| In recent years, in China due to socio-technical and economic environment has undergone profound changes, increasing competition with the banking sector, and development of the theory of international finance, domestic and foreign banks to achieve their strategic objectives, have changes in business philosophy, the main goal to put individuals in the domestic financial market, to develop low-cost personal financial services has become the focus of a modern commercial bank competition, and the development of personal financial services network as the main channel, to play its role has been great emphasis on the commercial banks, network strategy transformed into commercial banks in a very important part of the transformation. I worked at the grass-roots network of Bank of China, the reform and opening up the banking sector has experienced the profound impact, and in recent years, Chinese banks from the restructuring and listing to the structure, organization, business process change. Bank of China outlets for this strategic transformation is extremely concerned about, and has a deep knowledge and insights.First, this research method of theoretical analysis and practical combination of theory and strategic management of enterprise channel management theory and the Bank of China network conditions and the combination of domestic and foreign banks in transition mode, come to the Bank of China outlets strategic transformation of the basic model. Second, compared with the reference method to the Bank of China outlets and domestic and foreign banks, compared with industry to identify strengths and weaknesses, analyze the success of network transformation experience at home and abroad, the Bank of China outlets to find more suitable for the transformation of ideas and strategies. This innovative: one in the study, not on the network transformation in terms of transformation, but transformation of work into the network development strategy of the Bank of China in terms of transformation of a high degree of transformation, network transformation is related to the overall business strategy of the Bank of China's transformation whether or not the important part. Second, the network describes the transformation of four implementation steps detailed, close to reality, and operable, in particular, made a network problem employee company loyalty effect determines the success or failure of network transformation, with a strong innovation.This paper describes the Bank of China outlets in the status quo and the existing contradictions and problems, based on the analysis of the need for transformation of the Bank of China outlets are: personal financial services needs of market competition, economic environment and changing needs of customers, is to change the profit structure, the need to enhance profitability, is the need to build the core competitiveness. This strategic management theory based on the SWOT analysis matrix, service profit chain model and channel management theory, the Bank of China outlets as the theoretical basis for the strategic transformation, and the theory briefly. After the transformation of foreign commercial bank outlets successful model for analysis, can be summarized in five points: 1, based on competitive strategy development network transformation strategy. 2, the integration of channel resources, to strengthen the marketing function. 3, business process design reflects customer-centric philosophy. 4, IT technology to support business development. 5, improve human resources management and evaluation system to promote business development. On this basis, combined with the strategic positioning of the Bank of China branch transformation, that is by strengthening channel management, implementation of channel integration, accelerate the cultivation and enhance the core competitiveness, and with reference to IBM's network transformation of China's banking proposal, put forward the transformation of the Bank of China outlets The basic strategy is: will the traditional transaction-based networks, into improved customer satisfaction and an important channel for increasing sales, making sales-type network, thus creating full-featured network, with as much class wealth management centers of the Bank of China differentiated service model. Improve the network operation mode, optimizing the distribution network, to promote multi-level wealth management and network integration mode. To achieve these goals, this paper presents the strategic transformation of the Bank of China outlets general idea is: 1, network-centric transformation from a bank as a customer-centric, follow the market changes and customer needs, more attention to improve product functionality, more attention to improving service quality. 2, the development of network-style transformation from the epitaxial quality and efficiency, to achieve capital gains, matching and dynamic balance between the risks. 3, the network management system from a decentralized business transformation centralized management system, to achieve intensive management, flat management. Specific steps are: 1, the physical network integration. First, to re-sort the existing network, in accordance with the principles of customer-focused, re-layout of the network. The second is based on a regional realities and future economic development to determine the overall number of outlets, location of work to do to add outlets. Third, wealth management center building. Fourth, self-service equipment, electronic equipment, network equipment, auxiliary building. Fifth, renovation outlets to form a unified style. Sixth, network organizational structure and staffing (should be equipped with different types of networks). 2, the network integration business. Change the existing pattern of the traditional transaction-based network, changes to the sales-based outlets, thus creating full-featured network. First, integration of all personal financial services products, to achieve all the network's ability to sell the product. Second, the rich financial products and agent products to meet customer needs at different levels and increase revenue. The third is to improve public services for the product coverage of the network to achieve the transformation of public service outlets. 3, the network process reengineering. First, the network management process reengineering, is divided into organizational management, operational security management, risk assessment and management. Second, business process reengineering, according to the former, in the background mode of thinking to restructure. Third, IT systems and recycling, to achieve a large concentration of data services. 4, network service integration. Network integration services sales outstanding customer-focused, to achieve a unified service interface, focused and consistent customer service experience and sales expertise, and promote the network to improve competitiveness and efficiency, establish a brand image.On this basis, but also special attention to two aspects, namely, the network based on a different market position, according to the different outlets around the environment, a clear pattern corresponding to establish the characteristics of network strategy and network outlets employee loyalty-building enterprise, network staff corporate loyalty building strategies related to the transformation of the Bank of China outlets and future success of the fate of this from two aspects, namely, corporate culture and cultivate talent. In this paper, the main part of the last Chapter, summed up the strategy of the Bank of China after the transformation from the physical network, changes in business processes to business development through the assessment of network transformation evaluation criteria, the strategic transformation of the Bank of China research network into a complete system .The final height of the article summarizes the main conclusions of this paper is proposed to be further studied, namely, network transformation process of systematic building of human resources management. |
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