JT银行基层营业网点经营模式研究
发布时间：2019-04-19 13:21
【摘要】：基层网点是各大商业银行经营发展的基础,基层网点的经营模式支撑并服务于商业银行的发展战略。我国商业银行在日趋激烈的竞争环境中,通过改变网点经营环境和格局,采取了各种措施,千方百计节能增效,怎样增加网点产能,改进网点经营模式,是各家商业银行都热切关注和亟待破解的课题。本文试图对JT银行基层网点经营模式进行解剖,探讨基层营业网点经营模式经验和存在的问题；总结和剖析取得成功经验和导致存在问题的原因,提出改进策略和路径选择。 论文主要内容和框架是：第一部分,绪论。介绍本文的研究背景、目的及意义。第二部分,银行基层网点经营的相关理论概述。概要的介绍银行基层网点有关理论包括：商业银行网点转型、营销理论、系统管理理论、战略管理理论、目标管理、关键绩效指标法(KPI)平衡计分卡、金融创新。第三部分,JT银行基层营业网点当前经营模式及现状分析。从自助银行、当前网点营运模式、营销模式、员工激励及创新等方面作详细分析,包括存在的主要问题及发展的局限性,提出现阶段主要存在的问题,包括：电子银行类业务的乏力推进；绩效考核的重合造成团队效应差；基层网点监管过多使员工产生逆反心理；任务压力与收入回报并不成正比,在同行业的收入对比中,排名较后；网点选址存在问题。第四部分,JT银行基层营业网点经营模式改进思路与路径选择：采取有效措施、做大做强电子银行业务,包括设立专职推广人员、多样化电子银行产品体系、精准定位目标客户群、加大促销宣传力度、加强电子银行业务考核、建立电子银行业务专业营销制度、提高电子银行类业务服务水平；导入关键绩效指标法、完善综合柜员与客户经理绩效考核；减少内部过度监管压力、营造正常有序业务环境；科学合理选址、优化网点布局。第五部分,总结出JT银行基层网点经营模式改进的难点和关键性障碍：经营观念拖累经营发展的步伐、上下协调机制不够完善。第六部份,结束语,对JT银行网点近年来转型的综述,包括转型的成功且可向其他银行推广学习的经验以及当前该银行所面临现实问题以及需要改进的地方。 论文的创新点和主要贡献是：理论联系实际,运用相关理论和方法剖析JT银行基层网点经营模式转型和创新的实践,总结成功经验,发现问题寻求原因,提出改进和优化的路径选择。期望论文研究成果能够为JT银行改进和创新基层网点经营模式提供参考,为其他商业银行基层网点经营模式转型和探索提供借鉴。 论文的缺陷与不足是：取得的内部数据有限,对该银行整体分析不够全面、准确。
[Abstract]:The grass-roots network is the basis of the management and development of the major commercial banks, and the management model of the grass-roots branches supports and serves the development strategy of the commercial banks. In the increasingly fierce competitive environment, Chinese commercial banks have taken various measures by changing the operating environment and pattern of the outlets, doing everything possible to save energy and increase efficiency, and how to increase the network capacity and improve the network management mode. Is each commercial bank all fervently pays attention to and urgently needs to solve the subject. This paper attempts to dissect the operation mode of the basic level branch of JT bank, discusses the experience and existing problems of the operation mode of the basic level business branch, sums up and analyzes the successful experience and the cause of the existing problems, and puts forward the improvement strategy and the choice of the path. The main contents and framework of the paper are: the first part, introduction. This paper introduces the research background, purpose and significance. The second part, the bank grass-roots branch operation related theory summary. This paper briefly introduces the basic-level bank network theory including: commercial bank network transformation, marketing theory, system management theory, strategic management theory, goal management, key performance index method (KPI) balanced scorecard, financial innovation. The third part, the JT bank grass-roots business branch current business model and the present situation analysis. From the aspects of self-help bank, current network operation mode, marketing mode, employee incentive and innovation, etc., this paper makes a detailed analysis, including the main problems existing and the limitations of development, and puts forward the main existing problems at the present stage. Including: the weak promotion of electronic banking business; The overlap of performance appraisal results in poor team effect; excessive supervision of grass-roots network leads to adverse psychology of employees; the task pressure is not directly proportional to income return; in the income comparison of the same industry, the ranking is lower; there are problems in the location of outlets. The fourth part, the idea and path choice of improving the management mode of JT bank's grass-roots business outlets: take effective measures to expand and strengthen the electronic banking business, including setting up full-time promoters and diversifying the electronic banking product system. To accurately target customers, strengthen the promotion and publicity, strengthen the e-banking business assessment, establish a professional marketing system of e-banking business, improve the level of e-banking business services; Introduce the key performance index method to perfect the comprehensive teller and customer manager performance appraisal, reduce the pressure of internal over-supervision, create the normal and orderly business environment, select the site scientifically and rationally, and optimize the layout of the network. In the fifth part, the paper summarizes the difficulties and key obstacles of the improvement of the management mode of the basic-level branch of JT bank: the concept of operation drag down the pace of management development, and the coordination mechanism between up and down is not perfect enough. The sixth part concludes with an overview of the recent transformation of JT bank outlets, including the success of the transformation and the experience that can be promoted to other banks, as well as the current problems faced by the bank and areas for improvement. The innovation and main contribution of this paper are as follows: combining theory with practice, applying relevant theories and methods to analyze the practice of transformation and innovation of the basic-level branch of JT bank, summarizing the successful experience and finding out the reasons for the problem. The path selection of improvement and optimization is proposed. It is expected that the research results can provide a reference for JT Bank to improve and innovate the management model of grass-roots branches and provide reference for the transformation and exploration of other commercial banks' grass-roots outlets. The defects and shortcomings of the paper are: the internal data obtained are limited, and the overall analysis of the bank is not comprehensive and accurate.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2
