商业银行客户经理制的有效性分析及对策研究
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摘要
商业银行客户经理制是商业银行实施的一项新的制度革新，是实施银行市场营销战略的一种有效手段。客户经理作为银行与客户的中介，使银行与分散的客户之间建立起一个全面的、稳定的服务对应关系，促使银行的营销理念从“以产品为中心”提升到“以客户为中心”，并且促进了银行业更多地使用现代信息技术。在客户经理制中，客户经理通过推销金融产品、传递市场信息、收集和管理客户信息和为客户提供支持服务等，建立起银行与客户有效沟通的信息渠道，使银行和客户在互通的信息流动中实现各自的最大利益。
但是，客户经理制也存在弊端，如对银行业市场竞争有一定程度的抑制、增加了商业银行业务层与后台管理层之间的权限摩擦以及对客户经理激励约束条件提出了更高的要求等。因此，有必要研究客户经理制在我国金融市场中的优势和劣势，区分其对我国银行业发展的有利作用和不利影响。
本研究从商业银行客户经理制的有效性问题入手，在充分研究国内外相关文献的基础上，立足于国内银行业的实际情况，比较系统地分析了影响商业银行客户经理制有效性的各种因素，并结合实地调查数据，设计适合我国商业银行实际情况的客户经理制营销策划体系以及相关管理制度。本研究的成果表明，制度安排、营销理念、服务宗旨和营销手段等四个维度上存在的各种问题是影响商业银行客户经理制有效性的主要因素。为了提高客户经理制的有效性，充分发挥客户经理制的功能，避免或克服其不利影响，应该从以上这四个维度进行改革或改进，例如完善各项规章制度、提升营销理念、贯彻服务宗旨以及引入高效的营销手段等。
The Customer Manager System of commercial banks, which is an institutional renovation in the banking system, is one of the most effective patterns for banks' marketing. For instance, the customer managers, who act as the agency between banks and customers, help to establish an all-round and stable relationship between these two parties and trigger the promotion in the marketing concepts taken by the commercial banks. The system will also lead to banks' more investments in modern information skills and equipment in order to facilitate customer managers' work. Meanwhile, within the framework of the Customer Manager System, the effective information channels between banks and their customers can also be set up through customer managers' professional services, such as marketing new financial products, delivering market news, collecting and managing individual information of customers and the like, which in turn help to maximize the benefits of both banks and customers.
At the same time, however, there really exists evidence indicating that the Customer Manger System has its own disadvantages or shortcomings, such as restricting the market competition, fueling conflicts between bank's market operators and background managers, putting more requirements on relevant institutions and the like. Therefore, it is quiet necessitous for us to find out what advantages and disadvantages of the system in China will have and make sense of its positive and negative influences on the development of China's banking system. Focused on the efficiency of the Customer Manager System and on the basis of foreign and domestic literature, this thesis analyses systematically the main factors influencing the system's efficiency. Meanwhile, with help of a field research and the data it provides, the paper also designs some relevant institutions for the successful operation of the system. Our results indicate that the main factors can be generally divided to four dimensions: arrangements of institutio
ns, marketing concepts, service tenets and marketing tools. Therefore, reforms aimed at solving the problems existing in the above four dimensions should be taken into account, such as consummating basic institutions, improving the marketing concept, carrying through the service tenet, introducing high-efficiency marketing tools and the like.
但是，客户经理制也存在弊端，如对银行业市场竞争有一定程度的抑制、增加了商业银行业务层与后台管理层之间的权限摩擦以及对客户经理激励约束条件提出了更高的要求等。因此，有必要研究客户经理制在我国金融市场中的优势和劣势，区分其对我国银行业发展的有利作用和不利影响。
本研究从商业银行客户经理制的有效性问题入手，在充分研究国内外相关文献的基础上，立足于国内银行业的实际情况，比较系统地分析了影响商业银行客户经理制有效性的各种因素，并结合实地调查数据，设计适合我国商业银行实际情况的客户经理制营销策划体系以及相关管理制度。本研究的成果表明，制度安排、营销理念、服务宗旨和营销手段等四个维度上存在的各种问题是影响商业银行客户经理制有效性的主要因素。为了提高客户经理制的有效性，充分发挥客户经理制的功能，避免或克服其不利影响，应该从以上这四个维度进行改革或改进，例如完善各项规章制度、提升营销理念、贯彻服务宗旨以及引入高效的营销手段等。
The Customer Manager System of commercial banks, which is an institutional renovation in the banking system, is one of the most effective patterns for banks' marketing. For instance, the customer managers, who act as the agency between banks and customers, help to establish an all-round and stable relationship between these two parties and trigger the promotion in the marketing concepts taken by the commercial banks. The system will also lead to banks' more investments in modern information skills and equipment in order to facilitate customer managers' work. Meanwhile, within the framework of the Customer Manager System, the effective information channels between banks and their customers can also be set up through customer managers' professional services, such as marketing new financial products, delivering market news, collecting and managing individual information of customers and the like, which in turn help to maximize the benefits of both banks and customers.
