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MBA毕业论文_基于流程再造的建设银行A网点运营流程优化研究DOC

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中国银行业发展近百年,对银行业发展中客户与银行的接触渠道进行调查,不难看出,在 电话、互联网、移动互联网三次技术革命的引领下,客户与银行接触的渠道越来越丰富,物理 网点不再是唯一选择,客户可以通过自助终端、电子银行渠道等多种方式接入并享受银行的服 务,这种服务跨越了时间、地理的界限,形成了 7*24 小时的无缝隙的服务网络,便利了客户, 但是对于银行而言,这种客户多渠道分布给物理网点带来了巨大的冲击,不进行深刻的改革难 以适应现在的市场和挑战。 基于理论研究,论文阐述了建设银行 A 网点进行运营流程的必要性,通过实地调研的方式, 对网点内部人员和网点外部客户发放问卷,了解目前 A 网点运营流程存在的问题,并根据这些 问题进行运营流程优化。 基于对建设银行 A 网点运营流程优化设计,论文着重介绍建设银行 A 网点运营流程的总体 思路,根据以客户为中心的总体要求,对网点进行整体改造优化。一方面,通过硬件改造,根 据网点现有条件,合理分类定位,弱化网点的交易核算功能,将人员从重复的核算型业务中解 放出来,提升网点的营销水平,根据客户移动路线,进行网点内部功能分区再优化,新增智能 设备,并根据功能分区布置在网点的合适区域,打造智慧化网点,改善客户到网点的服务体验。 另一方面,通过软件提升,按照“普通客户服务标准化,高端客户服务个性化”的服务要求, 明确各岗位职责,细化各岗位服务流程,提升大堂经理岗作用,构建营销团队,实现人员复用, 充实营销力量,提升物理网点的竞争力和营销能力。 基于对建设银行 A 网点运营流程优化的整体设计,从机制保障、软硬件保障、绩效激励等 方面完善保障措施,确保此次运营流程优化能够顺利进行。 关键词:网点转型,流程再造,运营优化基于流程再造的建设银行 A 网点运营流程优化研究 II Abstract On the evolution of the contact channel between customers and banks in the history of China's banking industry over the past 100 years, it can be found that after three technical waves of telephone, Internet and mobile Internet, bank customers are slowly moving from the contact of traditional physical outlets to various channels. It will gradually form a three-dimensional, all-weather banking service network system including physical outlets, self-service terminals, telephone banking, online banking, mobile banking, and WeChat banking. The omni-channel distribution of customers has brought significant impacts and challenges to bank outlets, and the outlets are facing a profound transformation. Based on theoretical research, this paper expounds the necessity of the china construction bank A network to carry out the operation process. Through the field research method, the questionnaire is distributed to the internal staff of the outlets and the external customers of the outlets to understand the problems existing in the operation process of the current A outlets, and based on these problems. Operational process optimization. Based on the optimization design of the operation process of the construction bank A network, the paper focuses on the overall idea of the construction bank A network operation process, and optimizes the overall optimization of the outlets according to the overall customer-centric requirements. On the one hand, based on the “hard turn”, based on the reasonable positioning of the network function, according to the development requirements of the “business-based accounting to market-oriented transformation”, the functional division within the network is strengthened. Configure service facilities and electronic equipment to improve the intelligent level of outlets and create a warm and comfortable service environment for customers. On the other hand, through “soft turn”, according to the service requirements of “normal customer standardization, high-end customer personalization”, change concepts, improve methods, optimize service sales process, improve service level, innovate service marketing culture, and strengthen outlet service marketing. Fine management, create a first-class humanized service environment, effectively meet the multi-level financial services needs of customers, and enhance the core competitiveness and service marketing capabilities of banking outlets. Based on the overall design of the operation process optimization of the A branch of CCB, the safeguard measures are perfected from the aspects of mechanism guarantee, software and hardware南京航空航天大学硕士学位论文 III guarantee, performance incentive and so on to ensure that the operation process optimization can proceed smoothly. Keywords: network transformation, process reengineering, operational optimization南京航空航天大学硕士学位论文 V 目 录 第一章 绪 论.......................................................................................................................................1 1.1 研究背景与意义.......................................................................................................................1 1.1.1 研究的背景....................................................................................................................1 1.1.2 研究意义.......................................................................................................................2 1.2 国内外文献综述......................................................................................................................3 1.2.1 国外文献综述................................................................................................................3 1.2.2 国内文献综述................................................................................................................3 1.2.3 文献述评........................................................................................................................5 1.3 研究内容与方法.......................................................................................................................5 1.3.1 