本文選題：網(wǎng)點轉(zhuǎn)型 + 標(biāo)準(zhǔn)化�。� 參考：《內(nèi)蒙古大學(xué)》2013年碩士論文

【摘要】：隨著我國經(jīng)濟領(lǐng)域的不斷開放,外資銀行已獲準(zhǔn)進入中國市場,其先進的管理經(jīng)驗、營銷技術(shù)、服務(wù)效率和商業(yè)信譽,對國內(nèi)商業(yè)銀行造成了很大的挑戰(zhàn)。同時,國內(nèi)商業(yè)銀行的飛速發(fā)展,同行業(yè)的競爭也日趨激烈。面對激烈的市場競爭環(huán)境,作為中國首家股改上市的國有商業(yè)銀行,中國建設(shè)銀行與美國銀行進行戰(zhàn)略合作,提出了銀行業(yè)務(wù)轉(zhuǎn)型戰(zhàn)略。中國建設(shè)銀行內(nèi)蒙古分行也緊隨總行的腳步,開始全面進行網(wǎng)點轉(zhuǎn)型。 建設(shè)銀行一代網(wǎng)點轉(zhuǎn)型重在改進網(wǎng)點功能,明確“五崗位一角色”,解決客戶服務(wù)的標(biāo)準(zhǔn)化,規(guī)范化問題。網(wǎng)點內(nèi)崗位職責(zé)的設(shè)定也根據(jù)轉(zhuǎn)型后的業(yè)務(wù)需求重新設(shè)定,為客戶提供更優(yōu)質(zhì)化服務(wù),從而使?fàn)I業(yè)網(wǎng)點由原來的“交易結(jié)算型”向“銷售服務(wù)型”轉(zhuǎn)變。 建設(shè)銀行自2008年8月份在全行推廣零售網(wǎng)點二代轉(zhuǎn)型的目標(biāo)是解決VIP客戶服務(wù)差別化、專業(yè)化的問題。通過專職的個人客戶經(jīng)理團隊,對VIP客戶進行主動營銷,實現(xiàn)網(wǎng)點由原來的“產(chǎn)品驅(qū)動”的銷售模式向“客戶需求”模式的轉(zhuǎn)變。 通過兩次網(wǎng)點轉(zhuǎn)型,建行內(nèi)蒙古分行實現(xiàn)了網(wǎng)點改善服務(wù)效率、增強銷售能力、提升客戶滿意度、提升市場競爭能力的目標(biāo)。網(wǎng)點轉(zhuǎn)型已經(jīng)成為建設(shè)銀行打造“國際一流零售銀行”的重要戰(zhàn)略舉措之一。
[Abstract]:With the continuous opening of China's economic field, foreign banks have been allowed to enter the Chinese market. Their advanced management experience, marketing technology, service efficiency and commercial reputation have posed a great challenge to domestic commercial banks. At the same time, with the rapid development of domestic commercial banks, competition in the same industry is becoming increasingly fierce. In the face of fierce market competition, China Construction Bank (CCB), as the first state-owned commercial bank to be listed on the stock market, has carried out strategic cooperation with Bank of America and put forward the strategy of banking business transformation. China Construction Bank Inner Mongolia Branch also followed the steps of the head office, began a comprehensive transformation of the network. The transformation of China Construction Bank focuses on improving the function of network, defining "five positions and one role", and solving the problem of standardization and standardization of customer service. The establishment of the post responsibility in the network is also re-set according to the business demand after the transformation, so as to provide customers with better quality service, so as to change the business network from the original "transaction settlement type" to "sales service type". China Construction Bank has been promoting the second generation transformation of retail outlets since August 2008 to solve the problem of VIP customer service differentiation and specialization. Through the full-time personal account manager team, VIP customers are actively marketed to realize the change from the original "product-driven" sales model to the "customer demand" model. Through the transformation of two branches, CCB Inner Mongolia Branch realized the goal of improving service efficiency, enhancing sales ability, enhancing customer satisfaction and enhancing market competition ability. Network transformation has become a construction bank to build "international-class retail banks" one of the important strategic measures.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33

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本文編號：1877738