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中国农业银行A分行零售业务转型问题研究_MBA毕业论文DOC

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文本描述
摘要摘要
20 世纪 90 年代以来,零售业务在西方发达国家银行业务经营中的地位不
断上升,收入占比不断提高,拓展零售业务成为全球银行业的主流趋势。出
现了通过渠道创新、专业产品、全面营销、生态整合等方式实现差异化的零
售银行。随着我国经济的快速发展,居民对零售业务的需求日益旺盛,在面
对激烈的同业竞争时,各家银行也纷纷开始零售业务转型,逐渐将零售业务
作为银行重要发展方向

在 21 世纪初,农总行旗帜鲜明地提出了将农业银行建设成为“国内一流
零售商业银行”,A 分行在此基础上于 2007 年初提出了“打造个人业务暨存款
市场份额最大行”的发展目标并提出了零售业务转型的关键是抓好网点功能
分区、形象打造、服务提升和消除投诉曝光。2009 年制定零售业务 3510 战略
规划,全面推进零售业务转型,通过 2013 年至 2015 年间零售业务主题年的
发展,以零售业务战略基点地位不动摇,以客户为中心,以价值创造为目标,
以队伍建设为基础,以风险防控为保障,改善优化客户体验,使 A 分行零售
业务的市场竞争力、价值创造力、风险控制力、客户质量、转型效果、社会
形象显著提升。然而,A 分行零售业务在市场环境变化、客户需求变化、同业
竞争变化、监管政策变化时,在转型发展、服务能力、传统优势、发展方式
等方面都面临挑战和考验。在渠道建设、流程优化、客户管理、市场营销、
团队打造等方面还存在不少问题,与国内外先进同业相比还存在一定差距

本文在分析 A 分行零售业务发展历程、转型成果的基础上发现 A 分行零
售业务转型中存在的问题,再借鉴国内外零售银行转型的经验,结合面临的
内外部形势提出深化转型的策略和保障措施。研究认为,A 分行在面对经济增
速放缓、利率市场化程度加深、供给侧结构性改革的深入、房地产阵痛调整
的情况下,应进一步优化资产负债业务结构、进一步扩展中间业务收入渠道
和主动应对供给侧结构性改革带来的风险隐患。在线上客户日趋活跃的情况中国农业银行 A 分行零售业务转型问题研究下,A 分行应加快电商金融平台、金融服务平台和社交生活平台的建设,尽早
实现线上线下渠道协同,提升获客能力。在客户行为和需求变化时,不断创
新产品和优化服务,提升活客能力。在金融科技应用日趋广泛的时候,充分
利用新技术建立卓越的运营平台、大数据分析体系,为零售业务发展提供支
撑。在人才就是竞争力的今天,必须加强专业化的人才队伍建设、抓好关键
岗位人员培养、提高人才的稳定性,为零售业务发展提供智力支持。在监管
要求高、形势变化快、产品创新多时,必须强化信用风险控制能力、严防操
作风险、强化监管制度执行力、强化风险事件责任追究,不断完善风险控制
机制,保障业务健康发展

关键词:农业银行 零售业务 战略转型AbstractAbstract
Since the 1990s, the position of retail business in the banking in Western
countries has continued to rise and the proportion of income has been increasing,
so expanding the retail business has become the main trend of the global banking
industry. In order to expand the scale of retail business, banks differ from each
other through channels innovation, professional products, comprehensive
marketing and integrative economy. With the rapid development of Chinese
economy, the residents&39; demands for retail business increase fast. Facing the fierce
competition, the banks start to transform business model, and set retail business as
an important developing direction.
At the beginning of the 21
st
century, Agricultural Bank of China explicitly
aimed to be the first-class domestic retail commercial bank. Agricultural Bank of
China A Branch set an aim to be a bank with the biggest retail business and deposit
market share in A city at the start of 2007, through zoning outlets function
reasonably, building good image, service improvement and eliminating complaints
exposure. At 2009, “3510” strategic had been drawn up to comprehensively
promote the retail business transformation. And through the development of retail
business theme from 2013 to 2015, A Branch adhered to keep the strategic position
of retail business, took the customer as the center, the value-creation as the goal,
the team construction as the basis, the risk prevention and control as the guarantee,
and optimized the customer experience under the background of interest rate
liberalization and internet finance. As a result, the retail business market
competitiveness, value creativity, risk management, customer quality, social image
of A Branch has been significantly increased. However, as the increasing changes
in market environment, customer behavior and demand, competition, regulatory
system, A Branch faces the challenges and tests of transformation, service
capabilities, traditional advantages and development mode. Compared with the
advanced bank at home and abroad, A Branch has the problem in the aspects ofResearch on the Problems of Retail Banking Business under the Transformation of Agricultural Bank of China,
A Branchchannel construction, process optimization, customer management, marketing and
team building.
Based on the analysis of A Branch’s retail business development and the
achievements of transformation, this paper finds out the problem during the retail
business transformation. Then based on the experience of the domestic and foreign
retail banking transformation, combined with the facing internal and external
situation, the author puts forward further transformation strategy and guaranteeing
measures. Under the condition of the economy slowing, interest rate liberalization
deepening, supply-side structural reforming and real estate’s adjustment, A Branch
should further optimize the structure of assets and liabilities, further expand the
channels of intermediate business income and take the initiatives to deal with the
risk hidden because of supply side structural reforming. As online customer being
increasingly active, A Branch should speed up the construction of electricity
financial platform, financial services platform and social platform to realize the
coordination of online and offline channels as soon as possible, and improve the
capacity of obtaining guest. Facing the changes in customer behavior and demand,
A Branch should focus more attention on product innovation and service
optimization to raise customer management ability. In case, financial technology
has been widely used, A Branch should make full use of new technology to
establish excellent operating platform and Big Data analytic system to support the
development of retail business. It is the time when talents means competitiveness,
A Branch must strengthen professional talent team construction, pay special
attention to the key positions and improve the stability of the talent to provide
intellectual support for the development of retail business. When regulatory
requirements get higher, the policy changes quickly, product innovations get more,
A Branch must strengthen credit risk control ability, prevent the operational risk,
strengthen the execution of regulatory policy, enhance accountability of risk,
optimize risk control mechanism, and guarantee the healthy development of retail
business.
Keywords: Agricultural Bank of China;Retail Banking Business;Strategic
Transformation目 录目 录
1 绪论.......... 1
1.1 研究背景与意义........ 1
1.1.1 研究背景 . 1
1.1.2 研究意义 . 2
1.2 研究思路和方法........ 2
1.2.1 研究思路 . 2
1.2.2 研究方法 . 3
1.3 国内外研究文献综述及主要理论.... 4
1.3.1 国外研究文献综述及主要理论 . 4
1.3.2 国内研究文献综述及主要理论 . 5
1.4 研究的创新点及不足 7
1.4.1 研究的创新点 ..... 7
1.4.2 研究的不足 ......... 8
2 银行零售业务概述.......
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