銀行營(yíng)銷(xiāo)策略中英文對(duì)照外文翻譯文獻(xiàn)銀行營(yíng)銷(xiāo)策略中英文對(duì)照外文翻譯文獻(xiàn)PAGE2PAGE1銀行營(yíng)銷(xiāo)策略中英文對(duì)照外文翻譯文獻(xiàn)(文檔含英文原文和中文翻譯)原文：MARKETINGOFBANKPRODUCTS–EMERGINGCHALLENGES&NEWSTRATEGIESDr.R.K.UppalDirector,UGCSponsoredMajorResearchProjectD.A.V.College,Malout(Punjab)Abstract:ThepresentpaperacknowledgeswithsamelimitationthatIndianprivatesectorbanksandforeignbank’smarketingstrategiesarequitebetterthanourpublicsectorbanks.Thepaperalsosuggestssomestrategiesfortheenhancementofbankmarketing.Onlythosebankswillsurviveinthefuturewhichwilladopteffectiveandrealisticstrategytowinthetrustofthecustomer.Keywords:BankMarketing,Customer,ChallengesandStrategiesIntroductionBanksMarketingisdefinedasaaggregateoffunctiondirectedatprovidingservicetosatisfycustomer’sfinancialneedsandwants,moreeffectivelythanthecompetitionkeepinginviewtheorganizationalobjectiveofthebank.Thebankmarketinghasbecomeaverycomplexyetinterestingsubjectasitrequirestheknowledgeofeconomics,sociology,psychology,bankingandalsocoremarketingconcept(Sasanee,M.K.p.5).Inmarketing,itisthecustomerwhohastheupperhand.Themantraofeffectivemarketingbankproductsliesinthesystematicandprofessionalapproachtowardssatisfyingcustomersneeds(Ojha,V.K.p.19).Thus,bankshavetosetup“ResearchandMarketIntelligence”wingssoastoensurecustomersatisfactionandtokeepabreastofmarketdevelopment(Ananthakrishnan,G.p.9).ProductandServiceAproductisdefinedas“Anythingthathasthecapacitytoprovidethesatisfactionuseorperhaps,theprofitdesiredbythecustomer”.Productandservicearethewordsusedinterchangeablyinbankingparlance.Thebankproductsaredeposit,borrowingorotherproductlikecreditcardorforeignexchangetransactionwhicharetangibleandmeasurablewhereasservicecanbesuchproductsplustheway/mannerinwhichtheyareofferedthatcanbeexpressedbutcannotbemeasuredi.e.intangibles.Betterserviceismoreimportantthanjustagoodproductinthemarketingofbankingservice,sothefocusshouldbeonthewantandneedofsatisfyingthatproductorservice.MarketingApproachtoBankingServices·Identifyingthecustomer’sfinancialneedsandwants.·Developappropriatebankingproductsandservicestomeetcustomer’sneeds.·Determinethepricesfortheproducts/servicesdeveloped.·Advertiseandpromotetheproducttoexistingandpotentialcustomeroffinancialservices.·Setupsuitabledistributionchannelsandbankbranches.·Forecastingandresearchoffuturemarketneeds.SchemeofthepaperThepaperhasbeendividedintosixsections.Afterthebriefintroduction,secondsectionreviewssomestudiesrelatedtothepresenttheme.Thirdsectionhighlightsobjectivesandresearchmethodology.Fourthsectiondiscussesresults.Sectionfivereflectsstrategiesandlastsectionconcludesthepaper.ReviewofrelatedstudyDwivedi,R.