中国邮政储蓄银行二级支行管理转型研究

发布时间：2018-06-19 20:57

本文选题：邮储银行 + 二级支行　；参考：《吉林大学》2013年硕士论文

【摘要】：随着社会经济的发展，个人和家庭对银行零售业务的需求与日俱增。以个人消费信贷、个人理财为基础的银行零售业务得到了迅速发展，在总利润中的贡献度日益上升，成为商业银行主要的赢利性业务。面对激烈的竞争，商业银行必须围绕零售业务展开一系列转型，以求实现利润最大化。本文采用的是理论分析与实证研究相结合，定量分析与定性分析向结合的研究方法，设计转型方案，探索研究适合邮储银行营业网点的服务营销模式。同时，结合实际工作进行思考，在查找分析现有基层网点存在问题的基础上，结合国内外银行零售银行业务的成熟经验，分析邮储银行二级支行的经营现状及转型动因。将分行管理与支行管理相结合，提出企业创新经营发展模式的建议，将传统经营模式转为创新型支行管理模式。本文的学术思想创新性与创新点在于，对商业银行零售业务转型的原因、模式和思路进行了系统的阐述，既有国外商业银行的成功经验，也有国内商业银行的成功实践。本文从邮储银行二级支行转型的实际情况入手，分析其优势及其与商业银行存在的差距，并发现目前邮储银行二级支行存在着经营方式较为粗放、营销能力尚待提高、盈利模式单一、业务结构不合理、同业竞争压力与传统激励机制不足两难并存等诸多难题，因此二级支行转型便是当务之急。在此基础上，深入研究其转型方案，尤其对于销售流程转型，本人结合个人工作经验，从大堂揽客到客户关系维护，都做了深入的探讨。在借鉴西方发达国家商业银行零售业发展成熟经验的基础上，结合我国商业银行零售业务的现有基础，提出了加快二级支行转型的措施。第一，稳步推进流程优化，提高运行效率和管理水平；第二，加强安全管理，防范风险，为客户提供安全的服务环境；第三，围绕增强赢利能力，科学确定绩效考核重点和方法；第四，加强网渠道建设与整合，以良好的视觉形象和优质规范的服务质量塑造邮储银行良好的社会形象；第五，以典型引路，向先进学习，打造强烈的学习氛围；第六，深入开展“为民服务创先争优”活动，抓好精神文化建设。邮储银行创业之初的五年，，是其从传统邮政储蓄向商业银行转型的开始。本文回顾了二级支行几年来的发展历程，并放眼二级支行转型工作的发展方向。以观念的转变为先导，以机制的转变为保障，以业务结构的转变为手段，以能力提升为基础。从基本的员工销售到支行员工的交叉引见，共同完成从客户角度出发，真正为客户理财为客户提供优质服务，使客户成为支行的忠实客户，通过客户的积累销售更多的产品以完成支行的收入利润计划。邮储银行当借鉴行业先进经验，积极推动网点转型，加速跻身现代化商业银行之列的步伐。
[Abstract]:With the development of social economy, the demand of individual and family for banking retail business is increasing day by day. The retail business based on personal consumption credit and personal finance has been developed rapidly, and its contribution to the total profit has been increasing day by day, which has become the main profitable business of commercial banks. Facing the fierce competition, the commercial bank must carry on a series of transformation around the retail business, in order to realize the profit maximization. This paper adopts the research method of combining theoretical analysis with empirical research, quantitative analysis and qualitative analysis into combination, designs the transformation scheme, and explores the service marketing model suitable for postal savings bank outlets. At the same time, combined with the practical work, on the basis of finding out and analyzing the existing problems in the existing grass-roots network, combined with the mature experience of the domestic and foreign banks' retail banking business, this paper analyzes the current management situation and the reasons for the transformation of the secondary branch of the Postal savings Bank. Combining branch management with branch management, this paper puts forward the suggestion of innovative management and development mode of enterprises, and transforms the traditional management mode into innovative branch management mode. The innovation and innovation of this paper lies in the systematic exposition of the reasons, models and ideas of the commercial banks' retail business transformation, both the successful experience of foreign commercial banks and the successful practice of domestic commercial banks. Starting from the actual situation of the transformation of the secondary branch of the Postal savings Bank, this paper analyzes its advantages and the gap between the secondary branch of the Postal savings Bank and the commercial bank, and finds that at present, the secondary branch of the Postal savings Bank has a relatively extensive management mode, and the marketing ability needs to be improved. The profit model is single, the business structure is unreasonable, the competition pressure of the same industry and the traditional incentive mechanism are in a dilemma, so the transformation of the secondary branch is the top priority. On this basis, in-depth study of its transformation scheme, especially for the sales process transformation, I combined with personal work experience, from the lobby to customer relationship maintenance, have done in-depth discussion. Based on the mature experience of commercial bank retail in western developed countries and the existing basis of retail business in our country, the measures to accelerate the transformation of secondary branch are put forward. First, we should steadily promote process optimization, improve operational efficiency and management level; second, strengthen safety management, guard against risks, and provide a safe service environment for customers; third, focus on enhancing profitability. Scientifically determine the focus and methods of performance appraisal; fourth, strengthen the construction and integration of network channels, shape the good social image of postal savings bank with good visual image and high quality standard service quality; fifth, use typical guide, learn from advanced, Build a strong learning atmosphere; sixthly, carry out the activities of "create and strive for excellence in the service of the people", and do a good job in spiritual and cultural construction. The first five years of Postal savings Bank was the beginning of its transition from traditional postal savings to commercial banks. This paper reviews the development course of the secondary branch in recent years, and looks at the development direction of the transformation of the secondary branch. It takes the change of concept as the guide, the mechanism as the guarantee, the business structure as the means, and the ability enhancement as the foundation. From the basic staff sales to sub-branch staff cross-introduction, from the customer perspective, to truly provide customer financial services for customers, so that customers become loyal customers of the branch, Sales more products through customer accumulation to complete the branch revenue and profit plan. Postal savings Bank should learn from the advanced experience of the industry, actively promote the transformation of network, accelerate the pace of joining the list of modern commercial banks.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

【共引文献】