JS银行营业网点业务流程优化研究

发布时间：2019-07-05 06:36

【摘要】：随着经济金融的蓬勃发展、客户需求层次不断攀升,商业银行网点布局不合理、服务功能单一等问题日益凸显。尤其是中国加入世贸组织,全面开放商业银行业后,外资银行大量涌入中国市场,在各大、中城市圈地,扩张业务范围,大大削弱了四大国有商业银行的垄断地位。面对越来越白热化的竞争,CCB1银行加快改革步伐,先后进行了网点一代转型、网点二代转型,并于2012年着手实施网点三代转型,即网点的三综合建设。JS银行所处地区虽然地处经济发达,但同时也是银行业竞争的焦点之地,尤其是近几年,经济处于下行区间,客户自我需求意识进一步增强,银行业务发展举步维艰。在此背景下,JS银行必须进行产品和服务的转变,通过一个科学、高效的业务流程提升运营效率,增强经营韧性,从而提高综合竞争力。本文首先分析了JS银行目前在业务流程运行方面所存在的问题,针对这些问题,提出了实证研究的基本思路——对营业网点进行重新定位,进一步调整营业网点管理的体制,对营业网点的岗位设置和劳动组合进行重新设计,对服务销售流程进行优化。在此基础上,结合JS银行经营实际,运用调查问卷法、比较分析法、流程示意图法对营业网点的功能分区、岗位设置、服务流程以及管理体制进行理论性的梳理,将营业网点根据功能分为咨询引导区、宣传展示区、客户休息区、低柜服务区、高柜服务区、VIP服务区、自助服务区、电子银行体验区八大区块,其中,咨询引导区、宣传展示区、低柜服务区和VIP服务区共同组成营销区域,相对应的,将营业网点人员设置为网点负责人、营销主管、营运主管、网点客户经理、网点产品经理、高级柜员、柜员及大堂经理八个岗位,对每个岗位的职责进行明确,并对大堂经理、柜员、营运主管和客户经理这四个重要岗位的服务流程进行了细化,以实现网点垂直管理、业务扁平发展、后台高度集中为目标,对网点的管理体制进行调整、优化。最后,对业务流程优化方案实施效果进行了评价,并提出了基本的思考、见解和建议。
[Abstract]:With the vigorous development of economy and finance, the level of customer demand is rising, the layout of commercial bank outlets is unreasonable, the service function is single and so on. Especially after China's entry into WTO and the opening up of commercial banking in an all-round way, foreign banks poured into the Chinese market and expanded their business scope in the major and medium-sized cities, which greatly weakened the monopoly position of the four state-owned commercial banks. In the face of more and more intense competition, CCB1 Bank has accelerated the pace of reform, has carried out the transformation of the first generation of the network, the second generation of the network transformation, and began to implement the third generation transformation of the network in 2012, that is, the three comprehensive construction of the network. Although the area where JS Bank is located in the economic development, it is also the focus of banking competition, especially in recent years, the economy is in the downward range, and the customer self-demand consciousness is further enhanced. The development of banking business is difficult. In this context, JS Bank must carry out the transformation of products and services, through a scientific and efficient business process to improve operational efficiency, enhance business resilience, so as to improve comprehensive competitiveness. This paper first analyzes the problems existing in the business process operation of JS Bank, and puts forward the basic ideas of empirical research-repositioning the business network, further adjusting the management system of the business network, redesigning the post setting and labor combination of the business network, and optimizing the service sales process. On this basis, combined with the actual operation of JS Bank, using questionnaire method, comparative analysis method, process diagram method to sort out the functional division, post setting, service flow and management system of the business network, the business network is divided into consultation and guidance area, publicity and exhibition area, customer rest area, low cabinet service area, high cabinet service area, VIP service area, self-service area, according to the function of the business network, the business network is divided into consultation and guidance area, publicity and exhibition area, customer rest area, low cabinet service area, high cabinet service area, VIP service area, self-service area, There are eight blocks in the experience area of electronic banking, among which, the consultation and guidance area, the propaganda display area, the low cabinet service area and the VIP service area together form the marketing area. Accordingly, the personnel of the business network are set as the head of the network, the marketing supervisor, the operation director, the network account manager, the network product manager, the senior teller, the teller and the lobby manager. The responsibilities of each position are clear, and for the lobby manager, teller, The service flow of the four important positions of operation director and account manager is refined in order to realize the vertical management of the network, the flat development of the business and the high concentration of the background, and the management system of the network is adjusted and optimized. Finally, the implementation effect of business process optimization scheme is evaluated, and the basic thinking, opinions and suggestions are put forward.
【学位授予单位】：南京农业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2

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