【摘要】：2007年,中國郵政儲(chǔ)蓄銀行成立,郵政金融正式實(shí)施自營和代理共存的管理模式,其中:一部分網(wǎng)點(diǎn)辦理全方位商業(yè)銀行業(yè)務(wù),稱為“自營網(wǎng)點(diǎn)”,歸屬各級(jí)郵儲(chǔ)銀行管理;一部分網(wǎng)點(diǎn)受郵儲(chǔ)銀行的委托,代辦零售負(fù)債業(yè)務(wù)、代理保險(xiǎn)、基金、理財(cái)、國債、代收代付以及其他一些低風(fēng)險(xiǎn)金融業(yè)務(wù),稱為“代理金融網(wǎng)點(diǎn)”,歸屬郵政公司管理。2008年,隨著中國郵政儲(chǔ)蓄銀行吉林省分行的成立,代理金融業(yè)務(wù)已成為吉林郵政的主營業(yè)務(wù)之一。目前,吉林郵政代理金融營業(yè)網(wǎng)點(diǎn)共設(shè)立901個(gè),遍布九個(gè)地區(qū)四十九個(gè)縣市,代理金融業(yè)務(wù)已加入到激烈的金融競爭行業(yè)中。面對(duì)日益激烈的市場競爭,吉林郵政代理金融業(yè)務(wù)憑借點(diǎn)多、面廣、線長的優(yōu)勢,不斷創(chuàng)新與調(diào)整,單項(xiàng)金融業(yè)務(wù)收入已超過全省郵政總收入的百分之七十,逐漸成為吉林郵政的“吃飯業(yè)務(wù)”�；仡櫨拍甑陌l(fā)展歷程,吉林郵政代理金融業(yè)務(wù)雖然實(shí)現(xiàn)了快速推進(jìn),但仍存在著管理機(jī)制不完善、從業(yè)人員技能不強(qiáng)、服務(wù)水平有待提高等問題。如何緊跟形勢,做大做強(qiáng)郵政代理金融業(yè)務(wù),已成為郵政企業(yè)面臨的最迫切解決的問題。本文主要通過定量和定性兩種方法進(jìn)行研究,借鑒了大量戰(zhàn)略管理相關(guān)著作、論文等文獻(xiàn),以吉林郵政代理金融業(yè)務(wù)為主要研究對(duì)象,對(duì)業(yè)務(wù)發(fā)展現(xiàn)狀和問題、戰(zhàn)略環(huán)境、戰(zhàn)略制定及實(shí)施進(jìn)行了詳細(xì)分析,提出了以客戶為中心,以市場為導(dǎo)向,以綠卡為抓手,以積分為紐帶,以郵商聯(lián)盟為突破口,以優(yōu)惠購為載體,加快吉林郵政代理金融業(yè)務(wù)與非金務(wù)聯(lián)動(dòng)、融合發(fā)展,堅(jiān)持“服務(wù)三農(nóng)、服務(wù)社區(qū)、服務(wù)中小企業(yè)”的市場定位,推動(dòng)郵政代理金融業(yè)務(wù)管理、經(jīng)營、渠道三大體系的轉(zhuǎn)型升級(jí),建立健全郵政代理金融生態(tài)圈,積極應(yīng)對(duì)利率市場化和互聯(lián)網(wǎng)金融競爭加劇的新形勢,提升服務(wù),降本增效,打造品牌,全面增強(qiáng)吉林郵政代理金融業(yè)務(wù)發(fā)展核心競爭力。
[Abstract]:In 2007, the Postal savings Bank of China was established, and postal finance formally implemented the management mode of co-existence of self-operation and agency. Among them, a part of the network handles omni-directional commercial bank business, called "self-service bank", which belongs to the management of postal savings bank at all levels; Some of the outlets are entrusted by the Postal savings Bank to handle retail liabilities, agency insurance, funds, financial management, treasury bonds, collection and payment, and other low-risk financial services, known as "agency financial outlets", which are under the management of postal companies. With the establishment of Jilin Branch of China Postal savings Bank, the agency financial business has become one of the main business of Jilin Post. At present, Jilin Post has set up 901 agency financial business outlets, covering 49 counties and cities in nine regions, and the agency financial business has joined the fierce financial competition industry. In the face of increasingly fierce market competition, Jilin Post Agency Financial Services has been innovating and adjusting with the advantages of more points, wider coverage and longer lines. The revenue of single financial services has exceeded 70% of the total postal revenue of the province. Gradually become Jilin Post's "meal business." Looking back on the development of nine years, although Jilin postal agency financial business has achieved rapid progress, there are still some problems, such as imperfect management mechanism, weak technical skills of employees, and service level to be improved. How to keep up with the situation and strengthen the postal agency financial business has become the most urgent problem facing postal enterprises. This article mainly through the quantitative and qualitative two methods carries on the research, has drawn lessons from a large number of strategic management related works, the paper and so on literature, takes Jilin postal agency financial business as the main research object, to the business development present situation and the question, the strategic environment, The strategy formulation and implementation are analyzed in detail, and it is proposed to take the customer as the center, the market as the guide, the green card as the grasping hand, the integral as the link, the postal business alliance as the breakthrough point, and the preferential purchase as the carrier. To speed up the linkage between Jilin postal agency financial business and non-financial services, to integrate and develop, to adhere to the market orientation of "serving the three rural areas, serving the community, and serving small and medium-sized enterprises", and to promote postal agency financial business management and management. The transformation and upgrading of the three major systems of channels, the establishment and improvement of the postal agency financial ecological circle, the active response to the new situation of marketization of interest rates and the intensification of financial competition on the Internet, the promotion of services, the reduction of costs and efficiency, and the creation of brands, Jilin postal agency financial business to enhance the core competitiveness.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.2

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