A Study On The Retailing Bank Management System Of B Bank

Although the importance of customer is approved universally, there're still lots of enterprises doing against what they believe. According to the traditional marketing strategy, product leads to success, such as profit ratio, sales volume, market share and customer satisfactory etc. The scale standard based on product results in the neglect of the value that customers bring to the enterprise. Customer Lifetime-Value marketing strategy does not only establish the affiliation between the customer and company, but also offers the measure standard and mutual platform for marketing and finance. This paper draw the customer data from B bank focusing on CLV research, analysis bank B internal and external environment, its core competitiveness and even its limitations. Bank B, having collated the existing marketing strategy, apply SUNIL GUPTA and DONALD R.LEHMANN (2006) valuation model of CLV, an interoperability assessment model, into bank B SupremeGold bank customers and draw four conclusions as below:First, B bank existing retail banking business is the performance of its marketing strategy to more traditional marketing strategies;Second, the model SUNIL GUPTA and DONALD R.LEHMANN (2006) is working for B bank's SupremeGold CLV assessment results;Third, B bank's SupremeGold customers need to change its marketing strategy into CLV as the core of the management system and marketing strategy, customer acquisition, customer retention, customer profit margins for the marketing strategy of the indicators of success;Last one, this paper study B bank for banking entities, the effective theory and practice combination of a clear CLV as the core marketing strategy, tactical decision-making for promote domestic retail business, which draw lessons from ans reserable to other commercial banks, with the promotion of the value.