本文通过对黑龙江省建行基层网点的布局、功能和运行现状进行详细调
查，对网点业务管理、营销能力和风险控制等方面的进行深入了解，并通过
对实际情况的分析，找出目前基层网点的几项不足：柜面人员岗位配置不科
学、柜面业务繁杂、业绩考核偏离、网点综合化营销能力低下、对公业务发
展短板、产品组合不合理。并从宏观环境和网点内部动因两方面讨论综合化
转型的必要性
文中介绍了网点综合化转型的内涵、目标和重点。并从业务流程、营
销、人才以及渠道转型四个方面具体阐释了综合化转型战略的内容。用发挥
组织管理、加强数据平台支持两项手段完成战略重点控制，通过营销团队流
程管理、优化绩效考核机制手段完成战略目标导向的控制，同时还设计了转
型后的验收评估模型。为保障转型战略的顺利实施，本文还从组织、人员、
资金、技术和文化环境五方面给出了保障措施
文章的研究目的在于通过介绍综合化转型战略，从管理体制、资源管
理、业务流程、综合营销、考核机制、产品创新等方面，提出营业网点综合
化转型的策略及具体措施，从而培养网点综合服务能力，提升价值创造能
力，继续巩固和提升市场竞争中的优势地位
关键词 银行经营；综合化转型战略；网点-II-
Research on the Business Outlets’ Comprehensive
Transformation Strategy of Heilongjiang Province
Branch of China Construction Bank
Abstract
In recent years, China&39;s economic development is still facing great
downward pressure。The domestic banks need to participate the competition
under strict supervision, on the other hand, they also have to withstand the strong
impact of financial disintermediation, reform of interest rate and exchange rate,
and Internet Banking. At the same time, the fact that the full liberalization of the
financial market in the country has introduced more market participants, not only
exacerbated the intensity of market competition, but also further reduced the
profit margins of the banking industry. At the important juncture of the
completion of the Shareholding system reform for 10 years, China Construction
Bank has completed two times of business transformation, the market Therefore,
it has a profound understanding of competition and transformation of
development strategy, and the fact that a new round of restructuring is an
inevitable choice for the survival and development of the bank itself.
Through the investigation on the layout, function and operation situation of
the outlets, the insight of their business management, marketing ability, risk
control and other aspects, and analysis of the actual situation ,this paper has
found out several inadequacies of the outlets: the post configuration of the
counter staff is unscientific, counter business is too complex, the feedback on
performance has deviated, integrated marketing ability of the outlets is low, the
development of the Corporate Banking services is instable, and the products are
unreasonable. This paper also discussed the necessity of the comprehensive
transformation from macro environment and internal factors of Heilongjiang
province.
This paper introduces the connotations, goals and key points of the-III-
comprehensive transformation. And elaborated the content of the comprehensive
transformation strategy on the business process, marketing, personnel and
channel transformation. It presented the ideals that the bank need to make the
organization management work and strengthen the support of the data platform to
focus the strategic on its key points, and manage the marketing team and
optimize the feedback on performance to make the strategic reach its goals. It
also designed the model of acceptance and evaluation after the transformation. In
order to ensure the smooth implementation of the transformation strategy, this
paper also gives the measures for organization, personnel, capital, technology
and cultural environment.
The purpose of this paper is to present specific measures of comprehensive
transformation strategy of the business outlets for the management system,
resource management, business process, integrated marketing, evaluation
mechanism and product innovation, and so as to enhance the outlets’ integrated
service capabilities and profitability, and further consolidate and promote its
position in the market competition.
Keywords bank management, Comprehensive transformation strategy, business
outlets目 录
摘要........... I
Abstract .... II
第 1 章 绪论.........1
1.1 研究背景 ....1
1.2 研究目的及意义 ....2
1.3 国内外研究现状及评述.....2
1.3.1 国外研究现状 .2
1.3.2 国内研究现状 .4
1.3.3 国内外研究评述 .........5
1.4 研究内容与方法 ....6
1.4.1 研究内容 .........6
1.4.2 研究方法 .........6
1.4.3 技术路线 .........7
第 2 章 建行黑龙江省分行网点转型战略分析 ..8
2.1 建行黑龙江省分行网点简介.........8
2.1.1 建行黑龙江省分行网点具体情况 ......8
2.1.2 网点转型的必要性分析........11
2.2 网点转型宏观环境分析...18
2.2.1 政治法律环境分析....18
2.2.2 经济环境分析 ...........18
2.2.3 社会环境分析 ...........19
2.2.4 技术环境分析 ...........20
2.3 网点转型产业环境分析...21
2.3.1 客户需求分析 ...........21
2.3.2 同业竞争分析 ..........
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