南京信息工程大學外文翻譯模板

1、濱江學院本科生畢業(yè)論文（設(shè)計）外文文獻翻譯題日 _The reform of commercial banks marketing model（譯：商業(yè)銀行營銷改革模式）院 系 濱江學院專 業(yè)學生姓名 學 號指導教師丁江賢二O 七年五月二十日（排版基本與論文本身基本相同）商業(yè)銀行營銷改革模式羅斯.皮特，哈金斯西爾維婭現(xiàn)代西方商業(yè)銀行與客戶關(guān)系的形成經(jīng)過了一個變化的過程。70年代，銀行與客戶的關(guān)系是以銀行為主的，當時客戶的融資選擇很少，一般就是銀行貸款，所以客戶對銀行的依賴 多于銀行對客戶的依賴，客戶對銀行忠誠度很高，即一般不輕易換關(guān)系銀行。在英國，當時 銀行間競爭不大，所有銀行提供的產(chǎn)品、價格

2、和服務(wù)基本都一樣，相互之間互不侵犯。在與 客戶關(guān)系上，由銀行決定向客戶提供產(chǎn)品、價格和時間等，客戶只能被動地適應(yīng)。到80年代，客戶融資選擇增加，可以通過不同的方式和渠道好集資金，銀行間競爭也明顯加大，客戶不 再過度依賴某一家銀行，而是轉(zhuǎn)向選擇能滿足特定需要的銀行。銀行這時主要是推廣可以吸 引客戶并為銀行帶來盈利的產(chǎn)品和服務(wù)，即以產(chǎn)品為主導。銀行和客戶之間的關(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)品專家成為主要跟客戶聯(lián)系的接觸點，但只 是在有交易的時候。進入 90年代，特別是90年代中后期，銀行開始轉(zhuǎn)向以客戶關(guān)系為主導， 即以客戶為中心。在這一時期，客戶的金融服務(wù)需求日益多樣化，

3、選擇性也明顯增強，銀行 間的競爭進一步加劇。這時銀行再僅僅提供單一的產(chǎn)品和服務(wù)，已很難滿足客戶日益變化的 多樣性需求，而不能更好地滿足客戶需求，銀行就將喪失市場競爭能力。由此促使越來越多 的銀行改變過去的以產(chǎn)品為主導的經(jīng)營戰(zhàn)略，而轉(zhuǎn)向以客戶為中心。從英國巴克萊銀行的發(fā)展經(jīng)驗上看，也大體上反映了這種變化過程。70年代以來巴克萊銀行的市場開發(fā)戰(zhàn)略大體上經(jīng)歷了三個階段：第一階段是在70年代及以前，實行的是以產(chǎn)品為主導的戰(zhàn)略。當時銀行不考慮客戶需要什么，也不是適應(yīng)客戶需要開發(fā)產(chǎn)品，而是客戶適 應(yīng)銀行，銀行生產(chǎn)出產(chǎn)品就能推銷出去。銀行相對于客戶處于完全的主動地位，客戶到銀行 開帳戶，還要有人介紹。第二階

4、段是70年代中后期至80年代，實行的是以銷售為主導的戰(zhàn)略。1975年巴克萊銀行提出要占有市場，提高市場占有率，認為只要有市場，就可以有發(fā)展。 然而市場份額的擴大沒有給該行帶來應(yīng)有的利潤回報，因為盲目追求客戶數(shù)量和業(yè)務(wù)規(guī)模， 使不良客戶大量增加，壞帳增多，結(jié)果導致利潤下降。第三階段是90年代，特別是90年代中期以來，該行提出了以市場為主導，以客戶為中心的市場開發(fā)戰(zhàn)略，即根據(jù)確定的目標客 戶的需要，開發(fā)滿足客戶需要的產(chǎn)品，并為客戶提供全面的金融服務(wù)。一、商業(yè)銀行市場營銷策略的國際比較外資商業(yè)銀行市場營銷理論的發(fā)展經(jīng)歷了五個階段：廣告宣傳階段、友好服務(wù)階段、金融 創(chuàng)新階段、服務(wù)定位階段、分析計劃和控

