Network Transformation Of Bank Of China Harbin BJL Sub Branch

With our opening to the outside world, the access to China’s banking industry has beenlowered gradually and all kinds of domestic banks are mushroomed to appear, which directlyresults in the fierce competition in domestic banking sectors. In recent years, largecommercial banks make fully used their abundant network resource properly, in order tomake themselves be at the top of the others and a vigorous network transformation spreadamong the large commercial bank. The network transformation of Bank of China began in2006and tried out at the financially developed city, e.g. Shenzhen, etc. In2008, our headoffice drafted “The Comprehensive Transformation Strategy Implementation Plan of Bank ofChina”. Bank of China launched the comprehensive network transformation all over thecountry. Although having “Implementation Plan” as the theoretical guidance in thetransformation, the transformation is lack of power because of the effect of the differences ofthe regions, customer segments and financial foundations. Therefore, every branch orsub-branch needs to carry out the network transformation which is consistent with theregional characteristics depending on the own condition.This paper points out the achievements and deficiency in the process of the networktransformation by investigating the network transformation case of BJL. At the same time, thefeasible optimization improvement scheme and implementation measure is brought outaccording to the current position of BJL on the basis of deeply analysis of the existingproblems. Hoping to summarize and accumulate the experience for the upper branches andoffer the guidance and reference to the other branches.