中国工商银行SP分行私人银欧亿·体育（中国）有限公司务营销策略研究 2018-2020年是SP地区区域经济金融深入发展、规则变革、市场融合的重要三年， 亦是工商银行SP分行稳质量、调结构、转方式、促升级的关键三年。SP分行实施“三 年发展规划”战略部署，精准把握市场机遇与竞争态势，准确定位发展目标与主攻方 向，切实提升发展速度与质量效益，随着国家推进利率市场化和人民币汇率形成机制 改革、发展多层次资本市场、提高直接融资比重、完善金融基础设施和市场互联互通、 不断扩大金融对外开放以及防控地方政府、房地产、国有企业融资风险等一系列措施 的实施，资管新规以及加强银行资本、流动性管理等一系列监管意见的落地，必将从 多个维度重构金融生态环境。长期看，优化社会融资结构、规范金融业务健康合规发 展，建立良好的金融生态，将对SP分行未来发展形成利好。但短期看，强风控、严监 管将对银行贷款投向、资总的看，面对新一轮的金融变革、监管高压，银欧亿·体育（中国）有限公司的短期 “阵痛”不可避免，金融环境的深刻复杂变化，既是银行机构新时期发展战略执行的 重要契机，也是银行机构突破改革创新能力面临的巨大考验。 随着近年来商业银行私人银欧亿·体育（中国）有限公司务快速发展，私人银欧亿·体育（中国）有限公司务的发展成为同业银行 经营的核心竞争力，特别是建行(中国建设银行)全面加速追赶发力，招行(招商银行) 突出重点城市区域优先，海外主流私人银行机构纷纷抢滩中国，各类财富公司及金融 机构加速占领同业市场。此外，信托、证券、三方理财、家族办公室、互联网金融等 新型私人银行机构积极开拓高端私人银行市场，私人银行新业态涌现，不断细分客户 市场，跨业跨界竞争加剧。工商银行私人银欧亿·体育（中国）有限公司务自2008年3月开办以来，始终秉承 “以客户为中心”的初心，并且始终关注客户个人、家庭、企业三重维度的综合化和 个性化需求，持续引领国内私人银欧亿·体育（中国）有限公司务的发展。如今，面对复杂的市场环境和激烈 的同业竞争，依托地域经济社会环境的发展，工商银行SP分行如何发挥独特优势，整 合集团资源，做大做强私人银欧亿·体育（中国）有限公司务，提升同业竞争力成为至关重要的问题。 本文通过归纳总结法和理论与实践结合法，研究工商银行SP分行私人银欧亿·体育（中国）有限公司务营 销策略。基于STP理论和7P理论基础，通过深度分析工商银行SP分行私人银欧亿·体育（中国）有限公司务 的营销环境，提出工商银行SP分行私人银欧亿·体育（中国）有限公司务营销策略制定的具体措施。主要以工 商银行SP分行私人银欧亿·体育（中国）有限公司务为研究对象，从当前工商银行SP分行私人银欧亿·体育（中国）有限公司务所处 的宏观环境及内部和欧亿·体育（中国）有限公司竞争环境出发，通过分析业务发展情况结合营销理论提出相 II 关建议：产品方面，梳理目前多样化产品系列，深入挖掘客户需求做好创新产品营销， 满足客户多样化投资需要；价格方面，通过客户分层提供差异性服务，促进经营效益 的提升；渠道方面，联合多部门多渠道营销改善品牌形象并促进营销目标达成；促销 方面，通过开展多种营销活动，加强品牌宣传，提高客户对私人银欧亿·体育（中国）有限公司务的认知，人 员方面，注重客户识别和深度KYC，从客户角度实施营销战略，注重客户在服务过程中 的参与度；有形展示方面，完善设施建设，规范员工管理，提升客户服务体验；服务 过程方面，优化完善服务流程，精细过程管理，提升服务效能。 关键词： 私人银欧亿·体育（中国）有限公司务，7P理论，营销策略 III Abstract Research on the Marketing Strategy of Private Banking in SP Branch of Industrial and Commercial Bank of China 2018-2020 is the important three years for the deep development of regional economy and finance in SP region, the change of rules and the integration of market. It is also the key three years for ICBC SP branch to stabilize quality, adjust structure, change mode and promote upgrading. SP branch implements the "three-year development plan" strategic deployment, accurately grasps the market opportunity and the competition situation, accurately positions the development goal and the main attack direction, earnestly enhances the development speed and the quality benefit, as the state promotes the interest rate marketization and the RMB exchange rate formation mechanism reform, develops the multi-level capital market, raises the direct financing proportion, consummates the financial infrastructure and the market interconnection, unceasingly expands the financial opening to the outside world and controls the local government, the real estate, the state-owned enterprise financing risk and so on a series of measures, the capital management new regulation and strengthens the bank capital, the liquidity management and so on series supervision opinion falls to the ground, Must reconstruct the financial ecological environment from many dimensions. For a long time, optimizing the social financing structure, standardizing the healthy and compliant development of financial business and establishing a good financial ecology will be beneficial to the future development of SP branch. But in the short term, strong wind control and strict supervision will look at the investment and capital of bank loans. In the face of a new round of financial reform and high supervision, the short-term "labor pain" of the banking industry is inevitable, and the profound and complex changes in the financial environment are not only an important opportunity for the implementation of the development strategy of banking institutions in the new period, but also a great test for the ability of banking institutions to break through the reform and innovation. With the rapid development of private banking business in commercial banks in recent years, the development of private banking business has become the core competitiveness of interbank banking operation. In particular, CCB has accelerated its catch-up efforts in an all-round way. In addition, trust, securities, tripartite financial management, family offices, Internet finance and other new private banking institutions actively open up the high-end IV private banking market, private banking new forms of business emerged, constantly segment the customer market, cross-industry cross-border competition intensified. Since its inception in March 2008, ICBC's private banking business has been adhering to the "customer- centered" initial heart, and always pay attention to the customer's individual, family, enterprise three dimensions of integration and personalized needs, continue to lead the development of domestic private banking business. At present, in the face of complex market environment and fierce competition in the same industry, relying on the development of regional economic and social environment, how ICBC SP branches can give full play to their unique advantages, integrate group resources, expand and strengthen private banking business, and enhance the competitiveness of the same industry has become a crucial issue. By summing up and combining theory with practice, this paper studies the marketing strategy of ICBC SP branch private banking. On the basis of STP theory and 7 P theory, through in-depth analysis of ICBC SP branch private banking business marketing environment, put forward ICBC branch private banking business marketing strategy formulation of specific measures. Based on the macro-environment and internal and industry competition environment of ICBC SP branch private banking business, this paper puts forward some suggestions based on the analysis of business development and marketing theory. Promotion, through carrying out a variety of marketing activities, strengthen brand publicity, improve customer awareness of private banking business, personnel, pay attention to customer identification and depth KYC, From the customer perspective to implement marketing strategy, pay attention to customer participation in the service process； physical display, improve facilities construction, standardize staff management, enhance customer service experience； Service process, optimize and improve service flow, fine process management, enhance service efficiency. Keywords: Private banking, 7 P theory, Marketing strategy V 目 录 第1章 绪论 ...................................................................................................... 1 1.1 研究背景 .................................................................................................. 1 1.2 研究意义 .................................................................................................. 1 1.3 研究内容 .................................................................................................. 3 1.4 研究方法 .................................................................................................. 3 第2章 相关理论基础 ...................................