5、制階段，形成了完善的商業(yè)銀行營銷體系。本文將 選擇具有代表性的外資商業(yè)銀行營銷策略作簡單介紹。（一）美國商業(yè)銀行的營銷策略美國商業(yè)銀行專家指出，注重商業(yè)銀行的運營監(jiān)測、發(fā)掘和提供滿足顧客需求的產(chǎn)品是商業(yè)銀行經(jīng)營管理的重點，故銀行營銷工作從以下幾個方面展開：1、提供具針對性的服務(wù)方式。細分客戶市場。2、提供系列化業(yè)務(wù)的服務(wù)。將各類服務(wù)項目和金融產(chǎn)品進行組合和配套， 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)的社會各層次的客戶建立關(guān)系，實現(xiàn)賬戶滲透和業(yè)務(wù)發(fā)展，保證已有客戶 的同時，使?jié)撛诳蛻糇兂涩F(xiàn)實“用戶”。4、建立良好信譽，加強公共關(guān)系。（

6、二）加拿大商業(yè)銀行的營銷策略加拿大皇家銀行、加拿大帝國商業(yè)銀行、蒙特利爾銀行行和蘇科蒂爾銀行四家商業(yè)銀行享譽全球。研究結(jié)果表明，它們的成功要訣在于實施正確的國際化競爭戰(zhàn)略和銀行營銷策略。早在上世紀80年代，加拿大商業(yè)銀行的業(yè)務(wù)發(fā)展戰(zhàn)略就開始了徹底改革，并推行國際化營銷策略。如1980年，帝國商業(yè)銀行進行機構(gòu)重組，建立新的國際經(jīng)營機構(gòu)進軍全球市場。1982年，蒙特利爾銀行將服務(wù)對象范圍擴大為全球社團法人和政府?？频贍栥y行建立起世界范圍 的信息系統(tǒng)，實施全方位服務(wù)的金融機構(gòu)戰(zhàn)略。（三）日本商業(yè)銀行的營銷策略日本商業(yè)銀行營銷專家認為，銀行營銷策略可總結(jié)為：1、建立支持營銷戰(zhàn)略實施的管理體制，以確保營

7、銷策略的推廣。2、增強渠道建設(shè)，開辟市場盈利新增點。日本的商業(yè)銀行通過重組分支網(wǎng)點，建立了 “耳目商店”、百貨公司型的“金融廣場”、“家庭銀行業(yè)務(wù)”等等，有效的吸引了客戶。3、增強商業(yè)銀行內(nèi)部的研究能力和產(chǎn)品開發(fā)能力。日本的商業(yè)銀行開創(chuàng) 了銀行領(lǐng)域的新產(chǎn)品一一“內(nèi)部辦公室業(yè)務(wù)”，即商業(yè)銀行為企業(yè)提供專業(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），達到銀行和企業(yè)間的雙贏。 4、打造企業(yè)文化， 塑造金融機構(gòu)的卓著信譽。（四）、香港商業(yè)銀行的營銷策略香港發(fā)達的金融市場造就了匯豐銀行、恒生銀行、東亞銀行等國際知名的商業(yè)銀行。研究它們的營銷策略發(fā)現(xiàn)：1、市場定位明確。如匯豐銀行的市場定位

8、是“環(huán)球金融，地方智慧”， 以此強調(diào)它既是一家國際銀行，同時也強調(diào)地域差異。2、人性化服務(wù)貼心周到。如恒生銀行被稱為亞洲服務(wù)最佳的銀行；匯豐銀行為卓越客戶更是提供全球性的尊貴服務(wù)。3、樹立良好的公眾形象，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”。、確立以客戶為中心的經(jīng)營理念，并作為銀行最基本的經(jīng)營原則這一理念包括如下方面：銀行以滿足客戶需要為先，滿足客戶需要優(yōu)于銀行產(chǎn)品推銷， 銀行客戶關(guān)系戰(zhàn)略集中于銀行的目標客戶；銀行根據(jù)客戶面臨的難題及市場環(huán)境變化而改變; 為客戶提供解決問題的方案和辦法是銀行的責任；銀行要協(xié)調(diào)、調(diào)動全行各方面的資源為客 戶提供服務(wù)，滿足客戶

