南京信息工程大学外文翻译模板

滨江学院本科生毕业论文(设计)外文文献翻译题目Thereformofcommercialbanksmarketingmodel（译：商业银行营销改革模式）院系滨江学院专业学生姓名学号指导教师丁江贤二Ｏ一七年五月二十日（排版基本与论文本身基本相同）商业银行营销改革模式罗斯.皮特,哈金斯.西尔维娅现代西方商业银行与客户关系的形成经过了一个变化的过程。70年代，银行与客户的关系是以银行为主的，当时客户的融资选择很少，一般就是银行贷款，所以客户对银行的依赖多于银行对客户的依赖，客户对银行忠诚度很高，即一般不轻易换关系银行。在英国，当时银行间竞争不大，所有银行提供的产品、价格和服务基本都一样，相互之间互不侵犯。在与客户关系上，由银行决定向客户提供产品、价格和时间等，客户只能被动地适应。到80年代，客户融资选择增加，可以通过不同的方式和渠道好集资金，银行间竞争也明显加大，客户不再过度依赖某一家银行，而是转向选择能满足特定需要的银行。银行这时主要是推广可以吸引客户并为银行带来盈利的产品和服务，即以产品为主导。银行和客户之间的关系变成互相选择的、不固定的、松散的交易关系，银行的产品专家成为主要跟客户联系的接触点，但只是在有交易的时候。进入90年代，特别是90年代中后期，银行开始转向以客户关系为主导，即以客户为中心。在这一时期，客户的金融服务需求日益多样化，选择性也明显增强，银行间的竞争进一步加剧。这时银行再仅仅提供单一的产品和服务，已很难满足客户日益变化的多样性需求，而不能更好地满足客户需求，银行就将丧失市场竞争能力。由此促使越来越多的银行改变过去的以产品为主导的经营战略，而转向以客户为中心。

从英国巴克莱银行的发展经验上看，也大体上反映了这种变化过程。70年代以来巴克莱银行的市场开发战略大体上经历了三个阶段：第一阶段是在70年代及以前，实行的是以产品为主导的战略。当时银行不考虑客户需要什么，也不是适应客户需要开发产品，而是客户适应银行，银行生产出产品就能推销出去。银行相对于客户处于完全的主动地位，客户到银行开帐户，还要有人介绍。第二阶段是70年代中后期至80年代，实行的是以销售为主导的战略。1975年巴克莱银行提出要占有市场，提高市场占有率，认为只要有市场，就可以有发展。然而市场份额的扩大没有给该行带来应有的利润回报，因为盲目追求客户数量和业务规模，使不良客户大量增加，坏帐增多，结果导致利润下降。第三阶段是90年代，特别是90年代中期以来，该行提出了以市场为主导，以客户为中心的市场开发战略，即根据确定的目标客户的需要，开发满足客户需要的产品，并为客户提供全面的金融服务。一、商业银行市场营销策略的国际比较外资商业银行市场营销理论的发展经历了五个阶段：广告宣传阶段、友好服务阶段、金融附：（注意另起一页）ThereformofcommercialbanksmarketingmodelPeterS.Rose,SilviaC.HudginsTheformationofthemodernwesterncommercialbankandcustomerrelationshipthroughaprocessofchange.Inthe70s,therelationshipbetweenthecustomersandthebankofbank,whenthecustomerfinancingoptionsrarely,generallyisabankloan,sothecustomerdependenceonBanksthanbankdependenceoncustomers,customerhighloyaltytoabank,bankisgenerallynoteasilychangerelations.Britain,thecompetitionbetweenBanksisatthetime,alltheBankstoofferproducts,basicisthesamepriceandservice,non-aggressionbetweeneachother.Inrelationswithcustomers,decidedbytheBankstoprovidecustomersproducts,priceandtime,etc,customerscanonlypassivelyadaptto.Inthe80s,thecustomerfinancingoptionsincrease,canindifferentwaysandchannelssetmoney,competitionbetweenBanksalsoincreasedobviously,customersnolongeroverlydependentononebank,buttochoosetomeettheneedofaparticularbank.Bankmainlypromotioncanattractcustomersandbringprofitableproductsandservicestothebank,whichisdominatedbyproducts.RelationshipbetweenBanksandcustomerstochooseeachother,notfixed,loosetradingrelationshipandbankingproductsexpertsasthemaincontactpointofcontactwithourcustomer,butonlywhenadeal.Intothe90s,especiallyinmidandlate90s,Banksareturningtocustomerrelationsastheleadingfactor,i.e.,accordingtothecustomerasthecenter.Duringthisperiod,customersoffinancialservicesdemandincreasinglydiverse,selectivealsosignificantlyenhanced,intensifiedcompetitionbetweenBanks.MoretheBanksprovideonlyasingleproductandservice,hasbeendifficulttomeetthedemandofthediversityofcustomersincreasinglychange,tobettermeetcustomerdemand,thebankwilllosemarketcompetitiveness.IspromptingagrowingnumberofBankstochangedominatedbyproductmarketingstrategyinthepast,andtowardstothecustomerasthecenter.LookfromthedevelopmentexperienceofBritain'sbarclaysbank,alsolargelyreflectsthischangeprocess.Barclaysmarketdevelopmentstrategysincethe70s,roughlyexperiencedthreestages:thefirststageisinthe70sandbefore,practiceisbasedonproductsastheleadingstrategy.WhenBanksdonotconsiderwhatcustomersneed,alsoisnotadapttothecustomerneedtodevelopaproduct,butcustomerstoadapttothebank,thebankcansellproduceproducts.Banksrelativetotheclientinafullyactivestatus,thecustomertothebanktoopenanaccount,butalsowasintroduced.Thesecondstageisthe70stothe80s,isbasedonsalesofdominantstrategy.1975barclaysbankofferedtooccupythemarket,improvemarketshare,thinkthataslongasthereisamarket,youcanhavedevelopment.However,theexpansionofmarketsharedidnotbringtheduereturns,becauseblindlypursuingthecustomernumberandscaleofbusinessresultedinamajorincreaseofbadcustomerbaddebtsincreasing,resultinginlowerprofits.Thethirdstageisthe90s,especiallysincethemid-90-s,thebanktakethemarketastheleadingfactor,isproposedtothecustomerasthecenterofthemarketdevelopmentstrategy,namelyaccordingtodeterminetheneedsoftargetcustomers,productdevelopmentmeetcustomer'sneed,andprovidecustomerswithcomprehensivefinancialservices.1、InternationalcomparisonofcommercialbankmarketingstrategyForeigncommercialbankmarketingtheoryhasexperiencedfivestagesofdevelopment：Advertising,friendlyservice,financialinnovation,servicestatus.Section,analysis,planningandcontrolphase,formedtheperfectcommercialbank,Thisarticlewillselectarepresentativesampleofforeigncommercialbankmarketingstrategieswerebrieflyintroduced.2、ThemarketingstrategyofcommercialBanksintheUnitedStatesExpertspointoutthatthecommercialbank,focusingoncommercialbankoperationmonitoring,discoverandprovidetomeetcustomerrequirementsofproductisthekeyofthecommercialbankoperationandmanagement,sothebankmarketingworkfromthefollowingseveralaspects.（1）、Providetargetedservicesandcustomersegments.（2）、Provideseriesofbusinessservices.Willbeallkindsofservicesandfinancialproductsarecombinedandformacompleteset,onthewholesolutionandmeettheneedsofcustomersintheenterpriseindifferentlifecyclehavedifferentneeds.(3)、Training"relationshipmanager".Withdifferentindustries,regions,socialrelationshipsatalllevelsofcustomers,achieveaccountpenetrationandbusinessdevelopment,guaranteeforthecustomeratthesametime,makethepotentialcustomersintoreality"users".（4）、Establishagoodreputation,tostrengthenpublicrelations.Canada,themarketingstrategyofcommercialBanksRoyalbankofCanada,theCanadianimperialbankofcommerce,bankofMontrealandSuecoty'sbankfourcommercialBanksworldwidefame.Researchresultsshowthattheinternationalizationoftheirkeytosuccessistoimplementthecorrectcompetitionstrategyandthebankmarketingstrategy.Intheearly1980s,theCanadianbusinessdevelopmentstrategiesofcommercialBanksbegantooverhaul,andpromotetheinternationalizationmarketingstrategy.Suchas1980,theimperialbankofcommercetorestructureinstitutionstoestablishanewinternationaloperatorstoentertheglobalmarket.In1982,bankofMontrealserviceobjectwillextendtocorporationsandgovernmentsaroundtheworld.Coty,thebankestablishedaworldwideinformationsystem,implementthestrategyofall-roundservicesoffinancialinstitutions.Japan'smarketingstrategyofcommercialBanksJapanesecommercialBanksmarketingexpertsthinkthatBanksmarketingstrategycanbesummedupas:（1）、Themanagementsystem,supporttheimplementationofmarketingstrategytoensurethepromotionofmarketingstrategy.(2)、Enhancechannelconstruction,openupthemarketprofitnewpoint.JapanesecommercialBanksthroughthereorganizationofthebranchnetwork,establishedthe"eyesandears"store,departmentstores,type"financialsquare","familybanking",etc.,effectivelytoattractthecustomers.(3)、StrengthenthecommercialBanksinternalresearchandproductdevelopmentability.JapanesecommercialBankscreatedanewproductinthefieldofbank-"internalbusinessoffice",namelycommercialBankstoprovideenterpriseswithprofessionaltransactionalworkbusinessagents,inordertoreducetheenterpriseinvestmentspending(suchaswages,etc.),toachievewin-winbetweenBanksandenterprises.