中国工商银行长春丙九路支行网点转型及其效果分析

发布时间：2018-01-25 20:46

  本文关键词： 工商银行丙九路支行 网点转型 服务迁移 业务流程改造 绩效考核机制 负债业务　出处：《吉林大学》2012年硕士论文　论文类型：学位论文

【摘要】：银行网点作为最基础的商业银行经营管理单元，是各个银行最主要的营销渠道。网点服务效率和管理水平的高低在一定范围内影响着支行的整体经营绩效。网点作为最有效的营销渠道，其运营效率直接影响到它在社会中的形象，甚至其持续的经营发展目标。网点是展示商业银行形象最主要的服务场所。然而，在现有经营环境下，，我行网点的规模优势尚未完全转化为竞争优势，在推动网点功能转型工作中依然面临着一些问题。银行如果具有规范化、高效率、功能强大的网点，则也争取到了核心竞争力的法宝，这也是他行无法复制的宝贵资源。网点整体管理水平和运营效率的提高对银行的运营能力产生很大影响。本文从实践中印证了深化运营改革，提高网点的竞争力，推动网点转型是银行在同业中取胜的利剑，并对转型后的新型网点运营效果和今后发展方向进行展望。本文首先介绍了中国工商银行及丙九路支行网点的概况，然后对网点转型的必要性进行了阐述，并结合丙九路支行转型的实践介绍了先进的经验，最后阐述了丙九路支行网点转型的效果，并描述了今后改进的方向。本文认为工商银行丙九路支行网点转型目标为：将操作型转变为营销型网点，全面提升网点竞争力。促进网点全面转型，需进行网点服务迁徙、全面进行业务流程化改造、进行科学的绩效考核机制、拓展网点负债业务。按照丙九路支行网点转型的总体目标，本文对工商银行丙九路支行网点进行了SWOT分析，并结合转型的经验，对各个商业银行基层网点如何实施网点经营转型提出了新的理念。总结出的策略对工行网点转型提供了很好的借鉴性经验。 本文的创新点是工行网点转型方法的研究方法利用战略管理中的SWOT分析法进行分析。从工具层面上对工行丙九路支行的现状和面临的内外部环节进行分析比较，并由此提出合理化的转型建议。 本文旨在提供工商银行丙九路支行网点转型的具体案例，帮助学者和未进行网点经营模式转型的银行和网点对网点转型的问题进一步学习和探讨，建立适合本网点的网点经营转型实际操作和实施战略方案。并对后续工作提出建议。
[Abstract]:Bank network as the most basic business management unit of commercial banks. It is the most important marketing channel of each bank. The service efficiency and management level of the network influence the overall operating performance of the branch in a certain range. The network is the most effective marketing channel. Its operation efficiency directly affects its image in the society, even its continuous business development goal. The network is the most important service place to display the image of commercial bank. However, in the present operating environment. The scale advantage of our network has not been completely transformed into competitive advantage, and we still face some problems in promoting the transformation of network function. If the bank has standardized, high efficiency, powerful network. It has also won the magic weapon of core competence. This is also a valuable resource he can not replicate. The improvement of the overall management level and operational efficiency of the network has a great impact on the operational ability of the bank. This paper confirms the deepening of operational reform from the practice. Improving the competitiveness of the network and promoting the transformation of the network is the sword for banks to win in the same industry. And after the transformation of the new network operation results and future development prospects. This paper first introduced the Industrial and Commercial Bank of China and C Jiu Road branch network overview, and then the necessity of network transformation is expounded. Combined with the practice of branch transformation, the paper introduces the advanced experience, and finally expounds the effect of the transformation of branch network. And describes the direction of improvement in the future. This paper thinks that the transformation goal of ICBC C & C branch network is to transform the operation type into the marketing network, to enhance the competitiveness of the network and to promote the overall transformation of the network. Need to carry on the network service migration, the overall business process transformation, scientific performance appraisal mechanism, expand the network liability business. According to the C Nine branch network transformation of the overall goal. This paper makes a SWOT analysis of ICBC's C & C branch outlets, and combines the experience of transformation. This paper puts forward a new idea on how to carry out the transformation of commercial banks' grass-roots network, and provides a good reference experience for ICBC's network transformation. The innovation of this paper is the research method of the transformation method of ICBC network. The paper analyzes the current situation and the internal and external links of ICBC's C & C branch from the tool level by using the SWOT analysis method in strategic management. Analysis and comparison. And thus put forward rationalization of the transformation of the proposal. The purpose of this paper is to provide a specific case of branch transformation in ICBC, and to help scholars and banks without the transformation of network management mode to further study and explore the problem of network transformation. To establish a network suitable for the transformation of the actual operation and implementation of the strategic plan, and put forward suggestions for follow-up work.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

【参考文献】

中国期刊全文数据库 前10条

1 叶文辉;利率市场化条件下国有商业银行个人金融业务的改革[J];金融论坛;2003年08期

2 余淑英;;论我国商业银行网点的战略转型[J];福建金融;2007年08期

3 倪小波;;浅析商业银行网点的规划和建设[J];经营管理者;2009年06期

4 中国工商银行深圳市分行办公室课题组;对我国银行业网点转型工作的思考[J];金融管理与研究(杭州金融研修学院学报);2005年06期

5 侯澄;;新网点主义[J];华南金融电脑;2006年01期

6 张春子;海外银行个人金融业务的发展[J];经济导刊;2004年12期

7 李保兴;;提升商业银行网点服务水平的思考[J];金融理论与实践;2006年04期

8 任碧云;我国银行发展个人金融业务之探讨[J];金融研究;2001年07期

9 杨玉凤;我国个人金融业务发展中存在的问题及对策[J];金融与经济;2004年11期

10 吴卫东;中国金融入世后面临挑战的初步分析及设想[J];榆林学院学报;2003年04期

中国重要报纸全文数据库 前1条

1 本报记者 谌力;[N];网络世界;2004年

中国硕士学位论文全文数据库 前1条

1 伍纯刚;基于零售业务战略的国内银行网点转型再造研究[D];苏州大学;2007年

本文编号：1463660