發(fā)布時(shí)間：2018-01-31 15:01

  本文關(guān)鍵詞： 商業(yè)銀行 網(wǎng)點(diǎn)轉(zhuǎn)型 中國銀行 銀行經(jīng)營管理　出處：《哈爾濱工程大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：入世以來我國銀行業(yè)準(zhǔn)入門檻不斷降低，各類銀行應(yīng)運(yùn)而生,這直接導(dǎo)致了國內(nèi)銀行間的激烈競爭。為了能在競爭中脫穎而出，近年來大型商業(yè)銀行利用自身豐富的網(wǎng)點(diǎn)資源，紛紛開展了網(wǎng)點(diǎn)轉(zhuǎn)型工作。中國銀行的網(wǎng)點(diǎn)轉(zhuǎn)型工作始于2006年，并最早在深圳等經(jīng)濟(jì)發(fā)達(dá)地區(qū)進(jìn)行試點(diǎn)。2008年中總行制定了《中國銀行全面轉(zhuǎn)型戰(zhàn)略實(shí)施方案》，于是中國銀行正式在全國范圍開展了網(wǎng)點(diǎn)轉(zhuǎn)型工作。在轉(zhuǎn)型工作中，雖然有《實(shí)施方案》為理論指導(dǎo)，但現(xiàn)實(shí)操作中受地域、客戶群體、經(jīng)濟(jì)環(huán)境等因素影響，轉(zhuǎn)型工作推進(jìn)乏力，因此。各分支行紛紛根據(jù)自身情況，，開展了符合區(qū)域特色的網(wǎng)點(diǎn)轉(zhuǎn)型工作。 本文通過對BJL支行網(wǎng)點(diǎn)轉(zhuǎn)型案例的研究，指出了BJL支行此次網(wǎng)點(diǎn)轉(zhuǎn)型中取得的成績和存在的問題，同時(shí)，對存在問題進(jìn)行了深入的分析，并結(jié)合BJL支行的現(xiàn)狀，提出了可行的優(yōu)化改進(jìn)方案和實(shí)施措施。希望通過該案例，為其上級直管行總結(jié)、積累網(wǎng)點(diǎn)轉(zhuǎn)型的工作經(jīng)驗(yàn)，為轄區(qū)內(nèi)的其它網(wǎng)點(diǎn)的轉(zhuǎn)型提供指導(dǎo)和借鑒。
[Abstract]:Since China's entry into WTO, the entry threshold of China's banking industry has been lowered, and all kinds of banks have emerged as the times require, which directly leads to the fierce competition among domestic banks in order to stand out in the competition. In recent years, large commercial banks have carried out the network transformation with their abundant network resources. The network transformation of Bank of China began in 2006. In middle of 2008, the head office formulated the "implementation Plan of the Bank of China's Comprehensive Transformation Strategy". So the Bank of China formally carried out the network transformation work nationwide. In the transformation work, although there is a "implementation plan" for the theoretical guidance, but the actual operation by the region, customer groups, economic environment and other factors. The transformation work is weak, so each branch has carried out the transformation work according to its own situation. Through the case study of BJL branch transformation, this paper points out the achievements and problems in the transformation of BJL branch. At the same time, it makes a deep analysis of the existing problems. Combined with the current situation of the BJL branch, the feasible optimization improvement scheme and implementation measures are put forward. It is hoped that through this case, it will sum up for its superiors the direct management bank and accumulate the working experience of network transformation. For the transformation of other outlets in the jurisdiction to provide guidance and reference.
【學(xué)位授予單位】：哈爾濱工程大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.33

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