【正文】 MBA銀行個(gè)人金融業(yè)務(wù)畢業(yè)論文目 錄1. 導(dǎo)論 1 選題背景和意義 1 選題的背景 1 選題的意義 1 國內(nèi)外研究現(xiàn)狀 2 國內(nèi)研究現(xiàn)狀 2 國外研究現(xiàn)狀 2 研究內(nèi)容結(jié)構(gòu)與不足 3 研究內(nèi)容與方法 3 本文的結(jié)構(gòu) 4 本文的不足 42. 個(gè)人金融業(yè)務(wù)的界定及理論基礎(chǔ) 5 個(gè)人金融業(yè)務(wù)的界定 5 個(gè)人金融業(yè)務(wù)的含義 5 個(gè)人金融業(yè)務(wù)的分類和特點(diǎn) 5 發(fā)展個(gè)人金融業(yè)務(wù)的理論基礎(chǔ) 7 商業(yè)銀行經(jīng)營管理理論 7 市場(chǎng)細(xì)分與市場(chǎng)定位理論 8 商業(yè)銀行風(fēng)險(xiǎn)管理理論 9 企業(yè)人力資本管理理論 103. 江西中行個(gè)人金融業(yè)務(wù)的現(xiàn)狀與問題分析 11 江西中行個(gè)人金融業(yè)務(wù)發(fā)展現(xiàn)狀介紹 11 江西中行簡要介紹 11 江西中行個(gè)人金融業(yè)務(wù)發(fā)展現(xiàn)狀 12 與同業(yè)間個(gè)人金融業(yè)務(wù)發(fā)展比較 12 與中國銀行系統(tǒng)內(nèi)同類行比較 12 與江西省其他三大國有商業(yè)銀行比較 13 比較結(jié)論 14 江西中行發(fā)展個(gè)人金融業(yè)務(wù)存在的問題 14 業(yè)務(wù)結(jié)構(gòu)不夠合理，經(jīng)營成本較高，收益水平有待提升 14 中間業(yè)務(wù)發(fā)展緩慢，影響業(yè)務(wù)收益 15 渠道建設(shè)不完善，網(wǎng)點(diǎn)效能低 16 基礎(chǔ)客戶質(zhì)量較低，中高端客戶貢獻(xiàn)度和粘性不夠 17 內(nèi)部控制有待加強(qiáng)，個(gè)人金融案件風(fēng)險(xiǎn)上升 17 員工綜合素質(zhì)有待加強(qiáng)，文明優(yōu)質(zhì)服務(wù)水平有待提高 19 缺乏用戶體驗(yàn)，產(chǎn)品粘度低 204. 江西中行個(gè)人金融業(yè)務(wù)發(fā)展的對(duì)策建議 21 優(yōu)化業(yè)務(wù)結(jié)構(gòu)，增加收入，控制成本 21 優(yōu)化業(yè)務(wù)結(jié)構(gòu) 21 增加收益 21 控制成本 22 大力推進(jìn)中間業(yè)務(wù)發(fā)展 24 整合經(jīng)營渠道，提高網(wǎng)點(diǎn)效能 25 整合經(jīng)營渠道 25 整合網(wǎng)點(diǎn)布局 25 提高網(wǎng)點(diǎn)效能 25 強(qiáng)化基礎(chǔ)客戶建設(shè)，擴(kuò)大中高端客戶群體 26 完善內(nèi)控體系建設(shè)，提高風(fēng)險(xiǎn)防范能力 27 加強(qiáng)人員培訓(xùn)，強(qiáng)化人員素質(zhì)建設(shè) 28 提升客戶體驗(yàn) 29 客戶廳堂體驗(yàn) 29 自助服務(wù)體驗(yàn) 30 個(gè)人金融產(chǎn)品體驗(yàn) 305. 江西中行個(gè)人金融業(yè)務(wù)發(fā)展的保障措施 31 做好技術(shù)支撐工作，優(yōu)化業(yè)務(wù)和管理系統(tǒng) 31 實(shí)施新線業(yè)務(wù)系統(tǒng)，提高業(yè)務(wù)操作效率 31 實(shí)施管理系統(tǒng)和業(yè)務(wù)系統(tǒng)的內(nèi)部整合 31 強(qiáng)化專業(yè)隊(duì)伍建設(shè) 32 建立五支專業(yè)隊(duì)伍 32 引進(jìn)和培養(yǎng)復(fù)合型的高級(jí)管理人才 33 強(qiáng)化績效考核體系 34 34 加強(qiáng)風(fēng)險(xiǎn)控制管理工作 35 強(qiáng)化業(yè)務(wù)安全保衛(wèi)和產(chǎn)品、系統(tǒng)安全控制 35 強(qiáng)化內(nèi)部風(fēng)險(xiǎn)控制體系，建立大風(fēng)險(xiǎn)預(yù)警平臺(tái) 36 提高干部風(fēng)險(xiