JT銀行基層營業(yè)網(wǎng)點經(jīng)營模式研究
發(fā)布時間：2019-04-19 13:21
【摘要】：基層網(wǎng)點是各大商業(yè)銀行經(jīng)營發(fā)展的基礎(chǔ),基層網(wǎng)點的經(jīng)營模式支撐并服務(wù)于商業(yè)銀行的發(fā)展戰(zhàn)略。我國商業(yè)銀行在日趨激烈的競爭環(huán)境中,通過改變網(wǎng)點經(jīng)營環(huán)境和格局,采取了各種措施,千方百計節(jié)能增效,怎樣增加網(wǎng)點產(chǎn)能,改進網(wǎng)點經(jīng)營模式,是各家商業(yè)銀行都熱切關(guān)注和亟待破解的課題。本文試圖對JT銀行基層網(wǎng)點經(jīng)營模式進行解剖,探討基層營業(yè)網(wǎng)點經(jīng)營模式經(jīng)驗和存在的問題；總結(jié)和剖析取得成功經(jīng)驗和導(dǎo)致存在問題的原因,提出改進策略和路徑選擇。 論文主要內(nèi)容和框架是：第一部分,緒論。介紹本文的研究背景、目的及意義。第二部分,銀行基層網(wǎng)點經(jīng)營的相關(guān)理論概述。概要的介紹銀行基層網(wǎng)點有關(guān)理論包括：商業(yè)銀行網(wǎng)點轉(zhuǎn)型、營銷理論、系統(tǒng)管理理論、戰(zhàn)略管理理論、目標(biāo)管理、關(guān)鍵績效指標(biāo)法(KPI)平衡計分卡、金融創(chuàng)新。第三部分,JT銀行基層營業(yè)網(wǎng)點當(dāng)前經(jīng)營模式及現(xiàn)狀分析。從自助銀行、當(dāng)前網(wǎng)點營運模式、營銷模式、員工激勵及創(chuàng)新等方面作詳細(xì)分析,包括存在的主要問題及發(fā)展的局限性,提出現(xiàn)階段主要存在的問題,包括：電子銀行類業(yè)務(wù)的乏力推進；績效考核的重合造成團隊效應(yīng)差；基層網(wǎng)點監(jiān)管過多使員工產(chǎn)生逆反心理；任務(wù)壓力與收入回報并不成正比,在同行業(yè)的收入對比中,排名較后；網(wǎng)點選址存在問題。第四部分,JT銀行基層營業(yè)網(wǎng)點經(jīng)營模式改進思路與路徑選擇：采取有效措施、做大做強電子銀行業(yè)務(wù),包括設(shè)立專職推廣人員、多樣化電子銀行產(chǎn)品體系、精準(zhǔn)定位目標(biāo)客戶群、加大促銷宣傳力度、加強電子銀行業(yè)務(wù)考核、建立電子銀行業(yè)務(wù)專業(yè)營銷制度、提高電子銀行類業(yè)務(wù)服務(wù)水平；導(dǎo)入關(guān)鍵績效指標(biāo)法、完善綜合柜員與客戶經(jīng)理績效考核；減少內(nèi)部過度監(jiān)管壓力、營造正常有序業(yè)務(wù)環(huán)境；科學(xué)合理選址、優(yōu)化網(wǎng)點布局。第五部分,總結(jié)出JT銀行基層網(wǎng)點經(jīng)營模式改進的難點和關(guān)鍵性障礙：經(jīng)營觀念拖累經(jīng)營發(fā)展的步伐、上下協(xié)調(diào)機制不夠完善。第六部份,結(jié)束語,對JT銀行網(wǎng)點近年來轉(zhuǎn)型的綜述,包括轉(zhuǎn)型的成功且可向其他銀行推廣學(xué)習(xí)的經(jīng)驗以及當(dāng)前該銀行所面臨現(xiàn)實問題以及需要改進的地方。 論文的創(chuàng)新點和主要貢獻是：理論聯(lián)系實際,運用相關(guān)理論和方法剖析JT銀行基層網(wǎng)點經(jīng)營模式轉(zhuǎn)型和創(chuàng)新的實踐,總結(jié)成功經(jīng)驗,發(fā)現(xiàn)問題尋求原因,提出改進和優(yōu)化的路徑選擇。期望論文研究成果能夠為JT銀行改進和創(chuàng)新基層網(wǎng)點經(jīng)營模式提供參考,為其他商業(yè)銀行基層網(wǎng)點經(jīng)營模式轉(zhuǎn)型和探索提供借鑒。 論文的缺陷與不足是：取得的內(nèi)部數(shù)據(jù)有限,對該銀行整體分析不夠全面、準(zhǔn)確。
[Abstract]:The grass-roots network is the basis of the management and development of the major commercial banks, and the management model of the grass-roots branches supports and serves the development strategy of the commercial banks. In the increasingly fierce competitive environment, Chinese commercial banks have taken various measures by changing the operating environment and pattern of the outlets, doing everything possible to save energy and increase efficiency, and how to increase the network capacity and improve the network management mode. Is each commercial bank all fervently pays attention to and urgently needs to solve the subject. This paper attempts to dissect the operation mode of the basic level branch of JT bank, discusses the experience and existing problems of the operation mode of the basic level business branch, sums up and analyzes the successful experience and the cause of the existing problems, and puts forward the improvement strategy and the choice of the path. The main contents and framework of the paper are: the first part, introduction. This paper introduces the research background, purpose and significance. The second part, the bank grass-roots branch operation related theory summary. This paper briefly introduces the basic-level bank network theory including: commercial bank network transformation, marketing theory, system management theory, strategic management theory, goal management, key performance index method (KPI) balanced scorecard, financial innovation. The third part, the JT bank grass-roots business branch current business model and the present situation analysis. From the aspects of self-help bank, current network operation mode, marketing mode, employee incentive and innovation, etc., this paper makes a detailed analysis, including the main problems existing and the limitations of development, and puts forward the main existing problems at the present stage. Including: the weak promotion of electronic banking business; The overlap of performance appraisal results in poor team effect; excessive supervision of grass-roots network leads to adverse psychology of employees; the task pressure is not directly proportional to income return; in the income comparison of the same industry, the ranking is lower; there are problems in the location of outlets. The fourth part, the idea and path choice of improving the management mode of JT bank's grass-roots business outlets: take effective measures to expand and strengthen the electronic banking business, including setting up full-time promoters and diversifying the electronic banking product system. To accurately target customers, strengthen the promotion and publicity, strengthen the e-banking business assessment, establish a professional marketing system of e-banking business, improve the level of e-banking business services; Introduce the key performance index method to perfect the comprehensive teller and customer manager performance appraisal, reduce the pressure of internal over-supervision, create the normal and orderly business environment, select the site scientifically and rationally, and optimize the layout of the network. In the fifth part, the paper summarizes the difficulties and key obstacles of the improvement of the management mode of the basic-level branch of JT bank: the concept of operation drag down the pace of management development, and the coordination mechanism between up and down is not perfect enough. The sixth part concludes with an overview of the recent transformation of JT bank outlets, including the success of the transformation and the experience that can be promoted to other banks, as well as the current problems faced