南京信息工程大學(xué)外文翻譯模板

1、精選優(yōu)質(zhì)文檔-傾情為你奉上 濱江學(xué)院本科生畢業(yè)論文(設(shè)計(jì))外文文獻(xiàn)翻譯題 目 The reform of commercial banks marketing model （譯：商業(yè)銀行營(yíng)銷(xiāo)改革模式）院 系 濱江學(xué)院 專(zhuān) 業(yè) 學(xué)生姓名 學(xué) 號(hào) 指導(dǎo)教師 丁江賢 二 一七 年 五 月 二十 日（排版基本與論文本身基本相同）商業(yè)銀行營(yíng)銷(xiāo)改革模式羅斯.皮特 , 哈金斯.西爾維婭 現(xiàn)代西方商業(yè)銀行與客戶(hù)關(guān)系的形成經(jīng)過(guò)了一個(gè)變化的過(guò)程。70年代，銀行與客戶(hù)的關(guān)系是以銀行為主的，當(dāng)時(shí)客戶(hù)的融資選擇很少，一般就是銀行貸款，所以客戶(hù)對(duì)銀行的依賴(lài)多于銀行對(duì)客戶(hù)的依賴(lài)，客戶(hù)對(duì)銀行忠誠(chéng)度很高，即一般不輕易換關(guān)系銀行

2、。在英國(guó)，當(dāng)時(shí)銀行間競(jìng)爭(zhēng)不大，所有銀行提供的產(chǎn)品、價(jià)格和服務(wù)基本都一樣，相互之間互不侵犯。在與客戶(hù)關(guān)系上，由銀行決定向客戶(hù)提供產(chǎn)品、價(jià)格和時(shí)間等，客戶(hù)只能被動(dòng)地適應(yīng)。到80年代，客戶(hù)融資選擇增加，可以通過(guò)不同的方式和渠道好集資金，銀行間競(jìng)爭(zhēng)也明顯加大，客戶(hù)不再過(guò)度依賴(lài)某一家銀行，而是轉(zhuǎn)向選擇能滿足特定需要的銀行。銀行這時(shí)主要是推廣可以吸引客戶(hù)并為銀行帶來(lái)盈利的產(chǎn)品和服務(wù)，即以產(chǎn)品為主導(dǎo)。銀行和客戶(hù)之間的關(guān)系變成互相選擇的、不固定的、松散的交易關(guān)系，銀行的產(chǎn)品專(zhuān)家成為主要跟客戶(hù)聯(lián)系的接觸點(diǎn)，但只是在有交易的時(shí)候。進(jìn)入90年代，特別是90年代中后期，銀行開(kāi)始轉(zhuǎn)向以客戶(hù)關(guān)系為主導(dǎo)，即以客戶(hù)為中心。在

3、這一時(shí)期，客戶(hù)的金融服務(wù)需求日益多樣化，選擇性也明顯增強(qiáng)，銀行間的競(jìng)爭(zhēng)進(jìn)一步加劇。這時(shí)銀行再僅僅提供單一的產(chǎn)品和服務(wù)，已很難滿足客戶(hù)日益變化的多樣性需求，而不能更好地滿足客戶(hù)需求，銀行就將喪失市場(chǎng)競(jìng)爭(zhēng)能力。由此促使越來(lái)越多的銀行改變過(guò)去的以產(chǎn)品為主導(dǎo)的經(jīng)營(yíng)戰(zhàn)略，而轉(zhuǎn)向以客戶(hù)為中心。從英國(guó)巴克萊銀行的發(fā)展經(jīng)驗(yàn)上看，也大體上反映了這種變化過(guò)程。70年代以來(lái)巴克萊銀行的市場(chǎng)開(kāi)發(fā)戰(zhàn)略大體上經(jīng)歷了三個(gè)階段：第一階段是在70年代及以前，實(shí)行的是以產(chǎn)品為主導(dǎo)的戰(zhàn)略。當(dāng)時(shí)銀行不考慮客戶(hù)需要什么，也不是適應(yīng)客戶(hù)需要開(kāi)發(fā)產(chǎn)品，而是客戶(hù)適應(yīng)銀行，銀行生產(chǎn)出產(chǎn)品就能推銷(xiāo)出去。銀行相對(duì)于客戶(hù)處于完全的主動(dòng)地位，客戶(hù)到銀