(2007)explainedthatfinancefunctionsareimportantbutnotasimportantasthemarketingfunctions.Frictionbetweenthemarketingandfinancefunctionswouldbedetrimentaltothesmoothdevelopmentandfunctioningofanybusinessorganization.Financeobjectiveslikevaluemaximizationtoshareholdersareintegralpartsofanynewstrategyadoptedbytheorganization.Butthisobjectiveseemstohavebeenlostamidsttheflurryofmarketingactivitiesfocusingonmarketshare.Consciouseffortsmustbetakentoavoidthemissingcoreobjectiveandforsalesgrowth.Dixit,V.C.(2004)concludesthatforsuccessfulmarketingandtomakeitmoreeffective,identifythecustomerneedsbywayofdesigningnewproductstosuitthecustomers.Thestaffshouldbewellequippedwithadequateknowledgetofulfillthecustomer’sneeds.Weshouldadoptlong-termstrategiestoconverttheentireorganizationintoacustomer-orientedone.Gupta,O.(1997)describedtheemergenceofservicessectorandbanksexperienceinservicemarketing.Heemphasizedcustomersatisfactionasthekeytosuccessandsuggestedafewmeasurestomeettheneedsandexpectationsofthecustomers.Gurumurthy,N.(2004)assertsthattechnologytodayisclaimedtobea‘leveler’andnota‘differentiator’.Afterthe‘wow’feelingsdiedown,technologywouldbecomeamustformostclients.Bankingproductscanbeeasilycopiedandreplicatedbycompetitorsunlikemanufacturedproducts.Itisalsonotaviablemodelformarketerstocompeteonprice.Thesolution,therefore,wouldlieineffectiveapplicationofmarketingstrategies.Jain,A.(2007)describedthatmarketerhastoknowthateachandeverycountryishavingvariousmarketingenvironment.Comparatively,ithastobeveryclearthattheinternationalmarketerisboundtoholdonthereorganizationthateverymarketingenvironmentdiffersfromplacetoplaceaswellasnationtonationthanthatofthesamecountrystate.Itisalsoevidentfromthestudythattheglobalbusinesstransactionshavetobesoundplannedandobjectivesorientedinnature.Sreedhar(1991)havedealtwithmarketingincommercialbanks.Theyhaveemphasizedmotivationresearch,marketingresearchandpromotionalaspectsinmarketingofservicesandsuggestedtoimprovethemarketingstrategiestocopewiththechangingenvironment.Objectives·Tostudyandanalyzethemarketingdevelopmentsregardingproductsandservicesinvariousbankgroups.·Tosuggestsomestrategiesfortheenhancementofbankmarketing.ResearchDesignMarketinghassuddenlybecomeabuzzwordinthebankingsector.Customerhassuddenlymovedtothecentre-stageandhehasnowachoice.Howdobanksthenattractacustomertousetheirproductandservices?Onehastoreckonthefactthattheoldloyaltycannolongerbetakenforgranted.Bankshavetomakeeffortstoretaintheexistingcustomersandalsousestrategiestoattractnewcustomerstotheirfold.SampleDesignTheIndianbankingindustryhasbeendividedintothreemajorbankgroups.