随着移动互联网、移动支付等业务的快速发展，为抢占入口获得客户，银行业积极 顺应大势，在互联网金融大潮下不断加强与其他行业的跨界合作，推出电商平台、进军 移动支付、与互联网公司开展战略合作等，实现优势互补与共赢。 东莞农村商业银行前身为东莞农村信用合作联合社，2009年完成股份制改革，截至 2017年末，东莞农村商业银行资产总额达3682.64亿元，实现拨备前利润59.27亿元， 拥有1700余万客户。在过去22年，连续保持存贷款规模东莞市银行第一位，并于2017 年跻身世界银行300强。东莞农村商业银行面对互联网金融激烈的竞争形势，为抢占入 口提升东莞农村商业银行线上线下服务的竞争能力，于2016年1月推出互联网生活服 务平台“荷包社区”。荷包社区是东莞农村商业银行精心打造的涵盖业主、商家、银行客 户、小区物管等综合消费联盟，集团购秒杀、理财基金、移动医疗、社区信息一体的社 区共享平台。荷包社区的推出，通过场景化服务快速线上获客、实现客户捆绑、增强客 户黏性、提升客户体验，在东莞农村商业银行零售业务的快速发展方面起到了推动作用。 随着同业竞争不断加剧，荷包社区在批量获客、商户合作以及客户体验上也遇到了不少 困难，因此如何通过合理的营销战略，持续推动业务增长是目前平台发展的主要问题， 所以发展荷包社区是东莞农村商业银行针对“互联网+金融”的创新举措，是东莞农村商 业银行纵深整合线上线下资源，升级全渠道，提供智能化服务的必然选择，有助于做大 客户群体，做多客户流量，做实客户分层，做足客户服务，做强客户价值管理。本文试 图从内、外部环境分析、营销策略以及营销策略的执行和保障，深入探讨荷包社区营销 战略以及未来的发展规划。 关键词：荷包社区；移动互联网 ；营销策略 II ABSTRACT With the rapid development of mobile Internet, mobile payment and other services, in order to seize the entrance to obtain customers, the banking industries have actively responded to the popular trend to continuously strengthened cross-border cooperation with other industries under the tide of Internet finance, launched e-commerce platform, and entered mobile payment business, and carried out strategic cooperation with Internet companies, etc., to achieve the mutual complementary advantages and win-win cooperation. Dongguan Rural Commercial Bank was formerly known as Dongguan Rural Credit Cooperatives. In 2009, the shareholding system reform was completed. By the end of 2017, the total assets of Dongguan Rural Commercial Bank reached 368.264 billion Yuan, and the profit before provision was 5.927 billion Yuan, with more than 17 million customers. In the past 22 years, Dongguan Bank ranked first in terms of deposit and loan loans and became one of the top 300 in the World Bank in 2017. In the face of the fierce competition in Internet finance, Dongguan Rural Commercial Bank launched the Internet Life Service Platform “Pocket Community” in January 2016 to seized the entry and enhance the competitiveness of Dongguan Rural Commercial Bank's online and offline services. The Pocket Community is a community-sharing platform that is built by Dongguan Rural Commercial Bank to cover the comprehensive consumption alliances of owners, merchants, bank customers, community property management, and the Group's purchase of spikes, financial funds, mobile medical care and community information. The launch of the Pocket community has facilitated the rapid development of the retail business of rural commercial banks in Dongguan through the rapid online customer acquisition, customer bundle, enhanced customer stickiness and improved customer experience. With the intensified competition in the industry, the Pocket community has encountered many difficulties in mass customer acquisition, merchant cooperation and customer experience. Therefore, how to continue to promote business growth through a reasonable marketing strategy is the main problem of the current platform development, so the development of the Pocket community is an innovative measure of “Internet + Finance” by Dongguan Rural