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MBA毕业论文_CZ银行西安分行零售业务转型策略研究DOC

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I 摘要 近年来,以全国性股份制商业银行为代表,“零售立行”的理论又再次被各银行提 上战略议程,特别是在近些年“强监管、去杠杆、紧约束”的金融环境下,中小银行面临 负债经营困难加重、不良贷款上升、盈利能力下滑的压力。相对与对公业务,零售业务 成本低,客群稳定,门槛底,市场发展空间和未来增收潜力较大,成为了中小股份制商 业银行发展的“压舱石”。然而,在这个过程中,外部竞争加剧,客户维护成本提升, 各商业银行零售业务的发展也开始面临了明显的两极分化。 在此其中,CZ 银行的零售业务由于起步较晚,整个体系稍显单一,零售业务的发 展不断面临挑战。寻找 CZ 银行零售业务发展的定位,实现零售业务的顺利转型,是本 文研究的重点方向。本文首先结合了商业银行零售业务转型的内外部因素及监管要求, 分析 CZ 银行西安分行零售业务转型的必要性,从而为全文的研究定下基调。同时,通 过对目前股份制商业银行零售业务转型的相关理论基础进行阐述,通过 STP 分析, SWOT 分析等多种分析方法研究分析了 CZ 银行西安分行零售业务转型的内外部环境和 机遇挑战,进而从优化其市场定位,选择细分市场,寻找比较优势出发,从 CZ 银行西 安分行 零售业务转型的产品策略、价格策略、渠道策略、促销策略进行思考研究,并考虑 了优化的保障措施,以达到转型优化的实际效果。 本文是对 CZ 银行西安分行零售业务转型进行的全面思考,并结合现有条件提出具 有可行性的建议,不仅是对该行在零售转型中具有重要意义,对于与该行规模类似的中 小股份制商业银行及城商行也具有一定的参考价值。 关键词,商业银行,零售转型,营销策略,市场细分西北大学硕士学位论文 II ABSTRACT In recent years, with the national joint-stock commercial banks as the representative, the theory of retail banking has been put on the strategic agenda again by banks. Especially in the financial environment of strong supervision, deleveraging and tight restraint, small and medium-sized banks are facing many pressures, such as increasing difficulties in debt operation, rising non-performing loans and declining profitability. Compared with company business, retail business has become the ballast stone for the development of small and medium-sized joint-stock commercial banks because of its low cost, stable customer base, low threshold, market development space and great potential for future revenue growth. At the same time, with the intensification of external competition and the increase of customer maintenance costs, the development of retail business of major commercial banks has begun to face obvious polarization. Among them, CZ Bank's retail business started out late. the whole system of CZ Bank's retail business is slightly single, and the development of retail business is constantly facing challenges. Finding the positioning of CZ Bank's retail business development and realizing the smooth transformation of retail business is the key direction of this paper. Firstly, this paper combines the internal and external factors and regulatory requirements of commercial bank retail business transformation, and analyses the necessity of CZ Bank Xi'an Branch's retail business transformation, thus setting the tone for the full text research. Then, through the explanation of the relevant theoretical basis of the current joint-stock commercial bank retail business transformation, combined with STP analysis, SWOT analysis and other analysis methods, the internal and external environment and opportunity challenges of the retail business transformation of CZ Bank Xi'an Branch were analyzed. Secondly, from the optimization of its market positioning, the selection of market segments, and the search for comparative advantages, the paper studies the product strategy, price strategy, channel strategy and promotion strategy of CZ Bank's retail business transformation. Finally, under the premise of considering the optimized safeguard measures, we can achieve the effect of transformation and optimization. This paper makes a comprehensive reflection on the transformation of the retail business of CZ Bank Xi'an Branch, and puts forward some feasible suggestions based on the existing conditions. This is not only important for CZ Bank in the transformation of retail business, butABSTRACT III also has certain reference value for small and medium-sized joint-stock commercial banks and city commercial banks with similar scale. Keywords: commercial bank, retail transformation, marketing strategy, market segments西北大学硕士学位论文 IV 目 录 摘要...................................................................................................................................I ABSTRACT ...................................................................................................................... II 目 录................................................................................................................................IV 第一章 导论......................................................................................................................1 1.1 研究的背景与意义 ..................................................................................................1 1.1.1 研究的背景 .......................................................................................................1 1.1.2 选题意义 ..........................................................................................................3 1.2 研究的思路和方法 ..................................................................................................4 1.2.1 研究的思路 .......................................................................................................4 1.2.2 研究的方法 .......................................................................................................4 1.3 研究的内容与论文框架 ..........................................................................................5 1.3.1 研究的内容 .......................................................................................................5 1.3.2 论文的框架 .......................................................................................................6 1.3.3 本文可能的创新点 ...........................................................................................6 第二章 国内外研究综述及相关的理论基础..................................................................7 2.1 国内外研究综述 ......................................................................................................7 2.1.1 国外商业银行零售业务发展趋势 ...................................................................7 2.1.2 国内商业银行零售业务发展的趋势 ...............................................................8 2.2 理论基础 ..................................................................................................................9 2.2.1 商业银行零售业务的定义 ...............................................................................9 2.2.2 商业银行零售业务的理论基础 .......................................................................9 2.2.3 市场营销理论 .................................................................................................10 2.2.4 STP 分析 ......................................................................................................... 