At the same time, however, there really exists evidence indicating that the Customer Manger System has its own disadvantages or shortcomings, such as restricting the market competition, fueling conflicts between bank's market operators and background managers, putting more requirements on relevant institutions and the like. Therefore, it is quiet necessitous for us to find out what advantages and disadvantages of the system in China will have and make sense of its positive and negative influences on the development of China's banking system. Focused on the efficiency of the Customer Manager System and on the basis of foreign and domestic literature, this thesis analyses systematically the main factors influencing the system's efficiency. Meanwhile, with help of a field research and the data it provides, the paper also designs some relevant institutions for the successful operation of the system. Our results indicate that the main factors can be generally divided to four dimensions: arrangements of institutio
ns, marketing concepts, service tenets and marketing tools. Therefore, reforms aimed at solving the problems existing in the above four dimensions should be taken into account, such as consummating basic institutions, improving the marketing concept, carrying through the service tenet, introducing high-efficiency marketing tools and the like.
引文
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125．陈松．关系营销理论对银行客户经理制的启示．中山大学学报论从．2001：第2期：40-42．
126．陈研娇．论银行客户经理制．审计与经济研究．2001；第11期：51-53．
127．陈正生．对工商银行客户经理制深化与创新的理性思考．杭州金融研修学院学报．2001；第4期：11-13．
128．褚俊虹、党建中、陈金贤．普适性信任及交易成本递减规律——从交易货币化看货币的信用本质．金融研究．2002；第3期：32-38．
129．崔卫华(建行太原分行)．中西部地区银行实行客户经理制的思考．山西财经大学学报．2002；第11期：149．
130．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；第4期：30-31．
131．郭子江等．商业银行客户关系系统的现状及应对策略．西安金融．2001；第9期：22-23．
132．韩宏胜．强化银行客户经营理念的思考．财金贸易．2000；第12期：90．
133．何德旭．商业银行制度与投资基金制度：一个比较分析框架．经济研究．2002；第9期：39-48．
134．何辉明(农行江西省分行)．农业银行推行客户经理制的几个问题．企业经济．2001；第4期：90．
135．侯如芹．试议商业银行客户经理制．财金贸易．2000；第12期：21-22．
