Case Study On G Sub-sub-branch Reform Of Agricultural Bank Of China

In the trend of globalization and under the intense competition of bank industry, the reform of sub-braches for commercial banks, especially for the state owned large banks, becomes one of the most important ways to survive. In this case study, we choose the case of G sub-branch of Agricultural Bank of China (ABC) to study the reform of sub-branches of commercial banks in China, and its related issues. The most fundamental basis for the sub-branch reform is to transfer it from a settlement center to a business center. From the perspective of sub-branch reform, this study analyzes four aspects (1) channel construction (2) business process reengineering (3) human resource management (4) customer relationship management, and obtains the corresponding disadvantages and solutions. The analysis in this study can also be applied to other sub-branches of ABC, and further applied to provide advices for sub-branch reforms of other commercial banks in China.In this paper, we take G sub-branch network transformation as the research target. From channel development, business processes, human resource management and customer relationship management, etc, we describe G sub-branch network transformation efforts status, analyze and summarize the existing deficiencies and propose the corresponding solution and suggestions.(1) Concerning the construction of the physical channels, unreasonable function configuration of sub-branches, long process and inefficiency of network building, the author proposed advices for network layout, network layout processes and network functions recommendations. Concerning electronic banking channel, for customers insufficient coverage, dissatisfactory service quality, complex operation procedure, extensive sales model, lack of follow-up marketing, insufficient product development, the author proposed to accelerate electronic channel’s development speed, improve service quality, and actively carry out value-added activities in electronic banking channels.(2) Concerning complex business processes, inefficient processes among employees, unstable quality of service, the author propose strict definition of the various functional areas of business, standardized customer identification workflows, and creation of morning, evening and weekly meetings system.(3) Concerning human resource and employment system disadvantages, the marketing staff shortages, the network layer performance management problems, management mechanisms and the lack of technical tools, staff training and other issues, the author proposed through job posts and responsibilities to clarify all staff positions, through network security and smooth workflow to improve staff management system and performance management.(4) Concerning customer relationship management, in regard to routine maintenance of VIPs and the lack of marketing assessment, the author proposed to improve customer marketing maintenance mode to construct a reasonable customer relationship management processes, increase customer information management system to support, strengthen customer relationship management.(5) Concerning policy enforcement of sub-branch employees, the difficulties of transition process, inter-departmental labor optimization difficulties such as lack of capacity, the author suggest carrying out an internal contest.