我国零售银行网点销售业务的转型研究 - 基于中信银行成都分行的案例分析

Research on the transformation of retail banking outlets in China -- a case study of Chengdu branch of China CITIC Bank

摘要:(摘要内容经过系统自动伪原创处理以避免复制,下载原文正常,内容请直接查看目录。)

跟着社会的提高、金融全球化与经济一体化景象愈来愈凸显,小我金融需求的市场将赓续成长和扩展,存存款营业、结算营业等传统营业的比重将赓续削减,理财营业、电子渠道将赓续完美。而银行金融市场将出现国有年夜型银行、中小股分制银行、城市贸易银行和外资银行多方剧烈比赛和慎密协作并存的趋向。跟着最近几年来金融业竞争的日趋剧烈,银行纷纭追求新的利润增加源,由此发生各家银行纷纭将将来的可连续成长计谋目的定位在年夜力成长小我金融营业。本文的研讨容身于中信银行年夜力推动网点转型的配景下,起首本文经由过程论述国际外学者对批发银行营业及网点转型的实际研讨状态,联合国际外银行营业的理论,引见国际外银行网点转型的实际与先辈经历。其次,引见了批发银行的概念与特点,经由过程比较发明了我国现有银行网点的短板,总结出日趋剧烈的行业竞争,客户关于银行网点的不满和希冀,和今朝网点运营效力的低下是中国银行业网点转型的重要驱动力,国际银行只要对银行现有网点停止转型能力在国际外银行竞争保有一席之地,能力顺应古代金融市场的成长,连续晋升银行竞争力。再次,应用PEST与SWOT对象对中信银行成都分行批发营业近况停止了深刻剖析,提出了网点转型的需要性与紧急性,制订了网点发卖转型的SO计谋,并提出了中信银行成都分行网点转型的详细战略。即熟悉到位、做恶化型培训任务,优先推行网点精力、树立壮大的产物开辟体系,设计和推行与事迹挂钩的考察和薪酬机制,该战略是推动网点转型计划实行的症结地点。然后,本文依据网点发卖转型设计思绪,依照办事系统设计矩阵提出了一个完全的银行网点转型计划。计划从营销气氛营建、人员设置装备摆设分工治理、岗亭联动、客户治理、实行网点发卖人员绩效治理方法五个方面着手同步停止改良计划的设计,出力对现有网点收集的结构优化和网点运营形式的改良,提出了一套由上而下,基于批发营业计谋的完全计划,赞助银行完成网点转型。提出了中信银行成都分行批发营业转型的详细计划。最初,针对中信银行成都分行的案例研讨,对本文研讨内容停止了总结。批发银行网点发卖化转型是一项功在以后、利在久长的价值工程,也是一项眉目多、触及面广的体系工程。这一工程可否终究获得实效,关系和决议着国际银行的全局和将来。经由过程本文研讨,望增进中信银行批发网点由“纯真结算网点”向“发卖化网点”改变,发卖形式由“产物导向”向“客户需求型”改变,从而标准发卖流程,改良办事效力,进步发卖才能,晋升客户满足度,终究走向批发银行前列。

Abstract:

Follow the improvement of social and financial globalization and economic integration scene becomes more prominent, the personal financial demand of market will be ceaseless development and expansion, deposit deposit business, settlement business and traditional business proportion will gengxu cuts, financial business, electronic channels will continuously perfect. But for banking and financial markets will be the large state-owned banks, the small and medium-sized joint-stock banks and city commercial banks and foreign banks multi intense competition and close cooperation coexist trend. Follow in recent years financial industry competition is becoming increasingly fierce, the diverse bank to pursue new profit increase source, resulting in banks diverse will future sustainable development strategic objective positioning in force of the eve of the growth of the personal financial business. In this * * *, a shelter in CITIC Bank on the eve of the force to promote network transformation of the background, this paper via the actual state of research, discusses the process of domestic and foreign scholars on wholesale banking and network transformation, combined with international banking theory, introduced domestic and foreign bank branches transformation of practical and advanced experience. Secondly, introduces the wholesale bank's concept and characteristics, through the process is invented short board of our country's existing bank outlets, summed up the increasingly fierce competition in the industry and customer dissatisfaction about bank outlets and hope, and the current network operation efficiency of low is an important driving force for the transformation of China's banking network point, international banks as long as on the Bank of the existing network stop transformation capability in the international banking competition place to maintain, ability of complying with the growth of modern financial markets and continuous promotion bank competitiveness. Again, using pest and SWOT of CITIC Bank Chengdu branch wholesale business status stopped profound analysis, put forward network transformation necessity and urgency, developed network sale transformation so strategy, and puts forward the detailed strategy of CITIC Bank Chengdu branch network transformation. That is familiar in place, do deteriorate training task, give priority to the implementation of network energy, establish a strong product development system, the design and implementation of a linked to the deeds of the investigation and compensation mechanism, the strategy is to promote the network transformation plans to implement the crux of the. Then, on the basis of sales outlets in accordance with the transformation of design thoughts, design matrix service system put forward a complete bankingoutlets transformation plan. Plan marketing atmosphere construction, personnel from the set furnishings and equipment Governance Division, booth linkage, customer management, the implementation of network sales personnel performance management five aspects synchronized with the modified plan design, output on the improvement of structure optimization and network operators form of existing network, and puts forward the consists of a set, based on wholesale business strategic plan, sponsored by the bank to complete the transformation of outlets. Put forward the detailed plan of the Chengdu branch of China CITIC Bank Retail Business transformation. First, according to the case study of Chengdu branch of China CITIC Bank, the research contents are summarized. Wholesale banking outlets selling transformation is a work in the future, and in life-long value engineering, is also a rapist, hit a wide range of system engineering. This project will finally get the results, and determines the global and future international bank. Through this study, hope promote CITIC Bank wholesale outlets by "pure settlement network" to "sell outlets" change, sale pattern changed from "product oriented" to "customer demand", and standard sales process, improved work efficiency, progress in order to sell, promote client satisfaction and eventually to the forefront of the wholesale bank.

