建行南昌洪都支行零售网点转型策略研究.pdfVIP

要 营业网点是商业银行参与市场竞争的重要资源，商业银行在进入全面战略转 型期间，如何整合现有经营网点资源，大力发展以电子化手段为载体的自助服务， 实现银行服务转型，提高经营网点的市场竞争力，是银行经营管理层 认真思考 和研究的新课 。 目前建行网点的营销能力还存在不足，主要反映在：一是网点内没有专门的 销售岗位。网点销售任务主要是柜员兼职完成，这种交易和销售不分的工作方式， 既不利于客户服务，也不利于产品营销。二是缺乏规范的销售流程和工具。过去， 我们更多地将网点作为一个交易平台来设计，在业务的操作流程上设计得很细， 但对销售流程和销售工具的设计重视程度明显不够，没有形成全行统一规范，虽 然有很多员工和网点销售做得好，但经验和做法难于转化为全行一致的标准和要 求。三是交 销售激励不到位。网点转型就是要在网点设立专门的销售岗位，规 范销售流程，丰富销售工具和技巧，发现销售机会，通过购买制等措施强化交 销售，增加网点销售能力。 本文通过比较国内外银行对网点转型的研究，立足于在新形势下，面对客户 需求变化和市场变化，分析我国银行在网点存在的差距和不足，探讨银行网点应 该如何转型以适应市场变化。并在此基础上，根据建行南昌洪都支行转型前后的 变化表述网点转型的必要性。 关键词：商业银行 零售网点 转型 研究 1 Abstract Network is a very important resource for commercial bank to go into competition. During the period of banks` transformation, it becomes a new task to solve the problem how to integrate the networks, how to develop computerized financial services and promote the competitiveness. At present, CCB goes short of marketing capabilities, which mainly occurs in three aspects, first, sales position is not special designed. Bank tellers take selling as their part-time job, which is disadvantageous to client service and product sales. Second, it lacks of special sales procedures and means. At past, we designed the network as trading platform, focus on operational procedure but ignore the sales procedure and means. Even most networks and staffs do well; experience and means are not in accordance with each other. Third, cross-promotion is not enough. Network transformation is to set up the special sales position, normalizing the sales procedure, enriching sales channels and techniques to increase the sales abilities. This article is aim to analyze the disadvantage and difference of bank branches and discuss the networks how to make