基于社区银行模式推动国有商业银行网点转型问题研究
发布时间：2018-08-21 11:10
【摘要】：在欧美等经济发达地区,社区银行的发展已经非常成熟和完善。社区银行的经营模式灵活,主要面向所在地区的居民和中小企业提供有针对性的金融服务,对促进当地经济繁荣和社区发展具有积极作用,同时自身也获得了不俗的经营业绩。在我国,社区银行尚属新鲜事物,仍处在探索阶段。但从近年来各中小型股份制银行的未来战略看,建立社区银行已成为其进一步抢滩市场的重要途径。本文以研究社区银行的经营模式和特点为切入点,以拓展业务、服务客户的主要平台和核心渠道——营业网点为立足点,以金融共生和比较优势理论为基础,对国有商业银行网点转型发展现状进行分析。可以看出,国有商业银行虽然在规模布局、网点功能、网点环境、人员结构和网点综合化水平有了长足的进步,但是随着国内外经济金融形势的变化、客户金融消费习惯的改变、互联网金融的快速崛起和同业竞争的日趋激烈,国有商业银行网点效能低下问题日益凸显,持续推动网点转型的必要性和迫切性显而易见。本文通过对国有商业银行借鉴社区银行模式的可行性以及在实施网点转型中亟待解决问题的分析,认为国有商业银行应该通过“七个深化”,即深化业态改革,明确市场定位;深化机构改革,加强扁平化管理;深化队伍改革,提升人才效能;深化结构改革,分层分类管理市场;深化服务改革,打造优质品牌;深化创新改革,推行个性化产品战略;深化绩效改革,实现网点差异化管理,不断激发和增强营业网点的发展动力和经营活力,为国有商业银行可持续发展注入新的源泉。
[Abstract]:In Europe and America and other economically developed areas, the development of community banks has been very mature and perfect. The management mode of community bank is flexible, mainly for the local residents and small and medium-sized enterprises to provide targeted financial services, to promote the local economic prosperity and community development has a positive role, at the same time, it has also obtained good business performance. In our country, the community bank is still a new thing, still in the exploration stage. However, from the point of view of the future strategy of the small and medium-sized joint-stock banks in recent years, the establishment of community banks has become an important way for them to further seize the market. This paper is based on the theory of financial symbiosis and comparative advantage, which is based on the research of the management mode and characteristics of community banks, the main platform and core channel of service to customers, and the business network, which is based on the theory of financial symbiosis and comparative advantage. This paper analyzes the status quo of the transformation and development of state-owned commercial banks. It can be seen that although state-owned commercial banks have made considerable progress in terms of scale layout, network function, network environment, personnel structure and network integration level, but with the changes in the economic and financial situation at home and abroad, With the change of customers' financial consumption habits, the rapid rise of Internet finance and the increasingly fierce competition among the same industry, the problem of the low efficiency of state-owned commercial banks' network becomes increasingly prominent, and the necessity and urgency of continuously promoting the transformation of the network are obvious. Based on the analysis of the feasibility of the state-owned commercial banks to learn from the community banking model and the urgent problems to be solved in the implementation of the transformation of the network, this paper thinks that the state-owned commercial banks should deepen the reform of the state of business and make the market position clear through the "seven deepening". Deepening organizational reform, strengthening flat management, deepening team reform, improving talent efficiency, deepening structural reform, hierarchical management of the market, deepening service reform, building quality brands, deepening innovation reform, carrying out individualized product strategy; Deepening the performance reform, realizing the differentiated management of the network, incessantly stimulating and strengthening the development motive force and the management vigor of the business network, injecting the new source for the sustainable development of the state-owned commercial bank.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F832.33
本文编号：2195535
[Abstract]:In Europe and America and other economically developed areas, the development of community banks has been very mature and perfect. The management mode of community bank is flexible, mainly for the local residents and small and medium-sized enterprises to provide targeted financial services, to promote the local economic prosperity and community development has a positive role, at the same time, it has also obtained good business performance. In our country, the community bank is still a new thing, still in the exploration stage. However, from the point of view of the future strategy of the small and medium-sized joint-stock banks in recent years, the establishment of community banks has become an important way for them to further seize the market. This paper is based on the theory of financial symbiosis and comparative advantage, which is based on the research of the management mode and characteristics of community banks, the main platform and core channel of service to customers, and the business network, which is based on the theory of financial symbiosis and comparative advantage. This paper analyzes the status quo of the transformation and development of state-owned commercial banks. It can be seen that although state-owned commercial banks have made considerable progress in terms of scale layout, network function, network environment, personnel structure and network integration level, but with the changes in the economic and financial situation at home and abroad, With the change of customers' financial consumption habits, the rapid rise of Internet finance and the increasingly fierce competition among the same industry, the problem of the low efficiency of state-owned commercial banks' network becomes increasingly prominent, and the necessity and urgency of continuously promoting the transformation of the network are obvious. Based on the analysis of the feasibility of the state-owned commercial banks to learn from the community banking model and the urgent problems to be solved in the implementation of the transformation of the network, this paper thinks that the state-owned commercial banks should deepen the reform of the state of business and make the market position clear through the "seven deepening". Deepening organizational reform, strengthening flat management, deepening team reform, improving talent efficiency, deepening structural reform, hierarchical management of the market, deepening service reform, building quality brands, deepening innovation reform, carrying out individualized product strategy; Deepening the performance reform, realizing the differentiated management of the network, incessantly stimulating and strengthening the development motive force and the management vigor of the business network, injecting the new source for the sustainable development of the state-owned commercial bank.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F832.33
【参考文献】
相关期刊论文 前2条
1 代星军;;对国内商业银行网点转型的几点思考[J];东岳论丛;2009年05期
2 巴曙松;社区银行能否成为中国银行业放松管制的突破口?[J];现代管理科学;2002年07期
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