by the bank and areas for improvement. The innovation and main contribution of this paper are as follows: combining theory with practice, applying relevant theories and methods to analyze the practice of transformation and innovation of the basic-level branch of JT bank, summarizing the successful experience and finding out the reasons for the problem. The path selection of improvement and optimization is proposed. It is expected that the research results can provide a reference for JT Bank to improve and innovate the management model of grass-roots branches and provide reference for the transformation and exploration of other commercial banks' grass-roots outlets. The defects and shortcomings of the paper are: the internal data obtained are limited, and the overall analysis of the bank is not comprehensive and accurate.
【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.2
[Abstract]:The grass-roots network is the basis of the management and development of the major commercial banks, and the management model of the grass-roots branches supports and serves the development strategy of the commercial banks. In the increasingly fierce competitive environment, Chinese commercial banks have taken various measures by changing the operating environment and pattern of the outlets, doing everything possible to save energy and increase efficiency, and how to increase the network capacity and improve the network management mode. Is each commercial bank all fervently pays attention to and urgently needs to solve the subject. This paper attempts to dissect the operation mode of the basic level branch of JT bank, discusses the experience and existing problems of the operation mode of the basic level business branch, sums up and analyzes the successful experience and the cause of the existing problems, and puts forward the improvement strategy and the choice of the path. The main contents and framework of the paper are: the first part, introduction. This paper introduces the research background, purpose and significance. The second part, the bank grass-roots branch operation related theory summary. This paper briefly introduces the basic-level bank network theory including: commercial bank network transformation, marketing theory, system management theory, strategic management theory, goal management, key performance index method (KPI) balanced scorecard, financial innovation. The third part, the JT bank grass-roots business branch current business model and the present situation analysis. From the aspects of self-help bank, current network operation mode, marketing mode, employee incentive and innovation, etc., this paper makes a detailed analysis, including the main problems existing and the limitations of development, and puts forward the main existing problems at the present stage. Including: the weak promotion of electronic banking business; The overlap of performance appraisal results in poor team effect; excessive supervision of grass-roots network leads to adverse psychology of employees; the task pressure is not directly proportional to income return; in the income comparison of the same industry, the ranking is lower; there are problems in the location of outlets. The fourth part, the idea and path choice of improving the management mode of JT bank's grass-roots business outlets: take effective measures to expand and strengthen the electronic banking business, including setting up full-time promoters and diversifying the electronic banking product system. To accurately target customers, strengthen the promotion and publicity, strengthen the e-banking business assessment, establish a professional marketing system of e-banking business, improve the level of e-banking business services; Introduce the key performance index method to perfect the comprehensive teller and customer manager performance appraisal, reduce the pressure of internal over-supervision, create the normal and orderly business environment, select the site scientifically and rationally, and optimize the layout of the network. In the fifth part, the paper summarizes the difficulties and key obstacles of the improvement of the management mode of the basic-level branch of JT bank: the concept of operation drag down the pace of management development, and the coordination mechanism between up and down is not perfect enough. The sixth part concludes with an overview of the recent transformation of JT bank outlets, including the success of the transformation and the experience that can be promoted to other banks, as well as the current problems faced by the bank and areas for improvement. The innovation and main contribution of this paper are as follows: combining theory with practice, applying relevant theories and methods to analyze the practice of transformation and innovation of the basic-level branch of JT bank, summarizing the successful experience and finding out the reasons for the problem. The path selection of improvement and optimization is proposed. It is expected that the research results can provide a reference for JT Bank to improve and innovate the management model of grass-roots branches and provide reference for the transformation and exploration of other commercial banks' grass-roots outlets. The defects and shortcomings of the paper are: the internal data obtained are limited, and the overall analysis of the bank is not comprehensive and accurate.
【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.2
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