中国农业银行眉山分行网点转型项目方案设计研究
发布时间：2018-07-18 21:10
【摘要】：金融脱媒、利率市场化、资本充足率、未来增长点商业银行不断面临的新考验。传统的依赖利差收入实现盈利和增长的方式己难适应新形势下的竞争，各商业银行都将目光聚焦在了银行中间业务，而要创造、提高中间业务收入，零售业务则成为了大家不约而同的战略发展方向。 网点是银行业务经营的窗口和基础，随着同业竞争的日趋加剧，网点已成为银行发展零售业务最重要的经营资源和服务营销平台。在产品高度同质化的今天，网点竞争策略已由过去粗放式的广种薄收拼规模，转变为现在内涵式的精细管理拼服务。换句话说，也就是由外延扩张比拼转化为软实力竞争，正因如此，国内商业银行都将网点转型作为了零售业务转型的切入点和落脚点，，纷纷启动了网点转型项目，随着同业网点转型的不断深入，农行既面临着重大机遇，也接受着严峻挑战。 在此背景下，本文通过借助相关的企业变革及战略管理理论，运用文献资料法、案例分析法以及理论与实践相结合等研究方法，借鉴国内外商业银行零售业务发展实践与网点转型经验，首先对眉山农行营业网点经营现状进行了梳理、分析；其次，从网点定位、网点选址与规划、网点功能分区设计、前后台销售流程优化、网点岗位与绩效管理、网点文化管理等网点转型六个重点环节入手，对眉山农行这一典型个案进行了网点转型方案设计；最后，从该行第一阶段网点转型中存在的现实问题出发，尝试进行对策性的探讨。
[Abstract]:Financial disintermediation, interest rate marketization, capital adequacy, future growth point commercial banks are constantly facing a new test. The traditional way to realize profit and growth by relying on interest income has been difficult to adapt to the competition under the new situation. All commercial banks have focused their attention on the intermediate business of the bank, but they should create and improve the income of the intermediate business. Retail business has become the same strategic direction. The network is the window and foundation of the banking business. With the increasing competition among the banks, the network has become the most important business resources and service marketing platform for the development of the retail business of banks. With the high homogeneity of products, the strategy of network competition has changed from extensive and narrow scale to elaborate management service. In other words, that is, from extension expansion to competition for soft power, it is precisely because of this that domestic commercial banks have taken the network transformation as the entry point and foothold of the retail business transformation, and have started the transformation project of the network one after another. With the continuous deepening of peer network transformation, Agricultural Bank of China is faced with both major opportunities and severe challenges. In this context, this paper through the use of relevant enterprise change and strategic management theory, the use of literature, case analysis and the combination of theory and practice, and other research methods. Based on the experience of retail business development and network transformation of commercial banks at home and abroad, this paper firstly combs and analyzes the present situation of the business network of Agricultural Bank of Meishan; secondly, it analyzes the location, location and planning of the network, and the design of the function of the network. Starting with six key links of network transformation, such as optimization of sales flow, network post and performance management, dot culture management, this typical case of Meishan Agricultural Bank is designed. Starting from the practical problems in the first stage of the bank's network transformation, this paper tries to make a strategic discussion.
【学位授予单位】：云南师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33
本文编号：2132780
[Abstract]:Financial disintermediation, interest rate marketization, capital adequacy, future growth point commercial banks are constantly facing a new test. The traditional way to realize profit and growth by relying on interest income has been difficult to adapt to the competition under the new situation. All commercial banks have focused their attention on the intermediate business of the bank, but they should create and improve the income of the intermediate business. Retail business has become the same strategic direction. The network is the window and foundation of the banking business. With the increasing competition among the banks, the network has become the most important business resources and service marketing platform for the development of the retail business of banks. With the high homogeneity of products, the strategy of network competition has changed from extensive and narrow scale to elaborate management service. In other words, that is, from extension expansion to competition for soft power, it is precisely because of this that domestic commercial banks have taken the network transformation as the entry point and foothold of the retail business transformation, and have started the transformation project of the network one after another. With the continuous deepening of peer network transformation, Agricultural Bank of China is faced with both major opportunities and severe challenges. In this context, this paper through the use of relevant enterprise change and strategic management theory, the use of literature, case analysis and the combination of theory and practice, and other research methods. Based on the experience of retail business development and network transformation of commercial banks at home and abroad, this paper firstly combs and analyzes the present situation of the business network of Agricultural Bank of Meishan; secondly, it analyzes the location, location and planning of the network, and the design of the function of the network. Starting with six key links of network transformation, such as optimization of sales flow, network post and performance management, dot culture management, this typical case of Meishan Agricultural Bank is designed. Starting from the practical problems in the first stage of the bank's network transformation, this paper tries to make a strategic discussion.
【学位授予单位】：云南师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33
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