本文選題：網(wǎng)點(diǎn)轉(zhuǎn)型 + 網(wǎng)點(diǎn)功能　； 參考：《內(nèi)蒙古大學(xué)》2013年碩士論文

【摘要】：隨著市場(chǎng)經(jīng)濟(jì)的不斷推進(jìn),商業(yè)銀行傳統(tǒng)的服務(wù)和銷售模式已不再適應(yīng)這種需求。商業(yè)銀行亟需通過(guò)網(wǎng)點(diǎn)轉(zhuǎn)型降低資本消耗,提升銀行零售網(wǎng)點(diǎn)的銷售業(yè)績(jī)。同時(shí),金融脫媒趨勢(shì)加強(qiáng),直接融資市場(chǎng)的興起導(dǎo)致對(duì)銀行直接存貸需求減少。商業(yè)銀行需要通過(guò)網(wǎng)點(diǎn)轉(zhuǎn)型大力發(fā)展中間業(yè)務(wù)。 金融服務(wù)市場(chǎng)的需求以及行業(yè)間的競(jìng)爭(zhēng),使得各家商業(yè)銀行亟待調(diào)整營(yíng)業(yè)模式來(lái)滿足消費(fèi)者的需求,通過(guò)產(chǎn)品結(jié)構(gòu)的重新調(diào)整,增加產(chǎn)品的銷售品種、提升服務(wù)模式和加大中間業(yè)務(wù)的收益水平。面對(duì)新的形勢(shì),商業(yè)銀行對(duì)個(gè)人銀行業(yè)務(wù)開(kāi)始重新審視調(diào)整自己的營(yíng)銷策略,并對(duì)零售業(yè)務(wù)進(jìn)行了重新的調(diào)整和轉(zhuǎn)型。商業(yè)銀行的營(yíng)業(yè)網(wǎng)點(diǎn)要完成從基礎(chǔ)的結(jié)算模式向零售業(yè)務(wù)模式轉(zhuǎn)變。招商銀行、民生銀行、建設(shè)銀行都紛紛轉(zhuǎn)型,取得了很好的業(yè)績(jī)。商業(yè)銀行的網(wǎng)點(diǎn)轉(zhuǎn)型勢(shì)在必行。 本文在例舉了國(guó)內(nèi)商業(yè)銀行轉(zhuǎn)型成果,并引用了建設(shè)銀行、招商銀行等轉(zhuǎn)型成功數(shù)據(jù)進(jìn)行了對(duì)比和研究,在此研究基礎(chǔ)上,通過(guò)理論結(jié)合實(shí)際的方法,分析了目前包商銀行網(wǎng)點(diǎn)經(jīng)營(yíng)的現(xiàn)狀,特別是包商銀行各營(yíng)業(yè)網(wǎng)點(diǎn)在軟件、硬件的不足方面,及包商銀行在外部經(jīng)濟(jì)環(huán)境、客戶結(jié)構(gòu)需求變化、內(nèi)部經(jīng)營(yíng)問(wèn)題、總行戰(zhàn)略目標(biāo)、同業(yè)競(jìng)爭(zhēng)等幾個(gè)因素進(jìn)行了詳細(xì)的解析,明確了包商銀行零售網(wǎng)點(diǎn)轉(zhuǎn)型勢(shì)在必行。結(jié)合包商銀行實(shí)際情況,提出了包商銀行網(wǎng)點(diǎn)轉(zhuǎn)型對(duì)策。
[Abstract]:With the development of market economy, the traditional service and sales model of commercial banks is no longer suitable for this kind of demand. Commercial banks urgently need to reduce capital consumption through network transformation and improve the sales performance of retail outlets. At the same time, the trend of financial disintermediation is strengthened, and the rise of direct financing market leads to the decrease of direct deposit and loan demand of banks. Commercial banks need to develop intermediary business through network transformation. The demand in the financial service market and the competition among industries make it urgent for commercial banks to adjust their business models to meet the needs of consumers. Through the readjustment of the product structure, they can increase the variety of products sold. Improve the service model and increase the income level of intermediary business. Facing the new situation, the commercial banks began to re-examine and adjust their own marketing strategies to the personal banking business, and readjusted and transformed the retail business. The commercial bank's business network must complete the transformation from the basic settlement model to the retail business model. China Merchants Bank, Minsheng Bank and Construction Bank have all made good achievements. The network transformation of commercial banks is imperative. In this paper, the transformation results of domestic commercial banks are illustrated, and the successful data of China Construction Bank and China Merchants Bank are compared and studied. This paper analyzes the present situation of the operation of the contractor's bank network, especially the deficiency of the software and hardware of the contractor's bank's outlets, and the external economic environment, the change of the customer's structure and demand, the internal management problem, the strategic goal of the head office, the external economic environment of the contractor's bank, Several factors such as interbank competition are analyzed in detail, and it is clear that the transformation of retail outlets of contractor banks is imperative. Combined with the actual situation of the contractor bank, the transformation countermeasures of the contractor bank network are put forward.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

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本文編號(hào)：1947622