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摘要
2007年是国内私人业务发展的起点，中国银行联合苏格兰皇家银行推出私人
银行业务。经过10年的发展，我国的GDP增长了1.7倍，城镇居民人均可支配收
入增长了1.5倍，高净值家庭超过210万户。居民个人财富的积累，助推中国形
成了规模达120万亿的财富管理市场，跃升为全球第二大高净值市场。银行的市
场竞争归根结底是对客户资源的竞争，目前国内各家银行对高端客户推出的金融
服务同质化现象十分明显。针对如上市场，A银行只有在充分的了解客户需求的前
提下，不断完善自己的服务营销策略，时刻彰显私人银行客户服务的高端化、专
业化、私密化、差异化的特点，才能在未来私人银行的角逐中脱颖而出
本文首先对国内外有关私人银行及服务营销的理论内容进行了列举，然后以
目前国内外私人银行业务先进银行的成功经验进行了学习，通过所学经验对A银
行私人银行业务概况进行了分析，并对目前的发展现状进行了SWOT分析，总结A
银行内蒙古分行私人银行业务存在的优势、不足之处以及面临的机遇和威胁。针
对目标市场，利用服务营销差距模型，挖掘导致A银行私人银行业务客户差距的
具体内容。通过调研发现A银行内蒙古分行的私人银行业务存在着一些技术落后、
缺乏专业人才、服务水平有待提高、产品创新不足、营销强度不够等问题，导致A
银行内蒙古分行私人银行客户增长乏力、私人银行业务缺乏特色、客户总体贡献
度低，阻碍了A银行内蒙古分行私人银行业务的发展。在此基础上，本文利用8Ps
理论对A银行服务质量差距进行弥合，通过客户的不同维度分析、加强关系管理
等手段了解客户期望，接下来根据客户实际需求设计服务产品和标准，之后通过
人员策略及生产率和质量策略提升服务人员水平，最后通过渠道策略、定价策略
以及促销策略对私人银行业务进行宣传及导入，最终实现客户服务差距的弥合
在此基础上，对服务营销发展新趋势进行进一步分析，为A银行私人银行业务打
造可持续发展战略
关键词：私人银行，内蒙古地区，服务质量差距模型，服务营销理论
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Abstract
In 2007, the start of private business development in China, bank of China and
royal bank of Scotland jointly launched a private banking business. After 10 years of
development, China's GDP has increased 1.7 times, the per capita disposable income of
urban residents has increased 1.5 times, and the number of high-net worth households
has exceeded 2.1 million. The accumulation of personal wealth has helped China form a
wealth management market of 120 trillion yuan and become the second largest high net
worth market in the world. Bank's market competition is actually a competition in the
customer resource, At present, the homogeneity of financial services offered by
domestic Banks to high-end customers is very obvious. In view of that market as above,
bank A can perfect its own service market strategy only when it is fully aware of the
customer's demand, and at all times show the characteristics of high-end, professional,
privacy and differentiation of private bank customer service in the private bank in the
future. This paper first enumerates the theoretical contents of private banking and service
marketing at home and abroad, and then studies the successful experience of domestic
and foreign private banking advanced Banks.This paper analyzes the background of
private banking business of bank A through the experience learned, and carries out
SWOT analysis on the current development status, and summarizes the advantages,
disadvantages, opportunities and threats of private banking business of bank A in Inner
Mongolia branch.In target market, using the gap model of service marketing, mining in
the specific content of A gap between Banks of private banking clients.Through
investigation, it is found that there are some problems in the private banking business of
Inner Mongolia branch of bank A, such as backward technology, lack of professional
talents, unimproved service level, insufficient product innovation, and insufficient
marketing intensity. As A result, the private banking business of Inner Mongolia branch
of bank A lacks features, and the overall contribution of customers is low, which
hinders the development of private banking business of Inner Mongolia branch of bank
A. On this basis, this paper using the theory of 8 ps to heal A bank service quality gap,
by analyzing the different dimensions of customers, and strengthen the relationship
between management means to understand customer expectations, then according to the
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customer actual demand design products and service standards, through the personnel
strategy and productivity and enhance the level of service quality strategy, finally through
the channel strategy, pricing strategy and promotion strategy to promote private banking
business and import, achieve customer service gap to bridge. On this basis, the new trend
of service marketing development is further analyzed to build A sustainable development
strategy for bank A's private banking business.
Key words: Private bank, Inner Mongolia region, service quality model, service
marketing theory。