Shareholding Commercial Bank Counteroperation Mode Comparison Research

With the increasingly fierce competition in the banking sector, how to improve corecompetitiveness has become an urgent issue for banks to tackle. Three solutions comingup with four operation modes, including the conservative optimization of the traditionaloperation mode for the adoption of the traditional counter service mode withnonstandard configuration, the neutral improvement of that for the use of the businessclassification mode or integrated business mode, and overturning reform of that for theapplication of operation centralized mode, have their own pros and cons, and it’sdifficult to generalize about the relative merits of the four. Therefore, to make acomparison of the pros and cons among the four in a particular situation for the sake offinding the most suitable one for the development of the bank needs to be addressed inthis paper.This paper selects four certain joint-stock commercial bank governed branches withtheir scale, profit and volume of business close to each other as the research objects:First, this paper provides basic data for the research hereinafter, including the all-aroundanalysis of the operating and financial conditions of the four branches as well as thecomprehensive evaluation of their performance;Second, this paper makes in-depth study on and classification for the types andtime-consuming of the four’s counter business;Thirdly, this paper utilizes CSF (Critical Success Factors) to design thecomprehensive evaluation index system for the bank counter and divides the bankevaluation indexes into risk indicator, efficiency index, service index and performanceindicator;Fourthly, this paper makes a positive analysis of the operation mode, business type,service features, and business changing tendency of the four branches’ existing countersand, based on these business data, this paper estimates the optimal post configurationunder the four counter operation modes.Fifthly, for the sake of an objective and all-round comparison of the relative meritsamong the four modes, this paper applies these modes to the four branches and then monitors the changes of all indexes a single quarter after they started to adopt these newmodes, eventually arriving at the overall comparative ranking of the relative merits ofthe four counter operation modes drawing from the multi-objective decision on allevaluation indexes via AHP (Analytic Hierarchy Process) and TOPSIS (Technique forOrder Preference by Similarity to an Ideal Solution).Sixthly, this paper further extends the business centralized mode, the optimaloperation mode concluded from the multi-objective decision, from the branch level tothe main branch level, arriving at the bank’s future direction oftransformation—operation centralized mode of process bank by combining the BPR(Business Process Reengineering).At last, applying theory to reality again, this paper, after determining the futuredirection of transformation and combined with the actual situation of the bank, attemptsto explore the operation centralized mode architecture that is most suitable for thedevelopment of the bank, namely the three-tiered operation centralized mode withbranch’s centralized processing platform the main force, head office’s the auxiliaryforce, and the branch counter the supplementary force.