【摘要】：近年來(lái),顧客對(duì)金融服務(wù)的需求與銀行自身服務(wù)能力之間的矛盾非常的突出,銀行排隊(duì)難問(wèn)題一度成為社會(huì)輿論和媒體關(guān)注的焦點(diǎn),這極大的降低了客戶的滿意度和忠誠(chéng)度,影響了商業(yè)銀行的企業(yè)形象和社會(huì)形象。盡管大多數(shù)銀行都已經(jīng)普遍使用排隊(duì)叫號(hào)機(jī),但排隊(duì)叫號(hào)機(jī)并無(wú)法給銀行帶來(lái)業(yè)務(wù)辦理次序的絕對(duì)公平,客戶從排隊(duì)叫號(hào)機(jī)取得一張?zhí)柎a后,便只能苦苦等待才能接受柜臺(tái)服務(wù)�！芭抨�(duì)機(jī)劫持”現(xiàn)象極大的影響了客戶的體驗(yàn)度,甚至已經(jīng)成為客戶流失的重要因素之一。因此,采取有效措施,妥善解決銀行排隊(duì)問(wèn)題,切實(shí)提高銀行服務(wù)質(zhì)量和水平,具有重要的現(xiàn)實(shí)意義。 本文通過(guò)對(duì)M銀行前臺(tái)排隊(duì)等候問(wèn)題進(jìn)行診斷,從顧客原因、排隊(duì)叫號(hào)服務(wù)規(guī)則、銀行業(yè)務(wù)流程三方面進(jìn)行等候原因分類診斷,并在此基礎(chǔ)上提出解決排隊(duì)等候問(wèn)題的對(duì)策：首先,針對(duì)排隊(duì)的改善,提出按照業(yè)務(wù)類型、業(yè)務(wù)辦理時(shí)間進(jìn)行繁簡(jiǎn)分類,根據(jù)工序時(shí)間長(zhǎng)短分開(kāi)進(jìn)行排隊(duì),對(duì)銀行營(yíng)業(yè)窗口叫號(hào)規(guī)則進(jìn)行參數(shù)化配置,通過(guò)“作業(yè)時(shí)間短者優(yōu)先”的辦法,利用快速業(yè)務(wù)窗口,達(dá)到迅速減少排隊(duì)等候顧客數(shù)量的效果,加快業(yè)務(wù)辦理速度,降低營(yíng)業(yè)廳堂的擁擠程度。其次,針對(duì)銀行業(yè)務(wù)流程的改善,提出對(duì)銀行業(yè)務(wù)進(jìn)行邏輯分析,對(duì)高頻配套業(yè)務(wù)靈活打包辦理,對(duì)客戶可單獨(dú)完成的業(yè)務(wù)、需銀行確認(rèn)處理的業(yè)務(wù),以及客戶連續(xù)辦理頻度最高的業(yè)務(wù)種類進(jìn)行歸類整理,采用不同的方式區(qū)別處理,將虛擬柜員與實(shí)體柜員操作相結(jié)合,提高業(yè)務(wù)處理效率。還可以有效利用各種創(chuàng)新機(jī)具,彌補(bǔ)低柜柜員的功能缺陷,做好高、低柜業(yè)務(wù)銜接工作,為客戶提供“一站式”服務(wù)。最后,本文提出要強(qiáng)化員工業(yè)務(wù)培訓(xùn),同時(shí)以人文關(guān)懷管理好銀行員工,提升內(nèi)外部客戶的滿意度。 本文為緩解銀行排隊(duì)問(wèn)題提出了較為可行的方案,對(duì)縮短客戶等待時(shí)間、提高銀行業(yè)務(wù)處理效率具有較強(qiáng)的指導(dǎo)作用,為銀行經(jīng)營(yíng)管理者提供了決策參考。
[Abstract]:In recent years, the contradiction between customers' demand for financial services and the ability of banks to serve themselves is very prominent. The problem of bank queuing has once become the focus of public opinion and media attention, which has greatly reduced customer satisfaction and loyalty. It affects the corporate image and social image of commercial banks. Although queuing machines are already widely used in most banks, queuing machines do not bring absolute fairness to the business order of banks. After customers get a number from the queue call machine, You have to wait hard to accept the counter service. The phenomenon of "queue machine hijacking" has greatly affected the experience of customers, and has even become one of the important factors of customer turnover. Therefore, it is of great practical significance to take effective measures to solve the problem of bank queuing and to improve the quality and level of bank service. In this paper, the waiting problem at the front desk of M Bank is diagnosed, and the waiting reasons are classified and diagnosed from three aspects: customer reasons, queuing service rules and banking business processes. On this basis, the countermeasures to solve the queuing problem are put forward: first of all, in view of the improvement of queuing, it is proposed that the business processing time should be classified according to the business type and the business processing time, and the queuing should be carried out separately according to the length of the process time. The call number rule of bank business window is parametrized, and the fast business window is used to reduce the number of customers waiting in line and speed up the speed of business processing through the method of "giving priority to those with short working time". Reduce the congestion in the business hall. Secondly, in view of the improvement of the banking business process, this paper puts forward the logical analysis of the banking business, the flexible packaging and processing of the high-frequency supporting business, the business that the customer can complete separately, and the business that the bank needs to confirm and deal with. And the business categories with the highest frequency of continuous processing are classified and sorted out, and the virtual teller and the physical teller are combined to improve the efficiency of business processing by using different ways to distinguish the operation of the virtual teller and the physical teller. It can also make effective use of all kinds of innovative equipment, make up for the functional defects of low cabinet teller, do a good job of high and low cabinet business connection work, and provide "one stop" service for customers. Finally, this paper proposes to strengthen staff business training, at the same time, humanistic care to manage bank staff, improve the satisfaction of internal and external customers. This paper puts forward a feasible scheme to alleviate the problem of bank queuing, which plays a strong guiding role in shortening the waiting time of customers and improving the efficiency of bank business processing, and provides a reference for bank managers to make decisions.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33

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