Research To The Customer Relationship Management System Of City Commercial Banks

With the financial globalization and the development of domestic financialmarket, China’s banking industry is facing an increasingly fierce competition. Whilethe state-owned banks are striding to the world for further development, the foreignbanks also quicken their paces to tap on Chinese market. In recent years, foreignbanks, state-owned banks, joint-stock banks, and some developed city commercialbanks have accelerated their network layout to expand the market share. Theestablishment of such financial institutions as small-loan companies and rural bankshas posed a serious challenge to the survival and development of city commercialbanks. In view of this complex and difficult marketing environment, how to keepstrengthening the core competitiveness becomes one of the important issues that thecity commercial banks need to address in their development. Based on the existingperformance management system and the sound data, Customer RelationshipManagement System (referred as CRMS hereinafter) regards all the business sectionsof the bank as whole and provides them a platform to share the resources andinformation, as well as customers thoughtful service in more scientific and effectiveway, which will maximize the value of the bank eventually.To begin with the status of the domestic city commercial banks, this thesis firstlyreviewed the theories of CRMS home and abroad, highlighted its core ideas andtheoretical foundation, and made a summary on its five main aspects. Secondly, thethesis analyzed and evaluated the status quo that the banks home and abroad practicedCRMS and the issues arising from that. Selecting WH city commercial bank as theobjective of the study, the thesis described in details the background and the statusquo in which WH bank practiced CRMS, elaborating the necessity of implementingCRMS in three respects, and focusing on the analysis of seven issues which mightoccur in practicing CRMS. In addition, the thesis also made suggestions on the implementation of CRMS and set functions for it. Finally, an acting plan wasproposed in light of other banks’ experience of CRMS practices.Far more than IT, CRMS requires the senior management of the banks to givegreater emphasis from the strategic view. Corporate culture, organizational structureand staff motivation system will affect CRMS greatly. CRMS can not be made oneday as it needs to be supported by long-term strategy, steadfast implementation andcontinuous follow-up. CRMS will push the banking management onto a higher levelby keeping improving the banking information, business and performancemanagement. In the end, the thesis put forward some opinions on directions for thefuture research of CRMS.