商业银行网点柜面运营模式转型研究

发布时间：2018-03-28 22:14

本文选题：网点运营管理　切入点：商业银行　出处：《天津大学》2014年硕士论文

【摘要】：营业网点是商业银行服务公众、营销产品的“主阵地”，也是为银行创造价值、实现利润的主要物理渠道，在商业银行的业务经营中具有十分重要的地位。营业网点的运营水平，，也直接影响和决定银行的竞争力。目前，我国商业银行网点运营管理进入了改革的深水区，但其整体水平与西方发达国家的先进银行相比，仍然存在一定的差距，即从经营理念和实质而言，存在“形合神离”的问题。我国银行运营改革的初步效果主要表现为柜面业务的作业效率得到提升，运营集约化效果初显和网点硬转型，但由于中国经济环境和社会复杂状况，客户群体庞大，要实施深层次的运营转型并不容易，离运营管理追求的质量、效率、成本、可靠性等绩效目标的实现仍然尚有距离。我国商业银行网点运营模式如何才能实现真正意义上的突破，本文以国内大型商业银行-N银行为例，基于商业银行业务流程再造和经营转型理论，通过分析我国商业银行网点柜面运营的具体问题和成因，提出了以集约化作业模式、智能化服务工具、科技感布局为核心的新型网点柜面运营模型，在柜面业务流程设计方面，提出了借助智能化、电子化的新型技术工具，深层次重构业务流程，客户可自助申请银行柜面的各类业务，接入远程运营中心提供在线审核和控制，网点仅需少量的员工就可以完成交易操作和服务办理，运营成本大幅下降，网点业务经营可实现较为成功的转型。经过业务流程再造和运营模式转型，网点不再是“大而全”，可以是“更小更聪明”，以智能化、低成本、高质量的服务取胜。在规划新型网点柜面运营模型的基础上，文章列举了实现的条件和实施战略，涵盖的内容包括柜面业务流程再造、制度创新、智能化系统建设、运营后台中心支持、运营操作风险控制、运营队伍管理以及网点分区布局等，并提出扩展性的应用形态，旨在为现代商业银行的发展和治理提供有意义的决策参考。
[Abstract]:Business outlets are the "main position" for commercial banks to serve the public and market their products. They are also the main physical channels for banks to create value and realize profits. They play a very important role in the business operations of commercial banks. It also directly affects and determines the competitiveness of banks. At present, the operation and management of commercial banks in our country has entered the deep water area of reform, but its overall level is still far from that of advanced banks in developed countries in the West. In terms of business concept and essence, there exists the problem of "form and spirit separation". The initial effect of bank operation reform in our country mainly shows that the efficiency of operation of counter business has been improved, the effect of intensive operation has been shown at the beginning and the network has been hard transformed. However, due to the complex economic environment and social situation in China and the huge customer group, it is not easy to carry out the deep operation transformation, which is still far from the achievement of the quality, efficiency, cost, reliability and other performance goals pursued by the operation management. How to realize the real breakthrough in the operation mode of commercial bank network in our country? this paper takes the domestic large commercial bank -N bank as an example, based on the theory of business process reengineering and business transformation of commercial bank. Based on the analysis of the specific problems and causes of the counter counter operation of commercial banks in China, the paper puts forward a new network counter operation model with the core of intensive operation mode, intelligent service tools and scientific and technological layout, which is used in the design of the counter business process. With the help of intelligent and electronic new technology tools, deep level reconfiguration of business flow, customers can self-help apply for all kinds of bank cabinet business, access to the remote operation center to provide online audit and control, Only a small number of employees can complete the transaction operation and service processing, and the operating cost is greatly reduced, the network business operation can achieve a more successful transformation. After business process reengineering and operation mode transformation, the network is no longer "big and complete", can be "smaller and smarter", with intelligent, low cost, high quality service to win. The paper enumerates the conditions and implementation strategies, including counter business process reengineering, system innovation, intelligent system construction, operation background center support, operation operation risk control, etc. The management of operation team and the distribution of branches are also proposed. The purpose of this paper is to provide a meaningful decision reference for the development and governance of modern commercial banks.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.2

【相似文献】