·PublicSectorBankGroup–G-I(28)·PrivateSectorBankGroup–G-II(28)·ForeignBankGroup–G-III(29)Nowalltheworkisdonebytechnologicaltools.Manye-deliverychannelslikeATM,creditcard,Mbanking,Tele-banking,I-bankinghavecomeintoexistence.Nowbankstakeprofitintoconsiderationratherthanprice.Customerwasslavetothebankbefore1993butnowhehasbecomethekingofthebank.Customercangetfeedbackasperhisownwish.Alltheparametershaveshowntheremarkableperformanceafterthebankingreforms.Butpublicsectorbankslagsbehindtheprivatesectorandforeignbanks.Privatesectorbanksandforeignbanksaregrowingfastthanthepublicsectorbanks.Thusthetableimpliesthatprivatesectorandforeignbanksaremoreefficientinthemarketingoftheirproductsandservices.Challengesofbankmarketing·TechnologyMarketingbyprivatesectorbanksandforeignbanksismoreeffectivethanpublicsectorbanksbecausethesebanksareIToriented.Privatesectorbanksandforeignbanksareattractingmorecustomersbyprovidinge-services.Thus,technologyhasbecomeachallengebeforethepublicsectorbanks.·UntrainedStaffOftenithappensthatwhenaprospectivecustomerapproachesthebranch,theemployeesseemtohaveverylittleknowledgeaboutthescheme.Thisreflectsanuglypictureofourbank’simage.Banksarenotlosingoneprospectivecustomerbut10morecustomerswhowouldbetouchofthisman.Attitudeoftheemployeestowardscustomersisalsonotverywell.Thus,itisaneedoftimetoreorientthestaff.·RuralMarketingThisisabigchallengebeforetheIndianbankstoenhanceruralmarketingtoincreasetheircustomers.Banksshouldopentheirbranchesnotonlyintheurbanandsemi-urbanareasbutalsointheruralareas.·TrustofCustomersMarketingcanbeenhancedonlybyincreasingthecustomers.Customerscanbeincreasedorattractedonlybywinningthetrustofthecustomers.·CustomerAwarenessCustomerawarenessisalsoachallengebeforethebanks.Bankcanmarkettheirproductsandservicesbygivingtheproperknowledgeabouttheproducttocustomerorbyawardingthecustomerabouttheproducts.Bankshouldliteratethecustomers.StrategiesfortheenhancementofbankmarketingInthefiercecompetitivemarket,needsofcustomerkeepchanging.Hence,ourmarketingstrategymustbedynamicandflexibletomeetthechangingscenario.Herearestepsthatformsuccessfulandeffectivemarketingstrategyforbankproducts.·FormaSaleableProductSchemeBankshouldformaschemethatmeetstheneedsofcustomers.Abunchofsuchschemescanalsoformaproduct.Abankproductmayincludedepositscheme,anaccountofferingmoreflexibilities,technicallysoundbanking,tele/mobile/netbanking,aninnovativeschemetargetedtospecialgroupofcustomerslikechildren,females,oldagedpersons,businessmanetc.Inshort,abankproductmayconsistofanythingthatyouoffertocustomers.