本文選題：傳統(tǒng)柜面模式 + 業(yè)務分類模式��； 參考：《電子科技大學》2012年碩士論文

【摘要】：隨著銀行業(yè)競爭日益激烈，如何提高核心競爭力，已成為各家銀行亟待解決的問題，是保守的對傳統(tǒng)運營模式進行優(yōu)化（采用非標準配置的傳統(tǒng)柜面模式），是中立的對傳統(tǒng)運營模式進行改進（采用業(yè)務分類模式或綜合業(yè)務模式），還是顛覆性的對傳統(tǒng)運營模式進行改革（采用業(yè)務集中模式）。這四種運營模式有利有弊，究竟孰優(yōu)孰劣，很難一概而論。在特定條件下比較四種運營模式的優(yōu)劣，尋找最適合自身發(fā)展的運營模式，便是本文需要解決的問題。 本文選取了某股份制商業(yè)銀行轄下四家規(guī)模、利潤、業(yè)務量相接近的支行作為研究對象： 首先，全方位的研究分析了四家支行的經(jīng)營狀況和財務狀況，對四家支行的業(yè)績作出了綜合評價，為下文的研究提供了基礎數(shù)據(jù)； 其次，對四家支行的柜面業(yè)務種類及耗時進行了深入的研究和分類； 第三，采用關鍵成功因素分析法（CSF），設計了銀行柜面綜合評價指標體系，將銀行各類評價指標分為：風險類指標、效率類指標、服務類指標和效益類指標； 第四，對四家支行現(xiàn)有柜面運營模式，業(yè)務種類、業(yè)務特征及業(yè)務變動趨勢進行了實證分析，并根據(jù)實證分析過程中的業(yè)務數(shù)據(jù)測算了四種柜面運營模式下最優(yōu)的崗位配置。 第五，為了客觀、全面的比較四種模式的優(yōu)劣，分別將這四種柜面運營模式賦予了四家支行，并監(jiān)測了四家支行采用新模式運行一段時間后的各項指標變動度，采用層次分析法（AHP）和優(yōu)劣解距離法(TOPSIS)對各評價指標進行了多目標決策，最終得出了這四種柜面運營模式優(yōu)劣比較的綜合排名。 第六，將多目標決策得出的最優(yōu)運營模式：業(yè)務集中模式進行進一步的引申，從支行層面延伸至總分行層面，并結合業(yè)務流程再造理論（BPR）得出了該銀行未來轉型的方向——流程銀行下的運營集中模式。 最后，再次運用理論指導現(xiàn)實，在確定了銀行未來轉型方向后，結合銀行實際情況，嘗試探索最適合該銀行自身發(fā)展的運營集中模式架構，，即:以分行集中處理平臺為主、總行集中處理平臺為輔、支行柜臺處理平臺為補充形式的三級運營集中模式。
[Abstract]:With the increasingly fierce competition in the banking sector, how to improve the core competitiveness has become a problem to be solved urgently by various banks.It is conservative to optimize the traditional operation mode (adopt the traditional cabinet mode of non-standard configuration, is neutral to improve the traditional operation mode (using the business classification model or the integrated business model), or subversive.The traditional operation mode carries on the reform (adopts the business centralization pattern.These four modes of operation have advantages and disadvantages, which is better or worse, it is difficult to generalize.To compare the advantages and disadvantages of the four operation modes under certain conditions and to find the most suitable operation mode for their own development is the problem to be solved in this paper.In this paper, four branches of a joint-stock commercial bank with similar scale, profit and business volume are selected as the research object.First of all, the comprehensive research and analysis of the operating and financial situation of the four branches, the performance of the four branches to make a comprehensive evaluation, for the following research provides the basic data;Secondly, the paper makes an in-depth study and classification on the types and time consuming of the counter business of the four branches.Thirdly, by using the key success factor analysis method, the paper designs the comprehensive evaluation index system of bank counter, and divides all kinds of evaluation indexes into risk index, efficiency index, service index and benefit index.Fourthly, the paper makes an empirical analysis of the existing counter business models, business types, business characteristics and business change trends of the four branches, and calculates the optimal post allocation under the four kinds of cabinet operation modes according to the business data in the process of empirical analysis.Fifth, in order to objectively and comprehensively compare the merits and demerits of the four modes, the four counter operating modes were assigned to the four branches respectively, and the index changes of the four branches were monitored after the operation of the new model for a period of time.In this paper, the analytic hierarchy process (AHP) and the solution distance method (TopSISs) are used to make a multi-objective decision on each evaluation index, and finally, the comprehensive ranking of the advantages and disadvantages of the four kinds of cabinet operation modes is obtained.Sixthly, the optimal operation mode of multi-objective decision-making: business concentration model is further extended from branch level to branch level.Combined with the BPR theory, the paper draws the direction of the bank's future transformation-the mode of operation concentration under the process bank.Finally, using the theory to guide the reality again, after determining the direction of the bank's future transformation, and combining the actual situation of the bank, try to explore the most suitable for the bank's own development of the centralized operation mode framework, that is, the branch centralized processing platform is the main.The main bank centralized processing platform is auxiliary, the branch counter processing platform is the supplementary three-level operation centralized mode.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.2

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