【摘要】：伴隨經(jīng)濟社會的不斷向前發(fā)展,國際經(jīng)濟一體化的速度也在加快,銀行也在加快業(yè)務(wù)創(chuàng)新,立足國內(nèi),布局海外。隨著國家政策的放開,市場金融的需求增多,股份制商業(yè)銀行發(fā)展迅速,地方性商業(yè)銀行也加入到競爭中,更有以產(chǎn)品和服務(wù)著稱的外資銀行入駐,五大國有商業(yè)銀行面臨的競爭越來越激烈,可謂內(nèi)憂外患,曾經(jīng)一統(tǒng)天下的局面早已被打破,特別是2014年籌建的三家民營銀行獲得銀監(jiān)會批復(fù)同意,開創(chuàng)了銀行業(yè)的一個新時代,商業(yè)銀行同業(yè)競爭越來越激烈,特別是以支付寶、財付通為代表的互聯(lián)網(wǎng)金融的加入,讓銀行的競爭變得白熱化。各家銀行都努力發(fā)展創(chuàng)新,不斷提高自己的市場競爭力。營業(yè)網(wǎng)點作為客戶辦理業(yè)務(wù)的主要場所,其作用和地位非常重要,主要是為了服務(wù)客戶和維護客戶。目前各商業(yè)銀行最關(guān)心的是如何更好更快的提升營業(yè)網(wǎng)點競爭力。商業(yè)銀行網(wǎng)點轉(zhuǎn)型應(yīng)該是網(wǎng)點業(yè)務(wù)功能和經(jīng)營管理的全面轉(zhuǎn)型。一方面,網(wǎng)點的業(yè)務(wù)功能應(yīng)由核算交易主導(dǎo)型向營銷服務(wù)主導(dǎo)型轉(zhuǎn)變,逐步完成由傳統(tǒng)低附加值網(wǎng)點到現(xiàn)代高附加值網(wǎng)點的質(zhì)變。另一方面,新型網(wǎng)點既要學(xué)會把握市場動態(tài),又應(yīng)善于贏得客戶信賴。區(qū)別于傳統(tǒng)的交易核算型網(wǎng)點,現(xiàn)代的營銷服務(wù)型網(wǎng)點必須樹立“以客戶為中心,以市場為導(dǎo)向”的經(jīng)營理念,為客戶提供更加細分、個性化、多元化和專業(yè)化的產(chǎn)品組合和服務(wù),提升網(wǎng)點的運營效率和客戶滿意度,增加銷售,提升銀行業(yè)利潤,從而全面提升銀行網(wǎng)點的競爭能力和價值創(chuàng)造能力。在市場競爭日趨激烈的情況下,國內(nèi)越來越多的商業(yè)銀行已經(jīng)提前布局,開啟了網(wǎng)點轉(zhuǎn)變服務(wù)理念、轉(zhuǎn)變經(jīng)營模式的探索之路,銀行網(wǎng)點轉(zhuǎn)型是國內(nèi)商業(yè)銀行發(fā)展的必經(jīng)之路,也是商業(yè)銀行發(fā)展創(chuàng)新的重點策略之一。商業(yè)銀行正通過網(wǎng)點轉(zhuǎn)型,不斷尋找新的價值增長點,提升風(fēng)險防控能力,提高服務(wù)質(zhì)量,全面提升經(jīng)營業(yè)績,提升網(wǎng)點品質(zhì)。實現(xiàn)經(jīng)營模式的成功轉(zhuǎn)型和網(wǎng)點改革的最終勝利。本文通過比較分析法、文獻資料研究法、案例分析法等,通過對相關(guān)理論進行研究分析,闡述了廣豐農(nóng)行在網(wǎng)點轉(zhuǎn)型中存在的問題,總結(jié)出了一套適合廣豐農(nóng)行網(wǎng)點轉(zhuǎn)型發(fā)展的方案,該方案對于其他銀行網(wǎng)點轉(zhuǎn)型發(fā)展也具有一定的參考價值。
[Abstract]:With the continuous development of economy and society, the speed of international economic integration is also accelerating, banks are also speeding up business innovation, based on domestic, layout overseas. With the liberalization of national policies, the demand for market finance has increased, joint-stock commercial banks have developed rapidly, local commercial banks have also joined the competition, and foreign banks, which are famous for their products and services, have entered. The competition faced by the five major state-owned commercial banks is becoming more and more fierce, which can be described as internal and external problems. The situation that once dominated the world has long been broken. In particular, the three private banks to be built in 2014 were approved by the CBRC. It has ushered in a new era of banking, and the competition among commercial banks is becoming more and more fierce, especially the addition of Internet finance represented by Alipay and Tenpay, which makes the competition among banks become hot and white. Banks strive to develop innovation and constantly improve their market competitiveness. As the main place for customers to deal with business, the role and position of business outlets is very important, mainly to serve and maintain customers. At present, commercial banks are most concerned about how to improve the competitiveness of business outlets more quickly. The network transformation of commercial banks should be the overall transformation of network business function and management. On the one hand, the business function of the network should be changed from the accounting transaction leading type to the marketing service leading type, and the qualitative change from the traditional low value added network to the modern high added value network should be completed step by step. On the other hand, the new network should not only learn to grasp the market dynamics, but also be good at winning the trust of customers. Different from the traditional transaction accounting network, the modern marketing service network must establish the business concept of "customer-centered, market-oriented", so as to provide customers with more subdivision and individualization. Diversified and professional product mix and service, improve the operational efficiency and customer satisfaction of the network, increase sales, enhance banking profits, so as to enhance the competitiveness and value creation ability of the bank network in an all-round way. In the case of increasingly fierce market competition, more and more domestic commercial banks have arranged ahead of time, opening the way to change the service concept of the network and change the business model. The transformation of the bank network is the only way for the development of domestic commercial banks. It is also one of the key strategies for the development and innovation of commercial banks. Through the network transformation, commercial banks are constantly looking for new value growth points, enhance risk prevention and control ability, improve service quality, improve business performance, improve network quality. Realize the successful transformation of the business model and the final victory of the network reform. Through the comparative analysis method, the literature research method, the case analysis method and so on, this paper expounds the problems existing in the network transformation of Guangfeng Agricultural Bank through the research and analysis of the relevant theories. This paper summarizes a set of schemes suitable for the transformation and development of Guangfeng Agricultural Bank, which also has certain reference value for the transformation and development of other bank outlets.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F832.33

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