本文選題：農(nóng)業(yè)銀行 + 網(wǎng)點轉(zhuǎn)型　； 參考：《西南財經(jīng)大學(xué)》2012年碩士論文

【摘要】：當(dāng)前,商業(yè)銀行網(wǎng)點因傳統(tǒng)落后的經(jīng)營模式導(dǎo)致的服務(wù)內(nèi)容與服務(wù)質(zhì)量問題一直為社會輿論關(guān)注的焦點,客戶和銀行的矛盾不斷加深,客戶滿意度和忠誠度提升壓力大,成為制約商業(yè)銀行打造核心競爭力的因素之一。近年來中國農(nóng)業(yè)銀行以改制上市為契機,進行了大刀闊斧的體制和內(nèi)部機制改革,實現(xiàn)了歷史性的跨越,但因歷史的原因,上述問題尤其突出。多樣化的金融產(chǎn)品在滿足多樣化的客戶需求的同時,必然對網(wǎng)點服務(wù)模式提出了轉(zhuǎn)型和更高的客觀要求。以客戶需求導(dǎo)向、更新服務(wù)理念、實現(xiàn)傳統(tǒng)的網(wǎng)點服務(wù)模式轉(zhuǎn)型和創(chuàng)新勢在必行。 本文立足所服務(wù)的中國農(nóng)業(yè)銀行某營業(yè)機構(gòu)在網(wǎng)點轉(zhuǎn)型實施過程中的經(jīng)驗教訓(xùn),試圖探討中國農(nóng)業(yè)銀行網(wǎng)點服務(wù)模式面臨的問題與轉(zhuǎn)型的思路及實施途徑,為中國農(nóng)業(yè)銀行網(wǎng)點轉(zhuǎn)型戰(zhàn)略和策略制定與實施提供參考,同時為國內(nèi)其他商業(yè)銀行網(wǎng)點轉(zhuǎn)型提供借鑒。 本文第一章從介紹網(wǎng)點轉(zhuǎn)型的內(nèi)涵,背景、意義和轉(zhuǎn)型的整體思路做開篇；第二章對中國農(nóng)行銀行網(wǎng)點轉(zhuǎn)型的必要性進行了全面、深入地分析；第三章主要研究國內(nèi)商業(yè)銀行營業(yè)網(wǎng)點服務(wù)模式轉(zhuǎn)型先進經(jīng)驗和實踐；第四章深刻剖析了中國農(nóng)業(yè)銀行網(wǎng)點現(xiàn)行服務(wù)模式存在問題和原因；第五章重點討論中國農(nóng)業(yè)銀行網(wǎng)點轉(zhuǎn)型的實施方案和轉(zhuǎn)型路徑的選擇；第六章對中國農(nóng)業(yè)銀行網(wǎng)點轉(zhuǎn)型實踐績效進行了評價；第七章列述了中國農(nóng)業(yè)銀行網(wǎng)點轉(zhuǎn)型的難點以及制約因素。 本文研究的結(jié)論是,中國農(nóng)業(yè)銀行營業(yè)網(wǎng)點轉(zhuǎn)型的總體目標(biāo)就是把傳統(tǒng)交易型的基礎(chǔ)網(wǎng)點轉(zhuǎn)變?yōu)樘岣咩y行客戶滿意度,而且可以增加銀行營業(yè)收入的重要路徑,使他成為銀行銷售型網(wǎng)點,為進一步建立全功能型網(wǎng)點且附有多級財務(wù)中心的功能,從而達(dá)到農(nóng)業(yè)銀行差異化服務(wù)的目標(biāo)。中國農(nóng)業(yè)銀行網(wǎng)點轉(zhuǎn)型的總體路線是：1、網(wǎng)點要從以自身為中心轉(zhuǎn)變到以客戶為中心,及時把握市場變化,了解客戶需求,還要進一步完善產(chǎn)品功能,提高服務(wù)質(zhì)量。2、網(wǎng)點要從傳統(tǒng)的外延式轉(zhuǎn)變?yōu)橐孕б婧唾|(zhì)量為中心,從而實現(xiàn)風(fēng)險、收益,再加上資本的動態(tài)平衡過程。3、網(wǎng)點最終實現(xiàn)集約化的經(jīng)營和扁平化的管理,改變傳統(tǒng)經(jīng)營管理體制。 中國農(nóng)業(yè)銀行營業(yè)網(wǎng)點轉(zhuǎn)型的路徑是完善網(wǎng)點運營模式,優(yōu)化網(wǎng)點布局,通過多級財富管理的搭建與網(wǎng)點相融合模式。 本文一是通過理論分析與實踐數(shù)據(jù)研究充分結(jié)合,把企業(yè)服務(wù)營銷原理、市場理論和企業(yè)戰(zhàn)略管理充分與農(nóng)業(yè)銀行網(wǎng)點的實際現(xiàn)狀相結(jié)合,從而探討出農(nóng)行網(wǎng)點轉(zhuǎn)型的基本模式。二是在比較的基礎(chǔ)上借鑒他行成功經(jīng)驗,找出農(nóng)行的不足之處,借鑒他行,包括外資銀行成功的網(wǎng)點轉(zhuǎn)型經(jīng)驗,尋找到更適合農(nóng)行網(wǎng)點的轉(zhuǎn)型思路和轉(zhuǎn)型路徑。 本文的創(chuàng)新性：第一,本文研究網(wǎng)點轉(zhuǎn)型不是僅僅就網(wǎng)點轉(zhuǎn)型的概念而論,是將其概念充分與農(nóng)行發(fā)展戰(zhàn)略相結(jié)合,通過站在全行的高度,金融行業(yè)的視角來討論,將其提升到關(guān)系農(nóng)行改革成敗的基調(diào)上來研究。第二,對網(wǎng)點轉(zhuǎn)型的實施步驟通過從貼近實際,方便操作的思考角度出發(fā),本文提出了提高要從提高員工對企業(yè)忠誠度的建議,在績效考核上要具有較強的創(chuàng)新性。 本文的不足之處及今后工作學(xué)習(xí)中需繼續(xù)深入的地方：分析研究農(nóng)行網(wǎng)點轉(zhuǎn)型過程中大量采用了定性分析,定量分析研究的方面相對薄弱,后期要綜合運用定性和定量方法研究網(wǎng)點轉(zhuǎn)型的具體措施和步驟。
[Abstract]:At present, the problem of service content and service quality caused by the traditional backward operating mode has always been the focus of public opinion. The contradiction between the customer and the bank is deepening, the pressure of the customer satisfaction and loyalty is increasing, which has become one of the factors restricting the competitiveness of the commercial banks to build the core core. With the opportunity to reform and listing, the reform of the system and internal mechanism has been carried out, which has made a historic leap. However, for historical reasons, the above problems are particularly prominent. Demand oriented, updating service concept, and realizing the transformation and innovation of traditional network service mode are imperative.
This paper, based on the experience and lessons of the service of a business organization in the service of the Agricultural Bank of China in the process of network transformation, tries to explore the problems faced by the network service model of the Agricultural Bank of China and the ways of its transformation. It provides a reference for the transformation strategy and strategy making and implementation of the network of Agricultural Bank of China. Commercial bank network transformation provides reference.
