伴随着社会经济的不断发展，包括商业银行在内的各个行业均积极进行自身的深化 改革，对于商业银行而言，营销模式的选择会对运营状况和银行盈利状况产生直接影响 作用。因此，本文以广发银行零售业务营销模式为研究对象，结合当前背景和广发银行 发展要求，分析目前营销模式运行基本状况，找出运行过程中的问题和不足，在综合考 虑影响营销模式选择的因素下，由交易操作型营销模式向营销服务型转变，并将智能网 点建设作为重中之重，比较模式优化前后的效果，制定广发银行营销模式优化的具体方 案。 在本文中，分五个部分进行阐述。首先，对选题的背景、意义和国内外研究情况进 行综述，明确研究思路、内容和方法，总结本文研究的创新和不足。其次，对商业银行、 零售业务和营销模式进行界定，广发银行零售业务主要包括负债业务、资产业务、理财 及代理业务、银行卡业务、电子银行业务五个部分，现行营销模式为交易操作型；进而， 对本文研究的理论基础进行介绍，即商业银行零售业务营销模式可以分为市场营销型、 客户营销型和整合营销型三大类，目前商业银行主流营销模式主要有业务导向型、盈利 驱动型、交易操作型、营销服务型和总行导向型五大类；而在选择营销模式时，主要考 虑到内外部两个方面的因素，并可从人员产能、成本和服务三方面进行细化分析。第三， 针对广发银行零售业务营销模式进行具体介绍，分析目前零售业务基本情况，从整体发 展和具体结构两方面进行分析，从而基于零售业务发展剖析选择现行交易操作型营销模 式的原因；在此基础上，对广发银行现行零售业务营销模式运行情况进行介绍，得出结 论认为现行营销模式运行的效果和优越性正逐步降低，模式优化是未来发展必然。第四， 对现行营销模式进行评价，横向层面主要从人员产能、成本变化和服务水平三方面进行， 得出结论认为模式优化后评价效果更好；进而，分析现行模式的优缺点，找出模式运行 中存在的问题和不足，提出进行模式优化的新思路。最后，在分析模式优化需求和影响 因素基础上，提出从整体上明确优化思路、完善价值体系的优化战略，并从具体方案实 施方面，进行规划部署，并从风险控制和配套保障方面做好支持和配合，实现广发银行 营销模式的顺利优化。 通过本文的研究，力求对广发银行零售业务营销模式优化提供有益参考，并对未来 模式优化工作进行详细规划和部署。未来，广发银行零售业务营销模式优化仍有很长的 道路要走，需要全行共同努力，攻坚克难，应对各种困难和挑战。 关键词：广发银行；零售业务；优化研究 广发银行零售业务营销模式优化研究广发银行零售业务营销模式优化研究 II ABSTRACT Along with the continuous development of the social economy, various industries including commercial banks are actively carrying out their own deepening reforms. For commercial banks, the choice of marketing model will have a direct impact on the operation status and bank profitability. Therefore, this paper takes the marketing model of Guangfa Bank's retail business as the research object, combines the current background and the development requirements of Guangfa Bank, analyzes the current operation status of the marketing model, finds out the problems and deficiencies in the operation process, and comprehensively considers the factors affecting the choice of marketing mode. Next, from the transaction-oriented marketing model to the marketing service model, and the intelligent network construction as a top priority, compare the effects before and after the mode optimization, and develop a specific plan for the optimization of the marketing model of Guangfa Bank. In this article, it is divided into five parts. First of all, it summarizes the background, significance and research situation at home and abroad, clarifies the research ideas, contents and methods, and summarizes the innovations and deficiencies of this paper. Secondly, the commercial banking, retail business and marketing model are defined. The retail business of Guangfa Bank mainly includes five parts: debt business, asset business, wealth management and agency business, bank card business and electronic banking business. The current marketing model is transaction operation type; Furthermore, the theoretical basis of this paper is introduced. The commercial banking retail marketing model can be divided into three categories: marketing, customer marketing and integrated marketing. At present, the mainstream marketing model of commercial banks mainly has business-oriented and profit-driven Type, transaction operation type, marketing service type and head office-oriented five categories; while selecting the marketing model, it mainly considers both internal and external factors, and can carry out detailed analysis from three aspects of personnel capacity, cost and service. Thirdly, it introduces the marketing mode of the retail business of Guangfa Bank, analyzes the current situation of the retail business, analyzes the overall development and the specific structure, and analyzes the reasons for selecting the current transaction-oriented marketing model based on the development of retail business; On the basis of this, the paper introduces the operation of the current retail business marketing model of Guangfa Bank, and concludes that the effect and superiority of the current marketing广发银行零售业务营销模式优化研究 III model are gradually reduced, and the model optimization is inevitable in the future development. Fourth, the current marketing model is evaluated. The horizontal level is mainly from the aspects of personnel productivity, cost change and service level. It is concluded that the evaluation effect is better after the model optimization; furthermore, analyze the advantages and disadvantages of the current model and find out the model. Problems and deficiencies in the operation, and propose new ideas for mode optimization. Finally, on the basis of analyzing the model optimization requirements and influencing factors, the paper proposes an optimization strategy that clarifies the optimization ideas and improves the value system as a whole, and plans and deploys from the specific program implementation, and supports the risk control and supporting guarantees. And cooperate to achieve the smooth optimization of the marketing model of Guangfa Bank. Through the research in this paper, we strive to provide a useful reference for the optimization of the marketing model of Guangfa Bank's retail business, and to plan and deploy the future model optimization work in detail. In the future, the optimization of the marketing model of the retail business of Guangfa Bank still has a long way to go. It requires the joint efforts of the whole bank to overcome difficulties and challenges. KEYWORDS: Guangdong Development Bank; Retail business; transformation research广发银行零售业务营销模式优化研究 IV 目 录 第一章 导 论.................................................................. 