9、多方面的需求；銀行內(nèi)部為此要加強合作，形成團隊精神。二、按客戶群而不是按銀行業(yè)務(wù)設(shè)立機構(gòu)巴克萊銀行的機構(gòu)設(shè)置為四大部門：零售銀行、公司銀行、投資銀行和資本市場。其中 投資銀行和資本市場業(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)立零售客戶部、客戶服務(wù)部、理財服務(wù)部、 信用卡部、產(chǎn)品開發(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，公司銀行內(nèi)設(shè)置 公司服務(wù)部、大公司客戶服務(wù)部、人力資源部、公共關(guān)系部、財務(wù)部、風險管理部、國際業(yè) 務(wù)部、市場開發(fā)部等。三、實行客戶經(jīng)理制從以產(chǎn)品為中心轉(zhuǎn)向以客戶為中心以來，西方各大銀行普遍推行了客戶經(jīng)理

10、制?？蛻艚?jīng) 理作為聯(lián)系銀行與客戶的重要橋梁，為客戶提供全方位的服務(wù)?？蛻魧︺y行的各種金融產(chǎn)品 需求不必再找銀行的各個產(chǎn)品部門，而是通過客戶經(jīng)理就可以全部得到辦理。銀行通過客戶 經(jīng)理也可以對客戶進行整體的把握，實行統(tǒng)一的客戶戰(zhàn)略，而不是像過去那樣由各個產(chǎn)品部 門直接面對客戶，各個部門之間缺乏聯(lián)系與溝通，從而很難對客戶做總體的分析與把握?？?戶經(jīng)理的一般任務(wù)是：聯(lián)系銀行與客戶之間的各種關(guān)系；作為客戶的策略及財務(wù)參謀；研究 分析客戶的需要并提出解決的辦法；協(xié)調(diào)和爭取銀行的各項資源（即產(chǎn)品）；及時解決客戶的需要；了解競爭銀行的客戶策略及時提出對策、建議；通過管理、服務(wù)客戶為銀行賺取合理 的回報。巴克萊

11、銀行為重要個人客戶（收人或金融資產(chǎn) 5萬英鎊以上）設(shè)立了要客經(jīng)理，為特大戶（收入或金融資產(chǎn)在 25萬英鎊以上）設(shè)立了私人銀行部。該行在全英設(shè)立了42個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，每個要客經(jīng)理大約負責300名要客，為要客提供全面的服務(wù)。四、產(chǎn)品開發(fā)以客戶為中心，為客戶提供配套、組合式的金融服務(wù)銀行的產(chǎn)品開發(fā)不是銀行自身的需要，而是為滿足客戶的需要，因此西方商業(yè)銀行都強 調(diào)產(chǎn)品開發(fā)不能從銀行自身發(fā)展出發(fā)，而要從客戶需要出發(fā)。銀行根據(jù)客戶分類和不同客戶 的特點，以“量身定做”的方式開發(fā)適合不同客戶群需要的產(chǎn)品，更好地滿足客戶需要。銀 行一般都致力于成為客戶的關(guān)系銀行，相

12、應(yīng)地客戶就成為銀行的關(guān)系客戶，關(guān)系銀行是客戶 的首選銀行，與客戶有密切的聯(lián)系，一個銀行甚至一個分支機構(gòu)就能滿足客戶所有或絕大部 分的金融服務(wù)需求。為此銀行都大力加強產(chǎn)品開發(fā)，努力為客戶提供全方位、多品種和“一 站式的金融服務(wù)。英國各大商業(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，為客戶提供隨時隨地的銀行服務(wù)。附：（注意另起一頁）The reform of commercial banks marketi ng modelPeter S.Rose , Silvia C.HudginsThe formatio n of the moder n western commer

