本文選題：中國(guó)銀行A分行 + 網(wǎng)點(diǎn)轉(zhuǎn)型　； 參考：《河北金融學(xué)院》2017年碩士論文

【摘要】：利率市場(chǎng)化進(jìn)程的推進(jìn),民營(yíng)銀行牌照獲得審批,P2P、第三方支付、眾籌等新的網(wǎng)絡(luò)金融模式的快速發(fā)展,金融脫媒,貨幣電子化等一系列外部環(huán)境的變化使得銀行必須轉(zhuǎn)型。況且我國(guó)進(jìn)入新常態(tài),經(jīng)濟(jì)增長(zhǎng)方式必將改變,國(guó)有銀行作為服務(wù)實(shí)體經(jīng)濟(jì)的重要金融機(jī)構(gòu),也必將面臨重大改革。本文在依照省分行的政策方針上,結(jié)合當(dāng)?shù)亟?jīng)濟(jì)金融環(huán)境進(jìn)行有針對(duì)性的網(wǎng)點(diǎn)轉(zhuǎn)型方案設(shè)計(jì)。A市屬于四線城市,發(fā)展落后,財(cái)政收入以重工業(yè)為主,近年來(lái)又有多家銀行進(jìn)駐發(fā)展,這些都決定中國(guó)銀行A分行必須對(duì)網(wǎng)點(diǎn)功能重新定位,結(jié)合當(dāng)前A地經(jīng)濟(jì)金融發(fā)展現(xiàn)狀和客戶未來(lái)希望得到的服務(wù)和需求進(jìn)一步推動(dòng)網(wǎng)點(diǎn)轉(zhuǎn)型改革。基于對(duì)中國(guó)銀行A分行網(wǎng)點(diǎn)目前的現(xiàn)狀和未來(lái)轉(zhuǎn)型方向的思考,引發(fā)了寫(xiě)這篇文章的初衷。本文首先梳理總結(jié)網(wǎng)點(diǎn)轉(zhuǎn)型的背景、學(xué)術(shù)界對(duì)網(wǎng)點(diǎn)轉(zhuǎn)型的探索和國(guó)內(nèi)外網(wǎng)點(diǎn)轉(zhuǎn)型的現(xiàn)狀,并提煉了國(guó)內(nèi)外網(wǎng)點(diǎn)轉(zhuǎn)型成功經(jīng)驗(yàn);其次結(jié)合中國(guó)銀行A分行現(xiàn)有的網(wǎng)點(diǎn)現(xiàn)狀,進(jìn)入深入調(diào)查、研究梳理總結(jié)總結(jié)了中國(guó)銀行A分行網(wǎng)點(diǎn)經(jīng)營(yíng)中存在的問(wèn)題,包括網(wǎng)點(diǎn)員工營(yíng)銷(xiāo)意識(shí)薄弱,營(yíng)銷(xiāo)能力差,客戶分層、分流不合理,轉(zhuǎn)型網(wǎng)點(diǎn)員工跟客戶思想都需要適應(yīng),前臺(tái)工作人員協(xié)作能力差,無(wú)法形成合力營(yíng)銷(xiāo)等方面,并結(jié)合A地區(qū)的經(jīng)濟(jì)發(fā)展?fàn)顩r對(duì)中國(guó)銀行A分行網(wǎng)點(diǎn)轉(zhuǎn)型作出了必要性分析;再次理論結(jié)合實(shí)際對(duì)中國(guó)銀行A分行進(jìn)行了網(wǎng)點(diǎn)轉(zhuǎn)型設(shè)計(jì),主要從轉(zhuǎn)型目標(biāo)、理念,網(wǎng)點(diǎn)定位,功能分區(qū)和客戶分層,組織架構(gòu)和崗位職責(zé),大堂營(yíng)銷(xiāo)管理流程等幾個(gè)角度進(jìn)行了方案設(shè)計(jì);然后為了保障網(wǎng)點(diǎn)轉(zhuǎn)型的順利實(shí)施,從網(wǎng)點(diǎn)員工績(jī)效考核、加強(qiáng)渠道建設(shè)、員工轉(zhuǎn)型等方面提出了保障措施;最后針對(duì)做出的方案設(shè)計(jì)進(jìn)行總結(jié),并提出不足和展望。本文主要從客戶需求和員工管理和培養(yǎng)角度進(jìn)行分析,深入思考了客戶希望得到什么樣的服務(wù)和產(chǎn)品需求,把提升客戶滿意度作為網(wǎng)點(diǎn)轉(zhuǎn)型的主要目標(biāo);從組織架構(gòu)、崗位職責(zé),大堂營(yíng)銷(xiāo)管理以及績(jī)效考核等方面思考怎樣調(diào)動(dòng)員工的工作動(dòng)力,提高網(wǎng)點(diǎn)工作人員的工作效率和滿意度。
[Abstract]:With the advancement of interest rate marketization, the rapid development of the new network financial model, such as approval of P2P, third-party payment and crowdfunding, a series of external environment changes, such as financial disintermediation, currency electronization, etc., make banks have to transform. Moreover, when our country enters the new normal, the mode of economic growth will change, and the state-owned banks, as an important financial institution serving the real economy, will be faced with great reform. In accordance with the policy guidelines of the provincial branch, combining with the local economic and financial environment, this paper carries out a targeted network transformation program. The city of .A belongs to the fourth tier city, with backward development, and heavy industry as the main source of financial revenue. In recent years, a number of banks have moved in and developed, all of which determine that Bank of China A Branch must reposition the functions of its branches. Combined with the current situation of economic and financial development and customers' future services and needs to further promote the transformation of network reform. Based on the current situation of Bank of China A branch network and the future direction of transformation, the original intention of writing this article is triggered. This paper firstly summarizes the background of network transformation, the academic research on network transformation and the status quo of network transformation at home and abroad, and extracts the successful experience of network transformation at home and abroad; secondly, combined with the existing network status of Bank of China A Branch, Into the in-depth investigation, the research summarized the existing problems in the operation of Bank of China A branch network, including the weak marketing awareness of network employees, poor marketing ability, customer stratification, unreasonable diversion, The employees of the transformation network need to adapt to the customer's thought, the front desk staff's cooperation ability is poor, cannot form the resultant force marketing and so on, and has made the necessity analysis to the Bank of China A branch network transformation according to the economic development situation of the A area; Thirdly, combining theory with practice, the thesis designs the transformation of branch A of Bank of China, mainly from the transformation goal, idea, location of network, function partition and customer stratification, organizational structure and post responsibility. Then, in order to ensure the smooth implementation of network transformation, the paper puts forward the safeguard measures from the aspects of employee performance evaluation, strengthening channel construction, staff transformation and so on. At last, the paper summarizes the scheme design, and puts forward the deficiency and prospect. Based on the analysis of customer demand and employee management and training, this paper deeply considers what kind of service and product the customer wants to get, and regards the promotion of customer satisfaction as the main goal of network transformation. Position responsibility, lobby marketing management and performance appraisal, how to mobilize the motivation of employees, improve the work efficiency and satisfaction of network staff.
【學(xué)位授予單位】：河北金融學(xué)院
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F832.33

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