136．胡梅娟．治理信用“污染”有何良策．新华文摘．2002；第2期：174-176．
137．淮阴市农村金融学会课题组．商业银行客户经理制问题研究．浙江金融．2000；第12期：6-8．
138．黄海洲、许成钢．金融制度、风险扩散和金融危机．经济社会体制比较．1999；第4期：18-22．
139．黄惠英．电力客户经理制在厦门地区的实践．电力需求侧管理．2002；第6期：61-62．
140．黄利荣．农业银行江苏省分行客户经理制运作的特点及经验借鉴．中国农业银行武汉管理干部学院学报．2001；第3期：79-81．
141．黄明庆．通过客户增值实现自身增值．银企之友．2002；第3期：42．
142．黄庭钧、黄全权．打造个人信用“大厦”：上海的实践．新华文摘．2002；第2期：176-178．
143．黄贤敏．对温州市农行推行客户经理制的探讨．嘉兴学院学报．2002；第11期：86-89．
144．霍晓萍．创新银行经营机制 全面实施客户经理制．怀化分行建立新型营销模式探析．国际金融．2001；第8期：28-31．
145．贾继红．商业银行客户经理制的运作构想．济南金融．2000；第10期：41-42．
146．建行佛山市分行信用卡部试行龙卡业务客户经理制．广东金融．1999；第4期：55．
147．金融改革与金融安全课题组．银行业开放与国有独资商业银行改革．管理世界．2002；第4期：31-36．
148．景乃权．客户经理制度：“银行再造”的突破口(上)．国际金融．2001；第7期：36-40．
149．景乃权．客户经理制度：“银行再造”的突破口(下)．国际金融．2001；第8期：35-38．
150．孔曙东、朱洵、梅气．商业银行客户经理制度的有效性安排．广西财政高等专科学校学报．2002；第6期：54-57．
151．李宝元．人力资本产权安排与国有企业制度改革．新华文摘．2002；第1期：52-54．
152．李凤云．价值创造：客户经理制的核心．投资研究．2002；第12期：20-24．
153．李光波(农行临海市分行)．国际业务客户经理制研究初探．经济师．2002；第8期：38．
154．李剑斌(福建省泉州市邮政局)．邮政储蓄也应推行客户经理制．中国邮政．2001；第5期：28-29．
155．李建浔．银行客户资源变化及应对策略．南方金融．2001；第2期：40-42．
156．李军(农行固原分行)．农业银行推行客户经理制的思考．农村金融与市场经济．2002；第3期：23-25．
157．李秀茹、王振江．关于农业银行推行客户经理制的思考．农金纵横．1999；第4期：37-39．
158．林建华．我国商业银行客户经理绩效的综合评价系统．城市金融论坛．2000；第12期：43-46．
159．林其屏．规则和信用：市场经济两大基石的缺损与重构．新华文摘．2002；第4期：41-46．
160．林小平(农行武汉)．对农行推行客户经理制的思考．农村金融研究．1999；第6期：35．
161．林毅夫、李永军．中小金融机构发展与中小企业融资．经济研究．2001；第1期．
162．刘剑平、李鹰．中外商业银行客户经理制之差异．上海投资．2002：第5期：43-45．
163．刘觐军、石先宝．围绕客户中心开展市场营销——对建立银行客户经理值的探讨．国际金融．2000；第11期：34-37．
164．刘依群．试论商业银行的市场营销与客户战略．城市金融论坛．2000：第5期：2-7．
165．刘英姿，周光强，黄建中．银行客户资产管理的计量和技术方法．投资研究．2002：第9期：40-44．
166．卢春燕．论商业银行客户经理的道德风险及防范对策．企业经济．2001；第11期：115-118．
167．卢自愿．电子网络化对商业银行客户与市场的影响．中国农业银行武汉管理干部学院学报．2000；第1期：56-58．
168．莫万贵．信息不对称与商业银行信贷风险研究．投资研究．2002：第9期：2-5．
169．聂泳祥，李民．基层行长的契约地位、报酬激励现状及利润分享激励的必要性．管理世界．2002；第8期：16-23．
170．农行广西区分行考察组．推行客户经理制 促进商业化经营——赴农行顺德支行考察报告．广西农村金融研究(季刊)．1999；第3期：22-25．
171．农业银行湖南省分行课题组．农业银行的客户选择．农村金融研究．2001：第12期：24-27．
172．乔海曙．论入世过渡期内我国银行业的管理革命．投资研究．2002；第6期：18-21．
173．秦习庆、马占军．中国商业银行客户经理制的探讨．北方经贸．2001；第10期：137-138．
174．秦秀君(交通银行大庆分行)．银企协作、共求发展的举措．新金融．2000；第11期：15-17．
175．商业银行客户经理制讲座之一．商业银行客户经理制的活动内容．现代商业银行．2000；第4期：62-63．
