吉林邮政代理金融业务发展战略研究
发布时间：2018-08-08 21:40
【摘要】：2007年,中国邮政储蓄银行成立,邮政金融正式实施自营和代理共存的管理模式,其中:一部分网点办理全方位商业银行业务,称为“自营网点”,归属各级邮储银行管理;一部分网点受邮储银行的委托,代办零售负债业务、代理保险、基金、理财、国债、代收代付以及其他一些低风险金融业务,称为“代理金融网点”,归属邮政公司管理。2008年,随着中国邮政储蓄银行吉林省分行的成立,代理金融业务已成为吉林邮政的主营业务之一。目前,吉林邮政代理金融营业网点共设立901个,遍布九个地区四十九个县市,代理金融业务已加入到激烈的金融竞争行业中。面对日益激烈的市场竞争,吉林邮政代理金融业务凭借点多、面广、线长的优势,不断创新与调整,单项金融业务收入已超过全省邮政总收入的百分之七十,逐渐成为吉林邮政的“吃饭业务”。回顾九年的发展历程,吉林邮政代理金融业务虽然实现了快速推进,但仍存在着管理机制不完善、从业人员技能不强、服务水平有待提高等问题。如何紧跟形势,做大做强邮政代理金融业务,已成为邮政企业面临的最迫切解决的问题。本文主要通过定量和定性两种方法进行研究,借鉴了大量战略管理相关著作、论文等文献,以吉林邮政代理金融业务为主要研究对象,对业务发展现状和问题、战略环境、战略制定及实施进行了详细分析,提出了以客户为中心,以市场为导向,以绿卡为抓手,以积分为纽带,以邮商联盟为突破口,以优惠购为载体,加快吉林邮政代理金融业务与非金务联动、融合发展,坚持“服务三农、服务社区、服务中小企业”的市场定位,推动邮政代理金融业务管理、经营、渠道三大体系的转型升级,建立健全邮政代理金融生态圈,积极应对利率市场化和互联网金融竞争加剧的新形势,提升服务,降本增效,打造品牌,全面增强吉林邮政代理金融业务发展核心竞争力。
[Abstract]:In 2007, the Postal savings Bank of China was established, and postal finance formally implemented the management mode of co-existence of self-operation and agency. Among them, a part of the network handles omni-directional commercial bank business, called "self-service bank", which belongs to the management of postal savings bank at all levels; Some of the outlets are entrusted by the Postal savings Bank to handle retail liabilities, agency insurance, funds, financial management, treasury bonds, collection and payment, and other low-risk financial services, known as "agency financial outlets", which are under the management of postal companies. With the establishment of Jilin Branch of China Postal savings Bank, the agency financial business has become one of the main business of Jilin Post. At present, Jilin Post has set up 901 agency financial business outlets, covering 49 counties and cities in nine regions, and the agency financial business has joined the fierce financial competition industry. In the face of increasingly fierce market competition, Jilin Post Agency Financial Services has been innovating and adjusting with the advantages of more points, wider coverage and longer lines. The revenue of single financial services has exceeded 70% of the total postal revenue of the province. Gradually become Jilin Post's "meal business." Looking back on the development of nine years, although Jilin postal agency financial business has achieved rapid progress, there are still some problems, such as imperfect management mechanism, weak technical skills of employees, and service level to be improved. How to keep up with the situation and strengthen the postal agency financial business has become the most urgent problem facing postal enterprises. This article mainly through the quantitative and qualitative two methods carries on the research, has drawn lessons from a large number of strategic management related works, the paper and so on literature, takes Jilin postal agency financial business as the main research object, to the business development present situation and the question, the strategic environment, The strategy formulation and implementation are analyzed in detail, and it is proposed to take the customer as the center, the market as the guide, the green card as the grasping hand, the integral as the link, the postal business alliance as the breakthrough point, and the preferential purchase as the carrier. To speed up the linkage between Jilin postal agency financial business and non-financial services, to integrate and develop, to adhere to the market orientation of "serving the three rural areas, serving the community, and serving small and medium-sized enterprises", and to promote postal agency financial business management and management. The transformation and upgrading of the three major systems of channels, the establishment and improvement of the postal agency financial ecological circle, the active response to the new situation of marketization of interest rates and the intensification of financial competition on the Internet, the promotion of services, the reduction of costs and efficiency, and the creation of brands, Jilin postal agency financial business to enhance the core competitiveness.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.2
本文编号：2173115
[Abstract]:In 2007, the Postal savings Bank of China was established, and postal finance formally implemented the management mode of co-existence of self-operation and agency. Among them, a part of the network handles omni-directional commercial bank business, called "self-service bank", which belongs to the management of postal savings bank at all levels; Some of the outlets are entrusted by the Postal savings Bank to handle retail liabilities, agency insurance, funds, financial management, treasury bonds, collection and payment, and other low-risk financial services, known as "agency financial outlets", which are under the management of postal companies. With the establishment of Jilin Branch of China Postal savings Bank, the agency financial business has become one of the main business of Jilin Post. At present, Jilin Post has set up 901 agency financial business outlets, covering 49 counties and cities in nine regions, and the agency financial business has joined the fierce financial competition industry. In the face of increasingly fierce market competition, Jilin Post Agency Financial Services has been innovating and adjusting with the advantages of more points, wider coverage and longer lines. The revenue of single financial services has exceeded 70% of the total postal revenue of the province. Gradually become Jilin Post's "meal business." Looking back on the development of nine years, although Jilin postal agency financial business has achieved rapid progress, there are still some problems, such as imperfect management mechanism, weak technical skills of employees, and service level to be improved. How to keep up with the situation and strengthen the postal agency financial business has become the most urgent problem facing postal enterprises. This article mainly through the quantitative and qualitative two methods carries on the research, has drawn lessons from a large number of strategic management related works, the paper and so on literature, takes Jilin postal agency financial business as the main research object, to the business development present situation and the question, the strategic environment, The strategy formulation and implementation are analyzed in detail, and it is proposed to take the customer as the center, the market as the guide, the green card as the grasping hand, the integral as the link, the postal business alliance as the breakthrough point, and the preferential purchase as the carrier. To speed up the linkage between Jilin postal agency financial business and non-financial services, to integrate and develop, to adhere to the market orientation of "serving the three rural areas, serving the community, and serving small and medium-sized enterprises", and to promote postal agency financial business management and management. The transformation and upgrading of the three major systems of channels, the establishment and improvement of the postal agency financial ecological circle, the active response to the new situation of marketization of interest rates and the intensification of financial competition on the Internet, the promotion of services, the reduction of costs and efficiency, and the creation of brands, Jilin postal agency financial business to enhance the core competitiveness.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.2
【参考文献】
相关期刊论文 前4条
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2 王鹏;;利率市场化与商业银行公司金融业务转型[J];金融论坛;2012年12期
3 李万;;我国邮政储蓄银行的现状及其应对策略[J];中外企业家;2012年14期
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