第一节 研究背景与意义......................................................... 一、研究背景..................................................................................................1 二、研究意义..................................................................................................1 第二节 国内外研究综述...........................................................................................2 一、国外研究综述..........................................................................................6 二、国内研究综述..........................................................................................3 三、研究工作述评..........................................................................................5 第三节 研究思路、内容和方法...............................................................................5 一、研究思路..................................................................................................5 二、研究内容..................................................................................................6 三、研究方法..................................................................................................7 第四节 研究创新与不足...........................................................................................7 一、研究创新..................................................................................................7 二、研究不足..................................................................................................8 第二章 商业银行零售业务营销模式相关理论.........................................9 第一节 商业银行零售业务营销模式.....................................................................9 一、商业银行..................................................................................................9 二、零售业务..................................................................................................9 三、营销模式................................................................................................10 第二节 商业银行零售业务营销模式相关理论...................................................11 一、4P 营销理论与零售业务营销模式.......................................................11 二、4C 营销理论与零售业务营销模式...................................................... 12 第三节 商业银行零售业务营销模式及其比较.....................................................13 一、业务导向型营销模式............................................................................13 I 1广发银行零售业务营销模式优化研究 V 二、盈利驱动型营销模式............................................................................13 三、交易操作型营销模式............................................................................13 四、营销服务型营销模式............................................................................13 五、总行导向型营销模式............................................................................13 六、商业银行零售业务营销模式比较........................................................14 第四节 营销模式选择主要考虑因素.....................................................................15 一、商业银行零售业务营销模式选择整体考虑因素分析........................15 二、影响我国商业银行营销模式选择的因素............................................15 第三章 广发银行零售业务营销模式选择及其运行.... 第一节 广发银行零售业务基本状况..................................... 一、广发银行零售业务发展的历史数据分析............................................21 二、广发银行零售业务发展的结构分析....................................................22 第二节 广发银行零售业务营销模式及选择原因.................................................21 一、广发银行................................................................................................21 二、广发银行现行零售业务营销模式选择原因........................................22 第三节 广发银行现行零售业务营销模式基本运行情况.....................................24 一、现行零售业务营销模式运行情况........................................................24 二、广发银行零售业务营销模式运行评价................................................25 第四章 广发银行现行零售业务营销模式运行评价及问题分析.............29 第一节 广发银行现行零售业务营销模式评价.....................................................29 一、广发银行现行营销模式评价指标........................................................29 二、广发银行现行营销模式评价的数据分析............................................30 第二节 广发银行现行零售业务营销模式优缺点.............................................2432 一、广发银行现行零售业务营销模式优势及表现....................................32 二、广发银行现行零售业务营销模式劣势及表现....................................33 第三节 广发银行现行零售业务营销模式运行问题和不足.................................33 一、营销观念不深入，模式运行效果不佳................................................33 16 17广发银行零售业务营销模式优化研究 VI 二、经营模式缺乏灵活性，业务发展受限制............................................34 三、运营管理不当，风险控制能力有待提高............................................34 四、技术因素重视不足，软硬件设施亟待提升........................................34 第五章 广发银行零售业务营销模式优化对策.............................................35 第一节 广发银行零售业务营销模式优化需求和影响因素分析.......................35 一、广发银行零售业务营销模式优化需求分析........................................35 二、广发银行零售业务营销模式优化影响因素分析................................35 第二节 广发银行零售业务营销模式优化对策...................................................39 一、明确优化思路，完善价值体系............................................................39 二、细化优化方案，做好规划部署............................................................40 第三节 广发银行零售业务营销模式优化保障...................................................43 一、加强经营管理控制，降低模式优化风险............................................43 二、完善配套设施保障，实现模式顺利优化............................................44 第四节 结束语.......................................................................................................45