【摘要】：隨著經(jīng)濟(jì)金融的蓬勃發(fā)展、客戶需求層次不斷攀升,商業(yè)銀行網(wǎng)點(diǎn)布局不合理、服務(wù)功能單一等問題日益凸顯。尤其是中國加入世貿(mào)組織,全面開放商業(yè)銀行業(yè)后,外資銀行大量涌入中國市場,在各大、中城市圈地,擴(kuò)張業(yè)務(wù)范圍,大大削弱了四大國有商業(yè)銀行的壟斷地位。面對越來越白熱化的競爭,CCB1銀行加快改革步伐,先后進(jìn)行了網(wǎng)點(diǎn)一代轉(zhuǎn)型、網(wǎng)點(diǎn)二代轉(zhuǎn)型,并于2012年著手實(shí)施網(wǎng)點(diǎn)三代轉(zhuǎn)型,即網(wǎng)點(diǎn)的三綜合建設(shè)。JS銀行所處地區(qū)雖然地處經(jīng)濟(jì)發(fā)達(dá),但同時也是銀行業(yè)競爭的焦點(diǎn)之地,尤其是近幾年,經(jīng)濟(jì)處于下行區(qū)間,客戶自我需求意識進(jìn)一步增強(qiáng),銀行業(yè)務(wù)發(fā)展舉步維艱。在此背景下,JS銀行必須進(jìn)行產(chǎn)品和服務(wù)的轉(zhuǎn)變,通過一個科學(xué)、高效的業(yè)務(wù)流程提升運(yùn)營效率,增強(qiáng)經(jīng)營韌性,從而提高綜合競爭力。本文首先分析了JS銀行目前在業(yè)務(wù)流程運(yùn)行方面所存在的問題,針對這些問題,提出了實(shí)證研究的基本思路——對營業(yè)網(wǎng)點(diǎn)進(jìn)行重新定位,進(jìn)一步調(diào)整營業(yè)網(wǎng)點(diǎn)管理的體制,對營業(yè)網(wǎng)點(diǎn)的崗位設(shè)置和勞動組合進(jìn)行重新設(shè)計,對服務(wù)銷售流程進(jìn)行優(yōu)化。在此基礎(chǔ)上,結(jié)合JS銀行經(jīng)營實(shí)際,運(yùn)用調(diào)查問卷法、比較分析法、流程示意圖法對營業(yè)網(wǎng)點(diǎn)的功能分區(qū)、崗位設(shè)置、服務(wù)流程以及管理體制進(jìn)行理論性的梳理,將營業(yè)網(wǎng)點(diǎn)根據(jù)功能分為咨詢引導(dǎo)區(qū)、宣傳展示區(qū)、客戶休息區(qū)、低柜服務(wù)區(qū)、高柜服務(wù)區(qū)、VIP服務(wù)區(qū)、自助服務(wù)區(qū)、電子銀行體驗區(qū)八大區(qū)塊,其中,咨詢引導(dǎo)區(qū)、宣傳展示區(qū)、低柜服務(wù)區(qū)和VIP服務(wù)區(qū)共同組成營銷區(qū)域,相對應(yīng)的,將營業(yè)網(wǎng)點(diǎn)人員設(shè)置為網(wǎng)點(diǎn)負(fù)責(zé)人、營銷主管、營運(yùn)主管、網(wǎng)點(diǎn)客戶經(jīng)理、網(wǎng)點(diǎn)產(chǎn)品經(jīng)理、高級柜員、柜員及大堂經(jīng)理八個崗位,對每個崗位的職責(zé)進(jìn)行明確,并對大堂經(jīng)理、柜員、營運(yùn)主管和客戶經(jīng)理這四個重要崗位的服務(wù)流程進(jìn)行了細(xì)化,以實(shí)現(xiàn)網(wǎng)點(diǎn)垂直管理、業(yè)務(wù)扁平發(fā)展、后臺高度集中為目標(biāo),對網(wǎng)點(diǎn)的管理體制進(jìn)行調(diào)整、優(yōu)化。最后,對業(yè)務(wù)流程優(yōu)化方案實(shí)施效果進(jìn)行了評價,并提出了基本的思考、見解和建議。
[Abstract]:With the vigorous development of economy and finance, the level of customer demand is rising, the layout of commercial bank outlets is unreasonable, the service function is single and so on. Especially after China's entry into WTO and the opening up of commercial banking in an all-round way, foreign banks poured into the Chinese market and expanded their business scope in the major and medium-sized cities, which greatly weakened the monopoly position of the four state-owned commercial banks. In the face of more and more intense competition, CCB1 Bank has accelerated the pace of reform, has carried out the transformation of the first generation of the network, the second generation of the network transformation, and began to implement the third generation transformation of the network in 2012, that is, the three comprehensive construction of the network. Although the area where JS Bank is located in the economic development, it is also the focus of banking competition, especially in recent years, the economy is in the downward range, and the customer self-demand consciousness is further enhanced. The development of banking business is difficult. In this context, JS Bank must carry out the transformation of products and services, through a scientific and efficient business process to improve operational efficiency, enhance business resilience, so as to improve comprehensive competitiveness. This paper first analyzes the problems existing in the business process operation of JS Bank, and puts forward the basic ideas of empirical research-repositioning the business network, further adjusting the management system of the business network, redesigning the post setting and labor combination of the business network, and optimizing the service sales process. On this basis, combined with the actual operation of JS Bank, using questionnaire method, comparative analysis method, process diagram method to sort out the functional division, post setting, service flow and management system of the business network, the business network is divided into consultation and guidance area, publicity and exhibition area, customer rest area, low cabinet service area, high cabinet service area, VIP service area, self-service area, according to the function of the business network, the business network is divided into consultation and guidance area, publicity and exhibition area, customer rest area, low cabinet service area, high cabinet service area, VIP service area, self-service area, There are eight blocks in the experience area of electronic banking, among which, the consultation and guidance area, the propaganda display area, the low cabinet service area and the VIP service area together form the marketing area. Accordingly, the personnel of the business network are set as the head of the network, the marketing supervisor, the operation director, the network account manager, the network product manager, the senior teller, the teller and the lobby manager. The responsibilities of each position are clear, and for the lobby manager, teller, The service flow of the four important positions of operation director and account manager is refined in order to realize the vertical management of the network, the flat development of the business and the high concentration of the background, and the management system of the network is adjusted and optimized. Finally, the implementation effect of business process optimization scheme is evaluated, and the basic thinking, opinions and suggestions are put forward.
【學(xué)位授予單位】：南京農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.2

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