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| 论文编号： | 7214 | |
| 作者编号： | 2220130970 | |
| 上传时间： | 2015/6/2 16:32:41 | |
| 中文题目： | Z银行的网点零售业务转型研究 | |
| 英文题目： | Research on Retail Business Transformation of Z Bank | |
| 指导老师： | 张玉利 | |
| 中文关键字： | 商业银行；零售业务；网点零售业务转型 | |
| 英文关键字： | branch transformation；retail branch；commercial bank | |
| 中文摘要： | 随着中国加入WTO，我国商业银行不仅面临着非银行金融机构的威胁，更加受到国外银行的挑战，为了获取有效市场,国内各个商业银行展开了激烈的竞争。传统的银行模式单独靠产品以及规模很难具有可持续性的竞争力，国内各家银行借鉴国外先进经验纷纷加入网点零售业务转型行列。2003年，民生银行率先启动了零售银行事业部的改革；2004年，招行踏上了中国国内最佳本土零售改革的征程；2005年中信实业银行正式改名为中信银行，就是为其向零售业务进军做好了铺垫；2006年，中国工商银行明确将“打造中国第一零售银行”作为其战略规划；2007年，建行实行了各个网点的零售业务转型。 本文研究的Z银行的网点零售业务转型提升了网点的服务水准，从网点的硬件、业务流程、客户分层管理及经营管理体制等方面着手，打造专业化零售银行运营体系，获得良好的效果，提高了网点的竞争能力。但是在营销氛围营造、人员配置分工管理、岗位联动管理、网点销售人员绩效管理办法等方面还尚未有细致的内容。结合我国当今金融改革方向，笔者将根据自身多年的银行工作和零售业务管理经历，以及多年对零售业务不断的学习和思考，通过Z银行的网点零售业务转型实践分析总结在商业银行行之有效的网点销售化转型模式，同时指出零售业务转型将是商业银行提高核心竞争力，应对金融市场改革的必经之路。 | |
| 英文摘要： | With financial globalization, the competition for commercial banks is extremely fiercely in China，since they are facing the challenges from both non-bank financial institutions and other domestic banks or foreign banks. Currently, competition is reflected mostly in service aspect as product and scale cannot compete sustainably. Therefore，more and more banks are learning advanced experiences from foreign countries to do transformation and upgrade network service standard. Banks transformation start from branch network hardware，business processes，customer segmentation, management and operations management system, so that to create a specialized retail banking operation system and come out with good performance， they improve the competitiveness. This thesis is using empirical research, theoretical analysis, comparative analysis，case study to research on A bank Z branch transformation. Firstly，introduced current researching status； basing on branch transformation， channel management， core competitiveness and process reengineering theory to analyze A bank Z branch situation，then bring forward transformation necessity. Secondly， introduce and analyze the branch transformation mechanism from transformation aim，plan， implementing team，branch organization structure， and performance management measures. Thirdly，analyzed the whole process from branch research， demonstration setting，widely improving， transformation implementing. We can come out with the understanding that branch transformation is the only way for commercial banks to enhance their core competitiveness； the basis for bank competitiveness upgrading is to improve sales ability in primary level bank branches. Branch transformation is not only for hardware，but also for software of process reengineering, staffing, and marketing atmosphere creating， products and services improving. | |
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