重要性，并積極利用現(xiàn)有資金、技術(shù)、人才、信息等方面的優(yōu)勢(shì)發(fā)展各類中間業(yè)務(wù)，使我國(guó)商業(yè)銀行的中間業(yè)務(wù)有了明顯的進(jìn)步，但與發(fā)達(dá)國(guó)家商業(yè)銀行相比，齊魯銀行的中間業(yè)務(wù)還存在較大的差距。 本文依據(jù)商業(yè)銀行中間業(yè)務(wù)營(yíng)銷的相關(guān)理論，在明確了

3、齊魯銀行中間業(yè)務(wù)發(fā)展現(xiàn)狀和存在問(wèn)題的基礎(chǔ)上，根據(jù) SWOT 分析法對(duì)齊魯銀行中間業(yè)務(wù)的發(fā)展環(huán)境進(jìn)行了分析，在梳理國(guó)外先進(jìn)商業(yè)銀行中間業(yè)務(wù)營(yíng)銷經(jīng)驗(yàn)的基礎(chǔ)上，針對(duì)性的提出了齊魯銀行中間業(yè)務(wù)營(yíng)銷的實(shí)施對(duì)策。 通過(guò)研究得到以下結(jié)論。目前齊魯銀行中間業(yè)務(wù)營(yíng)銷取得了一定成效，但是仍然存在中間業(yè)務(wù)產(chǎn)品種類單一且結(jié)構(gòu)不合理等諸多問(wèn)題。通過(guò)對(duì)齊魯銀行中間業(yè)務(wù)營(yíng)銷發(fā)展環(huán)境的 SWOT 分析，發(fā)現(xiàn)其優(yōu)勢(shì)在于業(yè)務(wù)品種日漸豐富、收入不斷增加等；劣勢(shì)包括產(chǎn)品種類單

4、一且結(jié)構(gòu)不合理、 客戶需求滿足度不高等； 機(jī)會(huì)在于濟(jì)南市經(jīng)濟(jì)發(fā)展態(tài)勢(shì)較好，中小企業(yè)的發(fā)展?jié)摿Υ蟮?；威脅在于中間業(yè)務(wù)品牌不突出，網(wǎng)點(diǎn)覆蓋率較低，缺乏高素質(zhì)人才等。西方發(fā)達(dá)國(guó)家商業(yè)銀行中間業(yè)務(wù)營(yíng)銷的經(jīng)營(yíng)混業(yè)化、創(chuàng)新品種繁多、營(yíng)銷策略多樣化、服務(wù)手段先進(jìn)等措施值得齊魯銀行借鑒。因此，齊魯銀行應(yīng)積極 積極拓展、升級(jí)中間業(yè)務(wù)營(yíng)銷范圍，加大引入、推廣信息技術(shù)，轉(zhuǎn)變營(yíng)銷觀念，培養(yǎng)專業(yè)營(yíng)銷人才，完善中間業(yè)務(wù)營(yíng)銷組織管理體系，加強(qiáng)中間業(yè)務(wù)營(yíng)銷風(fēng)險(xiǎn)管理，合

5、理運(yùn)用策略組合制定科學(xué)營(yíng)銷規(guī)劃。 關(guān) 鍵 詞：齊魯銀行；中間業(yè)務(wù)；營(yíng)銷策略 研究類型：專題研究Subject ：Research on Qilu Commercial Bank Intermediary Business Marketing Strategy Specialty ：Master of Business Administration Name ：Li Chengrun (Sig

6、nature) Instructor ：Wang Xinhong (Signature) ABSTRACT In the background of economic liberalization and financial deregulation, western commercial bank has gradually put their business

7、focus on intermediary business. With their effort during the past twenty years, the scale of intermediary business has been enlarged constantly, the scope has been lager involved, and their income has been quickly grown.

8、 The commercial banks in our country are just in the contrast. Traditional management model are still lead the way with small scale and few category. Those management models have a little technical needs and the proporti

9、on of income are relatively low. With the deepening of the reform of economic system, and the increasing demand for financial improvement by social economy, commercial banks has realized the importance to innovate the in

10、termediate business. They are trying to make full use of the advantage on capital, technical, talent, information in order to develop Intermediary businesses, which made a good beginning and improvement to the developmen

11、t of Intermediary businesses of commercial banks in our country. Based on the theory of commercial bank intermediary business marketing, the paper chooses the marketing of intermediate business of Qilu commercial bank a

12、s object, and makes a deep analysis on the status of the development about intermediate business to find the problem existed in the process of development. The paper makes sure of the mainly influence factors. With the a

13、nalysis of Qilu commercial bank intermediary business marketing development environment based on SWOT method, the paper puts out implement countermeasures. The paper gets the following main conclusions. First, at present

14、, Qilu commercial bank has achieved some results of intermediary business marketing, such as abundant varieties of business, rising incomes, and so on. However, there are some problems for intermediary business marketing