176．宋亚敏，黄绪江．对信贷配给模型的基层实证：咸宁个案．金融研究．2002；第3期：17-22．
177．孙静、陈宝民．实施客户关系管理战略 提高银行核心竞争能力．国际金融．2002；第9期：55-57．
178．孙阳、张晖．商业银行客户经理制研究．中国城市金融．1999：第5期：25-26．
179．孙怡、李国振．论商业银行客户经理制度．上海交通大学学报(社科版)．2001：第2期：87-90．
180．唐向阳．浅谈农行客户经理的市场营销策略．广西农村金融研究．2001；第6期：23-25．
181．万卫军．卧薪尝胆 迎接新挑战——记农行珠海市分行网点负责人及客户经理培训班．南方金融．2000：第5期：61．
182．王春昌、王春辉．对沧州分行推行客户经理制的调查．农村金融研究．2001；第3期：47．
183．王峰．关于我国商业银行内部组织架构创新的思考．新金融．2002；第3期：15-16．
184．汪洋．银行客户经理等级评估的前景．浙江金融．2001；第7期：18-19．
185．王江．转轨经济中银企关系的变迁与重构．金融研究．2002；第3期：74-80．
186．王涛．CRM：我国商业银行客户管理模式的理性选择．商业经济与管理．2001；第10期：56-59．
187．王文星．浅谈商业银行客户经理制的内涵．福建金融．2001；第1期：28-30．
188．王熙逸．商业银行客户自信评价模糊综合判别模型．金融研究．2002；第7期：44-51．
189．王醒春、李康．关于商业银行客户经理制的初步研究．农村金融研究．1998；第11期：25-27．
190．王子健、周战强．商业银行客户转移成本量化分析．经济科学．2002；第2期：34-39．
191．吴淼．关系性交易范式的提出与应用范围．中国地质大学学报(社会科学版)．2002：第4期：40-44．
192．夏强．商业银行客户经理的培养与管理．金融教学与研究．2001；第4期：41-42．
193．肖升．通过关系营销建立新型的银企关系．城市金融论坛．2000；第1期：11-15．
194．谢祖裕，胡毓珍．试论工商银行客户经理制的实现形式．城市金融论坛．2000；第9期：33-37．
195．徐金麟(交行两安分行)．现阶段实施客户经理制的主要矛盾与目标选择．新金融．2000；第5期：21-24．
196．许显国．国有商业银行客户经理制及其支撑条件．上海农村金融．2002；第4期：3-5．
197．薛云亮(中国人民银行潍坊市中心支行)．农村信用社推行客户绎理制方略．济南金融．2002；第3期：58-59．
198．杨小河(农行青岛开发区支行)．推行客户经理制在农行实际操作中的障碍及对策．河北经贸大学学报．1999；第4期：80-82．
199．杨勇．银行客户经理——金融产品流与信息流的使者．金融会计．2001：第5期：33-35．
200．杨植林(交通银行包头分行)．浅谈对公业务的市场营销．新金融．2000；第6期：23-25．
201．杨中军．试论银行客户甄别系统的多维构建．现代管理科学．2002；第3期：27-29．
202．殷雷．国有商业银行组织结构的缺陷及其改进．金融研究．2002：第7期：93-98．
203．余宏(中国工商银行东京分行)．日本商业银行的私人金融服务业务．城市金融论坛．2000；第4期：52-56．
204．于沛玉．国有商业银行客户发展战略研究．济南金融．2000：第7期：35-36．
205．曾焕龙．对丰泽支行实行客户经理制的思考．工作谈．2000：第9期：47．
206．张建伟，李妍．中国商业银行的公司治理模式选择：“股东至上主义”到“债权人主义”．管理世界．2002；第9期：28-36．
207．张捷．中小企业的关系型借贷与银行组织结构．经济研究．2002；第6期：32-37，54．
208．张敬梅．交通银行实行有效客户经理制的对策思考．大庆社会科学．2001：第4期：49-50．
209．张天保．论加入WTO后国有商业银行的经营策略．投资研究．2002；第8期：2-6．
210．张有义(交通银行总行)．美国商业银行的客户经理制度．新金融．2001；第3期：27-28．
211．郑先炳．J．P．摩根银行的客户定位．现代商业银行．2002；第6期：34-37．
212．郑也夫．“信任”：焦虑中的美德．新华文摘．2002：第3期：179-180．
213．中国工商银行重庆分行．商业银行客户日常管理．现代商业银行．2000；第5期：59-60．
214．中国工商银行重庆九龙坡区支行课题组．商业银行客户经理的绩效评价模型研究．金融论坛．2002：第4期：35-40．
215．中国工商银行总行科技部佟建民等．中国工商银行客户／服务器结构下的开放式综合业务网络系统．中国金融电脑．1996；第1期：15-19．
