商业银行的自助银行与传统网点发展策略研究
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摘要
我国商业银行的个人银行业务正经历从传统网点向自助银行迁移的历史阶段。各商业银行为适应激烈的市场竞争,都加强了自助银行与传统网点的建设。但如何在自助银行和传统网点之间分配有限的资源,以满足客户金融服务的需求,从而争取优质客户,并在竞争中取得优势,就必须对商业银行的自助银行和传统网点的发展策略进行研究。
本文分析商业银行的自助银行与传统网点的历史与现状,对两者所能实现的业务功能进行了分析和对比,提出了两者业务功能发展策略的侧重点。本文也分析了自助银行和传统网点的选址、建设成本与效益。传统网点的建设成本和运行成本逐年上涨,以人工完成简单的金融交易已不适合形势的需要,应将简单业务操作交由自助银行来完成。各大商业银行自助银行的数量和增速都远远超过了传统网点的情况下,两者的管理模式也应采用不同的发展策略。
随着信息技术和网络技术的发展,传统网点的发展策略表现为业务重点转为高增值、个性化服务,将简单业务操作交由自助银行来完成。自助银行的发展策略为逐步取代现有传统网点的业务功能,而且随着VTM (Virtual Teller Machine)的出现,自助银行也能初步给客户提供个性化服务。因此,自助银行呈现出全面取代传统网点的趋势。
本文在论述过程中,引用了四川德阳A银行自助银行及传统网点的运营数据,对影响传统网点向自助银行过渡的组织机构、业务流程提出了改进策略。本文对于银行机构个人银行业务向从传统网点向自助银行过渡的策略选择有普遍的参考意义和指导作用。
The personal banking business is in the historical period of the transition from traditional channel to electronic in our country. All the commercial banks enhance the construction of self-service banking and traditional bank outlets to adapt the drastic market competition. But how to distribute the limited resource between self-service banking and traditional branches to satisfy the customers'demand of financial service, then strive for high quality customers, get a good hand in the competition, we must research on the developing strategy of self-service banking and the traditional bank outlets.
This paper analyses the history and current situation of commercial bank's self-service banking and traditional bank outlets, then the business functions are analyzed and compared.It puts forward the development strategy of these two. The paper also analyses the location, construction costs and benefits of self-service banking and traditional bank outlets. The cost of construction and operation of traditional bank outlets rises year by year.It is not suitable for the situation to complete simple financial transactions by hand.These transactions should be simple operated by the self-service banking to complete. The quantity and growth rate of each large commercial bank's self-service banking are far more than those of the traditional bank outlets.They also should adopt different development strategies of management mode for these two.
With the development of information technology and network technology, development strategy of traditional bank outlets performance for the business focus to high value-added, personalized service.At the same time, simple transactions should be compelted operation by the self-service banking. It's the development strategy for self-service banking to gradually replace service function of the existing traditional bank outlets.With appearance of the VTM (Virtual Teller Machine), self-help banking can provide customers with personalized service. Therefore, it shows the trend for the self-service banking to replace traditional bank outlets.
In the process of discussion,this paper also refers to the operation data of self-service banking and traditional bank outlets of Sichuan Deyang A bank, and puts forward the improving strategies of organizations and business processes which influence the transition from traditional bank outlets to self-service banking. This paper possesses universal significance and guidance for commercial banks to transfer personal banking business from tradional bank outlets to self-service banking.
本文分析商业银行的自助银行与传统网点的历史与现状,对两者所能实现的业务功能进行了分析和对比,提出了两者业务功能发展策略的侧重点。本文也分析了自助银行和传统网点的选址、建设成本与效益。传统网点的建设成本和运行成本逐年上涨,以人工完成简单的金融交易已不适合形势的需要,应将简单业务操作交由自助银行来完成。各大商业银行自助银行的数量和增速都远远超过了传统网点的情况下,两者的管理模式也应采用不同的发展策略。
随着信息技术和网络技术的发展,传统网点的发展策略表现为业务重点转为高增值、个性化服务,将简单业务操作交由自助银行来完成。自助银行的发展策略为逐步取代现有传统网点的业务功能,而且随着VTM (Virtual Teller Machine)的出现,自助银行也能初步给客户提供个性化服务。因此,自助银行呈现出全面取代传统网点的趋势。
本文在论述过程中,引用了四川德阳A银行自助银行及传统网点的运营数据,对影响传统网点向自助银行过渡的组织机构、业务流程提出了改进策略。本文对于银行机构个人银行业务向从传统网点向自助银行过渡的策略选择有普遍的参考意义和指导作用。
The personal banking business is in the historical period of the transition from traditional channel to electronic in our country. All the commercial banks enhance the construction of self-service banking and traditional bank outlets to adapt the drastic market competition. But how to distribute the limited resource between self-service banking and traditional branches to satisfy the customers'demand of financial service, then strive for high quality customers, get a good hand in the competition, we must research on the developing strategy of self-service banking and the traditional bank outlets.