4、行開(kāi)帳戶(hù)，還要有人介紹。第二階段是70年代中后期至80年代，實(shí)行的是以銷(xiāo)售為主導(dǎo)的戰(zhàn)略。1975年巴克萊銀行提出要占有市場(chǎng)，提高市場(chǎng)占有率，認(rèn)為只要有市場(chǎng)，就可以有發(fā)展。然而市場(chǎng)份額的擴(kuò)大沒(méi)有給該行帶來(lái)應(yīng)有的利潤(rùn)回報(bào)，因?yàn)槊つ孔非罂蛻?hù)數(shù)量和業(yè)務(wù)規(guī)模，使不良客戶(hù)大量增加，壞帳增多，結(jié)果導(dǎo)致利潤(rùn)下降。第三階段是90年代，特別是90年代中期以來(lái)，該行提出了以市場(chǎng)為主導(dǎo)，以客戶(hù)為中心的市場(chǎng)開(kāi)發(fā)戰(zhàn)略，即根據(jù)確定的目標(biāo)客戶(hù)的需要，開(kāi)發(fā)滿足客戶(hù)需要的產(chǎn)品，并為客戶(hù)提供全面的金融服務(wù)。 一、商業(yè)銀行市場(chǎng)營(yíng)銷(xiāo)策略的國(guó)際比較 外資商業(yè)銀行市場(chǎng)營(yíng)銷(xiāo)理論的發(fā)展經(jīng)歷了五個(gè)階段：廣告宣傳階段、友好服務(wù)階段、金融創(chuàng)新階段、

5、服務(wù)定位階段、分析計(jì)劃和控制階段，形成了完善的商業(yè)銀行營(yíng)銷(xiāo)體系。本文將選擇具有代表性的外資商業(yè)銀行營(yíng)銷(xiāo)策略作簡(jiǎn)單介紹。 (一）美國(guó)商業(yè)銀行的營(yíng)銷(xiāo)策略 美國(guó)商業(yè)銀行專(zhuān)家指出，注重商業(yè)銀行的運(yùn)營(yíng)監(jiān)測(cè)、發(fā)掘和提供滿足顧客需求的產(chǎn)品是商業(yè)銀行經(jīng)營(yíng)管理的重點(diǎn)，故銀行營(yíng)銷(xiāo)工作從以下幾個(gè)方面展開(kāi)：1、提供具針對(duì)性的服務(wù)方式。細(xì)分客戶(hù)市場(chǎng)。2、提供系列化業(yè)務(wù)的服務(wù)。將各類(lèi)服務(wù)項(xiàng)目和金融產(chǎn)品進(jìn)行組合和配套，從整體上解決和滿足顧客在企業(yè)的不同生命周期中遇到的不同需要。3、培養(yǎng)“關(guān)系經(jīng)理”。與不同行業(yè)、地區(qū)的社會(huì)各層次的客戶(hù)建立關(guān)系，實(shí)現(xiàn)賬戶(hù)滲透和業(yè)務(wù)發(fā)展，保證已有客戶(hù)的同時(shí)，使?jié)撛诳蛻?hù)變成現(xiàn)實(shí)“用戶(hù)”。4、建立良

6、好信譽(yù)，加強(qiáng)公共關(guān)系。 (2） 加拿大商業(yè)銀行的營(yíng)銷(xiāo)策略 加拿大皇家銀行、加拿大帝國(guó)商業(yè)銀行、蒙特利爾銀行行和蘇科蒂爾銀行四家商業(yè)銀行享譽(yù)全球。研究結(jié)果表明，它們的成功要訣在于實(shí)施正確的國(guó)際化競(jìng)爭(zhēng)戰(zhàn)略和銀行營(yíng)銷(xiāo)策略。早在上世紀(jì)80年代，加拿大商業(yè)銀行的業(yè)務(wù)發(fā)展戰(zhàn)略就開(kāi)始了徹底改革，并推行國(guó)際化營(yíng)銷(xiāo)策略。如1980年，帝國(guó)商業(yè)銀行進(jìn)行機(jī)構(gòu)重組，建立新的國(guó)際經(jīng)營(yíng)機(jī)構(gòu)進(jìn)軍全球市場(chǎng)。1982年，蒙特利爾銀行將服務(wù)對(duì)象范圍擴(kuò)大為全球社團(tuán)法人和政府?？频贍栥y行建立起世界范圍的信息系統(tǒng)，實(shí)施全方位服務(wù)的金融機(jī)構(gòu)戰(zhàn)略。 (3） 日本商業(yè)銀行的營(yíng)銷(xiāo)策略 日本商業(yè)銀行營(yíng)銷(xiāo)專(zhuān)家認(rèn)為，銀行營(yíng)銷(xiāo)策略可總結(jié)為：1、建立支