目录:

摘要5-7
Abstract7-8
1 绪论12-16
    1.1 研究目的和意义12-13
    1.2 主要分析方法简述13-14
        1.2.1 PEST分析法13-14
        1.2.2 SWOT分析法14
    1.3 结构安排14-15
    1.4 研究方法15-16
2 零售银行销售理论研究综述16-22
    2.1 国外理论研究16-20
        2.1.1 真实票据论16-17
        2.1.2 转换能力理论17-18
        2.1.3 预期收入理论18-19
        2.1.4 负债管理理论19-20
        2.1.5 超货币供给理论20
    2.2 国内理论研究20-22
3 我国零售银行网点销售政策分析22-31
    3.1 零售银行的概念22-23
    3.2 零售银行业务特征23-24
        3.2.1 服务对象分散23
        3.2.2 利润贡献度较高23
        3.2.3 业务的需求强劲23-24
    3.3 我国零售银行发展历程24-27
    3.4 零售银行网点销售转型趋势及再造27-31
        3.4.1 国内银行经营转型趋势28
        3.4.2 国内银行业管理转型趋势28-29
        3.4.3 零售银行渠道转型与再造29-31
4 中信银行成都分行网点销售转型策略分析31-45
    4.1 中信银行成都分行概况31-32
    4.2 中信银行成都分行营业网点销售转型内部条件分析32-34
        4.2.1 企业战略转型的现实需要33
        4.2.2 前期业务流程改造的成功经验33-34
        4.2.3 中信银行成都分行组织机构灵活34
    4.3 中信银行成都分行营业网点转型SWOT分析34-40
        4.3.1 营业网点转型的优势(Strengths)34-35
        4.3.2 营业网点转型的劣势(Weaknesses)35-37
        4.3.3 营业网点转型的机遇(Opportunities)37-39
        4.3.4 营业网点转型的威胁(Threats)39-40
    4.4 中信银行成都分行网点转型必要性和紧迫性40-42
        4.4.1 网点转型是提高成都分行零售业务市场营销能力的需要40-41
        4.4.2 网点转型是适应零售市场变化的需要41
        4.4.3 网点转型是降低银行交易成本的需要41-42
        4.4.4 网点转型是提高人员素质的需要42
    4.5 中信银行成都分行网点转型策略42-45
        4.5.1 强化以客户需求为中心的工作思想42
        4.5.2 做好转型培训工作,推广网点示范效应42-43
        4.5.3 建立强大的产品开发系统43
        4.5.4 设计和推广与业绩挂钩的考核和薪酬机制43-45
5 零售银行销售业务转型方案设计45-69
    5.1 营销氛围营造46-51
        5.1.1 商业银行网点物理分区规划的目的46-47
        5.1.2 商业银行网点物理分区原则47-49
        5.1.3 商业银行网点物理分区措施及氛围营造49-50
        5.1.4 营销氛围营造措施50-51
    5.2 人员配置分工管理51-53
        5.2.1 岗位设置基本原理51-52
        5.2.2 组织架构52-53
    5.3 岗位联动管理53-58
        5.3.1 岗位联动对网点产能提升的重要性53-54
        5.3.2 岗位联动的管理原则54-55
        5.3.3 岗位联动流程55-58
    5.4 客户管理58-64
        5.4.1 客户管理重要性及网点产能提升的增量来源58-59
        5.4.2 到访客户需求激发流程59-60
        5.4.3 意向客户跟进流程60-61
        5.4.4 存量客户管理61-64
    5.5 网点销售人员绩效管理办法64-69
        5.5.1 绩效考核的目的64
        5.5.2 绩效考核的原则64-65
        5.5.3 绩效考核管理办法65-69
6 结论69-72
参考文献72-74
致谢74