随着经济环境的变化和同业竞争的加剧,从2012年开始,AB银行大连分行的零售

银行业务遭遇了发展瓶颈,增长乏力,市场份额正在被逐步蚕食,领先优势日益丧失。

如何通过对现有的业务流程和服务模式进行改进,以提高零售银行业务的市场竞争力成

为AB银行大连分行需要解决的首要问题。

本论文以AB银行大连分行为研究对象,分析了 AB银行大连分行零售银行业务存在

的问题并提出针对性的改进方案。全文分六章,第一章是绪论部分;第二章介绍国内外

知名银行零售银行业务先进经验以供借鉴;第三章阐述AB银行零售银行业务经营发展

情况;第四章分析AB银行大连分行零售银行业务发展存在的问题;第五章提出AB银行

大连分行零售银行业务的改进方案;第六章是本文的结论。

本文的研究重点有三:一是AB银行大连分行零售银行渠道能效低、开发不充分对

零售业务的发展形成了制约;二是AB银行大连分行人力成本的衡量标准的错误,使用

工受到限制,给零售业务带来负面影响;三是AB银行大连分行如何顺应市场需求,找

准发展定位。

本文的特色与创新主要表现在三个方面:

(1)通过提出强化现有电话银行、网上银行、手机银行和微信银行等电子渠道的

营销功能,建立直销银行的建议,突破了物理网点覆盖率和营业时间对AB银行大连分

行发展零售银行业务的限制,还能有效降低成本投入,改变了 AB银行大连分行原有渠

道各自为战、功能单一造成的资源浪费、能效低下的弊病。

(2)通过提出采用“单位工资产出”为标准的用工制度作为AB银行大连分行的

人力成本管控依据,达到了用工数量增加而总成本不增加的目的,完善了考核标准,解

决了 AB银行大连分行现有考核标准对员工业绩要求过高造成的人员流失的难题。

(3)通过提出打破以银行卡为介质的银行间壁垒,探索与中国移动实现客户资源

共享,将其作为AB银行大连分行批量获取新客户的新渠道,弥补了 AB银行大连分行客

户资源不足的缺陷。

本文对AB银行大连分行零售银行业务的改进有实践意义,为其他银行同业在零售

业务发展中遇到的问题提供借鉴和参考。

关键词:零售银行业务;渠道;流程再造;人力成本

Abstract

With the change of economic environment and the increasingly intense competition, from

the beginning of 2012, the advantages of the retail banking business of Dalian branch was

gradually disappearing, for the bottleneck in the development and growth leading to gradually

eroded market share. The primary problem for AB bank Dalian branch to be solved is how to

make the retail banking market competition better, by improving the existing business process

and service mode.

In this paper, AB bank Dalian branch was taken as the research object,the retail business

problem was analyzed and the improvement scheme was put forward. The full text is divided

into six chapters, the first chapter is the introduction part; the second chapter introduces the

advanced experience of domestic and foreign well-known bank in retail banking business for

reference; the third chapter elaborates the development situation of AB bank in retail banking

business; the fourth chapter analyzes the possible problem in retail business development of

AB bank Dalian branch; improvement scheme for the retail banking business of AB Bank

Dalian branch is put forward in the fifth chapter. The sixth chapter is the conclusion.

This paper focuses on three: one is the AB Bank Dalian branch retail banking channel low

energy efficiency, inadequate development of the retail business development of the formation

of the control; two is a measure of the standard error of AB Bank Dalian Branch of manpower

cost, the use of industry and trade limited, bring the negative influence to the retail business; the

three is how AB Bank Dalian Branch adapt to market demand, and identify the development of

positioning.

Characteristic and innovation of this paper is mainly manifested in three aspects:

(1) Through the proposed to strengthen existing phone banking, online banking, mobile

phone banking and Micro message bank electronic channel marketing function, the

establishment of direct bank advice, broke through the physical network coverage and limits

Business Hours on the development of retail banking business of AB Bank Dalian Branch, can

reduce the cost of inputs, ills changed the AB Bank Dalian Branch of the original channel, fight

the enemy separately single function cause waste of resources, energy efficiency is low.

(2) By using proposed unit wage output as the standard of the employment system as

AB Bank Dalian Branch of human cost control basis, to achieve employment increases the

number of total cost does not increase the purpose, improved assessment standard,solves the

II

problem of AB Bank Dalian Branch of existing standards for the employee performance

requirements from the high staff turnover .

(3) Proposed by bank card to break through barriers medium between banks, exploration

and China Mobile customers realize the sharing of resources, as the AB Bank Dalian Branch

batch access to new channels for new customers, to make up for the defects of AB Bank

Dalian branch customer resource shortage.

It has practical significance to improve the AB bank Dalian branch retail business in this

paper, providing reference for other banks in the retail business development issues.

Keywords: Retail banking business; Channel; Process reengineering; Human

cost