济南建行零售网点转型问题研究

发布时间：2018-01-14 02:20

本文关键词：济南建行零售网点转型问题研究　出处：《山东师范大学》2013年硕士论文　论文类型：学位论文

【摘要】：在后金融危机时代，中国金融市场日趋开放，中国商业银行也在积极执行“全球扩展”战略，面临着与世界各大商业银行竞争的形势。为了把握未来业务的增长点，商业银行的基层网点必须进行转型。中国建设银行借鉴美国银行个人金融业务的网点经营模式的先进经验，自2006年起在全行范围内展开了零售网点的转型，先后经历了一代转型和二代转型，一代转型是通过以客户为中心设立网点的岗位和角色，，优化人员配置，实施大厅制胜，重新定义大堂经理角色，进一步明确大堂经理的功能和职责；同时围绕鼓励和团队，塑造一种积极向上的网点精神和服务文化；进一步优化柜面业务流程，实现前后台分离。二代转型则主要是从促进VIP客户服务销售工作从“产品驱动”模式向“客户需求驱动”模式转变。通过实施客户分层维护、明确客户经理职责、优化销售服务流程、设计标准化工具等措施，满足VIP客户的差别化需求，实现提高客户经理服务能力和销售业绩，提升客户满意度的业务目标。济南建设银行在网点转型的工作中取得了一些成绩和经验，但还存在一些问题。包括业务质量、人员素质有待提高，市场定位还要进一步清晰；产品设计缺乏有效的流程操作，配套系统不完善；产品设计缺乏创新性，产品竞争力不强；风险防范意识不强，制度不完善。这些因素决定着建设银行是否能够成功转型为现代金融机构，也决定着建设银行在未来市场上的竞争力。本文利用SWOT分析方法以及市场细分理论等进行了济南建行网点转型的可行性分析，发现了济南建设银行在网点转型中所要注意的问题，并针对问题提出相应的对策建议。主要从加大培训力度，提高从业人员的业务水平；建立有效的考核机制，调动员工积极性；优化流程操作；加快金融产品创新；完善柜面服务，提升客户满意度；强化安全措施等方面提出了推进零售网点转型的思路和办法。
[Abstract]:In the post-financial crisis era, China's financial market is becoming more and more open, and Chinese commercial banks are also actively implementing the "global expansion" strategy. Facing the situation of competition with the major commercial banks in the world, in order to grasp the growth point of future business, the grass-roots network of commercial banks must be transformed. China Construction Bank (CCB) has developed the transformation of retail outlets in the whole bank since 2006, drawing on the advanced experience of Bank of America's personal financial business network management model. Has experienced the generation transition and the second generation transformation, the generation transformation is through takes the customer as the center establishes the network the post and the role, optimizes the personnel disposition, implements the hall to win, redefines the lobby manager role. Further clarify the functions and responsibilities of the lobby manager; At the same time, around encouragement and team, create a positive network spirit and service culture; Further optimize the counter business process. The second generation transformation is mainly from promoting VIP customer service sales from "product-driven" mode to "customer demand driven" mode. Through the implementation of customer hierarchical maintenance. Define the responsibility of the account manager, optimize the sales service process, design standardized tools and other measures to meet the differentiated needs of VIP customers, achieve improved service capacity and sales performance of the customer manager. Business objectives to improve customer satisfaction. Jinan Construction Bank has made some achievements and experience in the transformation of network, but there are still some problems, including business quality, personnel quality to be improved, market positioning need to be further clear; The product design lacks the effective flow operation, the supporting system is not perfect; The product design lacks the innovation, the product competition ability is not strong; These factors determine whether CCB can successfully transform into modern financial institutions and determine the competitiveness of CCB in the future market. This paper uses SWOT analysis method and market segmentation theory to analyze the feasibility of the network transformation of Jinan Construction Bank, and find the problems that should be paid attention to in the transformation of Jinan Construction Bank. And put forward the corresponding countermeasures and suggestions to solve the problems, mainly from the increase of training efforts to improve the professional level of practitioners; Establish an effective assessment mechanism to mobilize the enthusiasm of employees; Optimize process operation; Accelerating the innovation of financial products; Improve counter service, improve customer satisfaction; Strengthen the safety measures and other aspects proposed to promote the transformation of retail outlets ideas and methods.
【学位授予单位】：山东师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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