成都农商银行以“立足农村、服务三农”为宗旨，是成都地区网点最多、
覆盖面最广的地方性金融机构。从经营环境来看，成都农商银行既要面对其
他商业银行的竞争，也要面对第三方支付企业的挑战，特别是第三方支付已
经开始积极布局三四线城市及农村市场并频繁在产品上推陈出新，一方面与
该行服务营销对象（中小客户群体）形成重叠，另一方面也对该行的各项业
务发展造成影响。虽然该行推出了一系列既具有自身特色又具有互联网金融
特性的产品，如直销银行、电商平台、惠农微银行等，但存在受众面小、使
用率低、与他行产品相似等问题，除了简单的产品创新，还需要有符合自身
“三农”特色的营销策略。因此，如何在第三方支付迅速发展的环境下做好
市场定位，保持竞争力，选择适合自身发展的的金融服务营销策略，成为当
前成都农商银行亟待解决的问题
通过分析成都农商银行服务营销环境，包括成都市经济环境、监管环境、
竞争者分析以及客户需求四方面，结合该行服务营销中存在的问题，运用 7Ps第三方支付影响下成都农商银行服务营销策略研究营销理论，提出该行在产品策略上要结合客户的需求，对服务产品加强创新；
在价格策略上要通过与第三方支付合作，寻求共赢，达到节省成本为客户提
供优惠价格方案的目的；在渠道策略上，要将营销渠道打造成为具有服务三
农特色的；在促销策略上，要有多元化的促销方式，如网络促销、通过客户
介绍客户等；在人员策略上，需要改善该行老龄化的人员结构，同时提高员
工的服务营销意识和素质；在有形展示策略上，通过打造“智能银行”和“惠
农微银行”，将服务形象化展现给客户；在服务过程策略上，需要在内部构
建标准化和差异化的服务流程
关键词：服务营销 第三方支付 农村商业银行AbstractAbstract
With the continuous progress of Internet technology in recent years, by using
technology-driven and business-innovation third-party payment enterprises created
a new situation of payment. First, with the rapid development of mobile payment,
people can complete online shopping in without wallet anytime, anywhere, so,
third-party mobile payment gradually become the norm and satisfied the public
demand for convenience payment. Secondly, the success of Yu’ebao promoted the
enthusiasm of third-party enterprises for financial innovation, its business scope is
no longer limited to providing payment channels, covering “deposit, loan,
exchange of the traditional commercial banks , affecting the development of
commercial banks. Thirdly, payment by barcode and two-dimensional code is
widely used, and then the data security is for higher demand. Although the third
party has some security risks, legal risks and other defects, but as an important part
of Internet finance, its wide range of applications and low transaction costs, also
affect the development of traditional commercial banks.
Based on rural areas and serve for serve is the purpose of Chengdu Rural
Commercial Bank, it is the local financial institution which has the largest number
of outlets and the most extensive coverage in Chengdu. In the terms of business
environment, CDRCB (refer to Chengdu Rural Commercial Bank) should not only
face the competition of other commercial banks, but also face the challenges of
third-party payment.
CDRCB not only to face the competition of other commercial banks, but also
to face the challenges of third-party payment business, especially the third-party
payment enterprises began to enter the three-tier and four-tier cities, rural markets
with their new products. On the one hand, their service objects are overlapping, on
the other hand, impacting the business development of CDRCB. Therefore, how to
do market positioning, to maintain competitiveness, to choose their own
development of financial services marketing strategy under the influence ofResearch on Service Marketing Strategy of Chengdu Rural Commercial Bank under the Influence of
Third-Party Paymentthird-party , become an urgent problem to be solved. Recently, CDRCB provides
of a series of internet financial products with its own characteristics，Such as direct
marketing banks, electricity business platform, Huinong micro-bank, but they have
the problem of small numbers of users, low usage, similar to other products，so
CDRCB needs marketing strategy with rural characteristics.
By analyzing the service marketing environment of CDRCB，including the
economic environment of Chengdu, regulatory policies, competitors,consumer
demand, then combing with the line of service marketing problems, using the 7Ps
marketing theory, the paper puts forward the following strategies. With product
strategy, CDRCB has to combine the needs of customers to innovate service
products; with price strategy, CDRCB has to cooperate with third-party payment
to seek win-win situation, then saves the cost to provide preferential price for
customers; with place strategy, the marketing channel should be built into a service
with the characteristics of agriculture; with promotion strategy，there should be a
variety of promotional methods, such as network marketing, introducing customer
through customer ; with people strategy, CDRCB needs to improve the employee
age structure，while improving the staff&39;s marketing awareness and the quality of
service；with physical evidence strategy，CDRCB should create smart bank and
Huinong micro-bank to visualize the service to the customer；with process
strategy，CDRCB needs to build a standardized and differentiated service flow
internally.
Keywords: Service marketing；Third-party payment；Rural commercial bank目 录目 录
1 绪论 . 1
1.1 研究背景及意义 ....... 1
1.2 文献综述 ....... 2
1.2.1 第三方支付研究 2
1.2.2 金融服务营销研究......... 3
1.2.3 7Ps 营销理论 ...... 4
1.3 研究方法 ....... 7
1.4 论文框架结构 7
2 第三方支付概述....... 9
2.1 第三方支付的定义 ... 9
2.2 第三方支付的模式 . 10
2.2.1 独立的第三方网关模式.......... 11
2.2.2 有电子交易平台且具备担保功能的第三方网关模式........... 11
2.2.3 有电子商务平台的第三方网关模式... 11
2.3 第三方支付发展规模 ......... 12
2.3.1 市场交易规模.. 12
2.3.2 市场份额.......... 14
2.4 第三方支付的优劣势分析.. 15
2.4.1 第三方支付的优势分析.......... 15
2.4.2 第三方支付的劣势分析.......... 16
2.5 发展趋势 ..... 18
2.5.1 移动支付市场壮大...... 18
2.5.2 金融理财服务创新不断.......... 18第三方支付影响下
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