Performance Evaluation System Design Of A Bank C Branch Based On BSC

Since the arrival of the 21 st century,China’s financial development is growing faster and faster,financial services grows in a diversified trend.Gradually,a lot of business from financial institutions were opened to the public,without many restrictions,more and more financial institutions,powerful foreign financial institutions continue to seize our market,China’s commercial banks face a lot of complex pressure and challenges.The application of the Balanced Scorecard to the bank performance evaluation can not only improve the bank performance evaluation system,but also improve the status that too much focus on short-term interests in traditional performance evaluation and realize the sustainable development of commercial banks.In this paper,which aims to use the Balanced Scorecard to design the performance evaluation system of the C branch,so that the C branch can find out their own direction in the future development,as well as reverse the situation,which can gain a firm foothold in the competition,then get a sustainable development finally.This paper first describes the present situation of C branch and uses the methods of literature reading research,questionnaire survey and case study to analyze the problems existing in the performance evaluation of C branch: over-focusing on financial level and internal factors,only consider short-term goals,and strategic separation that inhibit the realization of strategic objectives,the lack of all levels of communication and collaboration.Secondly,on the basis of analyzing the necessity,feasibility and problems of the implementation of the Balanced Scorecard in the C branch,the performance evaluation index of the C branch is reconstructed,and the preparatory work is done first,and the strategy is analyzed Location: product positioning,customer positioning,employee positioning.According to the location of the map and the specific circumstances of the C branch to establish its indicators,respectively,set the relevant indicators in the financial level,customer level,business process level and learning and growth level.Finally,the use of analytic hierarchy process to set the index weight.Scientific and rational establishment of the C branch of the performance evaluation indicators.At the end of the article,it also considered the C branch of the safeguards,making the C branch of the performance evaluation system can be carried out smoothly.