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论文编号：	2168
作者编号：	2120072100
上传时间：	2009/12/7 13:14:19
中文题目：	基于农业银行总体发展战略的网点
英文题目：	Research on transforming of ne
指导老师：	肖沂
中文关键字：	农业银行，发展战略，网点转型
英文关键字：	Agricultural Bank of China,Dev
中文摘要：	2009年1月16日，农业银行正式宣布股改完成，这标志着农业银行发展驶向新的里程。早在2008年初，农业银行就提出“3510”的发展战略，指出今后一个时期农业银行新的战略重点和奋斗目标，其中提出要利用3年时间解决零售业务战略转型问题。零售业务战略转型要站在总体发展战略的高度，“立足农行股改和发展大局，以客户为中心，以渠道为载体，以产品为抓手，以队伍为主体，以项目管理的方式全速推进零售业务转型”，并最终实现“把农行建成国内一流零售银行”的战略目标。由于零售业务具有利润贡献度大，资本回报率高，抵御经济周期影响力强的特点，已经成为现代商业银行的核心和支柱业务之一。众所周知，零售业务发展的关键在于渠道制胜。网点作为商业银行零售业务的基本渠道，零售业务战略转型首要就是实施网点转型。 本文采用理论研究与案例分析相结合的方法，首先回顾了流程再造理论和渠道理论，并提出这两个理论在商业银行的实际应用。其次，分析了农业银行实施网点转型的背景情况。接下来，本文从网点经营理念、网点功能、零售渠道、客户服务、绩效考核、流程再造、组织架构等几方面提出网点转型的构想。最后在案例分析中，以天津农行NH支行为例，指出NH支行网点转型取得的初步成果，存在的问题及原因，并提出相应的建议措施。 网点转型对我国商业银行来说还是新鲜事物，成功转型的案例也很少，当然各家商业银行的具体转型要与自身的战略定位和发展状况相结合，本文在研究范围和内容上仍有很大的研究空间。
英文摘要：	January 16, 2009, the Agricultural Bank of China announced the completion of share reform, which marked the Agricultural Bank of China towards a new era. Back in early 2008, the Agricultural Bank of China proposed ‘3510’ development strategy, noting the new strategic focus and goals the next period, which proposed to take three years to resolve the issue of the retail banking transformation by customer-centric, channel as carrier, product-focus and team building in the way of project management. The goal of the implementation of transformation is to achieve the Agricultural Bank of China into the domestic first-class retail bank. As is well known that the retail banking, for its large profit contribution and high rate of return on capital and strong resist to the impact of economy cycle has become one of the core and pillars businesses of modern commercial banks . Generally, the retail business channel is important to marketing, so is the transformation of network, as the basic marketing channel to the transformation of retail banking. In this paper, it takes the method of theoretical research combined with case study. First, it reviews the channel theory and process reengineering theory, and then puts the theories into practical application of commercial banks. Second, it analyzes the background of network transformation. Third, this article puts forward whole concept of network transformation from the business philosophy, network functions, retail channels, customer service, performance evaluation, process reengineering, organizational structure and other aspects. Finally, in case study of the NH sub-branch Tianjin branch, it points out the achievements the NH sub-branch has made and problems it meets , and then makes a suggestion. Transformation of network is still a novelty with few successful cases. Of course, each commercial bank is to do the work to remember to fit the transformation with its own strategic positioning and development situation. In this paper, the scope and content of research there are still a great study space.
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