【作者】 徐华；

【导师】 许德昌；

【作者基本信息】 西南财经大学 ， 工商管理， 2013， 硕士

【摘要】 基层网点是各大商业银行经营发展的基础,基层网点的经营模式支撑并服务于商业银行的发展战略。我国商业银行在日趋激烈的竞争环境中,通过改变网点经营环境和格局,采取了各种措施,千方百计节能增效,怎样增加网点产能,改进网点经营模式,是各家商业银行都热切关注和亟待破解的课题。本文试图对JT银行基层网点经营模式进行解剖,探讨基层营业网点经营模式经验和存在的问题；总结和剖析取得成功经验和导致存在问题的原因,提出改进策略和路径选择。论文主要内容和框架是：第一部分,绪论。介绍本文的研究背景、目的及意义。第二部分,银行基层网点经营的相关理论概述。概要的介绍银行基层网点有关理论包括：商业银行网点转型、营销理论、系统管理理论、战略管理理论、目标管理、关键绩效指标法(KPI)平衡计分卡、金融创新。第三部分,JT银行基层营业网点当前经营模式及现状分析。从自助银行、当前网点营运模式、营销模式、员工激励及创新等方面作详细分析,包括存在的主要问题及发展的局限性,提出现阶段主要存在的问题,包括：电子银行类业务的乏力推进；绩效考核的重合造成团队效应差；基层网点监管过多使员工产生逆反心理；任务压力与收入回报并不成正比,在同行业的收入对比中,排名较后；网点选址存在问题。第四部分,JT银行基层营业网点经营模式改进思路与路径选择：采取有效措施、做大做强电子银行业务,包括设立专职推广人员、多样化电子银行产品体系、精准定位目标客户群、加大促销宣传力度、加强电子银行业务考核、建立电子银行业务专业营销制度、提高电子银行类业务服务水平；导入关键绩效指标法、完善综合柜员与客户经理绩效考核；减少内部过度监管压力、营造正常有序业务环境；科学合理选址、优化网点布局。第五部分,总结出JT银行基层网点经营模式改进的难点和关键性障碍：经营观念拖累经营发展的步伐、上下协调机制不够完善。第六部份,结束语,对JT银行网点近年来转型的综述,包括转型的成功且可向其他银行推广学习的经验以及当前该银行所面临现实问题以及需要改进的地方。论文的创新点和主要贡献是：理论联系实际,运用相关理论和方法剖析JT银行基层网点经营模式转型和创新的实践,总结成功经验,发现问题寻求原因,提出改进和优化的路径选择。期望论文研究成果能够为JT银行改进和创新基层网点经营模式提供参考,为其他商业银行基层网点经营模式转型和探索提供借鉴。论文的缺陷与不足是：取得的内部数据有限,对该银行整体分析不够全面、准确。更多还原

【Abstract】 Today, Sub branches are the bases of the commercial bank, and their business model is the key to the commercial bank’s development strategy. With the development of banks, sub branches also change their business models. The changes are reflected in the quantity and function of the sub branch. Banks adopt various measures to cut down cost for more sales volume and profit in the fierce market competition. So, how to improve the energy efficiency and how to innovate the business model is the most important tasks for the banks. This paper tries to analyze the business model of the JT Bank, summarize the successful experience, find out the causes of the problems, and propose some reformative measures.This paper has six parts. The first part is the introduction to the background and the proposal of the research. The second part outlines some theories of the management of the bank’s sub branch, including marketing, system management, strategy management, target management, KPI and financial innovation theory. The third part tries to analyze the business model and the business environment of the JT Bank’s sub branch. Also, This paper describes the E-bank, marketing model, employee motivation in details, and then poses the problems and the limitations of the business model, including the weakness of the e-bank’s promotion, insufficient team spirit, excessive supervision from the inside management department, lower salaries and heavier task. The fourth part describes the way to elevate and optimize the business model of the sub branch, including enhancing the E-bank business through the personnel promotion, diversifying the e-bank’s product system, approaching at the target customers, intensifying publicity, enhancing the assessment of the e-banking business, setting up the marketing system of the e-banking business, improving the service. And, lowering the pressure from the inside management department to create the orderly business environment. The next part mainly deals with the difficulties and the key barriers, including the idea which drags down the pace of the development and the imperfect coordination mechanism. The last part is the summary; this part mainly deals with the development of the JT bank in recent years, including the successful experiences which could be learnt by other commercial banks and the problems need to be solved.更多还原