The Study On Application Of Customer Relationship Management By Agricultural Bank Of China, Chongqing Branch

With China joining in the World Trade Organization, the Chinese commercial banks are experiencing a transformation from product-oriented to customer-oriented service due to the more and more serious competitions in the market. All the commercial banks study hard on how to make full use of Customer Relationship Management (CRM) so as to realize their ever-lasting development. The Agricultural Bank of China (ABC), Chongqing Branch is also exploring to adopt the strategy of CRM in order to meet the challenges actively. The thesis analyzes some reforms taken by ABC, Chongqing Branch during its transmission from the specialized bank to the commercial bank. . The key to the high competency is that the commercial bank should take some creative measures timely according to the historical demands.The thesis probe into the theory of CRM and its practice in the field of commercial bank. The extensive application of CRM expounds the importance of CRM in the competitions among the domestic and overseas commercial banks.The comparison between ABC, Chongqing Branch and other competitors such as China Merchants Bank and Industrial and Commercial Bank of China reflects the difference in the service philosophy and means. So it is necessary for ABC, Chongqing Branch. to put CRM into practice since there is a big gap in the customer-oriented marketing between ABC, Chongqing Branch and other commercial banks. Some benefits can be achieved by ABC, Chongqing Branch if it implements CRM, including the brand management concept, exhilarating reforms and the considerable economic welfare. Several successful examples of some overseas banks are illustrated to express the function of CRM.Since ABC,Chong Branch was resumed in 1979, it has taken a series of reforms including the business process change, the functional organization setting and the construction of business channels. It is the right time for ABC, Chongqing Branch to implement CRM since it has laid some solid foundation.Some suggestions have been raised in two aspects. At first, supervisors ought to attach much more importance to CRM. The idea that regards technology as the only aim should also be criticized. At the same time, CRM can be put into practice by stages. Secondly, special organizations should be set up to analyze the business categories, reconstruct the working process, and improve the electronic network . More eligible personnel with high qualities will quicken the steps of parallel management and distinctive service.