本文選題：移動金融 + 建設(shè)銀行　； 參考：《南京大學(xué)》2017年碩士論文

【摘要】：互聯(lián)網(wǎng)自1987年進入中國以來,對傳統(tǒng)觀念和模式進行了巨大的沖擊,成為影響社會發(fā)展的重要力量,中國的金融業(yè)也逐步進入互聯(lián)網(wǎng)時代。近年來,智能手機和4G網(wǎng)絡(luò)的普及,使人們又將目光轉(zhuǎn)向移動互聯(lián)網(wǎng)。以支付寶為代表的第三方電子支付在國家政策的引導(dǎo)和支持下,強勢闖入金融領(lǐng)域,向傳統(tǒng)銀行提出挑戰(zhàn),迫使銀行必須調(diào)整發(fā)展戰(zhàn)略,推出對應(yīng)的產(chǎn)品。隨著戰(zhàn)況的不斷升級,移動金融得以迅速推廣。中國建設(shè)銀行是國有五大商業(yè)銀行之一,擁有廣泛的客戶基礎(chǔ),能為客戶提供全面的金融服務(wù),也是國內(nèi)最早推出手機銀行業(yè)務(wù)、為客戶提供移動金融服務(wù)的銀行之一。江蘇省分行作為一級分支機構(gòu),各項業(yè)務(wù)指標(biāo)在系統(tǒng)內(nèi)名列前茅,移動金融產(chǎn)品功能豐富,客戶眾多。隨著同業(yè)競爭的不斷加劇,產(chǎn)品同質(zhì)化嚴(yán)重、活躍客戶比例較低等現(xiàn)象,也在建行江蘇省分行的移動金融業(yè)務(wù)中暴露出來。如何在激烈的競爭中脫穎而出,如何正視和解決目前移動金融業(yè)務(wù)發(fā)展遇到的問題,如何通過移動互聯(lián)網(wǎng)實現(xiàn)傳統(tǒng)銀行業(yè)務(wù)的轉(zhuǎn)型發(fā)展,中國建設(shè)銀行江蘇省分行應(yīng)該如何推進移動金融業(yè)務(wù),是本文旨在解決的問題。筆者首先對我國移動金融宏觀環(huán)境進行了闡述,對建行江蘇省分行移動金融產(chǎn)品的發(fā)展歷程及現(xiàn)狀進行了考察,指出目前是移動金融快速發(fā)展的最好時機,建行應(yīng)發(fā)揮優(yōu)勢,全力推動渠道轉(zhuǎn)型;接著,對江蘇省分行內(nèi)部環(huán)境進行了較為系統(tǒng)的分析,明確了其在移動金融業(yè)務(wù)發(fā)展中存在的主要問題,分析了問題產(chǎn)生的具體原因;然后,針對這些問題提出江蘇省分行移動金融發(fā)展的戰(zhàn)略規(guī)劃,即利用"互聯(lián)網(wǎng)+"的思維和技術(shù),以客戶為中心,從應(yīng)用場景建設(shè)、活躍客戶拓展、行業(yè)應(yīng)用提升三個方面入手,打造建行牽頭,建行、第三方金融服務(wù)商和客戶為主體的金融生態(tài)系統(tǒng);最后,通過強化激勵、強化監(jiān)督、強化培訓(xùn)等具體措施,保障戰(zhàn)略的有效實施,并通過大數(shù)據(jù)分析,對實施效果進行評估與控制。建行江蘇省分行移動金融的發(fā)展現(xiàn)狀、存在問題和發(fā)展方向具有較強的代表性,希望本文提出的戰(zhàn)略規(guī)劃,能對國內(nèi)銀行業(yè)移動金融的業(yè)務(wù)發(fā)展提供一定的參考價值和促進意義。
[Abstract]:Since the Internet entered China in 1987, it has made a huge impact on the traditional concepts and models, and has become an important force affecting the development of society. China's financial industry has also gradually entered the Internet era. In recent years, with the popularity of smartphones and 4G networks, people turn their attention to mobile Internet. Under the guidance and support of the national policy, the third party electronic payment represented by Alipay entered the financial field, challenged the traditional banks, and forced the banks to adjust their development strategies and launch corresponding products. With the continuous escalation of the war, mobile finance can be rapidly promoted. China Construction Bank (CCB) is one of the five state-owned commercial banks, which has a broad customer base and can provide comprehensive financial services to customers. It is also one of the first banks in China to launch mobile banking business and provide mobile financial services to customers. Jiangsu Branch as a branch of the first class, the business indicators in the system is among the highest, mobile financial products rich in function, numerous customers. With the intensification of interbank competition, the homogeneity of products and the low proportion of active customers are also exposed in the mobile finance business of CCB Jiangsu Branch. How to stand out in the fierce competition, how to face and solve the problems encountered in the development of mobile financial business, how to realize the transformation and development of the traditional banking business through the mobile Internet, This paper aims to solve the problem of how to promote mobile finance business in Jiangsu Branch of China Construction Bank. Firstly, the author expounds the macro environment of mobile finance in China, investigates the development course and present situation of mobile financial products in China Construction Bank Jiangsu Branch, and points out that the best opportunity for rapid development of mobile finance is that CCB should give full play to its advantages. Then, the author makes a systematic analysis of the internal environment of Jiangsu Branch, clarifies the main problems in the development of mobile financial services, and analyzes the specific reasons for the problems. Aiming at these problems, this paper puts forward the strategic plan for the development of mobile finance in Jiangsu Branch, that is, using the thinking and technology of "Internet", taking the customer as the center, starting with the construction of application scene, the active customer development, and the promotion of industry application. To create a financial ecosystem led by CCB, CCB, third-party financial service providers and customers; finally, to ensure the effective implementation of the strategy through specific measures such as strengthening incentives, strengthening supervision and strengthening training, and through big data's analysis, Evaluate and control the effect of implementation. The present situation, problems and development direction of mobile finance in Jiangsu Branch of CCB are representative. I hope that the strategic plan proposed in this paper, It can provide some reference value and promote significance for the development of mobile finance in domestic banking.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F724.6;F832.33

【參考文獻】

相關(guān)期刊論文 前1條

1 金百根;;關(guān)于加強電子銀行建設(shè)的思考[J];新金融;2009年02期

，

本文編號：1815641