Research On Transformation Banking Outlets In Bank Of China Jilin Branch

China joined WTO in2001, and the full liberalization of China’s financialsector began in2007, since then, and foreign Banks began to compete in thefinancial sector. The traditional management mode of state-owend banks form thepoor location of the bank branch, queuing phenomenon is serious, poor businessprocess cumbersome, poor banking facilities, the lack of professional talents,therefore, commercial bank outlets as the customers the most channel organizations,also is the focus of bank management, the optimized transformation is imperative.The bank of China, Jilin province is the tier-one branches of bank of China. OnAugust1,1977, the bank of China, the branch of Jilin province was establishedwithin the people’s bank of China, it was the first step in Jilin province. The bank ofChina, Jilin province after38years of honed, from small to large, from weak tostrength, currently it has299institutions, covering the entire province, eight area and2o counties and cities, staff more than6000people. In2008, the bank of China,branch of Jilin province, following the bank branch transformation strategy, afterrecent years of efforts, it has achieved certain success in bank branch transformation,The blank layout of bank branch has reduced, large and medium-sized full functionalbank branch has increased, ATM usage increases, the basic customer number isgrowing. On the way of development, however, the bank of China branches in Jilinprovince management still exist many problems, such as the bank branch layoutcan’t match with the regional economic development, YANBIAN autonomousprefecture in2013GDP ranking sixth, but he is a top3and the number of branches counter business process cumbersome, queuing phenomenon has not been eased, theresponsibility division of labor and collaboration process contradictions, thusimprove the bank branch efficiency, win the market and customer, the furtherin-depth transformation of the process for service sales bank branch puts forward theurgent request. Human resource structure is not balanced, node number of employeesaccounted for at the grass-roots level is lower, the excellent talents, mostlyconcentrated in the Jilin province branch, or secondary institutions of administration,and performance appraisal mechanism guide has not yet play a role.This paper is divided into four chapters: the first chapter discusses the selectedtopic background, the paper selected topic significance and research methods. Thesecond chapter discusses the current situation of branch of Jilin province, analysis ofexisting problems and reasons. The third chapter discusses the main strategy of Jilinprovince branches transformation, from bank branch layout optimization strategy,bank branch intelligent comprehensive promotion, sales process integration andhuman resources management mechanism transformation. I will expound anddemonstrates from four aspects. The fourth chapter discusses the Jilin provincebranches transformation strategy implementation and guarantee, as well as the effectof network transformation.