This paper analyses the history and current situation of commercial bank's self-service banking and traditional bank outlets, then the business functions are analyzed and compared.It puts forward the development strategy of these two. The paper also analyses the location, construction costs and benefits of self-service banking and traditional bank outlets. The cost of construction and operation of traditional bank outlets rises year by year.It is not suitable for the situation to complete simple financial transactions by hand.These transactions should be simple operated by the self-service banking to complete. The quantity and growth rate of each large commercial bank's self-service banking are far more than those of the traditional bank outlets.They also should adopt different development strategies of management mode for these two.
With the development of information technology and network technology, development strategy of traditional bank outlets performance for the business focus to high value-added, personalized service.At the same time, simple transactions should be compelted operation by the self-service banking. It's the development strategy for self-service banking to gradually replace service function of the existing traditional bank outlets.With appearance of the VTM (Virtual Teller Machine), self-help banking can provide customers with personalized service. Therefore, it shows the trend for the self-service banking to replace traditional bank outlets.
In the process of discussion,this paper also refers to the operation data of self-service banking and traditional bank outlets of Sichuan Deyang A bank, and puts forward the improving strategies of organizations and business processes which influence the transition from traditional bank outlets to self-service banking. This paper possesses universal significance and guidance for commercial banks to transfer personal banking business from tradional bank outlets to self-service banking.
引文
[1]Katherine Ho, Joy Ishii. Location and competition in retail banking. International Journal of Industrial Organization. Volume 29, Issue 5, September 2011, Pages 537-546
[2]Mandira Sarmal, Jesim Pais. Financial Inclusion and Development. Journal of International Development. Volume 23, Issue 5, pages 613-628, July 2011
[3]Mete Feridun, Orhan Korhan. Banking and Technology:Information Flow Between the Human and t Machine Through Automated Teller Machines. Information Technology Journal,2005, Vol.4 (1), pp.75
[4]Kevin Curran,David King. Investigating the human computer interaction problems with automated teller machine navigation menus. Interactive Technology and Smart Education,2008,Vol.5(1),pp.59-79
[5]Mohammed Almossawi. Bank selection criteria employed by college students in Bahrain:an empirical analysis. International Journal of Bank Marketing,2001,Vol. 19 Iss:3, pp.115-125
[6]James M. Curran, Matthew L. Meuter. Self-service technology adoption:comparing three technologies. Journal of Services Marketing,2005,Vol.19 Iss:2, pp.103 - 113
