本文選題：中國銀行A分行 + 網(wǎng)點轉(zhuǎn)型　； 參考：《河北金融學(xué)院》2017年碩士論文

【摘要】：利率市場化進程的推進,民營銀行牌照獲得審批,P2P、第三方支付、眾籌等新的網(wǎng)絡(luò)金融模式的快速發(fā)展,金融脫媒,貨幣電子化等一系列外部環(huán)境的變化使得銀行必須轉(zhuǎn)型。況且我國進入新常態(tài),經(jīng)濟增長方式必將改變,國有銀行作為服務(wù)實體經(jīng)濟的重要金融機構(gòu),也必將面臨重大改革。本文在依照省分行的政策方針上,結(jié)合當(dāng)?shù)亟?jīng)濟金融環(huán)境進行有針對性的網(wǎng)點轉(zhuǎn)型方案設(shè)計。A市屬于四線城市,發(fā)展落后,財政收入以重工業(yè)為主,近年來又有多家銀行進駐發(fā)展,這些都決定中國銀行A分行必須對網(wǎng)點功能重新定位,結(jié)合當(dāng)前A地經(jīng)濟金融發(fā)展現(xiàn)狀和客戶未來希望得到的服務(wù)和需求進一步推動網(wǎng)點轉(zhuǎn)型改革�；趯χ袊y行A分行網(wǎng)點目前的現(xiàn)狀和未來轉(zhuǎn)型方向的思考,引發(fā)了寫這篇文章的初衷。本文首先梳理總結(jié)網(wǎng)點轉(zhuǎn)型的背景、學(xué)術(shù)界對網(wǎng)點轉(zhuǎn)型的探索和國內(nèi)外網(wǎng)點轉(zhuǎn)型的現(xiàn)狀,并提煉了國內(nèi)外網(wǎng)點轉(zhuǎn)型成功經(jīng)驗;其次結(jié)合中國銀行A分行現(xiàn)有的網(wǎng)點現(xiàn)狀,進入深入調(diào)查、研究梳理總結(jié)總結(jié)了中國銀行A分行網(wǎng)點經(jīng)營中存在的問題,包括網(wǎng)點員工營銷意識薄弱,營銷能力差,客戶分層、分流不合理,轉(zhuǎn)型網(wǎng)點員工跟客戶思想都需要適應(yīng),前臺工作人員協(xié)作能力差,無法形成合力營銷等方面,并結(jié)合A地區(qū)的經(jīng)濟發(fā)展?fàn)顩r對中國銀行A分行網(wǎng)點轉(zhuǎn)型作出了必要性分析;再次理論結(jié)合實際對中國銀行A分行進行了網(wǎng)點轉(zhuǎn)型設(shè)計,主要從轉(zhuǎn)型目標(biāo)、理念,網(wǎng)點定位,功能分區(qū)和客戶分層,組織架構(gòu)和崗位職責(zé),大堂營銷管理流程等幾個角度進行了方案設(shè)計;然后為了保障網(wǎng)點轉(zhuǎn)型的順利實施,從網(wǎng)點員工績效考核、加強渠道建設(shè)、員工轉(zhuǎn)型等方面提出了保障措施;最后針對做出的方案設(shè)計進行總結(jié),并提出不足和展望。本文主要從客戶需求和員工管理和培養(yǎng)角度進行分析,深入思考了客戶希望得到什么樣的服務(wù)和產(chǎn)品需求,把提升客戶滿意度作為網(wǎng)點轉(zhuǎn)型的主要目標(biāo);從組織架構(gòu)、崗位職責(zé),大堂營銷管理以及績效考核等方面思考怎樣調(diào)動員工的工作動力,提高網(wǎng)點工作人員的工作效率和滿意度。
[Abstract]:With the advancement of interest rate marketization, the rapid development of the new network financial model, such as approval of P2P, third-party payment and crowdfunding, a series of external environment changes, such as financial disintermediation, currency electronization, etc., make banks have to transform. Moreover, when our country enters the new normal, the mode of economic growth will change, and the state-owned banks, as an important financial institution serving the real economy, will be faced with great reform. In accordance with the policy guidelines of the provincial branch, combining with the local economic and financial environment, this paper carries out a targeted network transformation program. The city of .A belongs to the fourth tier city, with backward development, and heavy industry as the main source of financial revenue. In recent years, a number of banks have moved in and developed, all of which determine that Bank of China A Branch must reposition the functions of its branches. Combined with the current situation of economic and financial development and customers' future services and needs to further promote the transformation of network reform. Based on the current situation of Bank of China A branch network and the future direction of transformation, the original intention of writing this article is triggered. This paper firstly summarizes the background of network transformation, the academic research on network transformation and the status quo of network transformation at home and abroad, and extracts the successful experience of network transformation at home and abroad; secondly, combined with the existing network status of Bank of China A Branch, Into the in-depth investigation, the research summarized the existing problems in the operation of Bank of China A branch network, including the weak marketing awareness of network employees, poor marketing ability, customer stratification, unreasonable diversion, The employees of the transformation network need to adapt to the customer's thought, the front desk staff's cooperation ability is poor, cannot form the resultant force marketing and so on, and has made the necessity analysis to the Bank of China A branch network transformation according to the economic development situation of the A area; Thirdly, combining theory with practice, the thesis designs the transformation of branch A of Bank of China, mainly from the transformation goal, idea, location of network, function partition and customer stratification, organizational structure and post responsibility. Then, in order to ensure the smooth implementation of network transformation, the paper puts forward the safeguard measures from the aspects of employee performance evaluation, strengthening channel construction, staff transformation and so on. At last, the paper summarizes the scheme design, and puts forward the deficiency and prospect. Based on the analysis of customer demand and employee management and training, this paper deeply considers what kind of service and product the customer wants to get, and regards the promotion of customer satisfaction as the main goal of network transformation. Position responsibility, lobby marketing management and performance appraisal, how to mobilize the motivation of employees, improve the work efficiency and satisfaction of network staff.
【學(xué)位授予單位】：河北金融學(xué)院
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33

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