本文選題：銀行 + 網(wǎng)點轉(zhuǎn)型��； 參考：《鄭州大學(xué)》2013年碩士論文

【摘要】：近年來,漯河銀行不斷實現(xiàn)跨越式發(fā)展,各項事業(yè)都取得巨大進(jìn)步,無論是資金實力、資產(chǎn)質(zhì)量、盈利能力、風(fēng)控水平,還是社會形象、隊伍素質(zhì)、企業(yè)文化等都得到大幅提升,有了深厚積淀,發(fā)展基礎(chǔ)更加牢固,創(chuàng)新能力不斷增強(qiáng),使我們有信心和決心走上一條更有內(nèi)涵和品質(zhì)的發(fā)展道路。按照董事會戰(zhàn)略部署,2013-2015年漯河銀行將實施以網(wǎng)點轉(zhuǎn)型為主導(dǎo),同時配合管理、服務(wù)、業(yè)務(wù)三方面,打造“四位一體”的經(jīng)營轉(zhuǎn)型,提升漯河銀行的品質(zhì),實現(xiàn)跨區(qū)經(jīng)營,打造漯河金融第一品牌。而如何實現(xiàn)這一發(fā)展目標(biāo)是擺在面前的首要問題。 營業(yè)網(wǎng)點作為商業(yè)銀行的最前沿的營銷陣地,是商業(yè)銀行各項業(yè)務(wù)發(fā)展的基礎(chǔ),因此,網(wǎng)點轉(zhuǎn)型的成功與否直接關(guān)系到商業(yè)銀行的發(fā)展前景。本文準(zhǔn)備針對漯河銀行此次“網(wǎng)點轉(zhuǎn)型”的主要工作重點,結(jié)合營業(yè)網(wǎng)點的日常工作,運(yùn)用平衡計分卡、KPI關(guān)鍵指標(biāo)、目標(biāo)管理等理論設(shè)計提出漯河銀行的營業(yè)網(wǎng)點績效考核方案,探索一套科學(xué)合理、行之有效的績效考核體系。 本文通過對國內(nèi)外商業(yè)銀行營業(yè)網(wǎng)點績效考核現(xiàn)狀的研究,結(jié)合漯河銀行營業(yè)網(wǎng)點經(jīng)營情況的現(xiàn)狀分析,明確了漯河銀行營業(yè)網(wǎng)點轉(zhuǎn)型工作的主要目標(biāo)和具體措施,針對這一目標(biāo),綜合運(yùn)用了較科學(xué)的平衡計分卡原理設(shè)計了績效考核方案的框架體系結(jié)構(gòu),并在此基礎(chǔ)上結(jié)合KPI關(guān)鍵指標(biāo)法和目標(biāo)管理法制定了績效考核方案的分項業(yè)績指標(biāo),最終形成了完整的“漯河銀行營業(yè)網(wǎng)點績效考核方案”。最后部分,集中闡述了績效考核方案在實際執(zhí)行過程中需要提供的關(guān)于管理、服務(wù)、業(yè)務(wù)、技術(shù)和人員方面的保障措施。
[Abstract]:In recent years, Luohe Bank has been developing by leaps and bounds, and great progress has been made in various undertakings, whether it is capital strength, asset quality, profitability, wind control level, social image, team quality, etc. Corporate culture has been greatly improved, with a deep accumulation, a more solid development foundation, and the ability of innovation has been enhanced, so that we have the confidence and determination to take a more meaningful and quality development path. According to the strategic plan of the board of directors, Luohe Bank will take the transformation of network as the leading entity in 2013-2015, and at the same time cooperate with the management, service and business to create a "four-in-one" business transformation, to enhance the quality of Luohe Bank, and to realize cross-regional management. Create Luohe financial first brand. And how to achieve this development goal is the most important problem in front of us. As the most advanced marketing position of commercial banks, business outlets are the basis for the development of commercial banks' various business. The success of network transformation is directly related to the development prospects of commercial banks. This paper aims at the main work focus of Luohe Bank's "network transformation", combining with the daily work of the business network, using the balanced Scorecard and KPI key indicators. In order to explore a set of scientific, reasonable and effective performance appraisal system, the paper puts forward the performance appraisal scheme of Luohe bank's business network based on the theory of objective management. This paper studies the present situation of the performance appraisal of the domestic and foreign commercial banks' business network. Based on the analysis of the current situation of Luohe Bank's business network, the main objectives and specific measures for the transformation of Luohe bank's business network are defined, aiming at this goal. The framework architecture of the performance appraisal scheme is designed by using the more scientific balanced Scorecard principle, and on this basis, combined with the KPI key index method and the objective management method, the sub-performance index of the performance appraisal scheme is established. Finally formed the complete "Luohe bank business network performance appraisal program". In the last part, the paper focuses on the management, service, business, technical and personnel security measures that should be provided in the actual implementation of the performance appraisal scheme.
【學(xué)位授予單位】：鄭州大學(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：1996171