[Abstract]:The grass-roots network is the basis of the management and development of the major commercial banks, and the management model of the grass-roots branches supports and serves the development strategy of the commercial banks. In the increasingly fierce competitive environment, Chinese commercial banks have taken various measures by changing the operating environment and pattern of the outlets, doing everything possible to save energy and increase efficiency, and how to increase the network capacity and improve the network management mode. Is each commercial bank all fervently pays attention to and urgently needs to solve the subject. This paper attempts to dissect the operation mode of the basic level branch of JT bank, discusses the experience and existing problems of the operation mode of the basic level business branch, sums up and analyzes the successful experience and the cause of the existing problems, and puts forward the improvement strategy and the choice of the path. The main contents and framework of the paper are: the first part, introduction. This paper introduces the research background, purpose and significance. The second part, the bank grass-roots branch operation related theory summary. This paper briefly introduces the basic-level bank network theory including: commercial bank network transformation, marketing theory, system management theory, strategic management theory, goal management, key performance index method (KPI) balanced scorecard, financial innovation. The third part, the JT bank grass-roots business branch current business model and the present situation analysis. From the aspects of self-help bank, current network operation mode, marketing mode, employee incentive and innovation, etc., this paper makes a detailed analysis, including the main problems existing and the limitations of development, and puts forward the main existing problems at the present stage. Including: the weak promotion of electronic banking business; The overlap of performance appraisal results in poor team effect; excessive supervision of grass-roots network leads to adverse psychology of employees; the task pressure is not directly proportional to income return; in the income comparison of the same industry, the ranking is lower; there are problems in the location of outlets. The fourth part, the idea and path choice of improving the management mode of JT bank's grass-roots business outlets: take effective measures to expand and strengthen the electronic banking business, including setting up full-time promoters and diversifying the electronic banking product system. To accurately target customers, strengthen the promotion and publicity, strengthen the e-banking business assessment, establish a professional marketing system of e-banking business, improve the level of e-banking business services; Introduce the key performance index method to perfect the comprehensive teller and customer manager performance appraisal, reduce the pressure of internal over-supervision, create the normal and orderly business environment, select the site scientifically and rationally, and optimize the layout of the network. In the fifth part, the paper summarizes the difficulties and key obstacles of the improvement of the management mode of the basic-level branch of JT bank: the concept of operation drag down the pace of management development, and the coordination mechanism between up and down is not perfect enough. The sixth part concludes with an overview of the recent transformation of JT bank outlets, including the success of the transformation and the experience that can be promoted to other banks, as well as the current problems faced by the bank and areas for improvement. The innovation and main contribution of this paper are as follows: combining theory with practice, applying relevant theories and methods to analyze the practice of transformation and innovation of the basic-level branch of JT bank, summarizing the successful experience and finding out the reasons for the problem. The path selection of improvement and optimization is proposed. It is expected that the research results can provide a reference for JT Bank to improve and innovate the management model of grass-roots branches and provide reference for the transformation and exploration of other commercial banks' grass-roots outlets. The defects and shortcomings of the paper are: the internal data obtained are limited, and the overall analysis of the bank is not comprehensive and accurate.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2
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