商业银行客户经理制度研究
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摘要
在当前的新经济形势下，我国银行业面临的主要挑战是加强银行经营管理机制的改革。国内商业银行纷纷推行了银行经营管理的创新机制——商业银行客户经理制。
客户经理制的出现有其历史原因。20世纪70年代以来，随着西方商业银行间的竞争日益激烈，各商业银行都不断进行新产品设计和新体制的推出，客户经理制应运而生。经历了三个发展阶段，逐渐从以产品为主导到以关系为主导，期间整整三十年的时间，因而形成了较为成熟的体系，而国内商业银行的客户经理制大都处于实验阶段，且某些方面受中国国情所限，因而与国外商业银行的客户经理制相比有着一定的差距。
本文试图从长沙市一家处于竞争中心的某国有商业银行的分支机构——长沙华兴建行如何实施客户经理制入手。
长沙华兴建行在总行的政策指导下，为了加速业务的拓展，解决营销人员短缺的矛盾，进一步完善激励机制，在全行推行了公司客户经理制，旨在日趋激烈的同业竞争中获得竞争优势。
由于长沙华兴建行并非一级法人，所以长沙华兴建行的客户经理制是在总行的整体规划和长沙华兴建行自身审时度势的分析结果的结合中实施的。其主要特点有：长沙华兴建行设立了直接面向客户的营销管理部门——公司业务部，形成了二级经营、一级管理的客户部型的客户经理制的组织管理模式；建立了以综合模拟利润为核心、定量和定性相结合的业绩考核体系以及待遇与考核情况挂钩的一系列激励制度等。
长沙华兴建行的客户经理制实质上是一种营销服务方式，即客户经理对客户的全面管理，主要特点有：初步建立了以客户价值贡献分析法为分类标准的VIP客户分类管理体系，对重点客户提供优质、优先、优惠的产品和服务，维护客户关系。不过，正如任何计划都不可能十全十美一样，长沙华兴建行的客户经理制虽经过周密计划，并在实施过程中取得了一定的成效，但还是存在一些问题，主要原因一是因为认识上存在偏差，二是现有人员素质仍嫌偏低，三是体制上还没完全转变，四是激励约束机制尚不完善。
针对这些问题，笔者从体制、人事、银行硬件及市场网络建设方面提出了优化方案，深入探讨了应从哪些角度进一步完善现有的客户经理制。
最后，通过对长沙华兴建行的案例分析和优化方案设计，笔者对进一步发展我
国商业银行的客户经理制提出了自己的看法。
Under the current circumstance of the New Economy, the major challenge facing the banking industry in China is the reform aimed to reinforce the managerial mechanism in the sector. Commercial banks have, one after another, launched an innovative mechanism concerning banking management. The mechanism, namely, is customer management in commercial banking.
The emergence of customer management has historical reasons. After 1970's, the competence among western commercial banks became more and more furious. Each commercial bank carried on designing new products and pursuing new mechanism. Then customer management came into forth. Experiencing three phases, customer management changed from product - oriented to relationship - oriented. It lasted for almost 30 years and formed a matured system. But customer management in domestic commercial banks was only just begun, and it was limited in some aspects because of current condition. As a result, it has certain distance if compared with customer management in foreign commercial banks.
This article starts with the reform of Huaxing Changsha Construction bank, a branch of a state-owned commercial bank, which is in the center of competence in Changsha. .
Under the political direction of the head office, Huaxing Changsha Construction bank began to adopt customer management in order to accelerate the development of business, to solve the problem of shortage of marketing staff and to consummate the encourage system further. The goal of the reform is to gain advantage of competence in the financial industry.
For the reason that Huaxing Changsha Construction bank is not stair juridical person, the customer management of Huaxing Changsha Construction bank is under the whole programming of the head office and the cautious analysis of A band itself. The major characteristics of it are: Huaxing Changsha Construction bank founded corporation business sector, which is a marketing management department, faced the customers directly. It formed a management
mode, the content of this mode is that the branches of Huaxing Changsha Construction bank and the head office are all in charge of operating, while the head office is responsible for the management, which is a kind of client -sector mode of customer management. It established an achievements assess system which is comprehensive profits centered and combined quality and quantity. It also established a series of achievement assess system.