[7]Gautam Ivatury. Using Technology to Build Inclusive Financial Systems. New Partnerships for Innovation in Microfinance.2009, pp 140-164
[8]Scridon Mircea Andrei, Radomir Lacramioara, Maniu Andreea Ioana, Zaharie Monica Maria. Customer Satisfaction Regarding Bank's Distribution Channels:The Atm Network. Annals of the University of Oradea:Economic Science,2010, Vol.1 (1), pp.772
[9]Endre Bj(?)rndal, Herbert Hamers, Maurice Koster. Cost Allocation In A Bank Atm Network. Math. Meth. of OR,2004, Vol.59
[10]Jesus T. Pastor, C. A. Knox Lovell, Henry Tulkens. Evaluating the financial performance of bank branches. Annals of Operations Research,July 2006, Volume 145, Issue 1,pp 321-337
[11]Dawn Burto. Competition in the UK Retail Financial Service Sector:Some Implications for the Spatial Distribution and Function of Bank Branches. The Service Industries Journal.Volume 10, Issue 3,1990,pages 571-588
[12]E. Grifell-Tatje,P. Marques-Gou. Internal performance evaluation:the case of bank branches. International Journal of Service Industry Management,2008,Vol.19(3),pp.302-324
[13]Clary,Hugh. Fortune Teller:What the Future Holds for Bank Tellers. Today,2008,Vol.31(1)
[14]Ahmad Jamal, Rangana Malik. Self-service technology options and service quality: the case of online banking services. Journal for Global Business Advancement. Volume 3, Number 4/2010,Pages 277-284
[15]Leighann CNeilson and MeghaChadha. International marketing strategy in the retail banking industry:The case of ICICI Bank in Canada. Journal of Financial Services Marketing (2008) 13,204-220
[16]Laszlo Sajtos, Henning Kreis. Diagnosing the Impact of Patronage Concentration and Cross-Buying in Retail Banking. Journal of Business Market Management.September 2010, Volume 4, Issue 3, pp 151-165
[17]Jocelyn Donze and Isabelle Dubec. The effects of regulating interchange fees at cost on the ATM market. Economics Letters,2010
[18]Fabian Gleisner,Andreas Hackethal,Christian Rauch. Migration and the retail banking industry:an examination of immigrants'bank nationality choice in Germany. The European Journal of Finance,Volume 16,Issue 5,2010,pages 459-480
[19]Charles Blankson,Ogenyi Ejye Omar,Julian Ming-Sung Cheng. Retail bank selection in developed and developing countries:A cross-national study of students' bank-selection criteria. Thunderbird International Business Review.Volume 51,Issue 2, pages 183-198.March/April 2009
[20]Michael W. Morris, Joel Podolny,Bilian Ni Sullivan. Culture and Coworker Relations:Interpersonal Patterns in American, Chinese, German, and Spanish Divisions of a Global Retail Bank. Organization Science July/August 2008 vol.19 no.4 517-532
[21]杨益琳.浅议商业银行网点业务流程再造,金融会计,2009,(09)：14-20
[22]周致平.ATM与自助服务的新趋势,中国信用卡,2008,(03)：56-57
[23]中国银行业协会.2012中国银行业服务改进情况报告,2013,(03)
[24]伍冬松.商业银行自助设备管理探讨,西南财经大学硕士学位论文,2009
[25]刘晓岚.让网点成为银行的利润中心,现代商业银行,2007,(07)：54-56
[26]沈跃骅.商业银行ATM渠道的建设和发展,中国信用卡,2005,(04)：44-46
[27]陈胡青.我国商业银行电子渠道签约业务研究,中国经贸导刊,2012,(22)：61-62
[28]林玲.电子银行的营销与渠道建设,现代商业银行导刊,2009,(02)