Commercial Bank. It is an inevitable choice for Dongguan Rural Commercial Bank to integrate online and offline resources in depth, upgrade all channels and provide intelligent services, and help to expand the customer base and increase the customer traffic, satisfy customer stratification, doing customer service, and strengthen customer value management. This paper attempts to explore the marketing strategy of the Pocket community and the future development plan from the internal and external III environmental analysis, marketing strategy and marketing strategy implementation and guarantee. Key words: Pocket Community, Mobile Internet, Marketing Strategy IV 目 录 摘要 ............... I ABSTRACT . II 第一章 绪论 .. 1 1.1 研究背景及意义 ................. 1 1.1.2 研究意义 ...................... 2 1.2 国内外研究现状 ................. 3 1.2.1 国外互联网营销研究现状 ......................... 3 1.2.2 国内互联网营销研究现状 ......................... 4 1.3 研究目标和内容 ................. 7 1.3.1 研究目标 ...................... 7 1.3.2 研究内容 ...................... 7 1.4 研究方法 ............................. 7 1.5 论文框架 ............................. 8 第二章 内部环境分析 ................. 9 2.1 公司概况 ............................. 9 2.2 公司资源分析 ..................... 9 2.2.1 财务资源 ...................... 9 2.2.2 组织资源 ...................... 9 2.2.3 人力资源和薪酬架构 10 2.2.4 企业信誉 .................... 10 2.3 本章小结 ........................... 11 第三章 外部环境分析 ............... 12 3.1 PEST 分析 ......................... 12 3.1.1 政治环境分析 ............ 12 3.1.2 经济环境分析 ............ 13 3.1.3 社会环境分析 ............ 14 3.1.4 技术环境分析 ............ 15 3.2 五力模型分析 ................... 15 V 3.2.1 产业内现有企业的竞争 ........................... 15 3.2.2 潜在进入者的进入威胁 ........................... 17 3.2.3 替代品的替代能力 .... 17 3.2.4 供应商的议价能力 .... 17 3.2.5 购买者的议价能力 .... 18 3.3 SWOT 分析 ....................... 19 3.3.1 优势(Strengths) .......... 19 3.3.2 劣势（Weakness） .... 19 3.3.3 机遇（Opportunities） ............................. 20 3.3.4 威胁 (THREATS) ............. 21 3.4本章小结 ........................... 21 第四章 荷包社区目标市场及定位 .......................... 23 4.1 荷包社区目标市场 ........... 23 4.2 荷包社区目标客群的市场定位 ...................... 23 4.2.1 商圈商户市场定位 .... 23 4.2.2 社区业主市场定位 .... 23 4.2.3 特定单位职工市场定位 ........................... 24 4.3本章小结 ........................... 24 第五章 荷包社区营销策略的优化分析 .................. 25 5.1 荷包社区客群营销策略的优化分析 .............. 25 5.1.1 产品（Product）策略优化分析 .............. 25 5.1.2 价格（Price）策略优化分析 ................... 29 5.1.3 渠道（Place）策略优化分析 .................. 30 5.1.4 宣传（Promotion）策略优化分析 .......... 32 5.3.5 荷包社区商圈营销策略的优化分析 ....... 33 5.2 本章小结 ........................... 35 第六章 营销策略的优化和保障 .............................. 36 6.1 荷包社区产品创新 ........... 36 6.1.1 消费金融服务创新 .... 36 6.1.2 大数据应用方面创新 36 VI 6.1.3 模式创新 .................... 37 6.2 丰富营销策略 ................... 37 6.2.1 折扣、赠品营销 ........ 38 6.2.2 积分营销 .................... 38 6.2.3 活动、重大节假日营销 ........................... 38 6.2.4 病毒营销 .................... 39 6.3 强化营销策略执行力 ....... 39 6.3.1 营销团队建设 ............ 39 6.3.2 激励机制完善 ............ 40 6.3.3 资源配套 .................... 40 6.4 本章小结 ........................... 41 总 结 ............ 42