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MBA毕业论文_A银行蚌埠分行网点转型优化策略研究DOC

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营业网点是商业银行与银行顾客之间直接接触的第一线,由于互联网金融和移动 支付的普及,银行顾客到店率急剧降低,营业网点业务量大量减少,银行门前排起长 龙的壮观场面已经极少出现。随着城市商业银行、外资银行等竞争者不断加入市场, 传统大银行面临着的是营业网点经营状况的大面积低迷,网点绩效指标下滑,零售业 务产品营销难度大大增加,在原有的服务水平和硬件环境下,依靠传统的市场营销模 式,即依靠客户主动到店办理业务已经很难完成上级下达的业绩指标。因而网点转型 是唯一的出路。 A 银行蚌埠分行于 2013 年开始进行网点转型的探索,但从近五年的网点发展状 况来看,该分行转型效果并不是很理想。因此,本文在该分行当前的转型试点方案的 基础上加以研究和分析,从市场营销学相关理论的角度思考研究该行网点转型的方案 优化的问题。 本文首先对银行网点转型的相关概念和理论进行梳理,再对 A 银行蚌埠分行的 整体概况和网点概况进行了相应阐述,分析了该行进行网点转型的必要性。重点对蚌 埠分行网点转型的现状和方案进行了介绍和详细分析,从而发现该行在进行网点转型 过程中出现的问题,包括网点布局不合理、绩效分配不合理、员工营销积极性和营销 水平不高、客户关系维护不足等问题,针对当前转型方案存在的问题,运用 6S 管理 理论、市场细分理论和客户关系管理理论,从基础设施升级、网点员工管理、产品服 务与创新三个方面提出蚌埠分行网点转型的优化解决方案,从而为蚌埠分行网点转型 发展提供一定参考意义。 关键词:银行网点;转型;营销策略I ABSTRACT Outlets are the first line of direct contact between commercial banks and bank customers. Due to the popularity of Internet finance and mobile payments, the bank-to-store rate has been drastically reduced, and the business volume of business outlets Significantly, the spectacular scenes of long queues in front of banks have rarely appeared. As city commercial banks, foreign banks and other competitors continue to join the market, traditional big banks are facing a large downturn in the operation of business outlets, the performance indicators of outlets are declining, the marketing difficulty of retail business products is greatly increased, and the original service level and In the hardware environment, relying on the traditional marketing model, that is, relying on the customer to take the initiative to go to the store to handle the business has been difficult to complete the performance indicators issued by the superior. Therefore, the transformation of outlets is the only way out. Bank A Bengbu branch began to explore the transformation of outlets in 2013, but from the development of outlets in the past five years, the branch transformation effect is not very satisfactory. Therefore, this paper studies and analyzes the current transformation pilot program of the branch, and considers the optimization of the scheme of the bank's branch transformation from the perspective of marketing theory. This paper firstly combs the related concepts and theories of bank branch transformation, and then expounds the overall situation and network overview of Bank A branch, and analyzes the necessity of the bank's branch transformation. Focusing on the current situation of the branch network transformation and the current program, the paper introduces and analyzes the problems in the process of transformation, including unreasonable layout of outlets, difficult maintenance of equipment, unreasonable performance distribution, and employee marketing. The enthusiasm and marketing level were disappointing, customer relationship management did not do well, production competitiveness is poor, and so on, and analyzing the reasons for the problems. Finally, combined with 6S management theory, market segmentation theory and customer relationship theory, this paper proposes an optimization solution for the branch transformation from three aspects: infrastructure upgrade, employee management, product service and innovation. KEYWORDS: Bank outlet; Transformation; Marketing strategy1 目 录 第一章 绪论 ························································································ 1 第一节 选题背景··············································································· 1 第二节 研究的目的与意义··································································· 1 一、研究的目的 ····················································································· 1 二、研究的意义 ····················································································· 2 第三节 相关文献综述········································································· 2 第四节 研究的主要内容、研究方法······················································· 4 一、研究内容 ················································································· 4 二、研究方法 ················································································· 4 第二章 银行网点转型的概念和相关基本理论··············································· 6 第一节 银行网点转型的概念································································ 6 第二节 相关基本理论········································································· 6 一、6S 管理理论 ············································································· 6 二、市场细分理论 ··········································································· 7 三、客户关系管理理论 ····································································· 8 四、思科“新网点主义”······································································ 8 第三章 A 银行蚌埠分行及其网点转型分析·················································· 9 第一节 A 银行蚌埠分行及其网点概况 ···················································· 9 一、A 银行蚌埠分行概况··································································· 9 二、A 银行蚌埠分行网点概况····························································10 三、A 银行蚌埠分行网点转型的必要性················································10 第二节 A 银行蚌埠分行网点转型现状与实施 ·········································· 11 一、A 银行网点转型试点方案···························································· 11 二、A 银行网点转型实施现状····························································12 第四章 A 银行蚌埠分行网点转型试点存在的问题及成因·······························15 第一节 研究设计与实施·····································································152 一、调查问卷描述 ······································································ 15 二、调查问卷分析 ······································································ 15 第二节 网点转型试点存在的问题····················································· 17 第三节 问题产生的原因分析··························································· 19 一、6S 管理理论视角的分析·························································· 19 二、市场细分理论视角的分析 ······················································· 20 三、客户关系管理理论视角的分析·················································· 20 四、思科“新网点主义”视角的分析·················································· 21 第五章 A 银行蚌埠分行网点转型方案优化建议······································· 22 第一节 网点转型优化的原则与流程·················································· 22 一、优化原则 ············································································ 22 二、优化流程 ············································································ 22 第二节 基础设施升级···································································· 23 一、立足效益优先,重定网点功能·················································· 23 二、智能设备升级,建设智慧型网点··············································· 25 三、开阔视野,优化网点内部布局·················································· 26 第三节 网点员工管理···································································· 28 一、基层工作人员配比优化 ·························································· 28 二、建设专业人才队伍及人才储备库··············································· 29 三、完善绩效考核与激励机制 ······················································· 30 四、建立标准化工作技能培训方案·················································· 31 第四节 产品与服务创新································································· 32 一、大数据技术助力零售业务精准营销············································ 32 二、获客、活客模式的改变——线上营销与线下维护联动···················· 32 三、以客户需求为中心,开展特色服务············································ 33 第六章 结论及需要进一步研究的问题··················································· 34