13、cial bank and customer relati on shipthrougha process of change. In the 70 s, the relationship between the customers and the bank of bank, whe n the customer financing opti ons rarely, gen erally is a bank loa n, so the customer depe ndence on Banks tha n bank depe ndence on customers, customer high

14、 loyalty to a bank, bank is gen erally not easily cha nge relati on s.Brita in,thecompetition 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

15、products, price and time, etc, customers can only passively adapt to.In the 80 s, the customer financing options in crease, can in differe nt ways and cha nn els set mon ey, competiti on betwee n Banks also in creased obviously, customers no Ion ger overly depe ndent on one bank, but to choose to me

16、et the need of a particular bank.Bank mainly promotioncan attractcustomers 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 tradi ng relati on ship and banking products experts as t

17、he main con tact point of con tact with our customer, but only whe n a deal.I nto 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 servicesdema nd in cre

18、as in glydiverse, selective alsosig ni fica ntlyenhan ced,intensified competition between Banks. More the Banks provide only a single product and service, has bee n difficult to meet the dema nd of the diversity of customers in creas in glycha nge, to better meet customer dema nd, the bank will lose

19、 marketcompetitiveness.Isprompting a growing number of Banks to change dominated by productmarketing strategy in the past, and towards to the customer as the center.Look from the development experienee of Britainsbarclays bank, also largely reflectsthis cha nge process. Barclays market developme nt

20、strategy since the 70 s, roughly experieneed three stages: the first stage is in the 70 s and before, practice is based on products as the lead ing strategy.Whe n Banks do not con sider what customers n eed, also is not adapt to the customer n eed to develop a product, but customers to adaptto the b

21、ank, the bank can sell produce products. Banks relative to the clie nt in afully active status, the customer to the bank to ope n an acco unt, but also wasin troduced.The sec ond stage is the 70 s to the 80 s, is based on sales of dominantstrategy. 1975 barclays bank offered to occupy the market, im

22、prove market share, think that as long as there is a market, you can have developme nt.However, the expa nsionof market share did not bring the due returns, because blindly pursuingthe customernu mber and scale of bus in ess resulted in a major in crease of bad customer bad debtsincreasing, resultin

23、g in lower profits.The third stage is the 90 s, especiallysincethe mid - 90 - s, the bank take the market as the leadi ng factor, is proposed to the customer as the center of the market development strategy, namely according to determ ine the n eeds of target customers, product developme nt meet cus

24、tomers n eed, and provide customers with comprehe nsive finan cial services.1、International comparison of commercial bank marketing strategyForeign commercial bank marketing theory has experieneed five stages of development : Advertis ing,frien dlyservice, finan cialinno vati on,service status.Secti

25、o n,analysis,planning and control phase, formed the perfect commercial bank ,This articlewill select a represe ntative sample of foreig n commercial bank market ing strategies were briefly in troduced.2、The marketing strategy of commercial Banks in the United StatesExperts point out that the commerc

26、ial bank, focus ing on commercial bank operati onmonitoring, 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)

27、、 Provide series of bus in ess services. Will be all kinds of services and finan cial products are combined and form a complete set, on the whole solution and meet the needs of customers in the enterprisein differentlife cycle have differentneeds.(3)、Trainingrelati on shipman ager.With differe nt in

28、 dustries,regi ons,socialrelati on ships at all levels of customers, achieve acco unt pen etrati on and bus in ess development, guarantee for the customer at the same time, make the potentialcustomersinto realityusers. (4) Establish a good reputation, to strengthen public relations.3、Canada, the mar

29、keting strategy of commercial BanksRoyal bank of Can ada, the Can adia n imperial bank of commerce, bank of Mon treal andSue cotys bank four commercial Banks worldwide fame.Research results show that theinternationalizationof their key to success is to implement the correct competitionstrategy and t

