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| 论文编号: | 8662 | |
| 作者编号: | 2120142563 | |
| 上传时间: | 2016/12/6 20:51:28 | |
| 中文题目: | 上海银行互联网金融的零售业务开发运营策略研究 | |
| 英文题目: | Research on the development and operation strategy of bank retail business of Bank of Shanghai in the background of Internet Finance | |
| 指导老师: | 李国林 | |
| 中文关键字: | 互联网金融;城市商业银行;转型策略;零售业务 | |
| 英文关键字: | Internet Finance; City Commercial Bank; Transformation Strategy; Retail Banking | |
| 中文摘要: | 金融业是一个“古老”的行业,经过长时间的历史演变,从比较单一的形式逐步发展成多种门类的机构体系,在现代市场经济中处于核心地位。而“年轻”的互联网行业,正以前所未有的速度给社会带来巨大变革。以大数据、云计算、社交网络、电子商务等为代表的新一代互联网技术,已经渗透到了金融领域中,两个曾经“泾渭分明”的行业相互吸纳、相互融合,形成了金融服务的新格局。以商业银行为代表的传统金融机构利用互联网技术在降低运营成本、提高服务水平等方面进行了诸多创新,在所谓“互联网金融”的大趋势下,呈现出了“即时性、移动化、互动与透明化、低成本”等特点。而城市商业银行在自身定位、资产规模、目标客户群、管理体制、风险控制及服务能力等方面与传统商业银行又有诸多不同,其零售业务面对互联网金融的冲击与挑战形势更为严峻。 本文以城市商业银行中的代表上海银行为例,梳理了上海银行的发展历史和经营现状,分析了在当前互联网金融的大背景下,城市商业银行零售业务所受到的影响,并结合互联网金融理论、综合金融服务理论、客户关系管理理论和服务开发及服务运营等相关理论,分别从上海银行零售业务的开发策略、运营策略以及开发运营策略的实施保障三大方面提出了发展战略的可行性建议。 本文从最基本的互联网金融和服务管理的概念入手,以上海银行为视角,综合分析、探讨了在互联网金融浪潮的冲击下上海银行的转型举措,其关键是要找准零售业务开发的市场定位,并据此开发出分别适应高、中、低端市场的零售产品,和网点、流程、质量设计的运营策略。总体来看,互联网金融并不会直接取代传统的银行业务,对于城市商业银行零售业务的发展既是机遇也是挑战,上海银行应当以此为契机,把握基础客户资源和电子银行渠道发展的优势,加快信息化建设,通过资源共享和优势互补推动零售业务的可持续发展。 | |
| 英文摘要: | Financial industry is an "old" industry, after a long history of evolution, from a relatively simple form of gradually developed into a variety of categories of institutional systems, in the modern market economy is in the core position. And young Internet industry, is at an unprecedented pace to bring a huge change in society. A new generation of Internet technology with large data, cloud computing, social networking, e-commerce as a representative, has penetrated into the financial sector, the two had quite distinct from each other to attract each other, mutual integration, the formation of a new pattern of financial services. The traditional financial institutions to commercial banks as the representative of the many innovations in reducing operating costs and improving the service level of the use of Internet technology in the so-called "Internet banking" trend, showing the characteristics of real-time, mobile, interactive and transparent, low cost etc.. Which city commercial banks in their position, asset size, target customers, management system, risk control and service ability and other aspects of traditional commercial banks also have many differences, the retail banking in the face of the impact and the challenges of the Internet banking of a more severe situate. The Bank of Shanghai as an example, is the representative of city commercial banks, the development history and current situation of combing the Bank of Shanghai, analyzes the background of the current Internet Banking under the influence of the retail banking of city commercial banks have, and the combination of Internet financial theory, financial services theory, the theory of customer relationship management and service development and service operation and other related theories, from the development strategy, the Bank of Shanghai retail banking development strategy and operation strategy of the implementation of security put forward feasible suggestions for the development of the three aspects. This thesis from the basic concept of Internet financial and service management of the Bank of Shanghai from the perspective of comprehensive analysis, discusses the transformation initiatives of the Bank of Shanghai in the wave of Internet Banking impact, the key is to identify the market positioning of retail banking development, and accordingly developed respectively of the high, medium and low-end market retail the product, process and quality, and the service design operation strategy. Overall, the Internet finance does not directly replace the traditional banking business, the challenge for the development of retail business of city commercial bank is also an opportunity, we should take this opportunity to grasp the basis of customer resources and the advantages of the development of electronic banking channels, accelerate the information construction, through the sharing of resources and complementary advantages to promote the sustainable development of retail banking. | |
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