中国建设银行内蒙古分行网点转型研究

发布时间：2018-05-12 07:41

本文选题：网点转型 + 标准化　；参考：《内蒙古大学》2013年硕士论文

【摘要】：随着我国经济领域的不断开放,外资银行已获准进入中国市场,其先进的管理经验、营销技术、服务效率和商业信誉,对国内商业银行造成了很大的挑战。同时,国内商业银行的飞速发展,同行业的竞争也日趋激烈。面对激烈的市场竞争环境,作为中国首家股改上市的国有商业银行,中国建设银行与美国银行进行战略合作,提出了银行业务转型战略。中国建设银行内蒙古分行也紧随总行的脚步,开始全面进行网点转型。建设银行一代网点转型重在改进网点功能,明确“五岗位一角色”,解决客户服务的标准化,规范化问题。网点内岗位职责的设定也根据转型后的业务需求重新设定,为客户提供更优质化服务,从而使营业网点由原来的“交易结算型”向“销售服务型”转变。建设银行自2008年8月份在全行推广零售网点二代转型的目标是解决VIP客户服务差别化、专业化的问题。通过专职的个人客户经理团队,对VIP客户进行主动营销,实现网点由原来的“产品驱动”的销售模式向“客户需求”模式的转变。通过两次网点转型,建行内蒙古分行实现了网点改善服务效率、增强销售能力、提升客户满意度、提升市场竞争能力的目标。网点转型已经成为建设银行打造“国际一流零售银行”的重要战略举措之一。
[Abstract]:With the continuous opening of China's economic field, foreign banks have been allowed to enter the Chinese market. Their advanced management experience, marketing technology, service efficiency and commercial reputation have posed a great challenge to domestic commercial banks. At the same time, with the rapid development of domestic commercial banks, competition in the same industry is becoming increasingly fierce. In the face of fierce market competition, China Construction Bank (CCB), as the first state-owned commercial bank to be listed on the stock market, has carried out strategic cooperation with Bank of America and put forward the strategy of banking business transformation. China Construction Bank Inner Mongolia Branch also followed the steps of the head office, began a comprehensive transformation of the network. The transformation of China Construction Bank focuses on improving the function of network, defining "five positions and one role", and solving the problem of standardization and standardization of customer service. The establishment of the post responsibility in the network is also re-set according to the business demand after the transformation, so as to provide customers with better quality service, so as to change the business network from the original "transaction settlement type" to "sales service type". China Construction Bank has been promoting the second generation transformation of retail outlets since August 2008 to solve the problem of VIP customer service differentiation and specialization. Through the full-time personal account manager team, VIP customers are actively marketed to realize the change from the original "product-driven" sales model to the "customer demand" model. Through the transformation of two branches, CCB Inner Mongolia Branch realized the goal of improving service efficiency, enhancing sales ability, enhancing customer satisfaction and enhancing market competition ability. Network transformation has become a construction bank to build "international-class retail banks" one of the important strategic measures.
【学位授予单位】：内蒙古大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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