Research On Construction Of Relationship Manager Mechanism In Commercial Bank

As waves of economic and financial globalization have been sweeping across the world, commercial banks face an unprecedented prospecting market as well as intense competition the world has never seen. Responding to the profound changes in the surrounding environment, commercial banks have been persistent on taking advanced measures and tools so as to make adjustments in terms of organizational structure and operational flow process, which gives birth to the relationship manager mechanism with epoch-making significance. This mechanism is a very popular practice among modern commercial banks for building corporate image and conducting marketing; it is a systematic arrangement to adjust to the intensified market competition and the changes of client demands; and it is also a fundamental shift in conceptual framework regarding bank operations.The relationship manager arrangement is a system of management and operation based on such concepts as client centered, meeting client demand, marketing products, increasing profit, and providing integrated and all-round services, arising from the need to enhance customer relationship management. The establishment of this arrangement injects new vigor into commercial bank operations, which is good for optimal allocation of resources; it is also favorable for enhancing customer relationship managing capabilities, improving assets quality while preventing operational risks, for efficient market expansion and consolidation as well as getting bigger market share, boosting competitive strengths, and promoting profit generating abilities, and for image branding and raising comprehensive benefits of commercial banks. This mechanism has witnessed considerable development and gained widespread identification after its birth in western developed countries nearly20years ago. In recent years, with more intensified competition and quicker pace of bank reforms, it is more necessary and more pressing to make adjustments and innovation regarding bank organization and management system, and it has become increasingly significant to strengthen customer relationship management. Hence it is of great realistic significance that banks boost the institutional construction of relationship managers, build a brand-new model of operations management and system of services, strengthen maintenance of customer relations, especially the valued high-net-worth clients, and enhance completive edge in the industryThis foreign concept of relationship manager mechanism has been just groping forward among Chinese banks due to different cultures, time, and management systems, although banks are making their utmost effort to find out a suitable, scientific and reasonable relationship manager mechanism. As an employee on primary levels of state-owned commercial banks, the author has many times participated in the formulation of management policies regarding relationship managers and has been responsible for managing relationship managers for a long time, and therefore has deep understandings on the current status and problems of this mechanism among Chinese commercial banks. The methodology of this article is a synthesis of quantitative and qualitative analysis, including methods of comparison, case analysis, and documentation research. This article focuses on analyzing the current status and existing problems of L Branch of a state-owned commercial bank and proposing advice and solutions to the mechanism building by referring to international practices, in the hope of providing inspirations to the institution of this mechanism among Chinese commercial banks.This article consists of four parts. The first part is the introduction of theories regarding relationship managers mechanism of commercial banks; the second part is the analysis of the current status and existing problems of this mechanism with L Branch of a state-owned commercial banks; the third part is comparison of practices between western and Chinese commercial banks; the final part is conclusion of solutions and suggestions for boosting the mechanism construction. Since the relationship manager mechanism has just been groping forward without well-accepted theories and practices, the author studies on this subject in the time after work, and the article was written in a hurry, there are inevitable shortcomings in this article. Your advice and suggestions are earnestly invited and warmly welcomed.