摘要
中国农业银行汽车城支行网点服务模式转型研究
本文以战略运营管理理论为基础，通过对大量文献资料的搜索整理，对金
融行业和相关其他行业服务模式转型的创新及实施结果的对比。结合中国农业
银行汽车城支行自身特点，大胆构思汽车城支行的服务转型方向。同时采用比
较分析的方法，从中外银行业发展道路、方式、特点中比较，借鉴国外的有益
经验，总结规律，通过对同行业的学习，结合客户服务的目标管理、服务渠道
管理和客户满意度管理的完善等相关理论，与一线人员进行面对面的交流。经
过对中国农业银行汽车城支行现状的考察，从支行硬件设施，地理位置，员工
团队，网点布局，产品种类，客户资源等多方面进行了分析研究，旨在寻求一
种新的服务模式以提升支行自身的竞争实力，力争在未来发展中扎实基础，敢
于创新尝试，及时发现问题、解决问题,为汽车城支行服务模式转型提供参考。
同时结合地域特征，实际考量汽车城支行周边客户的习惯偏好，运用服务创新
四维度模型理论和 SWOT 分析法综合评估中国农业银行汽车城支行服务模式
转型所面临的优势、劣势、机会以及威胁，全面考量服务模式转型的利弊，为
可能出现的问题寻求解决办法，为今后支行整体的经营转型提供借鉴和依据。
结合中国农业银行汽车城支行现有服务模式及未来转型方向，综合考虑市
场外部环境与汽车城支行内部环境，服务模式转型方案分别从服务模式概念创
新、服务模式接触创新、服务模式技术创新、服务模式转型人力资源保障四个
方面入手精细化每位客户的真正需求，将传统银行业的被动式服务转化为主动
服务，例如在汽车厂区周边居民区建立社区银行，将服务贯穿到客户的衣食住
行，以智能 IC 卡为载体，为社区居民提供一站式便民服务，增加社区居民与中
国农业银行汽车城支行的紧密度。合理利用社区环境打造创新的社区网点。本
着创新、环保、健康的服务理念，多一些智能、少一些浪费，利用现代化科技II
手段，建立有效的客户需求信息分析制度，优化业务办理流程，加速新型业务
产品创新速度，依据客户金融服务需求，细分客户，制定相应个性化产品，利
用互联网开展远程辅助客户业务办理。辅助员工更好的服务客户，实现网点服
务模式的成功转型。
最后，在人员配置上中国农业银行汽车城支行需要增加客户经理人数，壮
大客户经理队伍，研究了解产品，建立客户档案，针对服务创新中的社区银行
客户，建立家庭关系档案管理，利用后台系统数据分析适合客户的产品及服务，
及时提供给相应的专属客户经理，及时发现客户需求，合理利用我行资源尽可
能的向客户提供全方位、个性化的产品与服务，以建立良好稳定的客户关系，
最终实现中国农业银行汽车城支行的服务模式转型。
关键词：
商业银行，社区银行，服务转型，服务创新III
Abstract
Research on Transformation of Bank Service Mode inAgricultural
Bank of China QCC Subbranch
This paper based on the strategic ope rations management theory, through
searching a lot of technical literaturepared to the financial industry and other
related industry innovation and im plementation results in the transform ation of
service modebining with the characteri stics of the agricultural bank of China
QCC subbranch research direction of se rvice transformation boldlypare the
Chinese and foreign banking with the m ethod of comparative analysis.Draw the
lessons from the beneficial experience of other banks.Face-to-face communication
with junior staff by c ombining with the goal of custom er service management
related theory.Through the investigation on the current status of agricultural bank of
China QCC subbranch, the author studied from the aspects of the branch.The
purpose is to find a kind of new se rvice patterns in order to enhance branch&39;s own
competitive power.Strive for developing a solid foundation in the future.Dare to
innovation, to find and solve problem s in a timely manner, provide reference for
auto city branch service m odel transformation.In combination with regional
characteristics and practical considerati ons and the habit of surrounding custom ers
preference.Using the four dimensions of service innovation m odel theory and the
SWOT analysis method to comprehensive assessment of agricultural bank of China
QCC subbranch service mode transformation.Fully consider the pros and cons of
service mode transformation.Provide reference and basis for the overall management
transformation in the future.Find solutions for the possible problems.
Service mode transformation scheme respectively from the concept of service
pattern innovation, service mode innovation, service, contact technology innovation,
human resources service m ode transition protection f our aspects. Let each
customer&39;s requirements are im plemented really.Change the traditional bankingIV
sector passive service mode into active service mode.Such as building community
banks in car factory surrounding residential. Make the service into the daily life of
the customers.Intelligent IC card as th e carrier, provide one-stop convenience
service for community res idents, increase the tigh tness between community
residents and QCC subbranch of agricultu ral bank of China.Using the community
environment build innovation community network reasonably.Based on the service
philosophy of innovation, environmental prot ection, health, more intelligent, less
waste, and use m odern means of science and technology, establish an ef fective
customer demand information analysis system , optimize the business transaction
process, accelerate the speed of product innovation, new business financial services
according to the custo mer demand, customer segments, formulate corresponding
personalized products, custom ers are using the Internet to carry out the rem ote
auxiliary business.Auxiliary em ployees better service customers, to achieve th e
success of the network service model transformation.
Finally, the agricultural bank of China QCC subbranch needs to increasing the
number of customer managers, accounting managers team, building customers file,
directed against the comm unity bank cust omer service innovation, establishing
family relationships archives management, using of data analysis of the background
system products and services for the custom ers.Discover the needs of c ustomers in
timely.
Reasonable use of our resources as fa r as possible to provide custom ers
comprehensive for established a stable customers relationship.Realize the service
mode transformation of the agricultural bank of China QCC subbranch.
Key words:
Commercial banks, Community banks, Service transformation, Service
innovationV
目 录
第 1 章 绪论...............................................................................................................1
1.1 研究背景与意义...............................................................................................1
1.2 研究方法与内容...............................................................................................2
1.3 理论基础与文献综述.......................................................................................4
第 2 章 中国农业银行汽车城支行服务模式现状和问题分析...............................7
2.1 中国农业银行汽车城支行服务模式概况.......................................................7
2.2 中国农业银行汽车城支行服务模式现状评价...............................................8
2.3 中国农业银行汽车城支行服务模式问题分析.............................................10
第 3 章 中国农业银行汽车城支行服务模式转型环境分析.................................13
3.1 中国农业银行汽车城支行服务模式转型外部环境.....................................13
3.2 中国农业银行汽车城支行服务模式转型内部环境.....................................15
3.3 中国农业银行汽车城支行服务模式转型 SWOT 分析................................17
第 4 章 服务模式转型目标及实施方案.................................................................20
4.1 汽车城支行服务模式转型目标与原则.........................................................20
4.2 汽车城支行服务模式转型实施方案.............................................................21
4.3 汽车城支行服务模式转型实施保障.............................................................25
结 论.......................