科技时代我国自助银行效能问题及其对策研究—以 Z 银行为例 摘要 随着科技的发展，其对金融行业尤其银行业的影响越来越大，互联网对传统金融 行业产生巨大冲击，同时金融科技作为底层的驱动力，也可以应用于银行的传统业务 转型。现如今，各个银行对待科技不再仅抱有危机感和敌对感，纷纷将金融科技提升 到重要层面，以金融科技为手段，促进自身战略转型。同时，高新科技在金融领域的 广泛使用，非现金交易的日趋频繁，商业生态和人们的生活模式都在发生着重构，传 统银行的经营模式也正在被颠覆，其中最尴尬的就是遍布大街小巷的自助银行。衡量 企业经营好坏的重要标志是其盈利能力，而对于自助银行而言，市场竞争力的强弱、 经营的好坏则更直接的体现在该自助银行的经营效能上，效能的好坏直接关系到自助 银行日后发展的方向甚至日后存在的必要性。随着物价尤其房价的上涨，自助银行的 成本不断增加，使用效率却不断下降，整体效能低下，国内自助银行普遍陷入效能低 下的困境。 研究自助银行的效能不仅是应对外部环境变化的要求，也是银行自身发展转型的 需要。本文立足于自助银行效能提升优化，以 Z 银行自助行的效能为例，通过分析 Z 自助银行的效能问题，挖掘效能低下表象下的实际问题。在 4CS 理论和长尾理论的 指导下，分析问题产生的原因，指出自助银行以客户为中心、智慧化、差异化的效能 提升方向，基于 4CS 理论的四个方面＂客户体验＂、＂消费成本＂、＂服务便利＂ 和＂有效沟通＂，分别从自助银行定位、成本管控、优化布局和全渠道信息共享提出 自助银行效能优化策略；最后，根据 Z 银行的实际情况，提出应对措施和保障措施。 通过效能优化策略的研究，提高自助银行使用效率、有效降低经营成本，提高自助银 行经营效能，发挥自助银行优势，摆脱现有尴尬困境，对实际中自助银行转型应用有 一定借鉴意义。 本文研究表明：（ｌ）在科技发展的巨大冲击以及金融科技手段的推动下，自助 银行的效能优化势在必行。（２）客户是决定自助银行效能的关键因素，自助银行效 能优化必须以客户为中心，结合金融科技手段开展。（３）围绕客户的需求、消费成 本、客户便利性、与客户有效沟通四个方面，提出自助银行效能优化策略。 关键词：科技时代， 自助银行， 效能， 应对策略 1ABSTRACT Research on the Effectiveness of Self-help Banks in China in the Era of Science and Technology and Its Countermeasure Case Study of Bank Z ABSTRACT With the development of science and technology, the impact of science and technology on the financial industry, especially the banking industry, is growing, especially the impact of Internet Finance on the traditional business of banks. Nowadays, banks no longer only have a sense of crisis and hostility towards science and technology, but also upgrade financial science and technology to an important level to promote their strategic transformation by means of financial science and technology. At the same time, high-tech is widely used in the financial field, non-cash transactions are becoming more frequent, business ecology and people's life patterns are being restructured, and the traditional banking business model is also being subverted, the most embarrassing of which is the self-help banks all over the streets. The profitability is an important indicator to measure the quality of business operation. For self-service banks, the strength of market competitiveness and the quality of operation are more directly reflected in the operational efficiency of the self-service banks. The effectiveness of the self-service banks is directly related to the direction of their future development and even the necessity of their future existence. With the rising prices, especially house prices, the cost of self-service banks is increasing, but the efficiency of use is declining. The overall efficiency of self-service banks is low. Domestic self-service banks are generally in a dilemma of low efficiency. Studying the efficiency of self-service banks is not only the requirement of coping with the changes of external environment, but also the requirement of the development and transformation of banks themselves. This paper is based on the self-help bank efficiency improvement optimization, taking the self-help bank of Z bank as an example, through the analysis of the efficiency of Z self-help bank, excavate the actual problems under the low efficiency. Under the guidance of 4CS theory and long tail theory, this paper analyses the causes of the problems, points out the direction