Research On Resource Allocation Strategies Of Hengyang Branch Of Huarong Xiangjiang Bank

Under the international environment when competition in bankingindustry becomes increasingly fierce, as the window for basic bankingservices and product channel, banking outlets have attracted the attentionfrom all major banks at home and abroad.Through optimization and reform in such aspects as to rationallyallocate resources in banking outlets of Hengyang Branch of HuaRongXiangJiang Bank (the original Hengyang City Commercial Bank), tostrengthen internal management process and integrate business channels andto perfect the service platform, these banking outlets can satisfy customerdemands and fit the requirement for self-development. In the meanwhile, thisalso improves the core competitiveness in banking industry and then makesthem obtain advantageous positions in the stage of competition. There intothe most important point is to make rational allocation and managementabout resources in banking outlets. According to the SWOT Analysis,Hengyang Branch of Huarong Xiangjiang Bank possesses some advantagesin respects such as localized business in Hengyang, governmental resourcesupport as well as branch hardware configuration; however, it also suffers disadvantages in aspects like brand recognition, management mode,incentive and restraint mechanism. Therefore, when they face interbankthreats in the same city, the problem how to enhance management andefficiency of resources in banking outlets needs to start from these threeaspects, namely, brand, assessment and resource integration, which is alsothe theme of commercial banks in operation and management.In terms of brand cognition, HuaRong XiangJiang Bank still lagsbehind some commercial banks with high cognition degree like state-ownedlarge and medium-sized commercial banks to certain extent. However,HuaRong XiangJiang Bank should maintain its own corporate culturecharacteristics and give play to local resource advantages at any time, so asto narrow the gap in brand cognition at current stage. In light of assessment,the bank should strengthen performance assessments about the wholenetwork and employees and heighten their sense of belonging. Whenpromoting the operation performance of outlets and setting up the exampleas flagship branch, the bank also needs to drive and promote the servicequality and marketing ability of other banking outlets. In terms of resourcemanagement mode, to optimize the outlet structure, strengthen its functiondivision and to rationally and efficiently utilize outlet resources as well asdelicacy management of outlet resources serve as the main way to improvethe competitiveness of banking outlets in this industry. For the part ofbusiness development in online banking, the bank needs to obtain more market share by adjusting the proportion of marketing in a dynamic wayaccording to market demands. When enhancing the profitability of bankingoutlets, it also needs to explore a road with the brand new marketing modeintegrating traditional physical outlets with online banking. This is especiallyof very important theoretical guiding significance and practical value forHuaRong XiangJiang Bank in Hengyang area to carry out rapid, high-qualityand efficient leap-type development strategies.