·EffectiveBrandingManisabundleofsentimentsandemotions.Thiscaneffectivelybehelpfulinbrandingourproducts.Consideringthefeaturesofproductsandtargetgroupofcustomers,theproductcanbeeffectivelybrandedsoastosounditcatchyandappealing.·ProductsforWomenThenationalperspectiveplanforwomenstatesthat94pcofwomenworkersareengagedintheunorganizedsectorand83pcoftheseinagricultureandalliedactivitieslikedairy,animalhusbandry,sericulture,handloom,handcraftsandforestry.Banksshoulddosomethingtoimprovetheiraccesstocreditwhichtheyrequire.·AdvertisementAdvertisementisaneminentpartofmarketingofbankproducts.Advertisementshouldbesuchthatappealstopeople.Itshouldnotfollowtheorthodoxpatternofnarratingaproduct.Foreffectiveadvertisement,bankshouldunderstandpeople’stastesandchoices.·SellingProductsinRuralAreasForenhancingthemarketingoftheirproduct,bankshouldselltheirproductsinruralareas.Forit,thereisaneedtoopenbranchesintheruralareas.·InformingCustomersAboutProductsThebankshouldembarkuponaggressivemarketingofitsproducts,particularlyatthetimeoflaunchinganewproduct,whichwillinformtheperspectivecustomersregardingproductandatthesametimerelievestaffatbranchlevelfromexplainingtheproducttoallcustomers.·Re-orientStaffSincerityofeffortsinimplementationofthemeasuresislackingamongthebankstaff.Itisafactthatitsemployeesarenotabletoriseuptotheexpectationsofitscustomers.Theylackintheirbehaviour,attitudeandefficiency.Thephenomenonisglaringaturbancenters.Therefore,itcallsforanimmediateattentionwhichismissinglinkintheentireprocessofmarketing,andthebankshouldundertakeallsuchstepstomotivateandreorientitsstaff.·SaleofProductsandServicesthroughE-deliveryChannelsAftertheInformationTechnologyAct,manynewe-deliveryproductshavebeenintroduced.Theseedeliverychannelsareveryhelpfulinenhancingthemarketingofvariousproductsandservices.ThusIndianbanksshouldsaletheproductsandservicesthroughe-deliverychannels.·SaleofProductsandServicesthroughWeb-sitesInternetisanetworkofnetworkwhichconnectstheworld.Thus,banksshouldsaletheirproductsthroughweb-site.Thiswillenhancethemarketingoftheproductsnotonlyatthenationalbutalsoattheinternationallevel.ImplicationThusthestudyimpliesthatforasuccessfulandeffectivebankingmarketingofbankproductsisanecessarycondition.Thisconditioncanonlybefulfillingonlybyattractingthemoreandmorecustomers.Thus,bankshouldmakeonlypolicieswhicharehelpfulinfulfillingtheneedsofcustomers.ConclusionBankingsectorreformshavechangedthetraditionalwayofdoingbankingbusiness.Mainlytechnologyistheoutcomeofbankingreforms.Customerisnowthekingandcustomerfocusorsatisfactionofcustomeristhemainaimofthebanks.Withtheintroductionofnewproductsandservicescompetitionhasgrownupamongthebanks.Onlythosebankswillsurvivewhofacethecompetitionwiththeeffectivewaysofmarketing.References1.Ananthakrishnan,G.