南京市农业银行营销战略研究

南京航空航天大学硕士学位论文南京市农业银行营销战略研究姓名：袁军申请学位级别：硕士专业：企业管理指导教师：曹锟生20061201iSWOTiiABSTRACTAlongwiththereformoffinancialindustrialsystemandthespeedingupofopeninguptotheoutsideworld,therehasbeenahugeimpacttothestate-ownedcommercialbankfrommanyofthedomesticmultitudinousjointstocksystemcommercialbanksandtheforeigncapitalbanksfortheirhigh-quality-serviceandthenimblemanagement.Inordertomaintainthesuperiorityintheintensetradecompetitionwiththecraftbrother,thestate-ownedcommercialbankmustclearlyrecognizethepresentcompetitionenvironment,carryontheanalysisofitanddiscernitownsuperiorityandinferiority.Thisthesissyntheticallyutilizedtheacademicthoughtofthestrategicmanagementmarketingmanagement,UnifiedtheNanjingagriculturalbank’sdevelopmentsituation,usesthebaudmodel,evaluationofkeyfactorandanalyzestheoutsidemacroscopicenvironmentwhichtheNanjingagriculturalbankwillbeconfrontedwithinitsdevelopmentandthestatusofitsdevelopmentthecompetition,andputsforwardtheinvestigationofcountermeasurethroughtheanalysisoftheconditionoftheNanjingagriculturalbankandnailingdownitssuperiorityandtheinferiority,theopportunityandthethreatinthecompetition.ThenwedrawupthemarketingstrategyofNanjingagriculturalbank,andformulatedcorrespondingmarketingtacticstoachievetheaiming.BymeansofsdudingthemarketingstrategyofNanjingagriculturalbank,thisthesishasactualdirectmeaning,whichprovidedstrongfoundationforthestrategyofNanjingagriculturalbank,andalsosuppliedreferenceforotherbanksinNanjing.Keywords:AgriculturalbankPorter’smodelExternalFactorEvaluationMarketingStrategySystemofCustomermanager,()1WTO1.120802004196419249520061211200720051027,21.21.2.119761979[1]1982[2]20602060D.AlfredD.chandler3[2]1965[3]1971R.SWOTStrengthWeaknessOpportunityThreat[2]1972[4]1979[4]1980[5]19851990[3]1995DavidJ.CollinsCynthiaA.Motgomery904[6]902080208020801.2.2AMA[7]MalcolmMacnair[7]5.[8]??1.2.364PProductPricePlacePromotion4C(ConsumerCostConvenienceCommunication)1.14C4P[9]1[10]72[10]3[10]81.2.41.2.4.1[11]1.2.4.2[11](1)(2)(3)(4)(5)91.31.3.11.21.2SWOT1.3.2IFEEFESWOT101.3.3112.12.1.1119781978[12]219791984197919839[12]31984199219841986719871988121988[12]4199219931994[12]2.1.219992004108779241424937341781982.11999200020012002200320041087791238041436171709172080562414249373499371112315131294158996178198WTO,40200200200450607370531334915259013342520717348942225663%60%3.13.22.120042.220042.2[7]21%14%14%14%37%21%15%12%12%40%142.2.1[7]1986[13]1992199319931995510[14]199319953[13]199711199811200341520021240[15]WTO,23552.2.2200415512.411.36%14.9%9.5%2216.428.8%20041821118.4%1348119.3%2.2()136,5159.5%15,512.411.36%14.9%1,91012.31%17.3%23,5708.7%2,216.49.4%28.8%403.6518.21%27.6%9,4227.7%10,481.9/13.2%11,601.68/13.8%253,18815.3%18,211.07.19%18.4%4,412.0624.23%15.5%188,56614.4%13,481.07.15%19.3%4,245.6631.49%19.4%2004200416200410200520041,910403.65823835711.4420044,412.0618.5%4,245.6619.4%2.3()2004-12-312003-12-312002-12-3118,21116,183.411,881.24412.063,821.43,005.924.23%23.6%25.3%13,48112,042.48,234.64245.663,546.42,549.331.49%29.4%31.0%20042.2.3[7]200571.4%0.6199616.4200520021000200312001996200418.7%1719962004GDP12.1%6.612.7%10.1%9.2%2005576650%502.2.42070C&C[16]ATMPOS182.3[5]3.22.32.3.12019102.42004179700.339.2%568.5314.9%176455.576.9%413.709%200422.8015.1%376.2117.7%82352.027%276.6916.5%58279.4623.9%154.4017.6%71255.237%297.55-6%10209.5324%145.5331.9%14182.0031.7%126.7027.5%12172.9329.6%141.4721.9%25134.2815%109.2822.8%9131.3424.9%96.0436.9%11137.6731.5%90.808%6162.8560.6%127.0757.2%7107.8124.8%84.8715.6%797.4351.54%93.7286.5%8674,234.014,062.102.48674,234.014,062.106261833.931655.990100020003000400050002072.2%40%60%2004352.02276.6910209.53145.5324%31.9%2.3.220011211WTO20061232145IT62.3.320902.3.42.3.5225002.4EFEExternalFactorEvaluationEFE14011EFE12i(01,i=1)i314432145412.52441EFE232.5EFE0.0930.270.1440.560.0820.160.1130.330.1020.200.1220.240.0630.180.0920.180.1130.330.1040.40.002.85EFE2.85243.13.1.11979,500200440137.6925900.7234915.49319.741.82006“”“”“”253.1.23.1.2.1[7]VIP955993.1.2.2,:,,,,,[8],123.1.2.3200100200ATM1324263.12000—2004200020012002200320042372623243734241241311582172700410%20049.1%20%20033.4320045.933.23.2.13.2.1.12004200450011.2[36]200425660.35%1911.5%200427200450008917371.5%15764.6%177200393200416839.65%12.3%200426.59.81%2206200319383.2.1.2POS300200522061938177932171763.2.1.3.50028200443.075853.2.1.4.200411500063.2.23.2.2.120042705425%3.415751104%66%102945.52.45.829,1626.58.341218293645.92.539.32.45.4200432250663146412357477978643.2.2.2.1845924.114.2225.532330AB19951303.2.2.32004378375860277927169/242903.2.33.2.3.1.27192.2313.22719100%3062322.91%3140151655.76%415051719.01%51632.32%70.26%1395.11%122445.01%123045.24%1194.38%04189369.6%145199513.2.3.2.20043401338532350“”3.2.3.3.12383.3IFEIFE511020233144321310145IFE142.52.52.53.3IFE0.1230.360.0920.180.1030.300.0820.160.0920.180.0730.210.0920.180.1030.300.0820.160.0830.240.1030.301.002.57IFE2.57344.1SWOTSWOTSWOTSWOTStrengthsWeaknessesOpportunitiesThreats4.1.112345200200ATM1324354.1.21220045344220470%5.93344.1.31GDP2344.1.412007362344.1.5SWOT4.1