11 2.2.5 SWOT 分析模型............................................................................................ 11 第三章 CZ 银行西安分行零售业务发展的现状分析..................................................13 3.1 CZ 银行西安分行简介 ..........................................................................................13 3.1.1 CZ 银行总行简介 ...........................................................................................13目 录 V 3.1.2 CZ 银行西安分行简介 ...................................................................................13 3.1.3 CZ 银行西安分行的组织结构 .......................................................................13 3.2 CZ 银行西安分行零售业务的发展现状 ..............................................................15 3.2.1 CZ 银行西安分行零售业务的经营现状 .......................................................15 3.2.2 CZ 银行西安分行零售业务的产品结构 .......................................................15 3.2.3CZ 银行西安分行零售业务的客户结构 ........................................................15 3.2.4 CZ 银行西安分行零售业务的营销策略现状 ...............................................16 3.2.5 CZ 银行西安分行零售业务的科技支持 .......................................................18 3.3 CZ 银行西安分行零售业务自身发展遇到的主要问题 ......................................19 3.3.1 零售业务的产品种类单一,结构简单 .........................................................19 3.3.2 定价机制单一,空间有限 .............................................................................19 3.3.3 缺乏高效的客户引入渠道,渠道的建设需要整体优化 .............................20 3.3.4 缺乏成体系化的客户管理服务和统一的客户维系方案 .............................20 3.3.5 宣传的渠道单一,促销的方式不健全 .........................................................20 3.3.6 数据的分析和管理支撑水平需要进一步的提升 .........................................21 第四章 CZ 银行西安分行零售业务转型的环境分析..................................................22 4.1 行业环境分析 ........................................................................................................22 4.1.1 商业银行零售业务发展的现状 .....................................................................22 4.1.2 商业银行在零售业务转型遇到的主要问题 .................................................22 4.2 STP 分析 ................................................................................................................24 4.2.1 市场细分 .........................................................................................................24 4.2.2 目标市场 .........................................................................................................24 4.2.3 市场定位 .........................................................................................................25 4.3 CZ 银行西安分行零售业务转型的 SWOT 分析.................................................25 4.3.1CZ 银行西安分行零售业务转型具有的优势(strengths)..........................25 4.3.2CZ 银行西安分行零售业务转型具有的劣势(weakness).........................27 4.3.3CZ 银行西安分行零售业务转型面临的机遇(opportunities)...................28 4.3.4CZ 银行西安分行零售业务转型面对的挑战(threats) .............................29 4.4 CZ 银行西安分行零售业务转型发展矩阵 ..........................................................30 第五章 CZ 银行西安分行零售业务转型的策略思考..................................................31西北大学硕士学位论文 VI 5.1 基于 4P 理论的零售业务转型的策略思考 .........................................................31 5.1.1 产品策略 .........................................................................................................31 5.2.2 价格策略 .........................................................................................................34 5.2.3 渠道策略 .........................................................................................................36 5.2.4 促销策略 .........................................................................................................37 5.2 基于金融科技发展的零售业务转型的策略思考................................................38 第六章 CZ 银行西安分行的零售业务转型策略实施的保障......................................41 6.1 团队保障 ................................................................................................................41 6.1.1 组织结构 .........................................................................................................41 6.2.2 人员培养 ........................................................................................................41 6.2 管理保障 ................................................................................................................42 6.3 考核保障 ................................................................................................................43 6.4 内控保障 ................................................................................................................43 第七章 结论与展望........................................................................................................45 7.1 结论 ........................................................................................................................45 7.2 展望 ........................................................................................................................45