【摘要】：隨著銀行業(yè)的不斷發(fā)展和創(chuàng)新，零售銀行業(yè)務已逐漸成為商業(yè)銀行業(yè)務的重要組成部分。著名咨詢機構麥肯錫公司最新預測中國零售銀行業(yè)務在未來十年內(nèi)將在銀行業(yè)收入和利潤中占有更高的比例。經(jīng)營環(huán)境的巨大變化對國內(nèi)銀行零售網(wǎng)點提出了更高要求，但由于前期國內(nèi)銀行前期網(wǎng)點轉(zhuǎn)型工作更多體現(xiàn)在網(wǎng)點布局優(yōu)化、功能分區(qū)、渠道整合等硬轉(zhuǎn)型上，在網(wǎng)點資源配置、機制創(chuàng)新、績效管理、服務文化等軟轉(zhuǎn)型上的問題尚未觸及，在一定程度上制約著網(wǎng)點核心競爭力的提升。為此，深化零售網(wǎng)點經(jīng)營轉(zhuǎn)型已成為銀行零售業(yè)務發(fā)展的新課題。 為了提升網(wǎng)點的軟實力，進而有效提升河南農(nóng)行網(wǎng)點的核心競爭力與可持續(xù)發(fā)展能力，河南農(nóng)行深刻領會網(wǎng)點轉(zhuǎn)型的實質(zhì)與內(nèi)涵，在系統(tǒng)內(nèi)全面深化零售網(wǎng)點經(jīng)營轉(zhuǎn)型。本文研究的目的旨在通過對河南農(nóng)行零售網(wǎng)點經(jīng)營管理現(xiàn)狀的剖析，就其所存在的問題和弊端進行深入研究，，借鑒國內(nèi)外零售網(wǎng)點成功轉(zhuǎn)型經(jīng)驗，從而提出具有可操作性的網(wǎng)點轉(zhuǎn)型路徑。本文通過運用文獻分析、系統(tǒng)分析等方法，首先引述了國內(nèi)外銀行網(wǎng)點轉(zhuǎn)型相關理論；其次研究當前河南農(nóng)行零售網(wǎng)點經(jīng)營現(xiàn)狀，分析了河南農(nóng)行零售網(wǎng)點經(jīng)營存在的主要問題；然后對近年來國內(nèi)外網(wǎng)點轉(zhuǎn)型相關經(jīng)驗進行了分析和借鑒；最終在綜合分析的基礎上結合河南農(nóng)行零售網(wǎng)點轉(zhuǎn)型目標，提出應從完善個人金融產(chǎn)品營銷支持體系、統(tǒng)一網(wǎng)點環(huán)境形象，建設多層次營銷隊伍、優(yōu)化服務品質(zhì)和增值服務能力等來推動網(wǎng)點經(jīng)營的路徑。
[Abstract]:With the development and innovation of banking, retail banking has become an important part of commercial banking business. McKinsey, a leading consultancy, has forecast that retail banking in China will account for a larger proportion of banking revenues and profits over the next decade. The enormous changes in the operating environment have put forward higher requirements for domestic banks' retail outlets. However, due to the early stage of domestic banks' pre-banking network transformation work more reflected in the network layout optimization, functional partition, channel integration and other hard transformation, In the network resource allocation, mechanism innovation, performance management, service culture and other soft transformation issues have not been touched, to a certain extent, restricting the promotion of the core competitiveness of the network. Therefore, deepening the transformation of retail outlets has become a new topic for the development of banking retail business. In order to enhance the soft power of the network and effectively enhance the core competitiveness and sustainable development ability of the agricultural bank of Henan province, Agricultural Bank of Henan deeply understands the essence and connotation of the transformation of the network, and deepens the transformation of the retail network management in the system. The purpose of this paper is to analyze the present situation of the retail network management of Agricultural Bank of Henan Province, to study its problems and drawbacks, and to draw lessons from the successful transformation experience of the retail outlets at home and abroad. In order to put forward an operational network transformation path. Through literature analysis, systematic analysis and other methods, this paper first quoted the relevant theories of bank network transformation at home and abroad; Secondly, the paper studies the current situation of Agricultural Bank of Henan's retail network management, analyzes the main problems of Henan Agricultural Bank's retail network management, and then analyzes and draws lessons from the relevant experience of domestic and foreign network transformation in recent years. Finally, on the basis of comprehensive analysis, combining with the transformation target of Henan Agricultural Bank retail network, the author puts forward that we should improve the marketing support system of individual financial products, unify the environmental image of the network, and build a multi-level marketing team. Optimize service quality and value-added service ability to promote network operation path.
【學位授予單位】：華中科技大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.33

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