The customer management of Huaxing Changsha Construction bank is a kind of marketing service manner in nature, which is a complete management of customer manager to customers and demonstrates features as the preliminary formation of categorized VIP customers management system based on analysis of contributions to customer value. Major customers will be guaranteed products and services of high quality, first priority, and encouraging favor so that good customer relationship can be preserved.
However, as any plan in the world can't be perfect, the customer management still existed some problems although it was planned thoughtful and pursued successively. The reasons accounting for this were: there were some mistakes in the understanding of the new mechanism; the stuff was not so satisfied; the system has not been changed totally and the achievements assess system was not so perfect.
Aimed at these problems, the writer forwarded an optimizing scheme from four angles; the system, the human resources, the hardware construction and the marketing net establishment. The writer discussed further how to perfect current customer management.
At last, through the case analysis of Huaxing Changsha Construction bank and the design of optimizing scheme, the writer discussed his own thoughts about how to develop domestic customer management.
客户经理制的出现有其历史原因。20世纪70年代以来，随着西方商业银行间的竞争日益激烈，各商业银行都不断进行新产品设计和新体制的推出，客户经理制应运而生。经历了三个发展阶段，逐渐从以产品为主导到以关系为主导，期间整整三十年的时间，因而形成了较为成熟的体系，而国内商业银行的客户经理制大都处于实验阶段，且某些方面受中国国情所限，因而与国外商业银行的客户经理制相比有着一定的差距。
本文试图从长沙市一家处于竞争中心的某国有商业银行的分支机构——长沙华兴建行如何实施客户经理制入手。
长沙华兴建行在总行的政策指导下，为了加速业务的拓展，解决营销人员短缺的矛盾，进一步完善激励机制，在全行推行了公司客户经理制，旨在日趋激烈的同业竞争中获得竞争优势。
由于长沙华兴建行并非一级法人，所以长沙华兴建行的客户经理制是在总行的整体规划和长沙华兴建行自身审时度势的分析结果的结合中实施的。其主要特点有：长沙华兴建行设立了直接面向客户的营销管理部门——公司业务部，形成了二级经营、一级管理的客户部型的客户经理制的组织管理模式；建立了以综合模拟利润为核心、定量和定性相结合的业绩考核体系以及待遇与考核情况挂钩的一系列激励制度等。
长沙华兴建行的客户经理制实质上是一种营销服务方式，即客户经理对客户的全面管理，主要特点有：初步建立了以客户价值贡献分析法为分类标准的VIP客户分类管理体系，对重点客户提供优质、优先、优惠的产品和服务，维护客户关系。不过，正如任何计划都不可能十全十美一样，长沙华兴建行的客户经理制虽经过周密计划，并在实施过程中取得了一定的成效，但还是存在一些问题，主要原因一是因为认识上存在偏差，二是现有人员素质仍嫌偏低，三是体制上还没完全转变，四是激励约束机制尚不完善。
针对这些问题，笔者从体制、人事、银行硬件及市场网络建设方面提出了优化方案，深入探讨了应从哪些角度进一步完善现有的客户经理制。
最后，通过对长沙华兴建行的案例分析和优化方案设计，笔者对进一步发展我
国商业银行的客户经理制提出了自己的看法。
Under the current circumstance of the New Economy, the major challenge facing the banking industry in China is the reform aimed to reinforce the managerial mechanism in the sector. Commercial banks have, one after another, launched an innovative mechanism concerning banking management. The mechanism, namely, is customer management in commercial banking.
The emergence of customer management has historical reasons. After 1970's, the competence among western commercial banks became more and more furious. Each commercial bank carried on designing new products and pursuing new mechanism. Then customer management came into forth. Experiencing three phases, customer management changed from product - oriented to relationship - oriented. It lasted for almost 30 years and formed a matured system. But customer management in domestic commercial banks was only just begun, and it was limited in some aspects because of current condition. As a result, it has certain distance if compared with customer management in foreign commercial banks.
This article starts with the reform of Huaxing Changsha Construction bank, a branch of a state-owned commercial bank, which is in the center of competence in Changsha. .
Under the political direction of the head office, Huaxing Changsha Construction bank began to adopt customer management in order to accelerate the development of business, to solve the problem of shortage of marketing staff and to consummate the encourage system further. The goal of the reform is to gain advantage of competence in the financial industry.