of improving self-service banks'efficiency, which is customer-centered, intellectualized and differentiated. Based on 4CS theory, four aspects of "customer experience", "consumption cost", "service convenience" and "effective communication" are discussed, respectively, from self-service banks. Finally, 2ABSTRACT according to the actual situation of Bank Z, the paper puts forward countermeasures and safeguards. Through the study of efficiency optimization strategy, we can improve the efficiency of self-service banks, reduce operating costs effectively, improve the efficiency of self-service banks, give full play to the advantages of self-service banks, and get rid of the existing embarrassing dilemma, which has a certain reference significance for the transformation and application of self-service banks in practice. The research shows that: (1) Under the huge impact of the development of science and technology and the promotion of financial technology, it is imperative to optimize the efficiency of self-help banks. (2) Customer is the key factor to determine the efficiency of self-service banks. The optimization of self-service banks'efficiency must be customer-centered and carried out by means of financial science and technology. (3) Focusing on the four aspects of customer demand, consumption cost, customer convenience and effective communication with customers, this paper puts forward the self-help bank efficiency optimization strategy. Key words: Technology Era Self-help Banking Efficiency Coping Strategies 3目录 目 录 第一章 绪论.........................4 第一节 研究背景和意义 ...4 一、选题背景...................4 二、理论意义...................4 三、实用价值...................4 第二节 研究思路和方法 ...5 一、研究思路...................5 二、研究方法...................6 第三节 本文可能的创新点.7 第四节 本文结构安排.........7 第二章 相关概念界定和文献综述..................9 第一节 相关概念界定.........9 一、 科技时代.................9 二、 自助银行.................9 三、自助设备效能...........9 第二节 相关文献综述 .....10 一、国内相关文献综述.10 二、国外相关文献综述.10 三、文献评述.................10 第三节 相关理论基础 .....11 一、 自助设备效能分析.............................. 11 二、4CS 理论.................11 三、长尾理论.................12 第四节 本章小结 .............12 第三章 Z 银行自助行效能现状及问题..............13 第一节 Z 银行自助银行效能现状...................13 一、我国自助银行效能困境........................13 二、 Z 银行自助银行效能下降...................14 第二节 Z 银行自助银行效能分析.................17 一、Z 银行自助银行交易量分析.................18 二、 Z 银行自助银行成本分析...................19 三、Z 银行自助银行盈亏平衡测算.............25 四、 Z 银行自助银行效能分析...................28 4目录 第三节 Z 自助行效能低下现状分析.............31 一、自助银行布局不合理............................31 二、自助银行成本管控不力........................31 三、市场响应能力不高.31 第四节 自助银行效能问题的原因分析..........32 一、未以客户需求为核心............................32 二、互联网金融的冲击.32 三、内部管理不到位.....32 第四章 科技时代自助银行效能优化策略.........34 第一节 科技时代自助银行效能优化动因 ....34 一、科技发展的冲击和驱动........................34 二、客户行为模式的变化............................34 三、银行转型发展的需要............................35 第二节 科技时代自助银行效能优化方向 ....35 一、以客户为中心.........35 二、精细化和智慧化.....36 三、差异化定位.............36 四、开放合作.................36 第三节 科技时代自助银行效能优化策略 ....37 一、基于＂客户体验“的效能优化策略 ......38 二、基于＂消费成本＂的效能优化策略....40 三、基于＂服务便利＂的效能优化策略....42 四、基于＂有效沟通＂的效能优化策略....43 第四节 本章小结...............44 第五章 科技时代 Z 银行自助行应对措施及实施保障....................46 第一节 基于自助银行效能优化策略的 Z 银行