中国农业银行营业网点转型探讨

发布时间：2018-06-19 07:33

本文选题：农业银行 + 网点转型　；参考：《西南财经大学》2012年硕士论文

【摘要】：当前,商业银行网点因传统落后的经营模式导致的服务内容与服务质量问题一直为社会舆论关注的焦点,客户和银行的矛盾不断加深,客户满意度和忠诚度提升压力大,成为制约商业银行打造核心竞争力的因素之一。近年来中国农业银行以改制上市为契机,进行了大刀阔斧的体制和内部机制改革,实现了历史性的跨越,但因历史的原因,上述问题尤其突出。多样化的金融产品在满足多样化的客户需求的同时,必然对网点服务模式提出了转型和更高的客观要求。以客户需求导向、更新服务理念、实现传统的网点服务模式转型和创新势在必行。本文立足所服务的中国农业银行某营业机构在网点转型实施过程中的经验教训,试图探讨中国农业银行网点服务模式面临的问题与转型的思路及实施途径,为中国农业银行网点转型战略和策略制定与实施提供参考,同时为国内其他商业银行网点转型提供借鉴。本文第一章从介绍网点转型的内涵,背景、意义和转型的整体思路做开篇；第二章对中国农行银行网点转型的必要性进行了全面、深入地分析；第三章主要研究国内商业银行营业网点服务模式转型先进经验和实践；第四章深刻剖析了中国农业银行网点现行服务模式存在问题和原因；第五章重点讨论中国农业银行网点转型的实施方案和转型路径的选择；第六章对中国农业银行网点转型实践绩效进行了评价；第七章列述了中国农业银行网点转型的难点以及制约因素。本文研究的结论是,中国农业银行营业网点转型的总体目标就是把传统交易型的基础网点转变为提高银行客户满意度,而且可以增加银行营业收入的重要路径,使他成为银行销售型网点,为进一步建立全功能型网点且附有多级财务中心的功能,从而达到农业银行差异化服务的目标。中国农业银行网点转型的总体路线是：1、网点要从以自身为中心转变到以客户为中心,及时把握市场变化,了解客户需求,还要进一步完善产品功能,提高服务质量。2、网点要从传统的外延式转变为以效益和质量为中心,从而实现风险、收益,再加上资本的动态平衡过程。3、网点最终实现集约化的经营和扁平化的管理,改变传统经营管理体制。中国农业银行营业网点转型的路径是完善网点运营模式,优化网点布局,通过多级财富管理的搭建与网点相融合模式。本文一是通过理论分析与实践数据研究充分结合,把企业服务营销原理、市场理论和企业战略管理充分与农业银行网点的实际现状相结合,从而探讨出农行网点转型的基本模式。二是在比较的基础上借鉴他行成功经验,找出农行的不足之处,借鉴他行,包括外资银行成功的网点转型经验,寻找到更适合农行网点的转型思路和转型路径。本文的创新性：第一,本文研究网点转型不是仅仅就网点转型的概念而论,是将其概念充分与农行发展战略相结合,通过站在全行的高度,金融行业的视角来讨论,将其提升到关系农行改革成败的基调上来研究。第二,对网点转型的实施步骤通过从贴近实际,方便操作的思考角度出发,本文提出了提高要从提高员工对企业忠诚度的建议,在绩效考核上要具有较强的创新性。本文的不足之处及今后工作学习中需继续深入的地方：分析研究农行网点转型过程中大量采用了定性分析,定量分析研究的方面相对薄弱,后期要综合运用定性和定量方法研究网点转型的具体措施和步骤。
[Abstract]:At present, the problem of service content and service quality caused by the traditional backward operating mode has always been the focus of public opinion. The contradiction between the customer and the bank is deepening, the pressure of the customer satisfaction and loyalty is increasing, which has become one of the factors restricting the competitiveness of the commercial banks to build the core core. With the opportunity to reform and listing, the reform of the system and internal mechanism has been carried out, which has made a historic leap. However, for historical reasons, the above problems are particularly prominent. Demand oriented, updating service concept, and realizing the transformation and innovation of traditional network service mode are imperative.
This paper, based on the experience and lessons of the service of a business organization in the service of the Agricultural Bank of China in the process of network transformation, tries to explore the problems faced by the network service model of the Agricultural Bank of China and the ways of its transformation. It provides a reference for the transformation strategy and strategy making and implementation of the network of Agricultural Bank of China. Commercial bank network transformation provides reference.
The first chapter of this article begins with the introduction of the connotation, background, significance and the whole idea of transformation. The second chapter makes a thorough and thorough analysis of the necessity of the transformation of the Bank of China Agricultural Bank of China. The third chapter mainly studies the advanced experience and practice of the service mode of domestic commercial banks, and the fourth chapter is deeply dissect. The existing problems and reasons for the current service mode of the Agricultural Bank of China are discussed. The fifth chapter focuses on the implementation scheme and the choice of the transformation path of the Agricultural Bank of China. The sixth chapter evaluates the practical performance of the China Agricultural Bank network transformation, and the seventh chapter describes the difficulties of the transition of the Chinese Agricultural Bank. Restrictive factors.
The conclusion of this paper is that the overall goal of the transformation of the business outlets of the Agricultural Bank of China is to transform the traditional transaction based network to the improvement of the customer satisfaction, and to increase the important path of the bank's business income, make him a bank sales network, establish a full function network and have a multi-level finance. The overall route of the transformation of the Agricultural Bank of China is as follows: 1, the network should change from its own center to the customer center, grasp the market change, understand the customer's needs in time, and further improve the product function and improve the service quality.2, the network should be from the traditional extension. In order to realize the risk, income, and the dynamic balance process of capital, the type of type transformation is centered on the benefit and quality, and the network finally realizes the intensive management and flat management of the.3, and changes the traditional management system.
The path of the transformation of the business outlets of the Agricultural Bank of China is to improve the mode of network operation, optimize the layout of the network, and through the integration of multilevel wealth management and network network.
This paper, through the combination of theoretical analysis and practical data research, combines the principle of enterprise service marketing, market theory and enterprise strategic management fully with the actual situation of the agricultural bank network, so as to explore the basic mode of the transformation of the agricultural bank network. Two it is on the basis of comparison to learn from his successful experience and find out the shortage of the Agricultural Bank. In the light of his successful experience in Internet transformation of foreign banks, we hope to find a better way of transformation and transformation for ABC outlets.
The innovation of this article: first, this paper studies network transformation not only on the concept of network transformation, it is to combine its concept fully with the development strategy of Agricultural Bank of agriculture, to discuss it by standing at the height of the whole line and in the perspective of the financial industry, and to study the key to the success or failure of the reform of the Agricultural Bank. Second, the implementation of the transformation of the network. Through the thinking angle that is close to reality and easy to operate, this paper puts forward some suggestions to improve employees' loyalty to the enterprise, and should have strong innovation in performance assessment.
The inadequacies of this paper and the need to continue to deepen in the future work study: the analysis and study of the Agricultural Bank of China, the transition process of a large number of qualitative analysis, quantitative analysis of the research is relatively weak, in the later period, the comprehensive use of qualitative and quantitative methods to study the specific measures and steps of network transformation.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33

【参考文献】