（4）、Tobuildenterpriseculture,shapetheoutstandingreputationoffinancialinstitutions.HongKongbankmarketingmanagementDevelopedfinancialmarketscontributedtoHSBCinHongKong,thehangsengbank,bankofeastAsiaandotherinternationalwell-knowncommercialBanks.Studyfoundtheirmarketingstrategy.(1)、Marketpositioningisclear.SuchasHSBCmarketpositioningis"globalfinance,localwisdom",toemphasizeitisaninternationalbank,atthesametimealsostressedthatregionaldifferences.（2）、Humanizedserviceconsiderateconsiderate.SuchasbankofhangsengbankknownasAsia'sbestservice;HSBCprovidessuperiorcustomerisglobaldistinguishedservice.(3)、Setupgoodpublicimage,payattentiontoenterprisecultureinthedailybusinessonthepenetration,toprovide"high-qualitygoods"serviceforcustomerservice,"VIPtomeet".1、Establishcustomer-focusedbusinessphilosophy,andthebasicoperatingprinciplesasabankThisconceptincludesthefollowingaspects:theBankstomeetcustomerneeds,meetcustomerneedsbetterthanbankproductssales,customerrelationshipstrategyfocusesonbank'stargetcustomers;Bankaccordingtothecustomer'sproblemsandchangewiththechangingmarketconditions;Providecustomerswithsolutionsandwaytosolvetheproblemisthebank'sresponsibility;Heallaspectsofthebankwantstocoordinate,tomobilizeresourcestoprovideclientswithservice,meettheneedsofclients;WithinBanksshouldstrengthencooperation,toformateamspirit.2、Accordingtothecustomersnottobesetupinbankinginstitutions.Barclaysbankinstitutionssettofourdepartments:retailbanking,corporatebanking,investmentbankingandcapitalmarkets.Whichinvestmentbankingandcapitalmarketsbusinessisbasicallyconcentratedintheheadquarters,retailbankingandcorporatebankingareinheadquarters,regionalbranch,thebranchhierarchy,reasonabledivisionoftheregion.Withintheretailbankandsetuparetailcustomerdepartment,customerservice,financialservices,creditcarddepartment,productdevelopmentdepartment,humanresources,publicrelations,businesssupportsystem,thecompanysetupinthebankservicedepartment,thebigcompany'scustomerservice,humanresources,publicrelations,finance,risk.3、ImplementcustomermanagersystemFromproductsasthecentertocustomerasthecenter,westernBankswidespreadimplementationofclientmanagersystem.Customermanagerasanimportantbridge,contactthebankandthecustomerprovidestheomni-directionalserviceforthecustomer.Customerdemandforbankfinancialproductsdon'thavetolookingforabank'svariousproductsdivision,butbythecustomermanagercanallbeprocessed.Bankthroughthecustomermanagercanalsotooverallgraspofthecustomer,unifiedcustomerstrategy,ratherthanbyeachproductdepartmentdirectlyfacethecustomerlikethepast,thelackofcontactandcommunicationbetweendifferentdepartments,thusitisdifficulttomakeoverallanalysisandtocustomers.Task:tocontactthebankcustomermanager,thegeneralrelationshipsbetweenwithcustomers;Asacustomerstrategy,andfinancialstaff;Researchandanalysiscustomer'sneedsandputforwardthesolution;Coordinationandstriveforthebankinallkindsofresources(i.e.,products);Timelysolvecustomerneeds;BankcustomersunderstandcompetitionstrategytimelyputforwardthecountermeasuresandSuggestions;Throughmanagement,servicecustomerforbanktoearnareasonablereturn.Barclaysbankforimportantpersonalcustomer(incomeorfinancialassetsofmorethan50000pounds)hassetupacustomermanager,forlargefamilies(incomeorfinancialassetsinmorethan250000pounds)setupaprivatebank.Thebanksetup42withbranchinUKparalleltocustomercenter,morethan700customermanager,eachwithanassistant,eacht