Three Directions of Bank Branch Transformation

There are two directions for the transformation of commercial bank outlets: sales, self-help and intelligence.

According to the data of A-share listed banks in 20 15, the cost-income ratio of all banks has declined. This is the result of listed banks actively strengthening cost management in the face of profit pressure, and network transformation is one of the important measures to control costs. At present, under the background of declining bank profit growth rate and changing customer consumption behavior, the operation mode and business format of outlets need to meet the new transformation and upgrading.

20 15 listed banks strictly control the cost growth, and the cost-income ratio generally declines. Among them, large banks decreased by 1. 1 percentage point; Small and medium-sized banks fell by 2.5 percentage points. The direct reason for the decline in the cost-income ratio is that the growth rate of business and management fees of all banks is obviously lower than that of operating income. The business and management fees of large banks only increased by 0.9%, while the income increased by 5.2%; The business and management fees of small and medium-sized banks increased by 9.8%, and the income increased by 19.7%. In the case of less investment, all banks have achieved greater operating income and output, and their operating efficiency has been further improved.

1. Transformation will inevitably bring about changes in business models. Pareto Law (Law 28) is the driving force of this transformation. We know that 80% of the bank's profits are actually created by 20% of its customers, and 80% of its business operations are meager or even loss-making. 80% of its business is basically streamlined, that is, the whole transaction process is completed in accordance with strict procedures and steps. In the whole process, bank employees exist as "judges", so the high cost of this judgment is not irreplaceable. Therefore, how to reduce manual business handling and how to drain outlets to self-service equipment and online channels is the focus of outlet transformation at this stage.

2. The necessity of bank network transformation

(A) fierce market competition

In order to promote the development of the financial industry, the state has provided many preferential policies, forming a mixed operation of banks, securities and insurance. First, in order to cope with market competition, banks continue to provide new services and products, which further intensifies market competition and even leads to vicious competition. Secondly, with the emergence and application of virtual banking and third-party payment, internet finance is more convenient, and the market of physical banks is further reduced, which has a great impact on business management.

(b) Changing customer needs

From the perspective of customer structure, middle-aged and young people are the main body, which requires higher innovation in financial services and pays attention to product diversification. From the perspective of financial habits, the popularity of communication technology and the change in the way customers obtain financial services have reduced the customer visit rate of outlets. From the perspective of business requirements, the awareness of customer asset management has increased, financial service consultation has become a hot spot, and the traditional services of outlets have lagged behind.

(3) the development of science and technology

According to relevant research, finance and technology have strong adhesion, and under the influence of technology, the functional form of outlets is easy to change. Taking communication technology as an example, the mobile terminal has become a new battlefield of internet finance, and banks are actively promoting pocket banking business; The application of Internet of Things technology has new management functions such as automatic identification and real-time monitoring, which is beyond the reach of traditional outlets.