[29]王东焱.ATM运营实地调查,中国信用卡,2007,(05)：49-52
[30]刘合梅.随机需求条件下的自助银行选址方法研究,西安电子科技大学硕士学位论文,2010
[31]郑立华.我国商业银行自助设备发展浅析,科技创新导报,2009,(23)：130-131
[32]傅晓.商业银行自助银行建设与运营管理研究,重庆大学硕士学位论文,2008
[33]袁春晓.自助设备运营中的难点及其对策,中国金融电脑,2007,(03)：62-65
[34]刘雷彦.自助银行网点的选址方法,中国信用卡,2007,(09)：50-54
[35]黄琳.关于长沙银行自助银行建设与规划的思考,时代金融,2010,(08)
[36]周党明.优化自助银行服务提高商业银行竞争力,华南金融电脑,2006,(01)
[37]耿云飞.建设银行济南地区零售网点转型研究,天津大学硕士学位论文,2010
[38]孟庆海.济南建行城区增设网点项目选址研究,中国海洋大学硕士学位论文,2009
[39]高曙东.金融自助服务：在创新中求突破,中国金融电脑,2011,(12)：28-29
[40]窦少波.加快自助银行建设,改变业务增长方式,中国金融电脑,2006,(02)：71-73
[41]杜芹平、张洪营.商业银行服务营销,上海财经大学出版社,2005,(09)
[42]梁万泉.信用卡盈利模式的比较和借鉴,现代金融,2009,(04)：14-15
[43]杨洁.金融自助服务：全面发展,不断创新,中国金融电脑,2011,(02)：22-23
[44]何艳.银行自助渠道专业化管理浅析,贵州农村金融,2011,(10)：29-31
[45]郭赞兰,扈照轼.从SWOT分析法看我国国有商业银行经营战略的调整,生产力研究,2006,(07)：81-82
[46]刘优美.零售银行业务营销渠道的优化与整合,现代金融,2012,(08)：16-17
[47]邓恩,卢艳.商业银行个人理财业务的问题与对策,经济导刊,2010,(02)：74-75
[48]李睿,朱琦.基于进化博弈模型的县域银行网点布局的分层现象研究,金融经济,2009,(12)：127-128
[49]殷鹏飞.关于银行网点实施等级管理的思考,现代金融,2008,(09)：11-12
[50]叶蓓.层次分析法在自助银行网点选址中的应用,科技信息,2006,(07)：1-4
[51]王小丹.中国银行个人理财业务现状与发展策略初探,现代商业,2011,(23)：32-34
[52]卢闻天.浅议银行负债业务营销,现代金融,2012,(02)：27-28
[2]Mandira Sarmal, Jesim Pais. Financial Inclusion and Development. Journal of International Development. Volume 23, Issue 5, pages 613-628, July 2011
[3]Mete Feridun, Orhan Korhan. Banking and Technology:Information Flow Between the Human and t Machine Through Automated Teller Machines. Information Technology Journal,2005, Vol.4 (1), pp.75
[4]Kevin Curran,David King. Investigating the human computer interaction problems with automated teller machine navigation menus. Interactive Technology and Smart Education,2008,Vol.5(1),pp.59-79
[5]Mohammed Almossawi. Bank selection criteria employed by college students in Bahrain:an empirical analysis. International Journal of Bank Marketing,2001,Vol. 19 Iss:3, pp.115-125
[6]James M. Curran, Matthew L. Meuter. Self-service technology adoption:comparing three technologies. Journal of Services Marketing,2005,Vol.19 Iss:2, pp.103 - 113
[7]Gautam Ivatury. Using Technology to Build Inclusive Financial Systems. New Partnerships for Innovation in Microfinance.2009, pp 140-164
[8]Scridon Mircea Andrei, Radomir Lacramioara, Maniu Andreea Ioana, Zaharie Monica Maria. Customer Satisfaction Regarding Bank's Distribution Channels:The Atm Network. Annals of the University of Oradea:Economic Science,2010, Vol.1 (1), pp.772
[9]Endre Bj(?)rndal, Herbert Hamers, Maurice Koster. Cost Allocation In A Bank Atm Network. Math. Meth. of OR,2004, Vol.59
[10]Jesus T. Pastor, C. A. Knox Lovell, Henry Tulkens. Evaluating the financial performance of bank branches. Annals of Operations Research,July 2006, Volume 145, Issue 1,pp 321-337
[11]Dawn Burto. Competition in the UK Retail Financial Service Sector:Some Implications for the Spatial Distribution and Function of Bank Branches. The Service Industries Journal.Volume 10, Issue 3,1990,pages 571-588
[12]E. Grifell-Tatje,P. Marques-Gou. Internal performance evaluation:the case of bank branches. International Journal of Service Industry Management,2008,Vol.19(3),pp.302-324