For the reason that Huaxing Changsha Construction bank is not stair juridical person, the customer management of Huaxing Changsha Construction bank is under the whole programming of the head office and the cautious analysis of A band itself. The major characteristics of it are: Huaxing Changsha Construction bank founded corporation business sector, which is a marketing management department, faced the customers directly. It formed a management
mode, the content of this mode is that the branches of Huaxing Changsha Construction bank and the head office are all in charge of operating, while the head office is responsible for the management, which is a kind of client -sector mode of customer management. It established an achievements assess system which is comprehensive profits centered and combined quality and quantity. It also established a series of achievement assess system.
The customer management of Huaxing Changsha Construction bank is a kind of marketing service manner in nature, which is a complete management of customer manager to customers and demonstrates features as the preliminary formation of categorized VIP customers management system based on analysis of contributions to customer value. Major customers will be guaranteed products and services of high quality, first priority, and encouraging favor so that good customer relationship can be preserved.
However, as any plan in the world can't be perfect, the customer management still existed some problems although it was planned thoughtful and pursued successively. The reasons accounting for this were: there were some mistakes in the understanding of the new mechanism; the stuff was not so satisfied; the system has not been changed totally and the achievements assess system was not so perfect.
Aimed at these problems, the writer forwarded an optimizing scheme from four angles; the system, the human resources, the hardware construction and the marketing net establishment. The writer discussed further how to perfect current customer management.
At last, through the case analysis of Huaxing Changsha Construction bank and the design of optimizing scheme, the writer discussed his own thoughts about how to develop domestic customer management.
引文
[1] 刘红，徐筱凤．美国金融面面观．北京：学林出版社，1995
[2] Susan M. Brooniarczyk. Consumers Perception of the Assortment Offered in a Grocery Category: The Impact of Item Reduction, Journal of Marketing Research, May, 1998
[3] [英] 阿瑟·梅丹．金融服务营销学．北京：中国金融出版社，2000
[4] David M. Potter, People of Plenty. Chicago: University of Chicago, 1954
[5] 刘金宝．金融企业文化概论．北京：文汇出版社，1998
[6] 顾旋，刘都，刘炜．中国商业银行营销管理．北京：社会科学文献出版社，2000
[7] 朱宁．客户经理制——我国商业银行发展的趋势．经济问题探索，2001，(4)：16～19
[8] 胡礼文．推行客户经理制．完善商业银行经营管理．金融与经济，2001，(12)：29～32
[9] 孙岩．商业银行客户经理理论与补血．吉林：吉林人民出版社，2000
[10] Gordon J. R. Organizational behavior, 5th edition, McGraw-Hill, 1992
[11] 洪珍玲，蒋兆岗．现代商业银行营销概论．北京：中国经济出版社，1998
[12] 金绍珍．对我国商业银行客户经理制的探究．金融理论与教学，2002，(1)：32～15
[13] 杨琨．商业银行客户经理制．北京：中国金融出版社，2001
[14] Anthony Saunders. Financial Institutions Management., 2000
[15] 王良平．银行客户经理．广东：广东经济出版社，2000
[16] 梅清豪．21世纪新营销．上海：世界图书出版公司，2000
[17] Watkins Jeff, Information, technology, organizations people; Transformation in UK retail financial service sector, London, Rontedge, 1998
