本文選題：郵儲銀行 + 二級支行　； 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：隨著社會經(jīng)濟(jì)的發(fā)展，個人和家庭對銀行零售業(yè)務(wù)的需求與日俱增。以個人消費(fèi)信貸、個人理財為基礎(chǔ)的銀行零售業(yè)務(wù)得到了迅速發(fā)展，在總利潤中的貢獻(xiàn)度日益上升，成為商業(yè)銀行主要的贏利性業(yè)務(wù)。面對激烈的競爭，商業(yè)銀行必須圍繞零售業(yè)務(wù)展開一系列轉(zhuǎn)型，以求實現(xiàn)利潤最大化。 本文采用的是理論分析與實證研究相結(jié)合，定量分析與定性分析向結(jié)合的研究方法，設(shè)計轉(zhuǎn)型方案，探索研究適合郵儲銀行營業(yè)網(wǎng)點(diǎn)的服務(wù)營銷模式。同時，結(jié)合實際工作進(jìn)行思考，在查找分析現(xiàn)有基層網(wǎng)點(diǎn)存在問題的基礎(chǔ)上，結(jié)合國內(nèi)外銀行零售銀行業(yè)務(wù)的成熟經(jīng)驗，分析郵儲銀行二級支行的經(jīng)營現(xiàn)狀及轉(zhuǎn)型動因。將分行管理與支行管理相結(jié)合，提出企業(yè)創(chuàng)新經(jīng)營發(fā)展模式的建議，將傳統(tǒng)經(jīng)營模式轉(zhuǎn)為創(chuàng)新型支行管理模式。 本文的學(xué)術(shù)思想創(chuàng)新性與創(chuàng)新點(diǎn)在于，對商業(yè)銀行零售業(yè)務(wù)轉(zhuǎn)型的原因、模式和思路進(jìn)行了系統(tǒng)的闡述，既有國外商業(yè)銀行的成功經(jīng)驗，也有國內(nèi)商業(yè)銀行的成功實踐。 本文從郵儲銀行二級支行轉(zhuǎn)型的實際情況入手，分析其優(yōu)勢及其與商業(yè)銀行存在的差距，并發(fā)現(xiàn)目前郵儲銀行二級支行存在著經(jīng)營方式較為粗放、營銷能力尚待提高、盈利模式單一、業(yè)務(wù)結(jié)構(gòu)不合理、同業(yè)競爭壓力與傳統(tǒng)激勵機(jī)制不足兩難并存等諸多難題，因此二級支行轉(zhuǎn)型便是當(dāng)務(wù)之急。在此基礎(chǔ)上，深入研究其轉(zhuǎn)型方案，尤其對于銷售流程轉(zhuǎn)型，本人結(jié)合個人工作經(jīng)驗，從大堂攬客到客戶關(guān)系維護(hù)，都做了深入的探討。 在借鑒西方發(fā)達(dá)國家商業(yè)銀行零售業(yè)發(fā)展成熟經(jīng)驗的基礎(chǔ)上，結(jié)合我國商業(yè)銀行零售業(yè)務(wù)的現(xiàn)有基礎(chǔ)，提出了加快二級支行轉(zhuǎn)型的措施。第一，穩(wěn)步推進(jìn)流程優(yōu)化，提高運(yùn)行效率和管理水平；第二，加強(qiáng)安全管理，防范風(fēng)險，為客戶提供安全的服務(wù)環(huán)境；第三，圍繞增強(qiáng)贏利能力，科學(xué)確定績效考核重點(diǎn)和方法；第四，加強(qiáng)網(wǎng)渠道建設(shè)與整合，以良好的視覺形象和優(yōu)質(zhì)規(guī)范的服務(wù)質(zhì)量塑造郵儲銀行良好的社會形象；第五，以典型引路，向先進(jìn)學(xué)習(xí)，打造強(qiáng)烈的學(xué)習(xí)氛圍；第六，深入開展“為民服務(wù)創(chuàng)先爭優(yōu)”活動，抓好精神文化建設(shè)。 郵儲銀行創(chuàng)業(yè)之初的五年，是其從傳統(tǒng)郵政儲蓄向商業(yè)銀行轉(zhuǎn)型的開始。本文回顧了二級支行幾年來的發(fā)展歷程，并放眼二級支行轉(zhuǎn)型工作的發(fā)展方向。以觀念的轉(zhuǎn)變?yōu)橄葘?dǎo)，以機(jī)制的轉(zhuǎn)變?yōu)楸Ｕ�，以業(yè)務(wù)結(jié)構(gòu)的轉(zhuǎn)變?yōu)槭侄危阅芰μ嵘秊榛A(chǔ)。從基本的員工銷售到支行員工的交叉引見，共同完成從客戶角度出發(fā)，真正為客戶理財為客戶提供優(yōu)質(zhì)服務(wù)，使客戶成為支行的忠實客戶，通過客戶的積累銷售更多的產(chǎn)品以完成支行的收入利潤計劃。郵儲銀行當(dāng)借鑒行業(yè)先進(jìn)經(jīng)驗，積極推動網(wǎng)點(diǎn)轉(zhuǎn)型，，加速躋身現(xiàn)代化商業(yè)銀行之列的步伐。
[Abstract]:With the development of social economy, the demand of individual and family for banking retail business is increasing day by day. The retail business based on personal consumption credit and personal finance has been developed rapidly, and its contribution to the total profit has been increasing day by day, which has become the main profitable business of commercial banks. Facing the fierce competition, the commercial bank must carry on a series of transformation around the retail business, in order to realize the profit maximization. This paper adopts the research method of combining theoretical analysis with empirical research, quantitative analysis and qualitative analysis into combination, designs the transformation scheme, and explores the service marketing model suitable for postal savings bank outlets. At the same time, combined with the practical work, on the basis of finding out and analyzing the existing problems in the existing grass-roots network, combined with the mature experience of the domestic and foreign banks' retail banking business, this paper analyzes the current management situation and the reasons for the transformation of the secondary branch of the Postal savings Bank. Combining branch management with branch management, this paper puts forward the suggestion of innovative management and development