216．中国农业银行济南市分行课题组．调整与优化农业银行客户群体的战略思考．山东金融．1997；第10期：35-37．
217．周湘仕、陈梅良．我国商业银行客户经理制问题探讨．甘肃金融．2000：第4期：6-9．
218．周明强．城郊农信社客户经理制的选择．浙江金融．2003；第1期：23-24．
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118．顺旋等主编．中国商业银行营销管理．北京：社会科学文献出版社，2000．
119．杨琨主编．商业银行客户经理制．北京：中国金融出版社，2001．
120．郑之杰主编．商业银行客户经理制度与操作．北京：华文出版社，2000．
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123．巴曙松．论“客户中心型”组织结构和业务发展机制的建立与发展——从德累斯登银行客户业务的发展看我国银行业的组织结构调整．上海金融．1998：第6期：31-32．
124．陈庆荣．构建商业银行客户经理队伍的基本思考．特区经济．2000：第5期：48．
125．陈松．关系营销理论对银行客户经理制的启示．中山大学学报论从．2001：第2期：40-42．
126．陈研娇．论银行客户经理制．审计与经济研究．2001；第11期：51-53．
127．陈正生．对工商银行客户经理制深化与创新的理性思考．杭州金融研修学院学报．2001；第4期：11-13．
128．褚俊虹、党建中、陈金贤．普适性信任及交易成本递减规律——从交易货币化看货币的信用本质．金融研究．2002；第3期：32-38．
129．崔卫华(建行太原分行)．中西部地区银行实行客户经理制的思考．山西财经大学学报．2002；第11期：149．
130．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；第4期：30-31．
131．郭子江等．商业银行客户关系系统的现状及应对策略．西安金融．2001；第9期：22-23．
132．韩宏胜．强化银行客户经营理念的思考．财金贸易．2000；第12期：90．
133．何德旭．商业银行制度与投资基金制度：一个比较分析框架．经济研究．2002；第9期：39-48．
134．何辉明(农行江西省分行)．农业银行推行客户经理制的几个问题．企业经济．2001；第4期：90．
135．侯如芹．试议商业银行客户经理制．财金贸易．2000；第12期：21-22．
136．胡梅娟．治理信用“污染”有何良策．新华文摘．2002；第2期：174-176．
137．淮阴市农村金融学会课题组．商业银行客户经理制问题研究．浙江金融．2000；第12期：6-8．
138．黄海洲、许成钢．金融制度、风险扩散和金融危机．经济社会体制比较．1999；第4期：18-22．
139．黄惠英．电力客户经理制在厦门地区的实践．电力需求侧管理．2002；第6期：61-62．
140．黄利荣．农业银行江苏省分行客户经理制运作的特点及经验借鉴．中国农业银行武汉管理干部学院学报．2001；第3期：79-81．
141．黄明庆．通过客户增值实现自身增值．银企之友．2002；第3期：42．
142．黄庭钧、黄全权．打造个人信用“大厦”：上海的实践．新华文摘．2002；第2期：176-178．
143．黄贤敏．对温州市农行推行客户经理制的探讨．嘉兴学院学报．2002；第11期：86-89．
144．霍晓萍．创新银行经营机制 全面实施客户经理制．怀化分行建立新型营销模式探析．国际金融．2001；第8期：28-31．
145．贾继红．商业银行客户经理制的运作构想．济南金融．2000；第10期：41-42．
146．建行佛山市分行信用卡部试行龙卡业务客户经理制．广东金融．1999；第4期：55．
147．金融改革与金融安全课题组．银行业开放与国有独资商业银行改革．管理世界．2002；第4期：31-36．
148．景乃权．客户经理制度：“银行再造”的突破口(上)．国际金融．2001；第7期：36-40．
149．景乃权．客户经理制度：“银行再造”的突破口(下)．国际金融．2001；第8期：35-38．
150．孔曙东、朱洵、梅气．商业银行客户经理制度的有效性安排．广西财政高等专科学校学报．2002；第6期：54-57．
151．李宝元．人力资本产权安排与国有企业制度改革．新华文摘．2002；第1期：52-54．
152．李凤云．价值创造：客户经理制的核心．投资研究．2002；第12期：20-24．
153．李光波(农行临海市分行)．国际业务客户经理制研究初探．经济师．2002；第8期：38．