[13]Clary,Hugh. Fortune Teller:What the Future Holds for Bank Tellers. Today,2008,Vol.31(1)
[14]Ahmad Jamal, Rangana Malik. Self-service technology options and service quality: the case of online banking services. Journal for Global Business Advancement. Volume 3, Number 4/2010,Pages 277-284
[15]Leighann CNeilson and MeghaChadha. International marketing strategy in the retail banking industry:The case of ICICI Bank in Canada. Journal of Financial Services Marketing (2008) 13,204-220
[16]Laszlo Sajtos, Henning Kreis. Diagnosing the Impact of Patronage Concentration and Cross-Buying in Retail Banking. Journal of Business Market Management.September 2010, Volume 4, Issue 3, pp 151-165
[17]Jocelyn Donze and Isabelle Dubec. The effects of regulating interchange fees at cost on the ATM market. Economics Letters,2010
[18]Fabian Gleisner,Andreas Hackethal,Christian Rauch. Migration and the retail banking industry:an examination of immigrants'bank nationality choice in Germany. The European Journal of Finance,Volume 16,Issue 5,2010,pages 459-480
[19]Charles Blankson,Ogenyi Ejye Omar,Julian Ming-Sung Cheng. Retail bank selection in developed and developing countries:A cross-national study of students' bank-selection criteria. Thunderbird International Business Review.Volume 51,Issue 2, pages 183-198.March/April 2009
[20]Michael W. Morris, Joel Podolny,Bilian Ni Sullivan. Culture and Coworker Relations:Interpersonal Patterns in American, Chinese, German, and Spanish Divisions of a Global Retail Bank. Organization Science July/August 2008 vol.19 no.4 517-532
[21]杨益琳.浅议商业银行网点业务流程再造,金融会计,2009,(09)：14-20
[22]周致平.ATM与自助服务的新趋势,中国信用卡,2008,(03)：56-57
[23]中国银行业协会.2012中国银行业服务改进情况报告,2013,(03)
[24]伍冬松.商业银行自助设备管理探讨,西南财经大学硕士学位论文,2009
[25]刘晓岚.让网点成为银行的利润中心,现代商业银行,2007,(07)：54-56
[26]沈跃骅.商业银行ATM渠道的建设和发展,中国信用卡,2005,(04)：44-46
[27]陈胡青.我国商业银行电子渠道签约业务研究,中国经贸导刊,2012,(22)：61-62
[28]林玲.电子银行的营销与渠道建设,现代商业银行导刊,2009,(02)
[29]王东焱.ATM运营实地调查,中国信用卡,2007,(05)：49-52
[30]刘合梅.随机需求条件下的自助银行选址方法研究,西安电子科技大学硕士学位论文,2010
[31]郑立华.我国商业银行自助设备发展浅析,科技创新导报,2009,(23)：130-131
[32]傅晓.商业银行自助银行建设与运营管理研究,重庆大学硕士学位论文,2008
[33]袁春晓.自助设备运营中的难点及其对策,中国金融电脑,2007,(03)：62-65
[34]刘雷彦.自助银行网点的选址方法,中国信用卡,2007,(09)：50-54
[35]黄琳.关于长沙银行自助银行建设与规划的思考,时代金融,2010,(08)
[36]周党明.优化自助银行服务提高商业银行竞争力,华南金融电脑,2006,(01)
[37]耿云飞.建设银行济南地区零售网点转型研究,天津大学硕士学位论文,2010
[38]孟庆海.济南建行城区增设网点项目选址研究,中国海洋大学硕士学位论文,2009
[39]高曙东.金融自助服务：在创新中求突破,中国金融电脑,2011,(12)：28-29
[40]窦少波.加快自助银行建设,改变业务增长方式,中国金融电脑,2006,(02)：71-73
[41]杜芹平、张洪营.商业银行服务营销,上海财经大学出版社,2005,(09)
[42]梁万泉.信用卡盈利模式的比较和借鉴,现代金融,2009,(04)：14-15
[43]杨洁.金融自助服务：全面发展,不断创新,中国金融电脑,2011,(02)：22-23
[44]何艳.银行自助渠道专业化管理浅析,贵州农村金融,2011,(10)：29-31
[45]郭赞兰,扈照轼.从SWOT分析法看我国国有商业银行经营战略的调整,生产力研究,2006,(07)：81-82
[46]刘优美.零售银行业务营销渠道的优化与整合,现代金融,2012,(08)：16-17
[47]邓恩,卢艳.商业银行个人理财业务的问题与对策,经济导刊,2010,(02)：74-75
[48]李睿,朱琦.基于进化博弈模型的县域银行网点布局的分层现象研究,金融经济,2009,(12)：127-128
[49]殷鹏飞.关于银行网点实施等级管理的思考,现代金融,2008,(09)：11-12
[50]叶蓓.层次分析法在自助银行网点选址中的应用,科技信息,2006,(07)：1-4
[51]王小丹.中国银行个人理财业务现状与发展策略初探,现代商业,2011,(23)：32-34
[52]卢闻天.浅议银行负债业务营销,现代金融,2012,(02)：27-28