本文關(guān)鍵詞： 浦發(fā)銀行 自助設(shè)備 運(yùn)營(yíng)管理　出處：《山東師范大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著國(guó)內(nèi)商業(yè)銀行信息化程度的不斷提高，以ATM為代表的自助設(shè)備對(duì)銀行個(gè)人業(yè)務(wù)的開展起到越來越重要的作用，為了更好的適應(yīng)市場(chǎng)競(jìng)爭(zhēng)和提升客戶服務(wù)的需要，自助渠道的建設(shè)前所未有的受到了商業(yè)銀行的重視，相繼加大了對(duì)自助設(shè)備的投入，但是隨著自助設(shè)備規(guī)模的不斷擴(kuò)大，如何提高自助設(shè)備運(yùn)行效率和服務(wù)質(zhì)量，以適應(yīng)自助業(yè)務(wù)的快速增長(zhǎng)，成為理論界和銀行關(guān)注的問題。 最近幾年，為了給持卡客戶提供方便快捷優(yōu)質(zhì)的服務(wù)，各家商業(yè)銀行在自助設(shè)備的發(fā)展上紛紛加大了投入。但是我們看到自助設(shè)備在給客戶和銀行帶來實(shí)惠的同時(shí)，也必須看到自助設(shè)備投入的高成本，低效率的問題，使得自助設(shè)備的運(yùn)營(yíng)管理模式急需改變。銀行自助業(yè)務(wù)未來的運(yùn)行效率、經(jīng)營(yíng)成本、管理水平和盈利能力，將直接決定商業(yè)銀行核心競(jìng)爭(zhēng)力的高低1。 作為浦發(fā)銀行在山東地區(qū)（青島、煙臺(tái)、威海除外）設(shè)立的一家省級(jí)分行，在自助設(shè)備運(yùn)營(yíng)工作上，濟(jì)南分行始終堅(jiān)持以防范風(fēng)險(xiǎn)為主線，以合規(guī)運(yùn)營(yíng)、高效運(yùn)營(yíng)和安全運(yùn)營(yíng)作為主要工作思路，通過采取一系列精細(xì)化管理措施，，為濟(jì)南分行的經(jīng)營(yíng)工作提供了有力的支持和保障。 本文以浦發(fā)銀行濟(jì)南分行（以下簡(jiǎn)稱浦發(fā)銀行）自助設(shè)備運(yùn)營(yíng)管理為主線，通過對(duì)國(guó)內(nèi)外自助設(shè)備運(yùn)營(yíng)管理的論述，對(duì)分行在自助設(shè)備運(yùn)營(yíng)管理中存在的問題，運(yùn)用實(shí)證分析的方法，提出了可行的解決方案。全文由六章組成，其層次結(jié)構(gòu)、基本內(nèi)容和主要觀點(diǎn)如下： 第一章為緒論。結(jié)合國(guó)外國(guó)內(nèi)運(yùn)營(yíng)管理研究現(xiàn)狀，論述了本文研究的目的和研究的意義，提出了研究的內(nèi)容及方法。 第二章為文獻(xiàn)綜述。首先介紹了自助設(shè)備的概念、服務(wù)功能、在銀行運(yùn)營(yíng)中的作用，其次闡明了商業(yè)銀行運(yùn)營(yíng)管理的概念、范圍、相關(guān)理論、歷史演變以及當(dāng)前的運(yùn)營(yíng)管理。 第三章分析了分行自助設(shè)備運(yùn)營(yíng)管理的現(xiàn)狀及問題分析。首先簡(jiǎn)要介紹了分行自助設(shè)備運(yùn)營(yíng)管理的現(xiàn)狀，其次提出了自助設(shè)備運(yùn)營(yíng)管理存在的問題。 第四章介紹了美國(guó)銀行自助設(shè)備運(yùn)營(yíng)管理經(jīng)驗(yàn)與啟示,主要分析了美國(guó)銀行在自助設(shè)備運(yùn)營(yíng)管理方面的優(yōu)秀經(jīng)驗(yàn)。第五章提出了分行在自助設(shè)備運(yùn)營(yíng)管理對(duì)策建議。主要從自助設(shè)備的科學(xué)的發(fā)展規(guī)劃及選址決策、健全自助設(shè)備管理制度、優(yōu)化自助設(shè)備資源配置、科學(xué)的分析成本與效益、加強(qiáng)自助設(shè)備功能設(shè)計(jì)提高利用率等方面提出了分行自助設(shè)備運(yùn)營(yíng)管理的具體對(duì)策。 第六章為結(jié)論。首先對(duì)分行自助設(shè)備運(yùn)營(yíng)管理工作進(jìn)行了概括總結(jié)，指出了本文的創(chuàng)作的局限性。其次提出了自助設(shè)備運(yùn)營(yíng)管理未來研究的重點(diǎn)和方向。
[Abstract]:Along with the informationization degree of domestic commercial banks continue to improve, to carry out self-help equipment to ATM as the representative of the personal banking business plays an increasingly important role, in order to better adapt to the market competition and the need to improve customer service, the construction of the self-service channel to the hitherto unknown attention of commercial banks, have increased the self-service equipment but as the scale of investment, the self-service equipment continues to expand, how to improve the self-service equipment operating efficiency and service quality, in order to adapt to the rapid growth of service, become the theory and the bank concerned.
In recent years, in order to provide convenient and efficient quality service to the cardholder, commercial banks in the development of self-service equipment have increased investment. But we see self-service equipment has brought tangible benefits to the customer and the bank, must also see the high cost of self-service equipment investment, low efficiency problems, so we urgently need operation and management mode the self-service equipment. The change of operating efficiency, self-service banking business in the future operating costs, management level and profitability, will directly determine the level of core competitiveness of commercial banks 1.