研究内容........................................................................................................................5 1.3.2 研究方法........................................................................................................................6 1.3.3 技术路线图....................................................................................................................6 1.3.4 研究的应用价值............................................................................................................7 第二章 银行网点流程优化的理论基础...............................................................................................9 2.1 银行网点流程的相关概念.......................................................................................................9 2.1.1 银行网点流程管理的概念与特点...............................................................................9 2.1.2 银行网点流程管理的本质.........................................................................................10 2.1.3 银行网点流程管理的核心思想.................................................................................10 2.2 银行网点流程管理的相关理论............................................................................................11 2.2.1 6s 管理理论 .................................................................................................................11 2.2.2 业务流程再造理论......................................................................................................11 第三章 建设银行 A 网点运营流程现状分析....................................................................................14 3.1 建设银行背景概况及 A 网点运营现状................................................................................14 3.1.1 建设银行背景概况......................................................................................................14 3.1.2 建设银行 A 网点运营流程现状.................................................................................14 3.2 建设银行 A 网点目前运营流程存在的问题........................................................................15 3.2.1 建设银行 A 网点目前运营流程存在问题内外部反馈 .............................................15 3.2.2 建设银行 A 网点目前运营流程存在问题原因分析 .................................................18 3.3 建设银行网点运营流程优化的必要性.................................................................................21基于流程再造的建设银行 A 网点运营流程优化研究 VI 3.3.1 建设银行网点流程优化的迫切性..............................................................................21 3.3.2 建设银行网点转型历程..............................................................................................24 第四章 建设银行 A 网点运营流程优化方案设计............................................................................26 4.1 建设银行 A 网点运营流程优化的目标与原则...................................................................26 4.1.1 建设银行 A 网点运营流程优化的目标.....................................................................26 4.1.2 建设银行 A 网点运营流程优化的基本原则.............................................................27 4.2 建设银行 A 网点厅堂布局的优化设计...............................................................................28 图 4.1 改造前网点厅堂布局图...........................................................................................28 图 4.2 改造后 A 网点厅堂示意图......................................................................................29 4.3 建设银行 A 网点岗位服务流程优化设计............................................................................30 4.3.1 建设银行 A 网点人员架构优化设计.........................................................................30 4.3.2.厅堂服务岗位服务流程优化设计..............................................................................31 4.4 建设银行 A 网点智慧化优化设计........................................................................................39 4.4.1A 网点智慧化优化设计的特点...................................................................................39 4.4.2 建设银行 A 网点智慧化优化设计的具体内容 .........................................................39 第五章 建设银行 A 网点运营流程优化设计保障措施及效果评价................................................45 5.1.建设银行 A 网点运营流程优化设计实施保障措施............................................................45 5.1.1 建立规章制度..............................................................................................................45 5.1.2 落实软硬件保障..........................................................................................................48 5.1.3 设置绩效激励方案......................................................................................................49 5.2 建设银行 A 网点运营流程优化设计效果评价....................................................................50 5.2.1 建设银行 A 网点运营流程优化设计综合评分 .........................................................50 5.2.2 建设银行 A 网点运营流程优化设计存在的不足 .....................................................54 第六章 研究结论与展望.....................................................................................................................56 6.1 研究结论 ................................................................................................................................56 6.2 研究展望 ................................................................................................................................56