發(fā)布時(shí)間：2018-07-18 21:10

【摘要】：金融脫媒、利率市場(chǎng)化、資本充足率、未來(lái)增長(zhǎng)點(diǎn)商業(yè)銀行不斷面臨的新考驗(yàn)。傳統(tǒng)的依賴?yán)钍杖雽?shí)現(xiàn)盈利和增長(zhǎng)的方式己難適應(yīng)新形勢(shì)下的競(jìng)爭(zhēng)，各商業(yè)銀行都將目光聚焦在了銀行中間業(yè)務(wù)，而要?jiǎng)?chuàng)造、提高中間業(yè)務(wù)收入，零售業(yè)務(wù)則成為了大家不約而同的戰(zhàn)略發(fā)展方向。 網(wǎng)點(diǎn)是銀行業(yè)務(wù)經(jīng)營(yíng)的窗口和基礎(chǔ)，隨著同業(yè)競(jìng)爭(zhēng)的日趨加劇，網(wǎng)點(diǎn)已成為銀行發(fā)展零售業(yè)務(wù)最重要的經(jīng)營(yíng)資源和服務(wù)營(yíng)銷平臺(tái)。在產(chǎn)品高度同質(zhì)化的今天，網(wǎng)點(diǎn)競(jìng)爭(zhēng)策略已由過(guò)去粗放式的廣種薄收拼規(guī)模，轉(zhuǎn)變?yōu)楝F(xiàn)在內(nèi)涵式的精細(xì)管理拼服務(wù)。換句話說(shuō)，也就是由外延擴(kuò)張比拼轉(zhuǎn)化為軟實(shí)力競(jìng)爭(zhēng)，正因如此，國(guó)內(nèi)商業(yè)銀行都將網(wǎng)點(diǎn)轉(zhuǎn)型作為了零售業(yè)務(wù)轉(zhuǎn)型的切入點(diǎn)和落腳點(diǎn)，，紛紛啟動(dòng)了網(wǎng)點(diǎn)轉(zhuǎn)型項(xiàng)目，隨著同業(yè)網(wǎng)點(diǎn)轉(zhuǎn)型的不斷深入，農(nóng)行既面臨著重大機(jī)遇，也接受著嚴(yán)峻挑戰(zhàn)。 在此背景下，本文通過(guò)借助相關(guān)的企業(yè)變革及戰(zhàn)略管理理論，運(yùn)用文獻(xiàn)資料法、案例分析法以及理論與實(shí)踐相結(jié)合等研究方法，借鑒國(guó)內(nèi)外商業(yè)銀行零售業(yè)務(wù)發(fā)展實(shí)踐與網(wǎng)點(diǎn)轉(zhuǎn)型經(jīng)驗(yàn)，首先對(duì)眉山農(nóng)行營(yíng)業(yè)網(wǎng)點(diǎn)經(jīng)營(yíng)現(xiàn)狀進(jìn)行了梳理、分析；其次，從網(wǎng)點(diǎn)定位、網(wǎng)點(diǎn)選址與規(guī)劃、網(wǎng)點(diǎn)功能分區(qū)設(shè)計(jì)、前后臺(tái)銷售流程優(yōu)化、網(wǎng)點(diǎn)崗位與績(jī)效管理、網(wǎng)點(diǎn)文化管理等網(wǎng)點(diǎn)轉(zhuǎn)型六個(gè)重點(diǎn)環(huán)節(jié)入手，對(duì)眉山農(nóng)行這一典型個(gè)案進(jìn)行了網(wǎng)點(diǎn)轉(zhuǎn)型方案設(shè)計(jì)；最后，從該行第一階段網(wǎng)點(diǎn)轉(zhuǎn)型中存在的現(xiàn)實(shí)問(wèn)題出發(fā)，嘗試進(jìn)行對(duì)策性的探討。
[Abstract]:Financial disintermediation, interest rate marketization, capital adequacy, future growth point commercial banks are constantly facing a new test. The traditional way to realize profit and growth by relying on interest income has been difficult to adapt to the competition under the new situation. All commercial banks have focused their attention on the intermediate business of the bank, but they should create and improve the income of the intermediate business. Retail business has become the same strategic direction. The network is the window and foundation of the banking business. With the increasing competition among the banks, the network has become the most important business resources and service marketing platform for the development of the retail business of banks. With the high homogeneity of products, the strategy of network competition has changed from extensive and narrow scale to elaborate management service. In other words, that is, from extension expansion to competition for soft power, it is precisely because of this that domestic commercial banks have taken the network transformation as the entry point and foothold of the retail business transformation, and have started the transformation project of the network one after another. With the continuous deepening of peer network transformation, Agricultural Bank of China is faced with both major opportunities and severe challenges. In this context, this paper through the use of relevant enterprise change and strategic management theory, the use of literature, case analysis and the combination of theory and practice, and other research methods. Based on the experience of retail business development and network transformation of commercial banks at home and abroad, this paper firstly combs and analyzes the present situation of the business network of Agricultural Bank of Meishan; secondly, it analyzes the location, location and planning of the network, and the design of the function of the network. Starting with six key links of network transformation, such as optimization of sales flow, network post and performance management, dot culture management, this typical case of Meishan Agricultural Bank is designed. Starting from the practical problems in the first stage of the bank's network transformation, this paper tries to make a strategic discussion.
【學(xué)位授予單位】：云南師范大學(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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