154．李剑斌(福建省泉州市邮政局)．邮政储蓄也应推行客户经理制．中国邮政．2001；第5期：28-29．
155．李建浔．银行客户资源变化及应对策略．南方金融．2001；第2期：40-42．
156．李军(农行固原分行)．农业银行推行客户经理制的思考．农村金融与市场经济．2002；第3期：23-25．
157．李秀茹、王振江．关于农业银行推行客户经理制的思考．农金纵横．1999；第4期：37-39．
158．林建华．我国商业银行客户经理绩效的综合评价系统．城市金融论坛．2000；第12期：43-46．
159．林其屏．规则和信用：市场经济两大基石的缺损与重构．新华文摘．2002；第4期：41-46．
160．林小平(农行武汉)．对农行推行客户经理制的思考．农村金融研究．1999；第6期：35．
161．林毅夫、李永军．中小金融机构发展与中小企业融资．经济研究．2001；第1期．
162．刘剑平、李鹰．中外商业银行客户经理制之差异．上海投资．2002：第5期：43-45．
163．刘觐军、石先宝．围绕客户中心开展市场营销——对建立银行客户经理值的探讨．国际金融．2000；第11期：34-37．
164．刘依群．试论商业银行的市场营销与客户战略．城市金融论坛．2000：第5期：2-7．
165．刘英姿，周光强，黄建中．银行客户资产管理的计量和技术方法．投资研究．2002：第9期：40-44．
166．卢春燕．论商业银行客户经理的道德风险及防范对策．企业经济．2001；第11期：115-118．
167．卢自愿．电子网络化对商业银行客户与市场的影响．中国农业银行武汉管理干部学院学报．2000；第1期：56-58．
168．莫万贵．信息不对称与商业银行信贷风险研究．投资研究．2002：第9期：2-5．
169．聂泳祥，李民．基层行长的契约地位、报酬激励现状及利润分享激励的必要性．管理世界．2002；第8期：16-23．
170．农行广西区分行考察组．推行客户经理制 促进商业化经营——赴农行顺德支行考察报告．广西农村金融研究(季刊)．1999；第3期：22-25．
171．农业银行湖南省分行课题组．农业银行的客户选择．农村金融研究．2001：第12期：24-27．
172．乔海曙．论入世过渡期内我国银行业的管理革命．投资研究．2002；第6期：18-21．
173．秦习庆、马占军．中国商业银行客户经理制的探讨．北方经贸．2001；第10期：137-138．
174．秦秀君(交通银行大庆分行)．银企协作、共求发展的举措．新金融．2000；第11期：15-17．
175．商业银行客户经理制讲座之一．商业银行客户经理制的活动内容．现代商业银行．2000；第4期：62-63．
176．宋亚敏，黄绪江．对信贷配给模型的基层实证：咸宁个案．金融研究．2002；第3期：17-22．
177．孙静、陈宝民．实施客户关系管理战略 提高银行核心竞争能力．国际金融．2002；第9期：55-57．
178．孙阳、张晖．商业银行客户经理制研究．中国城市金融．1999：第5期：25-26．
179．孙怡、李国振．论商业银行客户经理制度．上海交通大学学报(社科版)．2001：第2期：87-90．
180．唐向阳．浅谈农行客户经理的市场营销策略．广西农村金融研究．2001；第6期：23-25．
181．万卫军．卧薪尝胆 迎接新挑战——记农行珠海市分行网点负责人及客户经理培训班．南方金融．2000：第5期：61．
182．王春昌、王春辉．对沧州分行推行客户经理制的调查．农村金融研究．2001；第3期：47．
183．王峰．关于我国商业银行内部组织架构创新的思考．新金融．2002；第3期：15-16．
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192．夏强．商业银行客户经理的培养与管理．金融教学与研究．2001；第4期：41-42．
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206．张建伟，李妍．中国商业银行的公司治理模式选择：“股东至上主义”到“债权人主义”．管理世界．2002；第9期：28-36．
207．张捷．中小企业的关系型借贷与银行组织结构．经济研究．2002；第6期：32-37，54．
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209．张天保．论加入WTO后国有商业银行的经营策略．投资研究．2002；第8期：2-6．
210．张有义(交通银行总行)．美国商业银行的客户经理制度．新金融．2001；第3期：27-28．
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