CRM在证券经纪业务中的应用

近年来证券经纪业务从单一的以吸纳客户资金为主的经营管理模式,向以客户价值为中心的新型经营管理模式转换.     

数据挖掘技术在银行CRM中的应用

本文主要介绍了银行客户关系管理CRM的内涵,以及在银行客户关系管理中引入数据挖掘的必要性,重点阐述了数据挖掘技术在银行CRM中的五个应用,从而真正实现分析型客户关系管理。     

银行业CRM应用研究系列专题(三)我国银行业CRM系统解决方案

实施CRM是一个长期、复杂的系统工程,不是一蹴而就的事情,即使国外技术先进的企业,应用失败的案例也比较多.最常见的原因是启动阶段目标设定过高,所以根据企业自身的实际情况,将总体目标分拆成几个阶段逐步实施是比较现实的办法.本专题将对如何在我国银行中构建数据仓库,并将其应用于客户关系管理系统做一探讨.     

试析CRM在银行的应用

近年来，CRM的研究和应用在国外已成为一股热潮，国内企业也跃跃欲试，对这个面向客户的管理软件家族新成员给予了相当的关注。作为经营金融服务的商业银行，客户的满意度和忠诚度是其不懈的追求，接近客户，熟悉客户，有效地管理客户资源，为客户提供全新的服务理念，实施科学有效的客户关系管理，能为银行带来竞争优势。一、什么是CRM随着全球化、网络化、知识经济和金融自由化浪潮的展开，银行业正酝酿着有史以来最为深刻的变革，面临着同业之间、同业与非同业、国内与国外之间的激烈竞争，银行开始转向了以客户为中心的管理，客户成…     

CRM系统及其在我国银行业的应用分析

一、CRM系统介绍 CRM系统是一个管理企业与客户之间关系的系统,是企业实现可持续发展,实现经济效益最大化的系统.客户关系管理(Customer Relationship Management)系统源于"以客户为中心,以市场为导向"的新型商业模式,它通过向企业的管理、销售、市场和服务等部门提供全面、个性化的客户资料,强化跟踪服务、信息分析能力,使他们能够协同建立和维护一系列与客户以及边际客户之间的"协同关系",从而使企业能为客户提供更快捷和周到的优质服务,提高客户满意度,吸收和保持更多的优质客户.     

商业银行零售业务发展的趋势及竞争策略

进入21世纪后，全球商业银行的零售业务呈现出一种全新的发展趋势。面对这种发展趋势，商业银行制定什么样的策略来应对越来越激烈的竞争，本文拟对此作一探讨。     

银行零售业务的市场营销策略

如何做好银行零售业务的营销工作，使银行在激烈的市场竞争中取胜，是所有银行都非常关注的问题。确立一种理念，推出一个品牌，利用一门技术，疏通一条渠道，才能稳定一批客户，占领一片市场。     

银行业CRM应用研究系列专题(一)CRM系统在国外应用的成功案例

CRM起源于20世纪80年代中期;90年代获得了企业的广泛重视。CRM不仅仅是一个管理名词和管理概念,更是一套人机交互系统和一种解决方案,它能帮助企业更好地吸引现在的客户和留住有价值的客户。作为企业管理需求和现代信息技术的成功结合,银行业因其拥有巨大的客户信息资源,理所当然地成为 CRM应用的先锋,并因此受益颇丰。虽然我国商业银行中至今还没有尝试 CRM的先例,但面对加入WTO后发达国家银行的强大竞争,将迫使我们回答这个问题。本刊推出这一系列专题,旨在推动CRM在我国银行业应用的探讨与实践。     

银行的客户关系管理

客户关系管理(CRM)是指银行如何发现最有价值的客户,并为他们提供最优质的服务.它所涉及的内容包括:销售文化、一对一市场、数据仓库、数据挖掘、客户划分、客户忠诚度分析和交叉销售等.     