[18] William M. McGee and Michael J. May, Realizing a Management Information System's Potential, The Bankers Magazine, 1993, September/October: 52～55
[19] [美]汉斯·彼得·布隆默．客户关系营销技巧．北京：机械工业出版社，2002
[20] Sascha L. Schmidt and Christoph Treichler, A process-based View and its influence on Strategic Management, Knowledge and process Management, 1998
[21] 张民，李艳锋，张金昝．商业银行客户经理制．北京：中国物价出版社，2000
[22] William Wrenuall, Facilities Planning and Design: A Foundation of The BPR Pyramid, Industrial Management, 1997, July/August: 7～11
[23] [美]克里斯蒂·格鲁诺斯．服务市场营销管理．上海：复旦大学出版社，1998
[24] Linda J. Cloeman et al. What is My Want by Global Marketing? In J. M. Haws et al., Developments in Marketing Science 10. Akron, Ohio: Academy of Marketing Science, 1987
[25] Valarie A. Zeithaml. The New Demographics and Market Fragmentation. Journal of Marketing, 1985, Summer: 15～18
[26] 姜瑶英．20世纪90年代美国银行业的改革与战略．北京：中国财政经济出版社，2001
[27] Mittal, B. An Integrated Framework for retailing diverse consumer characteristics to supermarket coupon redemption. Journal of Marketing Research, 1994, 31(4):20～24
[28] 戴加新，齐朝晖，孙晓光．对我国商业银行实行客户经理制的思考．金融教学与研究，1999，(4)：27～36
[29] Anat Rafaeli. When Cashiers Meet Customers: An Analysis of the Role of Supermarket Cashiers. Academy of Management Journal, 1989, 32(2):30～31
[30] 阎冰竹．我国银行业实行客户经理制有关问题探讨．中国金融，1999，(7)：41～43
[31] Joseph. F. Sinkey, Jr. Commercial Bank Financial Management: in the Financial Services Industry. 5th edition, Prentice Hall, Inc. 1998
[32] Paul. H. Allen. Reengineering the Bank. McGraw-Hill, 1997
[33] [美]罗纳德·S·史威福特．客户关系管理．北京：中国经济出版社，2001
[34] Peter Rose. Commercial Bank Management. McGraw-Hill, Richard D. Irwin, 1996
[35] Tom Valentine. Readings in Financial Institution Management. Australia: Allen & Urwin, 1999
[36] 张晓明．客户经理制实施方略刍议．中国城市金融，2002，(3)：27～29
[37] Ralston D, Yu K C et al. The Cosmopolitan Chinese Managers. Journal of International management. 1996,2(2): 7～12
[38] Cascio W F. Managing human resources. 4th edition, McGraw-Hill, 1995
[39] 王丹．推行客户经理制 强化银行市场营销．社会科学家，2002，(1)：17～20
[40] Walker J. W. Human resource strategy. McGraw-Hill, 1992
[41] [美]彼得·S．罗斯．商业银行管理(第三版)．北京：经济科学出版社，1999
[42] Milkovich G J, Newman J M Compensation, Business Publications Inc, 1984
[43] Baird L S et al. Performance appraisal-assessing human behavior at work. Kent publishing co. 1986
[44] [美]乔治·H·汉普尔，多纳德·G·辛曼森．银行管理—教程与案例．北京：中国人民大学出版社，2002
[45] Franeesco a. m, Gold B. a. International organizational behavior, Prentice hall, 1998
[46] 王先玉．现代商业银行战略管理与营销管理．北京：中国金融出版社，1999
[47] [美]菲利浦·科特勒．营销管理——分析、计划、执行和控制(第九版)．上海：上海人民出版社，1999
[48] 王超．服务营销管理．北京：中国对外经济贸易出版社，1998
[49] A·佩恩．服务营销．北京：中信出版社，1998
[50] 孙正红．商业银行实施客户经理制问题探讨．中央财经大学学报，2001，(6)：22～24
[2] Susan M. Brooniarczyk. Consumers Perception of the Assortment Offered in a Grocery Category: The Impact of Item Reduction, Journal of Marketing Research, May, 1998
[3] [英] 阿瑟·梅丹．金融服务营销学．北京：中国金融出版社，2000
[4] David M. Potter, People of Plenty. Chicago: University of Chicago, 1954
[5] 刘金宝．金融企业文化概论．北京：文汇出版社，1998
[6] 顾旋，刘都，刘炜．中国商业银行营销管理．北京：社会科学文献出版社，2000
[7] 朱宁．客户经理制——我国商业银行发展的趋势．经济问题探索，2001，(4)：16～19
[8] 胡礼文．推行客户经理制．完善商业银行经营管理．金融与经济，2001，(12)：29～32
