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MBA碩士畢業論文_HS銀行社區銀行發展研究DOC

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基本簡介
改革開放三十年來,我國現代銀行體系基本確立,整體實力明顯增強,體制機制 發生重大轉變,服務功能全面提升,外部環境明顯改善,國際地位空前提升。但是我 國銀行業對內下沉方面,仍存在不足。而對內市場重心下沉,實現普惠金融全覆蓋, 社區銀行發揮著重要作用。2013 年我國開始推行社區銀行,瞬間引起了社會的廣泛 關注。從西方國家來看,其建設社區銀行的時間較長,發展的也較為成熟,而在我國 社區銀行仍屬于新興事物,沒有配套的監管機制,也導致社區銀行在發展過程中出現 了一些問題。在金融市場不斷變革的影響下,社區銀行的重要性不斷突出。發展社區 銀行也是 HS 銀行在金融脫媒、互聯網金融、普惠金融背景下實現轉型的重要途徑。 本文首先回顧了與社區銀行有關的研究成果,在梳理這些成果的基礎上,結合我 國社區銀行的發展現狀,指出本文所述社區銀行是指主要為經營區域內中小微企業和 居民家庭服務的一類具有特色的銀行網點。 接著以 HS 銀行社區銀行為對象,對 HS 銀行社區銀行的發展現狀進行詳細闡述, 總結該銀行在發展過程中存在的問題,結合其發展目標,從定位、差異化產品及服務、 客戶定位及客戶體驗度、社區銀行員工素質及社區銀行績效考核方面分析,提出優化 建議。 本文通過對 HS 銀行社區銀行的發展研究,參照對標銀行,提出優化建議,對其 他商業銀行發展社區銀行也具有一定的參考意義。 關鍵字:社區銀行;發展策略;普惠金融I ABSTRACT In the past 30 years of reform and opening up, China's modern banking system has been basically established, its overall strength has been significantly enhanced, its institutional mechanism has undergone major changes, its service functions have been comprehensively improved, its external environment has been significantly improved, and its international status has been unprecedentedly enhanced. However, China’s banking industry still has shortcomings in terms of internal sinking. The concentration of the internal market sinks and the full coverage of inclusive finance, community banks play an important role. In 2013, China began to implement community banks, which immediately aroused widespread concern in society. From the perspective of Western countries, it has been a long time to build community banks, and its development is relatively mature. However, community banks in China are still new things, and there is no supporting regulatory mechanism, which has led to some problems in the development of community banks. Under the influence of the constant changes in the financial market, the importance of community banks has become increasingly prominent. The development of community banks is also an important way for HS Bank to achieve transformation in the context of financial disintermediation, internet finance, and inclusive finance. This paper first reviews the research results related to community banks. On the basis of combing these results, combined with the development status of community banks in China, it is pointed out that the community banks mentioned in this paper refer to the services of small and medium-sized enterprises and households in the business area. Classes with distinctive banking outlets. Then, with HS Bank Community Bank as the object, the development status of HS Bank Community Bank is elaborated, and the problems in the development process of the bank are summarized. Combined with its development goals, from positioning, differentiated products and services, customer positioning and customers. Analysis of experience, community bank staff quality and community bank performance appraisal, and propose optimization suggestions. This paper, through the research on the development of HS Bank Community Bank, refers to the benchmarking bank, proposes optimization suggestions, and has certain reference significance for other commercial banks to develop community banks.II KEYWORDS: Community Bank; Development Strategy; Pragmatic Finance1 目 錄 摘要 ·····················································································1 ABSTRACT··············································································· I 第一章 緒論 ············································································1 第一節 選題背景······················································································1 第二節 國內外研究綜述············································································2 一、國內研究綜述 ·················································································2 二、國外研究綜述 ·················································································3 第三節 研究內容及研究意義······································································4 一、研究內容 ·······················································································4 二、研究意義 ·······················································································4 第二章 社區銀行的概念與模式······················································6 第一節 社區銀行概述···············································································6 一、國外社區銀行的界定 ········································································6 二、國內社區銀行的界定 ········································································6 三、社區銀行的特征 ··············································································7 第二節 社區銀行的發展模式分析································································8 一、美國社區銀行的發展模式分析 ····························································8 二、我國已有社區銀行的發展模式研究 ······················································9 第三節 國內外社區銀行經驗總結······························································ 11 一、美國社區銀行的經驗總結 ································································ 11 二、國內社區銀行經驗總結 ··································································· 12 第三章 HS 銀行社區銀行發展分析···············································14 第一節 HS 銀行社區銀行發展基本情況······················································ 14 一、HS 銀行簡介················································································· 142 二、HS 銀行發展社區銀行的必要性 ·························································14 三、HS 銀行網點發展現狀 ·····································································15 第二節 HS 銀行社區銀行的經營思路··························································18 第三節 HS 銀行社區銀行存在的問題··························································19 一、市場定位模糊致發展緩慢·································································19 二、網點數量少導致客戶粘性低······························································21 三、配套設施舊導致客戶體驗不高···························································23 四、營銷模式單一致業務量不大······························································23 五、缺乏專業人才················································································24 第四章 社區銀行優化發展的建議 ··············································· 25 第一節 制定合理的發展模式····································································25 一、明確市場定位················································································25 二、加強渠道建設················································································25 三、建立可持續發展模式·······································································26 第二節 打造差異化的產品和服務······························································26 一、借力政府,發展代收公用事業費························································26 二、貸款差異化,提高貸款效率······························································27 三、多元化服務產品·············································································27 四、提供特色的差異化服務····································································27 第三節 加強對社區銀行專業人才的管理 ·····················································28 一、建立有效的人才來源渠道·································································28 二、建立人才培養機制··········································································28 三、擁有保留人才的手段·······································································29 第四節 爭取政府政策扶持·······································································29 第五章 總結與展望 ································································· 31
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