伴随国内外经济形势的变化，客户的金融消费习惯早已悄然改变，同业竞争加剧 以及“互联网+”、大数据的迅速崛起，商业银行零售发展面临着传统与创新的多重 考验。与此同时金融体制改革不断向纵深推进，利率市场化已逐步形成，仅仅依赖存 贷差的商业银行经营模式无疑将面临银行利润的大幅削减。因此，无论外部环境还是 内部政策都在迫使商业银行零售发展实现进一步转型。 银行网点作为商业银行零售发展最重要的渠道之一，服务能力和营运效率逐渐成 为商业银行零售业务发展的核心竞争能力，因此铲除历史积弊、顺应时代潮流，研发 创新性金融产品，完善服务模式及绩效管理，逐步推动零售网点转型近些年成为各大 银行经营改革的重要内容之一。H 银行作为全国首家由城市商业银行、城市信用社联 合重组成立的区域性股份制商业银行，从 2011 年起开始启动网点服务标准化工程， 通过规范柜面人员服务“七部曲”及厅堂人员标准化服务话术等内容实现网点统一服 务标准及整体服务能力提升。2015 年启动零售网点深度转型项目，侧重以走入银行 网点服务大厅的客户运行路线为主线，从网点厅堂功能分区到软服务的进一步升级， 通过岗位职责明确零售人员工作内容，开展从存量客户到增量客户的精细化管理，并 根据绩效考核机制对人员工作重点进行指导，提高单户单网点的销售产能，整体上提 升银行服务能力和水平，进而提高客户满意度。 本文将以案例研究法为主线，重点关注零售网点深度转型模式。首先对与银行零 售网点转型的相关理论，作出简要回顾，接着以 H 银行零售网点为案例研究对象，从 物理网点功能分区、岗位配置、客户精细化管理、绩效管理四个方面对深度转型的实 践作出阐述，然后，结合对客户和内部雇员问卷所得的一手数据，考察了深度转型后 的效果，概括出仍存在的不足之处及存在问题的成因，最后，从平衡计分卡所主张的 财务、内部经营流程、学习与成长、顾客等四个维度，提出深化客户服务管理、促进 经营模式深度转型、优化网点业务流程、实施人员成长激励方案的策略。 关键词：商业银行；网点转型；零售业务；服务质量I ABSTRACT With the changes of domestic and international economic situation, customers' financial consumption habits have been quietly changed. With the intensification of industry competition and the rapid rise of “Internet + ”and big data, commercial bank retail development is faced with multiple tests of tradition and innovation. With the advancement of financial system reform, interest rate liberalization has been gradually formed, and the business model of commercial Banks which used to rely on the difference between deposit and loan will undoubtedly face a sharp cut in bank profits. Therefore, both the external environment and internal policies are forcing commercial bank retail development to achieve further transformation. Bank outlets are one of the most important channels for commercial bank retail development, service ability and operation efficiency become the development of the retail business of commercial bank core competitive ability, thus to root out historical defects, conform to the trend of The Times, developing innovative financial products, perfect service mode and performance management, and gradually push the retail outlets transformation in recent years become one of the important content of the reform of the Banks operating. H bank as the country's first by the city commercial Banks, urban credit cooperatives established joint reorganization of regional joint-stock commercial Banks, since 2011 to start network service standardization project, through standard counter personnel service seven stages and standardized service hall staff words content to realize the unified service standards and overall network services such as ability to ascend. Launched in 2015, the depth of the retail outlets transformation projects, focuses on the customer to go into a bank branch service hall running route as the main line, from outlets hall functional partition to further upgrade of soft service.Through the job responsibilities, the retail staff's work content is clarified, and the refined management from the stock customer to the incremental customer is carried out. According to the performance appraisal mechanism, the work focus is guided, the sales capacity of every customer and every outlet is improved, and the banking service capacity is improved as a whole. Level, which in turn improves customer satisfaction. This article will focus on the case study method, focusing on the deep transformation mode of retail outlets. Firstly, a brief review of the relevant theories of the transformation of bank retail outlets is carried out. Then, the H-bank retail outlets are used as case studyII objects, and the practice of deep transformation from four aspects: physical network function partitioning, job configuration, customer refined management and performance management Explain, and then, combined with the first-hand data from the customer and internal employee questionnaires, examine the effects of deep transformation, summarize the remaining deficiencies and the causes of problems, and finally, from the financial aspects of the balanced scorecard. The four dimensions of internal business process, learning and growth, and customers have proposed strategies to deepen customer service management, promote deep transformation of business model, optimize network business processes, and implement employee growth incentive programs. KEYWORDS: commercial bank; network transformation; retail business; service quality1 目录 第一章 绪论...................................................................................................1 第一节 选题背景与研究意义·································································· 1 一、选题背景··················································································· 1 二、研究意义··················································································· 3 第二节 国内外研究现状········································································ 4 一、国外研究现状············································································· 4 二、国内研究现状············································································· 4 第三节 研究思路和研究方法·································································· 6 一、研究思路··················································································· 6 二、研究方法··················································································· 7 第四节 创新和不足··············································································· 7 第二章 相关文献回顾...................................................................................8 第一节 企业组织变革的动因··································································· 8 一、组织变革理论············································································· 8 二、企业组织变革的动因···································································· 8 第二节 平衡计分卡理论及应用································································ 9 一、平衡计分卡的视角······································································· 9 二、平衡计分卡应用的研究·······