Relationship disconnect in retail banking

It has been established that increasing the role of technology in a service organisation can serve to reduce costs and improve service reliability. It is argued, however, that there remains an important role for personalised relationships in the delivery of any service proposition. Throughout this paper both of these perspectives will be discussed and an attempt is made to reconcile these apparently opposing views in the emerging age of technology-enabled remote relationships. Findings from a longitudinal research study with a large UK case bank that focused on the area of remote relationships are revisited and reinterpreted with management from the case bank in question. Through this reflective lens the bank's recent strategic decision to no longer proactively relationship manage its personal customer base is examined. In light of this deliberate relationship disconnection strategy key marketing implications are discussed.     

Competition in British retail banking

This article employs British cross-section time-series data to examine the competitive behavior of retail banks in the period 1985–1989. Product offerings are found to consist of both survivor and dominated products over time. In addition, there is evidence of price discrimination being practiced by banks. Individual banks are found to be influential in the setting of interest rates for retail bank products, though there is wide variation across banks and products.     

Segmenting retail banking customers

The desire to treat all customers equally, irrespective of their value to the organisation reflects the laudable but uneconomic service mantras of the past. New Zealand banks, using modern database management tools in conjunction with individual customer information, are migrating customers to cheaper delivery systems and adjusting their customer service levels (customer support, privileges, fee waivers, discounts, etc) according to customer profitability. The essence of this database management is still customer segmentation. Using a retail bank's proprietary customer contribution data in combination with survey-based customer data, this paper presents a quantitative eight segment ‘extension’ of Reinartz and Kumar's (2002) behavioural segmentation solution. Potential profitability in the customer-bank relationship is drawn from incorporation of share of wallet into the segmentation solution, providing insight into the management of each segment's customers, especially the ‘barnacles’ (loyal, loss-making customers) and the ‘butterflies’ (short-term, profitable customers).     

商业银行CRM解决方案

激烈的商业竞争环境迫切要求企业从"以产品为中心"向"以客户为中心"转变,如何实现这种模式?CRM给出了答案.在CRM系统中,企业以客户为中心,企业的生产、营销、服务及市场都围绕着客户进行,在最大限度地提高客户满意度的同时,也提高了企业的运作效率,降低了企业的运作成本.作为在中国市场经济大潮中扮演重要角色的商业银行,在内部金融体制改革和外资银行进入的双重威胁下,对客户关系管理的重视程度也已提高到一个新的高度.提高客户价值,进行客户关系管理已经成为商业银行在竞争中力求不败的重要筹码.     

银行CRM的星型模型设计

一、适用于银行CRM的星型模型 1.流行的数据仓库模型 CRM是客户关系管理的简称,常需要使用数据仓库技术来实现.目前比较流行的数据仓库模型主要有两种:Inmon提出的企业级数据仓库模型和Kimball提出的维模型.     

Can superior CRM capabilities improve performance in banking

The market enthusiasm generated around investment in customer relationship management (CRM) technology is in stark contrast to the nay-saying by many academic and business commentators. This raises an important research question concerning the extent to which banks should continue to invest in CRM technology. Drawing on field interviews and a survey of senior bank executives the results reveal that a superior CRM capability can deliver improved performance. The paper then demonstrates that in order to be most successful, CRM programs require a combination of technical, human and business capabilities.     

零售银行自助服务创新的新时代

德利多富信息系统有限公司（以下简称“德利多富”）作为全球金融自助设备的领先供应商，集研发、市场、销售和技术支持为一体。德利多富于20世纪90年代进入中国市场，几乎与所有国内银行均有合作，提供给客户广泛的增值产品、解决方案和相关服务，是业内解决方案和客户服务的领头企业。近年来，德利多富将零售业和银行业经验迅速扩展到邮政业、彩票业等其他领域，从而使零售银行进入了自助服务创新的新时代。     

On the importance of retail banking relationships

We use proprietary data to analyze the importance of retail banking relationships to commercial banks and their depositors when banks underwrite securities. We find lead underwriters’ retail customers benefit as they demand and end up with significantly more of the highly underpriced issues. We find it is actual underpricing beyond that predicted by grey markets that drive the differential demand from the lead bank retail clientele, suggesting that banks pass on information about underpriced initial public offerings to their retail depositors. We analyze banks’ incentives for such behavior and find evidence of banks benefiting through retail cross-selling—both brokerage accounts and consumer loans increase significantly.