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（工商管理硕士）哈尔滨银行零售业务发展策略研究HARBINBANKRETAILBUSINESSDEVELOPMENTSTRATEGYRESEARCH付岩峰2012年6月国内图书分类号：F407.22学校代码：10213国际图书分类号：330.15密级：公开工商管理硕士学位论文哈尔滨银行零售业务发展策略研究硕士研究生：付岩峰导师：于渤教授申请学位：工商管理硕士所在单位：哈尔滨银行答辩日期：2012年6月授予学位单位：哈尔滨工业大学ClassifiedIndex:F407.22U.D.C.:330.15ADissertationfortheDegreeofMBAHARBINBANKRETAILBANKINGBUSINESSDEVELOPMENTSTRATEGYRESEARCHCandidate：FuYanfengSupervisor：Prof.YuBoAcademicDegreeAppliedfor：MBAAffiliation：HarbinBankDateofDefense：June,2012Degree-Offering-Institution：HarbinInstituteofTechnology哈尔滨工业大学工商管理硕士学位论文摘要近年来，中国经济高速增长，居民个人及其家庭金融资产累积已达到了相当规模，财富格局的改变和居民金融消费需求的攀升为商业银行开展零售业务提供了广阔的发展空间，也成为了催发零售业务创新和发展的源动力。同时，国内资本市场的快速发展使得银行业融资在整个社会融资的占比大幅下降，中国银行业的发展格局也因此发生了巨大变化，零售业务成为了银行业主要盈利性业务，各家银行纷纷将零售业务作为发展重点,加快调整业务结构，不断加大对零售业务的建设投入，这使得该业务领域的竞争也日趋激烈。哈尔滨银行是近年来崛起于中国东北地区的一家新兴股份制商业银行，现有天津、成都、沈阳、重庆等13家分行，在北京、深圳、吉林、甘肃及黑龙江等地设立了24家村镇银行。随着竞争形势的不断变化，近年来该行已将零售业务列为战略重点之一，同时该业务也成为哈行重要的支柱型业务。本文通过系统的分析，对银行业零售业务发展情况进行了比较，结合哈尔滨银行经营现状，归纳总结出哈行在开展零售业务方面存在的问题，并针对其所面临的市场竞争形势及发展机遇，提出来可行性的发展对策和建议，分别从组织架构建设、业务流程再造、绩效考核制定、营销队伍建设、产品策略、客户策略、品牌策略等几大方面提出相应的实施策略，力求促进哈尔滨银行零售业务占比及核心竞争力快速提升，使之成为哈行收入增长的一个新的亮点。关键词：哈尔滨银行；零售业务；组织架构转型-I-哈尔滨工业大学工商管理硕士学位论文AbstractInrecentyears,asChina’seconomygrowsrapidlyandthefinancialassetsaccumulationofindividualsandtheirfamilieshasreachedafairlylargescale,changesinthewealthpatternandtherisingdemandofindividuals’financialconsumptionprovidebroadspaceaswellasthepowerofinnovationanddevelopmentforcommercialbankstodevelopretailbanking.Atthesametime,therapiddevelopmentofdomesticcapitalmarketsleadstoasignificancedecreaseintheproportionofthecapitalraisedbybankingbusinesstothatinthewholesociety,changingthedevelopmentpatternofChina’sbankingindustrygreatlywithretailbankingintheleadingpositionforprofitability.Therefore,variousbanksfocusondevelopingretailbankingoneafteranother,speeduptheadjustmentofthebusinessstructureandincreasetheinvestmentinretailbanking,whichmakesthecompetitionincreasinglyfierceinthisarea.HarbinBankisanewlyemergingshareholdingcommercialbankinnortheastChinainrecentyearswith13branchesinTianjin,Chengdu,Shenyang,Chongqing,etcand24villagebanksinBeijing,Shenzhen,Jilin,Gansu,Heilongjiangandotherplaces.Withtheconstantchangesintermsofcompetition,inrecentyears,retailbankinghasbeenlistedasoneofthisbank’sstrategicemphasis,andithasbecomethemostpivotalbusiness.Withacomparisonmadebetweenthedevelopmentsofdifferentretailbanking,thispapersystematicallyanalyzesandthenconcludestheexistingproblemsinretailbankinginviewofHarbinBank’soperatingsituation.Inthispaper,feasibledevelopmentmeasuresandsuggestionshavebeendevelopedonthebasisofmarketcompetitionanddevelopmentopportunityfromtheperspectiveoforganizationalstructureconstruction,businessprocessreengineering,performanceassessmentformulation,marketingteambuilding,productstrategy,customerstrategy,brandstrategyandsoon,inordertoaugmenttheratioofHarbinBank’sretailbankingasanewgrowthpointinrevenueaswellasitscorecompetitiveabilityquickly.Keywords:HarbinBank,retailbanking,organizationstructuretransformation-II-哈尔滨工业大学工商管理硕士学位论文目录摘要................................................................................................................IAbstract..........................................................................................................II第1章绪论....................................................................................................11.1问题的提出............................................................................................11.2国内外研究及应用现状..........................................................................21.3本文研究的主要内容...........................................................................10第2章哈尔滨银行零售业务发展现状及问题..............................................122.1哈尔滨银行概况...................................................................................122.1.1哈尔滨银行整体概况.....................................................................122.1.2哈行零售业务发展概况.................................................................122.2哈尔滨银行零售业务存在的问题.........................................................142.3问题成因分析.......................................................................................172.3.1组织架构方面................................................................................172.3.2管理思想及运营体制方面.............................................................182.3.3业务流程方面................................................................................192.3.4队伍建设方面................................................................................202.3.5绩效考核与激励方面.....................................................................202.4本章小结..............................................................................................21第3章哈尔滨银行零售业务内外部环境分析..............................................223.1市场环境及零售业务发展前景分析.....................................................223.2内外部竞争环境分析...........................................................................263.2.1外部环境分析................................................................................263.2.2内部环境分析.