本文關(guān)鍵詞：A銀行吉林省分行網(wǎng)點核心競爭力提升對策研究　出處：《吉林大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

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【摘要】：隨著國內(nèi)金融市場的不斷完善，銀行業(yè)之間的競爭日益激烈，銀行網(wǎng)點任務(wù)重、壓力大，各崗位職責(zé)分工和協(xié)作流程存在的矛盾也日益激化。如何能夠發(fā)揮銀行網(wǎng)點的能動作用，促進網(wǎng)點業(yè)務(wù)全面發(fā)展，提升網(wǎng)點效能，進而提升銀行網(wǎng)點核心競爭力，對銀行網(wǎng)點的經(jīng)營管理提出了更高要求。本文從商業(yè)銀行網(wǎng)點核心競爭力的概念及影響因素入手，以國內(nèi)某商業(yè)銀行吉林省分行為例，將各種構(gòu)成指標及影響因素予以量化，全面而準確地描繪網(wǎng)點核心競爭力現(xiàn)狀，分析網(wǎng)點效能低下的成因，，通過借鑒富國銀行和康美銀行持續(xù)提升網(wǎng)點核心競爭力的先進經(jīng)驗提出對策建議。我們認為，短期內(nèi)A銀行吉林省分行可以把服務(wù)銷售流程搭建為作為切入點，待各級機構(gòu)達成共識后，循序漸進將網(wǎng)點效能提升工作推向深入。在不增加分支機構(gòu)原有人員情況下，根據(jù)各網(wǎng)點業(yè)務(wù)量，通過崗位設(shè)計、銷售能力提升的手段，最大限度挖掘網(wǎng)點銷售過程中的潛能；不斷完善網(wǎng)點內(nèi)部資源配置，力求實現(xiàn)考核政策的連續(xù)性和合理性，有效提高網(wǎng)點的主動營銷能力和客戶維護能力。中期內(nèi)A銀行吉林省分行可以考慮從更深層次解決制約網(wǎng)點效能提升的關(guān)鍵問題，主要對策包括健全網(wǎng)點人力資源管理、建設(shè)安全便捷的服務(wù)渠道體系、建立客戶關(guān)系管理體系、實施個人客戶忠誠度計劃和構(gòu)建前沿產(chǎn)品線。
[Abstract]:With the continuous improvement of the domestic financial market, the competition between the banking industry is increasingly fierce, the task of the bank network is heavy, the pressure is great. The contradictions between the division of responsibilities and the cooperation process are also increasingly intensified. How to give play to the dynamic role of the bank network to promote the overall development of network business and enhance the effectiveness of the network. And then improve the core competitiveness of bank outlets, put forward higher requirements for the operation and management of bank outlets. This paper starts with the concept of the core competitiveness of commercial banks and the influencing factors. Taking a commercial bank in Jilin province as an example, this paper quantifies various components and influencing factors, comprehensively and accurately describes the current situation of the core competitiveness of the network, and analyzes the causes of the low efficiency of the network. By learning from the advanced experience of Wells Fargo Bank and Compaq Bank to continuously enhance the core competitiveness of the network, we believe that in the short term, Bank A Jilin Branch can set up the service sales process as a starting point. After the organizations at all levels reach a consensus, step by step will work to promote the effectiveness of the network to deepen. In the case of no increase in the original branch staff, according to the network business, through the post design. The means of improving the sales ability to maximize the potential of the sales process of the network; Constantly improve the distribution of resources within the network, and strive to achieve the continuity and rationality of the assessment policy. Effectively improve the network's active marketing capability and customer maintenance ability. In the medium term, Bank A Jilin Branch can consider to further solve the key issues restricting the effectiveness of the network. The main countermeasures include perfecting the network human resource management, constructing the safe and convenient service channel system, establishing the customer relationship management system, implementing the personal customer loyalty plan and constructing the frontier product line.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33

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