mode of enterprises, and transforms the traditional management mode into innovative branch management mode. The innovation and innovation of this paper lies in the systematic exposition of the reasons, models and ideas of the commercial banks' retail business transformation, both the successful experience of foreign commercial banks and the successful practice of domestic commercial banks. Starting from the actual situation of the transformation of the secondary branch of the Postal savings Bank, this paper analyzes its advantages and the gap between the secondary branch of the Postal savings Bank and the commercial bank, and finds that at present, the secondary branch of the Postal savings Bank has a relatively extensive management mode, and the marketing ability needs to be improved. The profit model is single, the business structure is unreasonable, the competition pressure of the same industry and the traditional incentive mechanism are in a dilemma, so the transformation of the secondary branch is the top priority. On this basis, in-depth study of its transformation scheme, especially for the sales process transformation, I combined with personal work experience, from the lobby to customer relationship maintenance, have done in-depth discussion. Based on the mature experience of commercial bank retail in western developed countries and the existing basis of retail business in our country, the measures to accelerate the transformation of secondary branch are put forward. First, we should steadily promote process optimization, improve operational efficiency and management level; second, strengthen safety management, guard against risks, and provide a safe service environment for customers; third, focus on enhancing profitability. Scientifically determine the focus and methods of performance appraisal; fourth, strengthen the construction and integration of network channels, shape the good social image of postal savings bank with good visual image and high quality standard service quality; fifth, use typical guide, learn from advanced, Build a strong learning atmosphere; sixthly, carry out the activities of "create and strive for excellence in the service of the people", and do a good job in spiritual and cultural construction. The first five years of Postal savings Bank was the beginning of its transition from traditional postal savings to commercial banks. This paper reviews the development course of the secondary branch in recent years, and looks at the development direction of the transformation of the secondary branch. It takes the change of concept as the guide, the mechanism as the guarantee, the business structure as the means, and the ability enhancement as the foundation. From the basic staff sales to sub-branch staff cross-introduction, from the customer perspective, to truly provide customer financial services for customers, so that customers become loyal customers of the branch, Sales more products through customer accumulation to complete the branch revenue and profit plan. Postal savings Bank should learn from the advanced experience of the industry, actively promote the transformation of network, accelerate the pace of joining the list of modern commercial banks.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33

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