本文選題：網(wǎng)點(diǎn)轉(zhuǎn)型 + 核心競(jìng)爭(zhēng)力�。� 參考：《北京交通大學(xué)》2013年碩士論文

【摘要】：隨著金融全球化,商業(yè)銀行發(fā)展面臨著非銀行金融機(jī)構(gòu)的威脅以及國內(nèi)外同業(yè)的挑戰(zhàn),各家銀行直接在國內(nèi)市場(chǎng)展開了激烈地競(jìng)爭(zhēng)。現(xiàn)代銀行在市場(chǎng)上的競(jìng)爭(zhēng)更多體現(xiàn)在服務(wù)水平上,單獨(dú)靠產(chǎn)品以及規(guī)模很難具有可持續(xù)性的競(jìng)爭(zhēng)力,國內(nèi)各家銀行紛紛借鑒國外先進(jìn)經(jīng)驗(yàn)并加入網(wǎng)點(diǎn)轉(zhuǎn)型行列,提升網(wǎng)點(diǎn)的服務(wù)水準(zhǔn),在網(wǎng)點(diǎn)的硬件、業(yè)務(wù)流程、客戶分層管理及經(jīng)營管理體制著手,打造專業(yè)化零售銀行運(yùn)營體系,并獲得良好的效果,提高了網(wǎng)點(diǎn)的競(jìng)爭(zhēng)能力。 本文應(yīng)用實(shí)證研究、理論分析、對(duì)比分析、案例分析等技術(shù)手段和方法對(duì)A銀行XX分行的轉(zhuǎn)型進(jìn)行研究,首先綜述了國內(nèi)外學(xué)者對(duì)網(wǎng)點(diǎn)轉(zhuǎn)型的研究狀況,分析了A銀行XX分行零售業(yè)務(wù)的現(xiàn)狀,以“網(wǎng)點(diǎn)轉(zhuǎn)型”的思想、渠道管理、核心競(jìng)爭(zhēng)力和流程再造等理論為支撐,提出XX分行網(wǎng)點(diǎn)轉(zhuǎn)型的必要性；其次,著重對(duì)XX分行網(wǎng)點(diǎn)轉(zhuǎn)型機(jī)制的設(shè)計(jì)進(jìn)行了闡述和分析,從轉(zhuǎn)型的目標(biāo)、計(jì)劃、實(shí)施團(tuán)隊(duì)、網(wǎng)點(diǎn)組織結(jié)構(gòu)、績效配套措施等方面進(jìn)行了設(shè)計(jì)展開；再次,分析了從網(wǎng)點(diǎn)調(diào)研、示范網(wǎng)點(diǎn)打造、全面推廣及驗(yàn)收總結(jié)的網(wǎng)點(diǎn)轉(zhuǎn)型的實(shí)施全過程,在網(wǎng)點(diǎn)調(diào)研中揭示了網(wǎng)點(diǎn)存在著經(jīng)營管理效率低、渠道建設(shè)不足、網(wǎng)點(diǎn)流程繁雜、隊(duì)伍建設(shè)不健全等問題,而轉(zhuǎn)型的手段正是解決這些問題的路徑；最后,為了網(wǎng)點(diǎn)轉(zhuǎn)型現(xiàn)實(shí)可持續(xù)性,以及使網(wǎng)點(diǎn)轉(zhuǎn)型發(fā)揮到極致,加強(qiáng)渠道建設(shè)及員工技能培訓(xùn)是網(wǎng)點(diǎn)轉(zhuǎn)型后期保障。 筆者最后認(rèn)為網(wǎng)點(diǎn)轉(zhuǎn)型是商業(yè)銀行提升核心競(jìng)爭(zhēng)力的必由之路,銀行競(jìng)爭(zhēng)力提高的根本在于銀行基層零售網(wǎng)點(diǎn)服務(wù)銷售能力的提升,網(wǎng)點(diǎn)轉(zhuǎn)型不僅是硬件的轉(zhuǎn)型,還包括流程再造、人員配置、營造營銷氛圍、產(chǎn)品服務(wù)提升等方面的軟件轉(zhuǎn)型。本文論文圖11幅,表21個(gè),參考文獻(xiàn)52篇。
[Abstract]:With the financial globalization, the development of commercial banks is facing the threat of non-bank financial institutions as well as the challenges of domestic and foreign banks, each bank has launched a fierce competition in the domestic market. The competition of modern banks in the market is more reflected in the service level, relying solely on products and scale is difficult to have sustainable competitiveness, domestic banks have learned from foreign advanced experience and joined the transformation of the network. Improve the service level of the network, in the network hardware, business processes, customer stratification management and management system to create a specialized retail bank operation system, and obtain good results, improve the competitive power of the network. This paper uses empirical research, theoretical analysis, comparative analysis, case analysis and other technical means and methods to study the transformation of A Bank XX Branch. This paper analyzes the present situation of the retail business of XX Branch of A Bank, and puts forward the necessity of the transformation of XX branch network based on the theory of "network transformation", channel management, core competitiveness and process reengineering. Focusing on the XX branch network transformation mechanism design and analysis, from the transformation of the objectives, plans, implementation team, network organizational structure, performance measures and other aspects of the design. The whole process of implementing the network transformation, which is made, popularized and summed up by the demonstration network, reveals in the network survey that the network has some problems, such as low efficiency of operation and management, insufficient channel construction, complicated flow of network, imperfect team construction, etc. The means of transformation is the way to solve these problems. Finally, in order to make the network transformation sustainable and make the network transformation to the maximum, strengthening the channel construction and staff skills training is the later guarantee of network transformation. Finally, the author thinks that the transformation of network is the only way for commercial banks to enhance their core competitiveness, and the fundamental to enhance the competitiveness of banks lies in the promotion of the service sales ability of the retail outlets at the grass-roots level, and the transformation of network is not only the transformation of hardware. It also includes process reengineering, staffing, creating marketing atmosphere, product and service upgrading and other aspects of software transformation. There are 11 drawings, 21 tables and 52 references in this paper.
【學(xué)位授予單位】：北京交通大學(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)：2010371