7、持營(yíng)銷(xiāo)戰(zhàn)略實(shí)施的管理體制，以確保營(yíng)銷(xiāo)策略的推廣。2、增強(qiáng)渠道建設(shè)，開(kāi)辟市場(chǎng)盈利新增點(diǎn)。日本的商業(yè)銀行通過(guò)重組分支網(wǎng)點(diǎn)，建立了“耳目商店”、百貨公司型的“金融廣場(chǎng)”、“家庭銀行業(yè)務(wù)”等等，有效的吸引了客戶(hù)。3、增強(qiáng)商業(yè)銀行內(nèi)部的研究能力和產(chǎn)品開(kāi)發(fā)能力。日本的商業(yè)銀行開(kāi)創(chuàng)了銀行領(lǐng)域的新產(chǎn)品“內(nèi)部辦公室業(yè)務(wù)”，即商業(yè)銀行為企業(yè)提供專(zhuān)業(yè)化的事務(wù)性工作代辦業(yè) 務(wù)，以降低企業(yè)的投資支出（如工資等），達(dá)到銀行和企業(yè)間的雙贏。4、打造企業(yè)文化，塑造金融機(jī)構(gòu)的卓著信譽(yù)。（4） 、香港商業(yè)銀行的營(yíng)銷(xiāo)策略 香港發(fā)達(dá)的金融市場(chǎng)造就了匯豐銀行、恒生銀行、東 亞銀行等國(guó)際知名的商業(yè)銀行。研究它們的營(yíng)銷(xiāo)策略發(fā)現(xiàn)：1、市場(chǎng)定

8、位明確。如匯豐銀行的市場(chǎng)定位是“環(huán)球金融，地方智慧”，以此強(qiáng)調(diào)它既是一家國(guó)際銀行，同時(shí)也強(qiáng)調(diào) 地域差異。2、人性化服務(wù)貼心周到。如恒生銀行被稱(chēng)為亞洲服務(wù)最佳的銀行；匯豐銀行為卓越客戶(hù)更是提供全球性 的尊貴服務(wù)。3、樹(shù)立良好的公眾形象，注重企業(yè)文化在日常業(yè)務(wù)上的滲透，為客服提供“精品”服務(wù)，感受“貴賓待 遇”。1、 確立以客戶(hù)為中心的經(jīng)營(yíng)理念，并作為銀行最基本的經(jīng)營(yíng)原則這一理念包括如下方面：銀行以滿足客戶(hù)需要為先，滿足客戶(hù)需要優(yōu)于銀行產(chǎn)品推銷(xiāo)，銀行客戶(hù)關(guān)系戰(zhàn)略集中于銀行的目標(biāo)客戶(hù)；銀行根據(jù)客戶(hù)面臨的難題及市場(chǎng)環(huán)境變化而改變；為客戶(hù)提供解決問(wèn)題的方案和辦法是銀行的責(zé)任；銀行要協(xié)調(diào)、調(diào)動(dòng)全行各方面的

