基于社區(qū)銀行模式推動國有商業(yè)銀行網(wǎng)點(diǎn)轉(zhuǎn)型問題研究
發(fā)布時間：2018-08-21 11:10
【摘要】：在歐美等經(jīng)濟(jì)發(fā)達(dá)地區(qū),社區(qū)銀行的發(fā)展已經(jīng)非常成熟和完善。社區(qū)銀行的經(jīng)營模式靈活,主要面向所在地區(qū)的居民和中小企業(yè)提供有針對性的金融服務(wù),對促進(jìn)當(dāng)?shù)亟?jīng)濟(jì)繁榮和社區(qū)發(fā)展具有積極作用,同時自身也獲得了不俗的經(jīng)營業(yè)績。在我國,社區(qū)銀行尚屬新鮮事物,仍處在探索階段。但從近年來各中小型股份制銀行的未來戰(zhàn)略看,建立社區(qū)銀行已成為其進(jìn)一步搶灘市場的重要途徑。本文以研究社區(qū)銀行的經(jīng)營模式和特點(diǎn)為切入點(diǎn),以拓展業(yè)務(wù)、服務(wù)客戶的主要平臺和核心渠道——營業(yè)網(wǎng)點(diǎn)為立足點(diǎn),以金融共生和比較優(yōu)勢理論為基礎(chǔ),對國有商業(yè)銀行網(wǎng)點(diǎn)轉(zhuǎn)型發(fā)展現(xiàn)狀進(jìn)行分析。可以看出,國有商業(yè)銀行雖然在規(guī)模布局、網(wǎng)點(diǎn)功能、網(wǎng)點(diǎn)環(huán)境、人員結(jié)構(gòu)和網(wǎng)點(diǎn)綜合化水平有了長足的進(jìn)步,但是隨著國內(nèi)外經(jīng)濟(jì)金融形勢的變化、客戶金融消費(fèi)習(xí)慣的改變、互聯(lián)網(wǎng)金融的快速崛起和同業(yè)競爭的日趨激烈,國有商業(yè)銀行網(wǎng)點(diǎn)效能低下問題日益凸顯,持續(xù)推動網(wǎng)點(diǎn)轉(zhuǎn)型的必要性和迫切性顯而易見。本文通過對國有商業(yè)銀行借鑒社區(qū)銀行模式的可行性以及在實(shí)施網(wǎng)點(diǎn)轉(zhuǎn)型中亟待解決問題的分析,認(rèn)為國有商業(yè)銀行應(yīng)該通過“七個深化”,即深化業(yè)態(tài)改革,明確市場定位;深化機(jī)構(gòu)改革,加強(qiáng)扁平化管理;深化隊(duì)伍改革,提升人才效能;深化結(jié)構(gòu)改革,分層分類管理市場;深化服務(wù)改革,打造優(yōu)質(zhì)品牌;深化創(chuàng)新改革,推行個性化產(chǎn)品戰(zhàn)略;深化績效改革,實(shí)現(xiàn)網(wǎng)點(diǎn)差異化管理,不斷激發(fā)和增強(qiáng)營業(yè)網(wǎng)點(diǎn)的發(fā)展動力和經(jīng)營活力,為國有商業(yè)銀行可持續(xù)發(fā)展注入新的源泉。
[Abstract]:In Europe and America and other economically developed areas, the development of community banks has been very mature and perfect. The management mode of community bank is flexible, mainly for the local residents and small and medium-sized enterprises to provide targeted financial services, to promote the local economic prosperity and community development has a positive role, at the same time, it has also obtained good business performance. In our country, the community bank is still a new thing, still in the exploration stage. However, from the point of view of the future strategy of the small and medium-sized joint-stock banks in recent years, the establishment of community banks has become an important way for them to further seize the market. This paper is based on the theory of financial symbiosis and comparative advantage, which is based on the research of the management mode and characteristics of community banks, the main platform and core channel of service to customers, and the business network, which is based on the theory of financial symbiosis and comparative advantage. This paper analyzes the status quo of the transformation and development of state-owned commercial banks. It can be seen that although state-owned commercial banks have made considerable progress in terms of scale layout, network function, network environment, personnel structure and network integration level, but with the changes in the economic and financial situation at home and abroad, With the change of customers' financial consumption habits, the rapid rise of Internet finance and the increasingly fierce competition among the same industry, the problem of the low efficiency of state-owned commercial banks' network becomes increasingly prominent, and the necessity and urgency of continuously promoting the transformation of the network are obvious. Based on the analysis of the feasibility of the state-owned commercial banks to learn from the community banking model and the urgent problems to be solved in the implementation of the transformation of the network, this paper thinks that the state-owned commercial banks should deepen the reform of the state of business and make the market position clear through the "seven deepening". Deepening organizational reform, strengthening flat management, deepening team reform, improving talent efficiency, deepening structural reform, hierarchical management of the market, deepening service reform, building quality brands, deepening innovation reform, carrying out individualized product strategy; Deepening the performance reform, realizing the differentiated management of the network, incessantly stimulating and strengthening the development motive force and the management vigor of the business network, injecting the new source for the sustainable development of the state-owned commercial bank.
【學(xué)位授予單位】：對外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F832.33
本文編號：2195535
[Abstract]:In Europe and America and other economically developed areas, the development of community banks has been very mature and perfect. The management mode of community bank is flexible, mainly for the local residents and small and medium-sized enterprises to provide targeted financial services, to promote the local economic prosperity and community development has a positive role, at the same time, it has also obtained good business performance. In our country, the community bank is still a new thing, still in the exploration stage. However, from the point of view of the future strategy of the small and medium-sized joint-stock banks in recent years, the establishment of community banks has become an important way for them to further seize the market. This paper is based on the theory of financial symbiosis and comparative advantage, which is based on the research of the management mode and characteristics of community banks, the main platform and core channel of service to customers, and the business network, which is based on the theory of financial symbiosis and comparative advantage. This paper analyzes the status quo of the transformation and development of state-owned commercial banks. It can be seen that although state-owned commercial banks have made considerable progress in terms of scale layout, network function, network environment, personnel structure and network integration level, but with the changes in the economic and financial situation at home and abroad, With the change of customers' financial consumption habits, the rapid rise of Internet finance and the increasingly fierce competition among the same industry, the problem of the low efficiency of state-owned commercial banks' network becomes increasingly prominent, and the necessity and urgency of continuously promoting the transformation of the network are obvious. Based on the analysis of the feasibility of the state-owned commercial banks to learn from the community banking model and the urgent problems to be solved in the implementation of the transformation of the network, this paper thinks that the state-owned commercial banks should deepen the reform of the state of business and make the market position clear through the "seven deepening". Deepening organizational reform, strengthening flat management, deepening team reform, improving talent efficiency, deepening structural reform, hierarchical management of the market, deepening service reform, building quality brands, deepening innovation reform, carrying out individualized product strategy; Deepening the performance reform, realizing the differentiated management of the network, incessantly stimulating and strengthening the development motive force and the management vigor of the business network, injecting the new source for the sustainable development of the state-owned commercial bank.
【學(xué)位授予單位】：對外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F832.33
【參考文獻(xiàn)】
相關(guān)期刊論文 前2條
1 代星軍;;對國內(nèi)商業(yè)銀行網(wǎng)點(diǎn)轉(zhuǎn)型的幾點(diǎn)思考[J];東岳論叢;2009年05期
2 巴曙松;社區(qū)銀行能否成為中國銀行業(yè)放松管制的突破口?[J];現(xiàn)代管理科學(xué);2002年07期
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