Research On The Digital Transformation Of Outlet Operation Management Of S Bank

With the constant change of science and technology,intelligent continuous optimization and upgrading,the financial industry is becoming more and more developed,and the process of economic globalization makes the competition between the banking industry more fierce.As the initial service position and one of the most important service channels of banks,the physical bank network has been severely impacted in this series of changes,especially the city firm which improves its business performance by expanding the number of branches.Therefore,how to be reborn from the ashes and get rapid development in the wave of impact,the importance of optimizing the operation of urban commercial bank outlets is becoming increasingly prominent.This thesis takes S Bank as the research object,starting from relevant theories,including process reengineering theory,new network doctrine theory and commercial bank operation management theory,and points out existing problems in the operation of S Bank network by using literature research method and in-depth interview method,such as: Channel construction service is not smooth,business channels are more concentrated in the physical network of artificial counters,resulting in greater pressure on the counter;The process service experience is not good,and the business process diversion and business handling time need to be optimized;The model of the core system is backward and still a transaction-driven accounting system,which is incompatible with the goal of building a modern commercial bank of S Bank.The function of the network needs to be improved,and the work content of the front and back offices needs to be further adjusted to transform from the pure accounting network to the marketing network.Backward internal control mode.In order to solve the above problems,this thesis proposes relevant optimization strategies,that is to broaden the channels of business management,divide the business,relieve the pressure of the front desk counter,improve customer satisfaction;Optimize the business handling process,build the CRM system,conduct hierarchical management for customers,provide differentiated services,fully explore the potential value of customers,improve the efficiency of various service processing,restrain the rise of operating costs,and improve and enhance the quality of service;The construction of a new generation of core system,the system from the traditional transaction-driven accounting system to customer-centered service mode;Adjust the division of job responsibilities in the branches,allocate personnel scientifically,collect the work content of some posts in the branches,delegate some loan authority,increase marketing efforts to customers,accelerate the transformation of bank branches from "business operation" to "marketing service",and return to the essence of network marketing.Strengthen prior risk warning,combine internal control with digital transformation,create internal control concepts and standards suitable for digital transformation,use digital means to balance the relationship between bank internal control and transformation development,and ensure compliance and safety operation.The above optimization policies promote the operation management development of other city banks in the industry.In particular,it is of great reference value to the network operation and management of urban commercial banks with smaller assets and slower development.