[9] 孙岩．商业银行客户经理理论与补血．吉林：吉林人民出版社，2000
[10] Gordon J. R. Organizational behavior, 5th edition, McGraw-Hill, 1992
[11] 洪珍玲，蒋兆岗．现代商业银行营销概论．北京：中国经济出版社，1998
[12] 金绍珍．对我国商业银行客户经理制的探究．金融理论与教学，2002，(1)：32～15
[13] 杨琨．商业银行客户经理制．北京：中国金融出版社，2001
[14] Anthony Saunders. Financial Institutions Management., 2000
[15] 王良平．银行客户经理．广东：广东经济出版社，2000
[16] 梅清豪．21世纪新营销．上海：世界图书出版公司，2000
[17] Watkins Jeff, Information, technology, organizations people; Transformation in UK retail financial service sector, London, Rontedge, 1998
[18] William M. McGee and Michael J. May, Realizing a Management Information System's Potential, The Bankers Magazine, 1993, September/October: 52～55
[19] [美]汉斯·彼得·布隆默．客户关系营销技巧．北京：机械工业出版社，2002
[20] Sascha L. Schmidt and Christoph Treichler, A process-based View and its influence on Strategic Management, Knowledge and process Management, 1998
[21] 张民，李艳锋，张金昝．商业银行客户经理制．北京：中国物价出版社，2000
[22] William Wrenuall, Facilities Planning and Design: A Foundation of The BPR Pyramid, Industrial Management, 1997, July/August: 7～11
[23] [美]克里斯蒂·格鲁诺斯．服务市场营销管理．上海：复旦大学出版社，1998
[24] Linda J. Cloeman et al. What is My Want by Global Marketing? In J. M. Haws et al., Developments in Marketing Science 10. Akron, Ohio: Academy of Marketing Science, 1987
[25] Valarie A. Zeithaml. The New Demographics and Market Fragmentation. Journal of Marketing, 1985, Summer: 15～18
[26] 姜瑶英．20世纪90年代美国银行业的改革与战略．北京：中国财政经济出版社，2001
[27] Mittal, B. An Integrated Framework for retailing diverse consumer characteristics to supermarket coupon redemption. Journal of Marketing Research, 1994, 31(4):20～24
[28] 戴加新，齐朝晖，孙晓光．对我国商业银行实行客户经理制的思考．金融教学与研究，1999，(4)：27～36
[29] Anat Rafaeli. When Cashiers Meet Customers: An Analysis of the Role of Supermarket Cashiers. Academy of Management Journal, 1989, 32(2):30～31
[30] 阎冰竹．我国银行业实行客户经理制有关问题探讨．中国金融，1999，(7)：41～43
[31] Joseph. F. Sinkey, Jr. Commercial Bank Financial Management: in the Financial Services Industry. 5th edition, Prentice Hall, Inc. 1998
[32] Paul. H. Allen. Reengineering the Bank. McGraw-Hill, 1997
[33] [美]罗纳德·S·史威福特．客户关系管理．北京：中国经济出版社，2001
[34] Peter Rose. Commercial Bank Management. McGraw-Hill, Richard D. Irwin, 1996
[35] Tom Valentine. Readings in Financial Institution Management. Australia: Allen & Urwin, 1999
[36] 张晓明．客户经理制实施方略刍议．中国城市金融，2002，(3)：27～29
[37] Ralston D, Yu K C et al. The Cosmopolitan Chinese Managers. Journal of International management. 1996,2(2): 7～12
[38] Cascio W F. Managing human resources. 4th edition, McGraw-Hill, 1995
[39] 王丹．推行客户经理制 强化银行市场营销．社会科学家，2002，(1)：17～20
[40] Walker J. W. Human resource strategy. McGraw-Hill, 1992
[41] [美]彼得·S．罗斯．商业银行管理(第三版)．北京：经济科学出版社，1999
[42] Milkovich G J, Newman J M Compensation, Business Publications Inc, 1984
[43] Baird L S et al. Performance appraisal-assessing human behavior at work. Kent publishing co. 1986
[44] [美]乔治·H·汉普尔，多纳德·G·辛曼森．银行管理—教程与案例．北京：中国人民大学出版社，2002
[45] Franeesco a. m, Gold B. a. International organizational behavior, Prentice hall, 1998
[46] 王先玉．现代商业银行战略管理与营销管理．北京：中国金融出版社，1999
[47] [美]菲利浦·科特勒．营销管理——分析、计划、执行和控制(第九版)．上海：上海人民出版社，1999
[48] 王超．服务营销管理．北京：中国对外经济贸易出版社，1998
[49] A·佩恩．服务营销．北京：中信出版社，1998
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