9、資源為客戶(hù)提供服務(wù)，滿足客戶(hù)多方面的需求；銀行內(nèi)部為此要加強(qiáng)合作，形成團(tuán)隊(duì)精神。2、 按客戶(hù)群而不是按銀行業(yè)務(wù)設(shè)立機(jī)構(gòu)巴克萊銀行的機(jī)構(gòu)設(shè)置為四大部門(mén)：零售銀行、公司銀行、投資銀行和資本市場(chǎng)。其中投資銀行和資本市場(chǎng)業(yè)務(wù)基本上集中在總行，零售銀行和公司銀行業(yè)務(wù)則在總行、大區(qū)分行、分行分層次、分地區(qū)合理劃分。零售銀行內(nèi)又設(shè)立零售客戶(hù)部、客戶(hù)服務(wù)部、理財(cái)服務(wù)部、信用卡部、產(chǎn)品開(kāi)發(fā)部、人力資源部、公共關(guān)系部、業(yè)務(wù)支持系統(tǒng)等部門(mén)，公司銀行內(nèi)設(shè)置公司服務(wù)部、大公司客戶(hù)服務(wù)部、人力資源部、公共關(guān)系部、財(cái)務(wù)部、風(fēng)險(xiǎn)管理部、國(guó)際業(yè)務(wù)部、市場(chǎng)開(kāi)發(fā)部等。3、 實(shí)行客戶(hù)經(jīng)理制從以產(chǎn)品為中心轉(zhuǎn)向以客戶(hù)為中心以來(lái)，西方各大

10、銀行普遍推行了客戶(hù)經(jīng)理制?？蛻?hù)經(jīng)理作為聯(lián)系銀行與客戶(hù)的重要橋梁，為客戶(hù)提供全方位的服務(wù)?？蛻?hù)對(duì)銀行的各種金融產(chǎn)品需求不必再找銀行的各個(gè)產(chǎn)品部門(mén)，而是通過(guò)客戶(hù)經(jīng)理就可以全部得到辦理。銀行通過(guò)客戶(hù)經(jīng)理也可以對(duì)客戶(hù)進(jìn)行整體的把握，實(shí)行統(tǒng)一的客戶(hù)戰(zhàn)略，而不是像過(guò)去那樣由各個(gè)產(chǎn)品部門(mén)直接面對(duì)客戶(hù)，各個(gè)部門(mén)之間缺乏聯(lián)系與溝通，從而很難對(duì)客戶(hù)做總體的分析與把握?？蛻?hù)經(jīng)理的一般任務(wù)是：聯(lián)系銀行與客戶(hù)之間的各種關(guān)系；作為客戶(hù)的策略及財(cái)務(wù)參謀；研究分析客戶(hù)的需要并提出解決的辦法；協(xié)調(diào)和爭(zhēng)取銀行的各項(xiàng)資源(即產(chǎn)品)；及時(shí)解決客戶(hù)的需要；了解競(jìng)爭(zhēng)銀行的客戶(hù)策略及時(shí)提出對(duì)策、建議；通過(guò)管理、服務(wù)客戶(hù)為銀行賺取合理的回報(bào)

11、。巴克萊銀行為重要個(gè)人客戶(hù)(收人或金融資產(chǎn)5萬(wàn)英鎊以上)設(shè)立了要客經(jīng)理，為特大戶(hù)(收入或金融資產(chǎn)在25萬(wàn)英鎊以上)設(shè)立了私人銀行部。該行在全英設(shè)立了42個(gè)與分行并行的要客中心，700多名要客經(jīng)理，每人配一名助理，每個(gè)要客經(jīng)理大約負(fù)責(zé)300名要客，為要客提供全面的服務(wù)。4、 產(chǎn)品開(kāi)發(fā)以客戶(hù)為中心，為客戶(hù)提供配套、組合式的金融服務(wù)銀行的產(chǎn)品開(kāi)發(fā)不是銀行自身的需要，而是為滿足客戶(hù)的需要，因此西方商業(yè)銀行都強(qiáng)調(diào)產(chǎn)品開(kāi)發(fā)不能從銀行自身發(fā)展出發(fā)，而要從客戶(hù)需要出發(fā)。銀行根據(jù)客戶(hù)分類(lèi)和不同客戶(hù)的特點(diǎn)，以“量身定做”的方式開(kāi)發(fā)適合不同客戶(hù)群需要的產(chǎn)品，更好地滿足客戶(hù)需要。銀行一般都致力于成為客戶(hù)的關(guān)系銀行，相

