中国银行A分行网点转型方案设计

发布时间：2018-06-19 20:41

本文选题：中国银行A分行 + 网点转型　；参考：《河北金融学院》2017年硕士论文

【摘要】：利率市场化进程的推进,民营银行牌照获得审批,P2P、第三方支付、众筹等新的网络金融模式的快速发展,金融脱媒,货币电子化等一系列外部环境的变化使得银行必须转型。况且我国进入新常态,经济增长方式必将改变,国有银行作为服务实体经济的重要金融机构,也必将面临重大改革。本文在依照省分行的政策方针上,结合当地经济金融环境进行有针对性的网点转型方案设计。A市属于四线城市,发展落后,财政收入以重工业为主,近年来又有多家银行进驻发展,这些都决定中国银行A分行必须对网点功能重新定位,结合当前A地经济金融发展现状和客户未来希望得到的服务和需求进一步推动网点转型改革。基于对中国银行A分行网点目前的现状和未来转型方向的思考,引发了写这篇文章的初衷。本文首先梳理总结网点转型的背景、学术界对网点转型的探索和国内外网点转型的现状,并提炼了国内外网点转型成功经验;其次结合中国银行A分行现有的网点现状,进入深入调查、研究梳理总结总结了中国银行A分行网点经营中存在的问题,包括网点员工营销意识薄弱,营销能力差,客户分层、分流不合理,转型网点员工跟客户思想都需要适应,前台工作人员协作能力差,无法形成合力营销等方面,并结合A地区的经济发展状况对中国银行A分行网点转型作出了必要性分析;再次理论结合实际对中国银行A分行进行了网点转型设计,主要从转型目标、理念,网点定位,功能分区和客户分层,组织架构和岗位职责,大堂营销管理流程等几个角度进行了方案设计;然后为了保障网点转型的顺利实施,从网点员工绩效考核、加强渠道建设、员工转型等方面提出了保障措施;最后针对做出的方案设计进行总结,并提出不足和展望。本文主要从客户需求和员工管理和培养角度进行分析,深入思考了客户希望得到什么样的服务和产品需求,把提升客户满意度作为网点转型的主要目标;从组织架构、岗位职责,大堂营销管理以及绩效考核等方面思考怎样调动员工的工作动力,提高网点工作人员的工作效率和满意度。
[Abstract]:With the advancement of interest rate marketization, the rapid development of the new network financial model, such as approval of P2P, third-party payment and crowdfunding, a series of external environment changes, such as financial disintermediation, currency electronization, etc., make banks have to transform. Moreover, when our country enters the new normal, the mode of economic growth will change, and the state-owned banks, as an important financial institution serving the real economy, will be faced with great reform. In accordance with the policy guidelines of the provincial branch, combining with the local economic and financial environment, this paper carries out a targeted network transformation program. The city of .A belongs to the fourth tier city, with backward development, and heavy industry as the main source of financial revenue. In recent years, a number of banks have moved in and developed, all of which determine that Bank of China A Branch must reposition the functions of its branches. Combined with the current situation of economic and financial development and customers' future services and needs to further promote the transformation of network reform. Based on the current situation of Bank of China A branch network and the future direction of transformation, the original intention of writing this article is triggered. This paper firstly summarizes the background of network transformation, the academic research on network transformation and the status quo of network transformation at home and abroad, and extracts the successful experience of network transformation at home and abroad; secondly, combined with the existing network status of Bank of China A Branch, Into the in-depth investigation, the research summarized the existing problems in the operation of Bank of China A branch network, including the weak marketing awareness of network employees, poor marketing ability, customer stratification, unreasonable diversion, The employees of the transformation network need to adapt to the customer's thought, the front desk staff's cooperation ability is poor, cannot form the resultant force marketing and so on, and has made the necessity analysis to the Bank of China A branch network transformation according to the economic development situation of the A area; Thirdly, combining theory with practice, the thesis designs the transformation of branch A of Bank of China, mainly from the transformation goal, idea, location of network, function partition and customer stratification, organizational structure and post responsibility. Then, in order to ensure the smooth implementation of network transformation, the paper puts forward the safeguard measures from the aspects of employee performance evaluation, strengthening channel construction, staff transformation and so on. At last, the paper summarizes the scheme design, and puts forward the deficiency and prospect. Based on the analysis of customer demand and employee management and training, this paper deeply considers what kind of service and product the customer wants to get, and regards the promotion of customer satisfaction as the main goal of network transformation. Position responsibility, lobby marketing management and performance appraisal, how to mobilize the motivation of employees, improve the work efficiency and satisfaction of network staff.
【学位授予单位】：河北金融学院
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33

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