A Research On Transformation Of Counter Operation Mode Of Commercial Bank

Traditional commercial banking business gives top priority to its outlets. Theseoutlets are expensive channel and windows as well, of customers serving, productmarketing and value creation, playing significant role in the development ofcommercial bank.At present, there is still a large gap between domestic commercialbank and overseas advanced counterparts in terms of the operation and management.This gap, essentially, is the result of incomplete improvement. It mainly presents asimprovement of processing efficiency of counter business, first signs of intensiveoperation management and hard transformation of outlets. But, because of thecomplicated economic and social environment of China and the sophisticated groupsof clients, it is not easy to conduct deep transformation of operation mode. There isstill some distance from the performance targets of quality, rate, reliability, flexibilityand cost pursued by operation management.This paper takes the large commercial bank-N Bank in China as an example,trying to find out how the domestic commercial bank can realize breakthrough inoutlet operation mode. Based on the theory of commercial banking business processreengineering and operation mode transformation, it analyzes the specific problemsand their causes of outlet counter operation in domestic commercial banks. It raises anew outlet counter operation model of intensive process mode, intelligent service tooland technological layout. In terms of the counter business process designing, theclient can apply all the business from the online remote service Centre themselves.Only a few staffs are required in the outlets to conduct the trading operation andservice providing, largely decreasing the cost of operation. This helps to realizesuccessful transformation of retail business of outlet.With the rapid development of information technology and internet banking, thetraditional counter service mode has encountered great challenges. These outlets areno longer required being large and comprehensive. They can be small but smart,competing with intelligence, lower cost and higher quality of services. Therefore, thekey to achieving business transformation of bank outlets is the transformation ofcounter operating mode, including counter business process reengineering, systeminnovation, establishment of intelligent system, central support of background operation, operational risk control, management on operation team and partitionlayout of bank outlets. On the basis of new outlet counter operation model, the paperlists the conditions, strategies and application of extension, intending to offer valuablesuggestion to the development and management of modern commercial bank.