12、應(yīng)地客戶(hù)就成為銀行的關(guān)系客戶(hù)，關(guān)系銀行是客戶(hù)的首選銀行，與客戶(hù)有密切的聯(lián)系，一個(gè)銀行甚至一個(gè)分支機(jī)構(gòu)就能滿足客戶(hù)所有或絕大部分的金融服務(wù)需求。為此銀行都大力加強(qiáng)產(chǎn)品開(kāi)發(fā)，努力為客戶(hù)提供全方位、多品種和“一站式”的金融服務(wù)。英國(guó)各大商業(yè)銀行近年都大力發(fā)展電話銀行中心、網(wǎng)上銀行、電視銀行等電子銀行體系，為客戶(hù)提供隨時(shí)隨地的銀行服務(wù)。附：（注意另起一頁(yè)）The reform of commercial banks marketing modelPeter S.Rose , Silvia C.Hudgins The formation of the modern western commercial

13、bank and customer relationship through a process of change.In the 70 s, the relationship between the customers and the bank of bank, when the customer financing options rarely, generally is a bank loan, so the customer dependence on Banks than bank dependence on customers, customer high loyalty to a

14、 bank, bank is generally not easily change relations.Britain, the competition between Banks is at the time, all the Banks to offer products, basic is the same price and service, non-aggression between each other. In relations with customers, decided by the Banks to provide customers products, price

15、and time, etc, customers can only passively adapt to.In the 80 s, the customer financing options increase, can in different ways and channels set money, competition between Banks also increased obviously, customers no longer overly dependent on one bank, but to choose to meet the need of a particula

16、r bank.Bank mainly promotion can attract customers and bring profitable products and services to the bank, which is dominated by products. Relationship between Banks and customers to choose each other, not fixed, loose trading relationship and banking products experts as the main contact point of co

17、ntact with our customer, but only when a deal.Into the 90 s, especially in mid and late 90 s, Banks are turning to customer relations as the leading factor, i.e., according to the customer as the center. During this period, customers of financial services demand increasingly diverse, selective also

18、significantly enhanced, intensified competition between Banks. More the Banks provide only a single product and service, has been difficult to meet the demand of the diversity of customers increasingly change, to better meet customer demand, the bank will lose market competitiveness.Is prompting a g

19、rowing number of Banks to change dominated by product marketing strategy in the past, and towards to the customer as the center.Look from the development experience of Britain's barclays bank, also largely reflects this change process. Barclays market development strategy since the 70 s, roughly

20、 experienced three stages: the first stage is in the 70 s and before, practice is based on products as the leading strategy.When Banks do not consider what customers need, also is not adapt to the customer need to develop a product, but customers to adapt to the bank, the bank can sell produce produ

21、cts. Banks relative to the client in a fully active status, the customer to the bank to open an account, but also was introduced.The second stage is the 70 s to the 80 s, is based on sales of dominant strategy. 1975 barclays bank offered to occupy the market, improve market share, think that as long

22、 as there is a market, you can have development.However, the expansion of market share did not bring the due returns, because blindly pursuing the customer number and scale of business resulted in a major increase of bad customer bad debts increasing, resulting in lower profits.The third stage is th

23、e 90 s, especially since the mid - 90 - s, the bank take the market as the leading factor, is proposed to the customer as the center of the market development strategy, namely according to determine the needs of target customers, product development meet customer's need, and provide customers wi

24、th comprehensive financial services.1、International comparison of commercial bank marketing strategyForeign commercial bank marketing theory has experienced five stages of development：Advertising, friendly service, financial innovation, service status.Section, analysis, planning and control phase, f

25、ormed the perfect commercial bank ,This article will select a representative sample of foreign commercial bank marketing strategies were briefly introduced.2、The marketing strategy of commercial Banks in the United StatesExperts point out that the commercial bank, focusing on commercial bank operati

26、on monitoring, discover and provide to meet customer requirements of product is the key of the commercial bank operation and management, so the bank marketing work from the following several aspects.（1）、Provide targeted services and customer segments.（2）、Provide series of business services. Will be

27、all kinds of services and financial products are combined and form a complete set, on the whole solution and meet the needs of customers in the enterprise in different life cycle have different needs.(3)、Training "relationship manager". With different industries, regions, social relationsh

28、ips at all levels of customers, achieve account penetration and business development, guarantee for the customer at the same time, make the potential customers into reality "users".（4）、Establish a good reputation, to strengthen public relations.3、 Canada, the marketing strategy of commerci