The first chapter of this article begins with the introduction of the connotation, background, significance and the whole idea of transformation. The second chapter makes a thorough and thorough analysis of the necessity of the transformation of the Bank of China Agricultural Bank of China. The third chapter mainly studies the advanced experience and practice of the service mode of domestic commercial banks, and the fourth chapter is deeply dissect. The existing problems and reasons for the current service mode of the Agricultural Bank of China are discussed. The fifth chapter focuses on the implementation scheme and the choice of the transformation path of the Agricultural Bank of China. The sixth chapter evaluates the practical performance of the China Agricultural Bank network transformation, and the seventh chapter describes the difficulties of the transition of the Chinese Agricultural Bank. Restrictive factors.
The conclusion of this paper is that the overall goal of the transformation of the business outlets of the Agricultural Bank of China is to transform the traditional transaction based network to the improvement of the customer satisfaction, and to increase the important path of the bank's business income, make him a bank sales network, establish a full function network and have a multi-level finance. The overall route of the transformation of the Agricultural Bank of China is as follows: 1, the network should change from its own center to the customer center, grasp the market change, understand the customer's needs in time, and further improve the product function and improve the service quality.2, the network should be from the traditional extension. In order to realize the risk, income, and the dynamic balance process of capital, the type of type transformation is centered on the benefit and quality, and the network finally realizes the intensive management and flat management of the.3, and changes the traditional management system.
The path of the transformation of the business outlets of the Agricultural Bank of China is to improve the mode of network operation, optimize the layout of the network, and through the integration of multilevel wealth management and network network.
This paper, through the combination of theoretical analysis and practical data research, combines the principle of enterprise service marketing, market theory and enterprise strategic management fully with the actual situation of the agricultural bank network, so as to explore the basic mode of the transformation of the agricultural bank network. Two it is on the basis of comparison to learn from his successful experience and find out the shortage of the Agricultural Bank. In the light of his successful experience in Internet transformation of foreign banks, we hope to find a better way of transformation and transformation for ABC outlets.
The innovation of this article: first, this paper studies network transformation not only on the concept of network transformation, it is to combine its concept fully with the development strategy of Agricultural Bank of agriculture, to discuss it by standing at the height of the whole line and in the perspective of the financial industry, and to study the key to the success or failure of the reform of the Agricultural Bank. Second, the implementation of the transformation of the network. Through the thinking angle that is close to reality and easy to operate, this paper puts forward some suggestions to improve employees' loyalty to the enterprise, and should have strong innovation in performance assessment.
The inadequacies of this paper and the need to continue to deepen in the future work study: the analysis and study of the Agricultural Bank of China, the transition process of a large number of qualitative analysis, quantitative analysis of the research is relatively weak, in the later period, the comprehensive use of qualitative and quantitative methods to study the specific measures and steps of network transformation.
【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】：2012
【分類號】：F832.33

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