I 摘要 随着经济的全球化发展，我国金融市场的开放程度也日益扩大，证券、保 险公司以及第三方金融公司也相继来分享存款这块“蛋糕”，银行业面临的竞争越 来越激烈。G 银行在传统银行中的“老大哥”地位也受到动摇，而科技的日新月异， 互联网和人工智能的快速发展，促进了银行业的全面发展。人工智能技术的成 熟使得过去需要人工操作的业务可以由人工智能完成，银行智能化设备已经实 现客户自助操作，不须工作人员在旁指导，有许多商业银行已将开立智能网点 的事宜提上日程，既可以降低人工成本又可以提高工作效率。营业网点是直接 接触客户的场所，提高银行网点服务水平，增加客户满意度是提升商业银行竞 争力的有效途径之一。G 银行如何提高旗下各营业网点的竞争力，在竞争日益激 烈的金融市场中继续保持高的市场占有率，已经是迫在眉睫。 本文从 G 银行 S 支行的视角，运用竞争力相关理论，分析 G 银行 S 营 业网点经营现状，网点竞争力存在的问题，内部环境装修陈旧，设施设备老化， 而其外部环境，地处老城区市中心，各类商业银行网点密布，S 支行百米之内就 有几家颇具竞争力的商业银行，如何进一步提高网点的竞争力进而提升盈利水 平是 S 支行面临的工作重点。 通过对影响 G 银行 S 支行网点竞争力的环境因素分析，提出 S 支行网点 竞争力改进建议和策略，使 S 支行网点在激烈竞争的市场中能适应的客户需求， 在同业中立于不败之地。 关键词：商业银行；营业网点；竞争力提升Abstract II Abstract With the development of economic globalization, the opening degree of China's financial market is also expanding day by day. Securities, insurance companies and third-party financial companies also share the deposit cake one after another, and the banking industry is facing more and more fierce competition. The big brother status of G bank in traditional Banks has also been shaken. The rapid development of science and technology and the Internet and artificial intelligence have promoted the comprehensive development of the banking industry. The maturing of the artificial intelligence technology makes the past need manual operation of the business can be done by artificial intelligence, have implemented customer self-service bank intelligent equipment operation, not the staff in the guidance, there are many commercial Banks have open issues on the agenda of the intelligent network, can reduce labor cost and can improve the work efficiency. Business outlets are places for direct contact with customers. To improve the service level of bank outlets and increase customer satisfaction is one of the effective ways to enhance the competitiveness of commercial Banks. It is extremely urgent for G bank to improve the competitiveness of its branches and maintain a high market share in the increasingly competitive financial market. This article from the perspective of G bank S branch competitiveness related theory, analysis of G bank S outlets management present situation, problems existing in the network competitiveness, internal environment obsolete decoration, facilities aging, and its external environment, is located in the old downtown, various commercial bank branches densely, S branch and several competitive within hundreds of meters of commercial Banks, how to further improve the competitiveness of the network and enhance profitability is a focus S sub-branch. Based on the analysis of environmental factors affecting the competitiveness of S sub-branch of G bank, this paper puts forward Suggestions and strategies for improving the competitiveness of S sub-branch, so that S sub-branch can adapt to customer demand in the fierce competition market and stand invincible in the industry.Abstract III key words:commercial ;banker offices ;competitiveness improvement目 录 IV 目 录 第 1 章 绪论.................................................................................................................1 1.1 选题的背景和意义 ........................................................................................1 1.1.1 选题的背景 .........................................................................................1 1.1.2 选题的意义 .........................................................................................2 1.2 国内外研究现状 ............................................................................................4 1.2.1 国外研究现状 .....................................................................................4 1.2.2 国内研究现状 .....................................................................................4 1.3 研究的思路和方法 ........................................................................................5 1.3.1 研究的思路 .........................................................................................5 1.3.2 研究的方法 .........................................................................................6 第 2 章 竞争力界定及理论基础.................................................................................7 2.1 竞争力的概念 ................................................................................................7 2.1.1 竞争力 .................................................................................................7 2.1.2 核心竞争力 .........................................................................................7 2.2 竞争力的分析方法与工具 ............................................................................7 2.2.1 行业环境分析 .....................................................................................7 2.2.2 波特五种竞争力分析 .........................................................................8 2.2.3 SWOT 分析..........................................................................................8 第 3 章 G 银行 S 支行网点经营现状及存在问题.....................................................9 3.1 我国商业银行分类及商业银行发展情况 ....................................................9 3.1.1 我国商业银行分类 .............................................................................9 3.1.2 我国商业银行发展情况 .....................................................................9 3.1.3 G 银行 S 支行网点基本情况 ............................................................10 3.2 G 商业银行 S 支行网点经营存在的问题 ...................................................11 3.2.1 S 支行网点的位置分布不合理 .........................................................12 3.2.2 S 支行网点的管理流程和业务流程存在问题 .................................13 3.2.3 S 支行网点营销存在的问题 .............................................................13目 录 V 3.2.4 S 支行网点服务存在的问题 .............................................................14 第 4 章 G 银行 S 支行网点存在问题的原因分析...................................................15 4.1 S 支行网点位置和管理流程业务流程存在问题原因分析 ........................15 4.1.1 S 支行网点位置存在问题原因分析 .................................................15 4.1.2 S 支行网点管理流程和业务流程存在问题原因分析 .....................15 4.2 S 支行网点营销和服务存在问题原因分析 ................................................15 4.2.1 S 支行网点营销存在问题原因分析 .................................................15 4.2.2 S 支行网点服务存在问题原因分析 .................................................16 第 5 章 G 银行 S 支行网点竞争力提升策略及措施...............................................17 5.1 S 支行的网点改造 ........................................................................................17 5.1.1 S 支行改进网点科学布局 .................................................................17 5.1.2 S 支行进行网点类型创新 .................................................................17 5.1.3 S 支行进行网点经营模式转型 .........................................................18 5.2 S 支行网点的营运服务策略 ........................................................................21 5.2.1 S 支行网点服务流程改进 .................................................................21 5.2.2 S 支行网点服务质量改进 .................................................................22 5.2.3 S 支行网点服务内容更新 .................................................................24 5.2.4 S 支行网点运营环境更新 .......................