徽商银行零售业务转型研究

发布时间：2018-02-09 17:58

本文关键词： 徽商银行零售业务战略转型　出处：《安徽大学》2013年硕士论文　论文类型：学位论文

【摘要】：商业银行零售业务凭借其庞大的客户群体,联系着几乎所有的金融业务活动,并通过其完善的服务设施、不断进步的理财技术,为客户提供多样化、个性化的金融产品和服务,使金融资源在经济体系中得到更加优化的配置。自20世纪90年代以来,拓展零售银行业务逐渐成为国内商业银行战略转型的重要内容之一,零售业务的地位和作用在商业银行经营过程中不断上升。但我国商业银行零售业务发展过度依靠业务规模的扩张抢占市场,不重视零售业务产品质量的提升,使得零售业务的可持续发展受到挑战,零售业务转型迫在眉睫。徽商银行自2005年成立之初,就把零售业务纳入发展规划之中,经过7年的发展,零售业务规模不断扩大、产品体系逐渐形成,制度和团队建设等方面也不断完善,零售业务已经成为徽商银行的主要利润来源之一。但是,目前徽商银行仍处于传统信贷业务扩张时期,零售业务结构失衡现象严重、科技和人才支撑力度不够、客户关系管理水平较低和风险控制制度不完善等问题使得零售业务发展举步维艰,传统的依靠资源消耗和人力投入的粗放式经营模式已经开始制约徽商银行零售业务的可持续发展。战略转型成为徽商银行零售业务发展的唯一出路。当前,零售业务发展的市场竞争日趋激烈,金融脱媒的深化和利率市场化进程的加快冲击着徽商银行过度依赖存贷利差的盈利模式,加之监管标准的不断提高和风险管理难度的增大,这些因素使得徽商银行零售业务发展面临着严峻的挑战,为应对复杂多变的市场环境,徽商银行必须积极推进零售业务转型的实现。但是,零售业务转型并不是经营策略的局部调整,而是战略层面的方向性转变,通过零售业务转型,徽商银行将实现由储蓄银行向综合理财银行的转变,由物理网点向电子银行的转变,由经营产品向经营客户的转变。徽商银行零售业务发展客户基础稳定、市场需求旺盛、政策支持力度大、科技应用不断深化,为徽商银行零售业务转型提供了可行的条件。为推动零售业务转型的实现,徽商银行应该把未来发展目标定位于开展综合经营、培育全能型金融中介,从战略高度重新认识零售业务发展,首先,优化业务结构、健全产品体系,以创新带动零售业务发展；其次,应通过完善客户建档来夯实CRM系统基础,保证存储的信息资源被充分应用,在此基础上对市场进行细分、为客户提供差别化服务,通过不断提高客户满意度,将徽商银行发展为零售业务市场首选银行；再次,通过推进物理网点功能转型、加大自助银行投放力度、强化电子渠道分销功能来拓宽徽商银行零售业务服务渠道；最后,还应不断完善零售业务内部组织架构和内部控制制度,为徽商银行零售业务转型提供良好的制度环境。
[Abstract]:The retail business of commercial banks has become one of the most important contents of the strategic transformation of domestic commercial banks by virtue of their large client groups , and through their perfect service facilities and continuous progress . However , the expansion of retail banking has gradually become one of the important contents of the strategic transformation of commercial banks . At the beginning of the establishment of Huizhou Merchants Bank in 2005 , the retail business has been integrated into the development plan . After seven years of development , the scale of the retail business is expanding , the product system is gradually formed , the system and the team construction are gradually perfected , and the retail business has become one of the main sources of profit of the bank of Huizhou Merchants Bank . However , the traditional Chinese retail business model has already begun to restrict the sustainable development of the retail business of the Huizhou bank . The strategic transformation becomes the only way out of the development of the retail business of the bank . At present , the market competition of retail business development is becoming more and more intense , the deepening of financial disintermediation and the acceleration of interest rate marketization process are confronted with the serious challenge to the development of retail business of Huizhou Merchants Bank . In order to deal with the complicated and changeable market environment , Hui Merchants Bank must actively promote the transformation of retail business . However , the retail business of Huizhou Merchants Bank will realize the transformation of retail business . In order to promote the transformation of retail business , the Hui Merchants Bank should set the future development goal in the comprehensive management , cultivate the full - energy financial intermediary , reunderstand the development of the retail business from the strategic height , firstly , optimize the business structure , perfect the product system , innovate to drive the retail business development ; secondly , improve the service channel of the retail business of the Hui Merchants Bank by improving the customer satisfaction , strengthening the distribution function of the electronic channel , and strengthening the distribution function of the electronic channel . Finally , the internal organization structure and the internal control system of the retail business should be perfected , so as to provide a good institutional environment for the transformation of the retail business of the Huizhou bank .

【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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