本文關(guān)鍵詞： 徽商銀行 零售業(yè)務(wù) 戰(zhàn)略轉(zhuǎn)型　出處：《安徽大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：商業(yè)銀行零售業(yè)務(wù)憑借其龐大的客戶群體,聯(lián)系著幾乎所有的金融業(yè)務(wù)活動(dòng),并通過其完善的服務(wù)設(shè)施、不斷進(jìn)步的理財(cái)技術(shù),為客戶提供多樣化、個(gè)性化的金融產(chǎn)品和服務(wù),使金融資源在經(jīng)濟(jì)體系中得到更加優(yōu)化的配置。自20世紀(jì)90年代以來,拓展零售銀行業(yè)務(wù)逐漸成為國內(nèi)商業(yè)銀行戰(zhàn)略轉(zhuǎn)型的重要內(nèi)容之一,零售業(yè)務(wù)的地位和作用在商業(yè)銀行經(jīng)營過程中不斷上升。但我國商業(yè)銀行零售業(yè)務(wù)發(fā)展過度依靠業(yè)務(wù)規(guī)模的擴(kuò)張搶占市場,不重視零售業(yè)務(wù)產(chǎn)品質(zhì)量的提升,使得零售業(yè)務(wù)的可持續(xù)發(fā)展受到挑戰(zhàn),零售業(yè)務(wù)轉(zhuǎn)型迫在眉睫。 徽商銀行自2005年成立之初,就把零售業(yè)務(wù)納入發(fā)展規(guī)劃之中,經(jīng)過7年的發(fā)展,零售業(yè)務(wù)規(guī)模不斷擴(kuò)大、產(chǎn)品體系逐漸形成,制度和團(tuán)隊(duì)建設(shè)等方面也不斷完善,零售業(yè)務(wù)已經(jīng)成為徽商銀行的主要利潤來源之一。但是,目前徽商銀行仍處于傳統(tǒng)信貸業(yè)務(wù)擴(kuò)張時(shí)期,零售業(yè)務(wù)結(jié)構(gòu)失衡現(xiàn)象嚴(yán)重、科技和人才支撐力度不夠、客戶關(guān)系管理水平較低和風(fēng)險(xiǎn)控制制度不完善等問題使得零售業(yè)務(wù)發(fā)展舉步維艱,傳統(tǒng)的依靠資源消耗和人力投入的粗放式經(jīng)營模式已經(jīng)開始制約徽商銀行零售業(yè)務(wù)的可持續(xù)發(fā)展。戰(zhàn)略轉(zhuǎn)型成為徽商銀行零售業(yè)務(wù)發(fā)展的唯一出路。 當(dāng)前,零售業(yè)務(wù)發(fā)展的市場競爭日趨激烈,金融脫媒的深化和利率市場化進(jìn)程的加快沖擊著徽商銀行過度依賴存貸利差的盈利模式,加之監(jiān)管標(biāo)準(zhǔn)的不斷提高和風(fēng)險(xiǎn)管理難度的增大,這些因素使得徽商銀行零售業(yè)務(wù)發(fā)展面臨著嚴(yán)峻的挑戰(zhàn),為應(yīng)對(duì)復(fù)雜多變的市場環(huán)境,徽商銀行必須積極推進(jìn)零售業(yè)務(wù)轉(zhuǎn)型的實(shí)現(xiàn)。但是,零售業(yè)務(wù)轉(zhuǎn)型并不是經(jīng)營策略的局部調(diào)整,而是戰(zhàn)略層面的方向性轉(zhuǎn)變,通過零售業(yè)務(wù)轉(zhuǎn)型,徽商銀行將實(shí)現(xiàn)由儲(chǔ)蓄銀行向綜合理財(cái)銀行的轉(zhuǎn)變,由物理網(wǎng)點(diǎn)向電子銀行的轉(zhuǎn)變,由經(jīng)營產(chǎn)品向經(jīng)營客戶的轉(zhuǎn)變�；丈蹄y行零售業(yè)務(wù)發(fā)展客戶基礎(chǔ)穩(wěn)定、市場需求旺盛、政策支持力度大、科技應(yīng)用不斷深化,為徽商銀行零售業(yè)務(wù)轉(zhuǎn)型提供了可行的條件。 為推動(dòng)零售業(yè)務(wù)轉(zhuǎn)型的實(shí)現(xiàn),徽商銀行應(yīng)該把未來發(fā)展目標(biāo)定位于開展綜合經(jīng)營、培育全能型金融中介,從戰(zhàn)略高度重新認(rèn)識(shí)零售業(yè)務(wù)發(fā)展,首先,優(yōu)化業(yè)務(wù)結(jié)構(gòu)、健全產(chǎn)品體系,以創(chuàng)新帶動(dòng)零售業(yè)務(wù)發(fā)展；其次,應(yīng)通過完善客戶建檔來夯實(shí)CRM系統(tǒng)基礎(chǔ),保證存儲(chǔ)的信息資源被充分應(yīng)用,在此基礎(chǔ)上對(duì)市場進(jìn)行細(xì)分、為客戶提供差別化服務(wù),通過不斷提高客戶滿意度,將徽商銀行發(fā)展為零售業(yè)務(wù)市場首選銀行；再次,通過推進(jìn)物理網(wǎng)點(diǎn)功能轉(zhuǎn)型、加大自助銀行投放力度、強(qiáng)化電子渠道分銷功能來拓寬徽商銀行零售業(yè)務(wù)服務(wù)渠道；最后,還應(yīng)不斷完善零售業(yè)務(wù)內(nèi)部組織架構(gòu)和內(nèi)部控制制度,為徽商銀行零售業(yè)務(wù)轉(zhuǎn)型提供良好的制度環(huán)境。
[Abstract]:The retail business of commercial banks has become one of the most important contents of the strategic transformation of domestic commercial banks by virtue of their large client groups , and through their perfect service facilities and continuous progress . However , the expansion of retail banking has gradually become one of the important contents of the strategic transformation of commercial banks . At the beginning of the establishment of Huizhou Merchants Bank in 2005 , the retail business has been integrated into the development plan . After seven years of development , the scale of the retail business is expanding , the product system is gradually formed , the system and the team construction are gradually perfected , and the retail business has become one of the main sources of profit of the bank of Huizhou Merchants Bank . However , the traditional Chinese retail business model has already begun to restrict the sustainable development of the retail business of the Huizhou bank . The strategic transformation becomes the only way out of the development of the retail business of the bank . At present , the market competition of retail business development is becoming more and more intense , the deepening of financial disintermediation and the acceleration of interest rate marketization process are confronted with the serious challenge to the development of retail business of Huizhou Merchants Bank . In order to deal with the complicated and changeable market environment , Hui Merchants Bank must actively promote the transformation of retail business . However , the retail business of Huizhou Merchants Bank will realize the transformation of retail business . In order to promote the transformation of retail business , the Hui Merchants Bank should set the future development goal in the comprehensive management , cultivate the full - energy financial intermediary , reunderstand the development of the retail business from the strategic height , firstly , optimize the business structure , perfect the product system , innovate to drive the retail business development ; secondly , improve the service channel of the retail business of the Hui Merchants Bank by improving the customer satisfaction , strengthening the distribution function of the electronic channel , and strengthening the distribution function of the electronic channel . Finally , the internal organization structure and the internal control system of the retail business should be perfected , so as to provide a good institutional environment for the transformation of the retail business of the Huizhou bank .

【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

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