29、al BanksRoyal bank of Canada, the Canadian imperial bank of commerce, bank of Montreal and Sue coty's bank four commercial Banks worldwide fame.Research results show that the internationalization of their key to success is to implement the correct competition strategy and the bank marketing stra

30、tegy.In the early 1980 s, the Canadian business development strategies of commercial Banks began to overhaul, and promote the internationalization marketing strategy.Such as 1980, the imperial bank of commerce to restructure institutions to establish a new international operators to enter the global

31、 market.In 1982, bank of Montreal service object will extend to corporations and governments around the world. Coty, the bank established a worldwide information system, implement the strategy of all-round services of financial institutions.4、 Japan's marketing strategy of commercial BanksJapane

32、se commercial Banks marketing experts think that Banks marketing strategy can be summed up as:（1）、The management system, support the implementation of marketing strategy to ensure the promotion of marketing strategy.(2)、Enhance channel construction, open up the market profit new point. Japanese comm

33、ercial Banks through the reorganization of the branch network, established the "eyes and ears" store, department stores, type "financial square", "family banking", etc., effectively to attract the customers.(3)、Strengthen the commercial Banks internal research and produ

34、ct development ability. Japanese commercial Banks created a new product in the field of bank - "internal business office", namely commercial Banks to provide enterprises with professional transactional work business agents, in order to reduce the enterprise investment spending (such as wag

35、es, etc.), to achieve win-win between Banks and enterprises.（4）、To build enterprise culture, shape the outstanding reputation of financial institutions.5、 Hong Kong bank marketing managementDeveloped financial markets contributed to HSBC in Hong Kong, the hang seng bank, bank of east Asia and other

36、international well-known commercial Banks.Study found their marketing strategy.(1)、Market positioning is clear.Such as HSBC market positioning is "global finance, local wisdom", to emphasize it is an international bank, at the same time also stressed that regional differences.（2）、Humanized

37、 service considerate considerate. Such as bank of hang seng bank known as Asia's best service; HSBC provides superior customer is global distinguished service.(3)、Set up good public image, pay attention to enterprise culture in the daily business on the penetration, to provide "high-quality

38、 goods" service for customer service, "VIP to meet".1、Establish customer-focused business philosophy, and the basic operating principles as a bankThis concept includes the following aspects: the Banks to meet customer needs, meet customer needs better than bank products sales, custome

39、r relationship strategy focuses on bank's target customers; Bank according to the customer's problems and change with the changing market conditions; Provide customers with solutions and way to solve the problem is the bank's responsibility; He all aspects of the bank wants to coordinate

40、, to mobilize resources to provide clients with service, meet the needs of clients; Within Banks should strengthen cooperation, to form a team spirit.2、According to the customers not to be set up in banking institutions.Barclays bank institutions set to four departments: retail banking, corporate ba

41、nking, investment banking and capital markets. Which investment banking and capital markets business is basically concentrated in the headquarters, retail banking and corporate banking are in headquarters, regional branch, the branch hierarchy, reasonable division of the region. Within the retail ba

42、nk and set up a retail customer department, customer service, financial services, credit card department, product development department, human resources, public relations, business support system, the company set up in the bank service department, the big company's customer service, human resou

43、rces, public relations, finance, risk.3、Implement customer manager systemFrom products as the center to customer as the center, western Banks widespread implementation of client manager system. Customer manager as an important bridge, contact the bank and the customer provides the omni-directional s

44、ervice for the customer. Customer demand for bank financial products don't have to looking for a bank's various products division, but by the customer manager can all be processed. Bank through the customer manager can also to overall grasp of the customer, unified customer strategy, rather

45、than by each product department directly face the customer like the past, the lack of contact and communication between different departments, thus it is difficult to make overall analysis and to customers. Task: to contact the bank customer manager, the general relationships between with customers;

46、 As a customer strategy, and financial staff; Research and analysis customer's needs and put forward the solution; Coordination and strive for the bank in all kinds of resources (i.e., products); Timely solve customer needs; Bank customers understand competition strategy timely put forward the countermeasures and Suggestions; Through management, service customer for bank to earn a reasonable return. Barclays bank for important personal customer (income or financial assets of more than 50000 pounds) has set up a customer manager, for large