As the Shanghai Pudong Development Bank in the Shandong area (Qingdao, Yantai, except Weihai) a provincial branch of the establishment, in the operation of self-service equipments work, Ji'nan branch has always adhered to the risk prevention as the main line, compliance operations, efficient operation and safe operation as the main ideas, through a series of fine management measures, provide powerful support and guarantee for the Ji'nan branch of the business.
In this paper, the Shanghai Pudong Development Bank Ji'nan branch (hereinafter referred to as the Shanghai Pudong Development Bank) self-service equipment operation management as the main line, through to the domestic and foreign self-service equipment operation management is discussed, in the management of the branch in operation of self-service equipments, use the methods of empirical analysis, some feasible solutions are put forward. The thesis consists of six chapters, its structure the basic contents and main points are as follows:
The first chapter is the introduction. Combined with the current research status of domestic operation and management abroad, the purpose and significance of this study are discussed, and the contents and methods of the research are put forward.
The second chapter is literature review. First, it introduces the concept of self-service equipment, its service function and its role in bank operation. Secondly, it expounds the concept, scope, theory, historical evolution and current operation management of operation and management of commercial banks.
The third chapter analyzes the status and problems of branch self-service equipment operation and management. First, it briefly introduces the current situation of branch self-service equipment operation and management, and then puts forward the problems of self-service equipment operation management.
The fourth chapter introduces the experience and Inspiration of operation and management of self-service equipment, Bank of America, the main analysis of the excellent experience of Bank of America in the management operation of self-service equipment. The fifth chapter puts forward the branch in the management and operation of self-service equipment countermeasures. Mainly from the development of self-service equipment scientific planning and site selection, improve the self-service equipment management system, optimize resource the self-service equipment configuration, cost and benefit analysis of science, strengthen the function of the self-service equipment design to improve and puts forward some concrete countermeasures for branch operation and management of the self-service equipment utilization rate and so on.
The sixth chapter is the conclusion. First, the operation and management of branch self-service equipment is summarized, and the limitations of this article are pointed out. Secondly, the focus and direction of future research on self-service equipment operation management are put forward.

【學(xué)位授予單位】：山東師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.2

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