(2004),“MarketingofBankProducts”,IBABulletin,(April)p92.Dwivedi,R.(2007),“ManagingMarketing-FinanceInterface”,JournalofCommerceandTrade,Vol.2,No.2(Oct.),p.323.Dixit,V.C.(2004),“MarketingBankProducts”,IBABulletin,(April),p.154.Gupta,O,“EmergingIssuesinServiceMarketing-BanksExperience”,SBIMonthlyReview,(Dec.),p.6275.Gurumurthy,N.(2004),“MarketingBankProducts”,IBABulletin,(April),p.236.Jain,A.(2007),“ManagerialRoleinInternationalMarketingStrategies”,JournalofCommerceandTrade,Vol.2,No.2(Oct.),p.297.Malik,S.C.(1996),“BuildingHumanCapitalforBanking”,Vichaar,Vol.16,Issue4,(Oct.)8.Ojha,V.K.(2004),“MantraofEffectivelyMarketingBankProducts”,IBABulletin,(April),p.199.Patnaik,U.andChhatoi,B.(2006),“BankMarketing”editedbookbySonaliPublications,NewDelhi.10.Sreedhar,G.,“Marketing-StyleofIndianBanks”,TheBanker,NewDelhi,(Feb.)11.Sasanee,M.K.(2004),“MarketingBankProducts”,IBABulletin,(April),p.5原文與譯文譯文：銀行產(chǎn)品營(yíng)銷(xiāo)-新挑戰(zhàn)和新策略Dr.R.K.UppalDirector,UGCSponsoredMajorResearchProjectD.A.V.College,Malout(Punjab)摘要：本文有一定的局限性，印度的私人銀行和外資銀行的營(yíng)銷(xiāo)策略相比公共部門(mén)銀行來(lái)說(shuō)要更好一些。本文建議加強(qiáng)銀行產(chǎn)品的營(yíng)銷(xiāo)策略，只有那些采取和實(shí)現(xiàn)有效營(yíng)銷(xiāo)戰(zhàn)略的銀行才會(huì)贏得客戶的信任，將來(lái)才能在競(jìng)爭(zhēng)中生存下來(lái)。關(guān)鍵詞：銀行產(chǎn)品營(yíng)銷(xiāo)，客戶，面臨的挑戰(zhàn)及對(duì)策銀行市場(chǎng)營(yíng)銷(xiāo)定義的聚合功能，提供服務(wù)以滿足客戶的金融需求和愿望，比競(jìng)爭(zhēng)對(duì)手更有效地查看銀行的組織目標(biāo)。銀行營(yíng)銷(xiāo)已經(jīng)成為一個(gè)非常復(fù)雜而又有趣的話題，因?yàn)樗枰R(shí)，經(jīng)濟(jì)學(xué)，社會(huì)學(xué)，心理學(xué)，銀行，也是核心的營(yíng)銷(xiāo)理念。在市場(chǎng)營(yíng)銷(xiāo)中客戶占上風(fēng)。有效的營(yíng)銷(xiāo)銀行產(chǎn)品在于用系統(tǒng)化專(zhuān)業(yè)化的方式滿足客戶的需求。因此，銀行必須設(shè)立“研究和市場(chǎng)情報(bào)”，這樣才能保持創(chuàng)新，以確?？蛻魸M意度，以保持市場(chǎng)的發(fā)展步伐。產(chǎn)品與服務(wù)：產(chǎn)品就是“任何能讓顧客滿意使用并且利潤(rùn)來(lái)自客戶的東西”。產(chǎn)品和服務(wù)是銀行中交替使用的話。銀行產(chǎn)品是存款，借貸或其他產(chǎn)品如信用卡或外匯交易，這是有形的，可衡量的，而服務(wù)是可表達(dá)，但無(wú)法衡量的。好的服務(wù)不僅僅是營(yíng)銷(xiāo)一項(xiàng)好產(chǎn)品，而是應(yīng)該聚焦在對(duì)一種舒適消費(fèi)的需求。銀行服務(wù)的營(yíng)銷(xiāo)方式：?確定客戶的金融需求和愿望。?制定合適的銀行產(chǎn)品和服務(wù)，以滿足客戶的需求。?確定開(kāi)發(fā)的產(chǎn)品/服務(wù)的價(jià)格。?宣傳和推廣現(xiàn)有和潛在客戶的金融服務(wù)產(chǎn)品。?設(shè)置適當(dāng)?shù)姆咒N(xiāo)渠道和銀行分行。?未來(lái)市場(chǎng)需求的預(yù)測(cè)和研究。本文的安排：分為六個(gè)部分。簡(jiǎn)要介紹后，第二部分回顧本主題相關(guān)的一些研究，第三部分突出目標(biāo)和研究方法，第四部分討論結(jié)果.第五部分反映戰(zhàn)略，最后一節(jié)總結(jié)本文。相關(guān)研究的回顧：Dwivedi，R.