当前，全球经济发展的趋势越来越明显。国际国内金融市场全面开放，银行 与银行之间的竞争正变得越来越明显。除了“硬件”的竞争，“软件”之间的竞争 也越来越多地被引用。农村金融是我国金融体系不可分割的组成部分，同时也为 “三农”服务做出了重要贡献。它的发展和创新对农村经济发展和社会稳定有着 重要影响。近年来，随着我国农村商业金融体系的逐步完善，农村信用社合作制 度、股份制和商业化改革备受关注。目前，长春的金融业基础较好，农村商业银 行分布广泛，金融业竞争极其激烈。面对竞争，长春农商银行如何结合自身特点， 提高服务营销水平，提高服务质量和市场占有率，促进利润增长已成为当务之急。 本研究对于巩固长春农商银行在长春地方金融领域的地位，进一步发挥“三农” 金融支持作用具有现实意义。 近年来，长春农村商业银行已牢固确立的经营理念，现主要服务长春本土客 户,小型及微型企业，致力于打造服务平台，创新金融服务模式，充分发挥农村商 业银行金融主力军作用，积极发展长春市的经济和社会发展。在新农村建设上也 起到了积极的作用。但目前该行仍存在产品种类创新不足、价格项目不突出、管 理渠道粗放、销售思路陈旧、服务流程灵活性不足、类型展示不足等问题。因此， 长春农商银行应采取加强服务产品创新、规范服务产品定价、建立灵活的销售渠 道、实施多样化的促销策略、完善服务流程、加强服务展示等服务营销策略。 本文运用文献阅读法、案例研究法和调查研究法，主要采用 STP 理论和 7Ps 营销理论，总结了长春农商银行服务营销的现状，分析了该银行服务营销存在的 问题。在分析银行服务营销内外部环境保护的基础上，提出了银行服务营销策略。 关键词：农村商业银行；服务营销；7Ps 营销理论II Abstract At present, the trend of global economic development is becoming more and more obvious. The international and domestic financial markets are fully open. The competition between banks is becoming more and more obvious. In addition to the “hardware” competition, competition between “software” is increasingly being cited. It is noticed that rural finance is an inseparable part of China’s financial system, and it has also made important contributions to the “three rural” services. Its development and innovation have an important impact on rural economic development and social stability. In recent years, with the gradual improvement of China’s rural commercial financial system, the rural credit cooperatives cooperation system, shareholding system and commercialization reform have received much attention. At present, Changchun’s financial industry has a good foundation, rural commercial banks are widely distributed, and the financial industry is extremely competitive. In the face of competition, how Changchun Rural Commercial Bank can improve its service marketing level, improve service quality and market share, and promote profit growth has become a top priority. This study has practical significance for consolidating the status of Changchun Rural Commercial Bank in the local financial field of Changchun and further exerting the financial support role of “agriculture, rural areas and farmers”. This paper uses literature reading method, case study method and investigation research method, mainly adopts STP theory and 7Ps marketing theory, summarizes the current situation of service marketing of Changchun Rural Commercial Bank, and analyzes the problems existing in the service marketing of the bank. Based on the analysis of internal and external environmental protection of banking service marketing, a banking service marketing strategy was proposed. In recent years, Changchun Rural Commercial Bank has firmly established its business philosophy. It is mainly serving Changchun’s local customers, small and micro enterprises, and is committed to building a service platform, innovating financial service models, giving full play to the role of rural commercial banks in finance, and actively developing Changchun. The economic and social development of the city. It also played a positive role in the construction of new countryside. However, at present, the bank still has problems such as insufficient innovation in product types, unobtrusive price items, extensive management channels, outdated sales ideas, insufficient flexibility in service processes, and insufficient type display. Therefore, Changchun Rural Commercial BankIII should adopt service marketing strategies such as strengthening service product innovation, standardizing service product pricing, establishing flexible sales channels, implementing diversified promotion strategies, improving service processes, and strengthening service display. While implementing the above-mentioned service marketing strategy, Changchun Rural Commercial Bank must also give full play to its own advantages and characteristics, improve the composition of human resources, optimize the organizational structure, strengthen the construction of software and hardware infrastructure, and promote the construction of electronic information technology system. Only in this way can it be adopted. A modern commercial bank with regional characteristics will be built. Keywords: Rural commercial bank；Service marketing；7Ps marketing theoryIV 目 录 摘要 ...................................................................................................................................................I ABSTRACT......................................................................................................................................II 第 1 章 绪 论..................................................................................................................................1 1.1 选题背景......................................................................................................................1 1.2 研究目的和意义 ........................................................................................................2 1.2.1 研究目的..............................................2 1.2.2 研究意义..............................................2 1.3 国内外研究现状..............................................3 1.3.1 国外研究现状..........................................3 1.3.2 国内研究现状..........................................4 1.4 研究内容及研究方法..........................................6 1.4.1 研究内容..............................................6 1.4.2 研究方法..............................................6 1.5 本文的创新之处..............................................6 第 2 章 相关理论综述.................................................8 2.1 STP 理论 ....................................................8 2.2 7P 营销组合 .................................................9 2.3SWOT 分析 ...................................................11 2.3.1 基本解释.............................................11 2.3.2 模型特点.............................................11 2.3.3 模型内容 .............................................12 2.3.4 模型应用.............................................12 第 3 章 长春农商银行服务营销现状及存在的问题........................14 3.1 长春农商银行简介...........................................14 3.2 长春农商银行服务营销现状...................................14 3.2.1 产品现状.............................................14 3.2.2 价格现状.............................................16V 3.2.3 渠道现状.............................................16 3.2.4 促销现状.............................................16 3.2.5 人员状况.............................................17 3.2.6 有形展示.............................................17 3.2.7 服务过程.............................................17 3.3 长春农商银行服务营销中存在的问题...........................18 3.3.1 产品缺乏创新.........................................18 3.3.2 价格效应不明显.......................................19 3.3.3 渠道结构失衡.........................................19 3.3.4 促销理念及方式落后...................................20 3.3.5 人员结构两极分化明显.................................20 3.3.6 服务流程管理不到位...................................21 3.3.7 有形展示不合理.......................................21 第 4 章 长春农商银行营销环境分析....................................23 4.1 我国商业银行服务营销宏观环境分析...........................23 4.1.1 经济环境.............................................23 4.1.2 政治法律环境.........................................24 4.1.3 社会文化环境.........................................25 4.1.4 技术环境 .............................................26 4.2 长春农商银行 SWOT 分析......................................27 4.2.1 优势.................................................27 4.2.2 劣势.................................................28 4.2.3 机会.................................................28 4.2.4 威胁.................................................29 第 5 章 长春农商银行服务营销战略及策略制定..........................30 5.1 STP 营销战略制定 ...........................................30 5.1.1 市场细分.............................................30 5.1.2 目标市场选择.........................................30 5.1.3 市场地位.............................................30 5.2 营销策略制定...............................................30 5.2.1 产品策略.............................................30VI 5.2.2 价格策略.............................................31 5.2.3 渠道策略.............................................32 5.2.4 促销策略.............................................33 5.2.5 人员策略.............................................33 5.2.6 有形展示策略.........................................34 5.2.7 过程管理策略.........................................34 第 6 章 结论及展望..................................................36 6.1 结论.......................................................36 6.2 展望.......................................................36