30、he bank marketi ng strateg y.ln the early 1980 s, the Can adia n bus in ess development strategies of commercial Banks began to overhaul, and promote the in ternatio nalizatio n market ing strategy.Such as 1980, theimperial bank of commerceto restructure in stituti ons to establish a new intern ati

31、onal operators to en ter the global market.In 1982, bank of Montreal service object will extend to corporationsand governments around the world. Coty, the bank established a worldwide information system, implement the strategy of all-round services of financial institutions.4、Japans marketing strate

32、gy of commercial BanksJapa nese commercial Banks marketi ng experts think that Banks marketi ng strategy can be summedup as: (1)、 The management system, support the implementationof marketingstrategy to ensure the promotionof marketingstrategy.(2) 、 Enhance channelcon struct ion,ope n up the market

33、profit new point. Japa nese commercial Banks throughthe reorganization of the branch network, established the eyes and ears store, departme nt stores, type finan cial square, family bankin g, etc., effectively to attract the customers.(3) 、Strengthen the commercial Banks internal research and produc

34、t developme nt ability. Japa nese commercial Banks created a new product in the field of bank - internal bus in ess office, n amely commercial Banks to provide en terprises with professi onal tran sacti onal work bus in ess age nts, in order to reduce the enterprise investment spending (such as wage

35、s, 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、 intern ati onal well-k nown commercial Ban ks.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 sametime also stressed that regional differences. (2)、Humanized serv

37、ice con siderate con siderate. Such as bank of hang seng bank known as Asias best service; HSBC provides superior customer is global distinguished service.(3)、 Set up goodpublic image, pay atte nti on to en terprise culture in the dailybus in esson thepen etrati on, to provide high-quality goods ser

38、vice for customer service, VIP to meet.1、 Establish customer-focusedbus in ess philosophy, and the basic operat ing prin ciples as a bankThis con cept i ncludes the follow ing aspects: the Banks to meet customer n eeds, meet customer n eeds better tha n bank products sales, customer relati on shipst

39、rategyfocuses on ban ks target customers; Bank accord ing to the customers problems and change with the changing market conditions;Provide customers with solutionsand wayto solve the problem is the ban ks resp on sibility; He all aspects of the bank wants to coord in ate, to mobilize resources to pr

40、ovide clie nts with service,meet the n eedsof clie nts; With in Banks should stre ngthe n cooperati on, to form a team spirit.2、According to the customers not to be set up in banking institutions.Barclays bank institutionsset to four departments:retail banking, corporate banking,investmentbanking an

41、d capital markets. Which investmentbanking and capital marketsbus in ess is basically concen trated in the headquarters, retail banking and corporate banking are in headquarters, regi onalbran ch,the branch hierarchy,reas on abledivisi onof the regi on.With in the retail bank and set up a retail cus

42、tomer departme nt,customer service, finan cial services, credit card departme nt, product developme nt departme nt, huma n resources, public relati ons,bus in ess support system, the compa nyset up in the bank service departme nt, the big compa nys customer service, huma n resources, public relati o

43、ns, finance, risk.3、Implement customer manager systemFrom products as the cen ter to customer as the cen ter, wester n Banks widespread impleme ntati on of clie nt man ager system. Customer man ager as an importa nt bridge, con tact the bank and the customer provides the omn i-directio nal service f

44、or the customer. Customer dema nd for bank finan cial products dont have to look ing for a ban ks various products divisi on, but by the customer man ager can all be processed. Bank through the customer manager can also to overall grasp of the customer,unifiedcustomer strategy, rather than by each p

45、roduct department directly face the customer like the past, the lack of con tact and com mun icati on betwee n differe nt departme nts, thus it is difficult to make overall an alysis and to customers. Task: to con tact thebank customer man ager, the gen eral relati on shipsbetwee n with customers; A

46、s a customerstrategy, and financial staff; Research and analysis customers 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 reas on able return. Barclays bank for importa nt pers onal customer (in come or finan cial assets of more tha n 50000 poun ds) has set up a customer manager, for large famili