（2007）解釋說(shuō)，金融的功能很重要，但并不如市場(chǎng)營(yíng)銷(xiāo)職能的重要。營(yíng)銷(xiāo)和財(cái)務(wù)職能之間的摩擦，將是不利的順利發(fā)展，任何企業(yè)組織的運(yùn)作。如股東價(jià)值最大化的財(cái)務(wù)目標(biāo)是由該組織所通過(guò)的任何新戰(zhàn)略的組成部分。但是，這一目標(biāo)似乎已失去了專(zhuān)注于市場(chǎng)份額的營(yíng)銷(xiāo)活動(dòng)之中的亂舞。必須采取有意識(shí)的努力，以避免缺少的核心目標(biāo)和銷(xiāo)售的增長(zhǎng)。Dixit，V.C.（2004）總結(jié)成功市場(chǎng)營(yíng)銷(xiāo)和以使其更加有效，客戶的需求設(shè)計(jì)新產(chǎn)品，以滿足客戶的方式確定。虎丘的工作人員應(yīng)當(dāng)有足夠的知識(shí)，以滿足客戶的需求。我們應(yīng)該采取長(zhǎng)遠(yuǎn)策略，將其轉(zhuǎn)換成一個(gè)以客戶為導(dǎo)向的整個(gè)組織。Gupta，O.（1997）描述出現(xiàn)的服務(wù)部門(mén)和銀行服務(wù)營(yíng)銷(xiāo)的經(jīng)驗(yàn)。他強(qiáng)調(diào)，作為成功的關(guān)鍵，顧客滿意，并提出了一些措施，以滿足客戶的需求和期望。Gurumurthy，N.（2004）聲稱(chēng)，今天聲稱(chēng)是“矯直機(jī)”，而不是一個(gè)“與眾不同”的技術(shù)。銀行產(chǎn)品可以很容易地復(fù)制和復(fù)制不像制成品的競(jìng)爭(zhēng)對(duì)手。它也不是一個(gè)可行的模式營(yíng)銷(xiāo)在價(jià)格上競(jìng)爭(zhēng)。解決方案，因此，就趴在營(yíng)銷(xiāo)策略的有效應(yīng)用。Jain，A.（2007）所描述的營(yíng)銷(xiāo)，要知道，每個(gè)國(guó)家有不同的營(yíng)銷(xiāo)環(huán)境。相對(duì)而言，它必須非常明確，勢(shì)必重組認(rèn)為，每一個(gè)營(yíng)銷(xiāo)環(huán)境不同地方放置，以及作為國(guó)家比同一國(guó)家的國(guó)家對(duì)國(guó)家的國(guó)際營(yíng)銷(xiāo)。這也是明顯的研究，全球的商業(yè)交易，必須有健全的計(jì)劃和目標(biāo)導(dǎo)向性質(zhì)。Sreedhar（1991）提出商業(yè)銀行的營(yíng)銷(xiāo)問(wèn)題。他們都強(qiáng)調(diào)在營(yíng)銷(xiāo)服務(wù)動(dòng)機(jī)研究，營(yíng)銷(xiāo)研究和推廣方面，并提出完善的營(yíng)銷(xiāo)策略，以應(yīng)付不斷變化的環(huán)境。目標(biāo)：研究和分析在不同的銀行集團(tuán)的產(chǎn)品和服務(wù)營(yíng)銷(xiāo)的發(fā)展。提出加強(qiáng)銀行的營(yíng)銷(xiāo)策略的建議。研究設(shè)計(jì)：營(yíng)銷(xiāo)已經(jīng)成為銀行界的流行語(yǔ)，客戶突然轉(zhuǎn)移到中心舞臺(tái)。銀行該如何吸引顧客使用自己的產(chǎn)品和服務(wù)？至始至終的忠誠(chéng)不再被視為理所當(dāng)然的事。銀行必須加倍努力，以保留現(xiàn)有客戶，并使用策略以吸引新客戶。印度銀行業(yè)分為三大銀行集團(tuán)：公共部門(mén)銀行集團(tuán)-G（28）,私人銀行集團(tuán)-G-II（28）,外資銀行集團(tuán)-G-III（29）現(xiàn)在所有的工作是通過(guò)技術(shù)工具和電子交付渠道，如ATM，信用卡，掌上銀行，電話銀行?，F(xiàn)在銀行考慮到利潤(rùn)而不是價(jià)格。在1993年之前顧客是銀行的奴隸，但現(xiàn)在他已經(jīng)成為銀行的上帝?？蛻艨梢园凑兆约旱脑竿玫椒答仭?/p>

改革開(kāi)放后，印度銀行的服務(wù)營(yíng)銷(xiāo)出現(xiàn)驕人的業(yè)績(jī)，但公營(yíng)銀行落后于私營(yíng)部門(mén)和外資銀行。意味著私營(yíng)部門(mén)和外資銀行在推銷(xiāo)其產(chǎn)品和服務(wù)更有效。銀行產(chǎn)品營(yíng)銷(xiāo)面臨的挑戰(zhàn)：·技術(shù)銀行的IT導(dǎo)向?qū)е滤綘I(yíng)銀行和外資銀行的市場(chǎng)營(yíng)銷(xiāo)比公營(yíng)銀行更有效。私人銀行和外資銀行通過(guò)電子服務(wù)正吸引著越來(lái)越多的顧客。因此，技術(shù)已成為公共部門(mén)是一個(gè)挑戰(zhàn)?！の唇?jīng)訓(xùn)練的員工當(dāng)一個(gè)潛在客戶接近銀行時(shí)，員工似乎對(duì)有關(guān)計(jì)劃所知甚少的事情經(jīng)常發(fā)生。這反映了我們銀行的形象丑陋的畫(huà)面。不去接觸這個(gè)人銀行可能會(huì)失去一個(gè)潛在客戶甚至10更多的客戶。員工對(duì)客戶的態(tài)度也沒(méi)有很好。因此，它是一個(gè)需要時(shí)間重新調(diào)整工作人員。·農(nóng)村市場(chǎng)通過(guò)占領(lǐng)農(nóng)村市場(chǎng)以增加他們的客戶對(duì)銀行來(lái)說(shuō)是一個(gè)很大的挑戰(zhàn)。銀行不僅要在城市和半城市地區(qū)設(shè)立分支機(jī)構(gòu)，而且要在農(nóng)村建立分支機(jī)構(gòu)。·客戶的信賴(lài)營(yíng)銷(xiāo)只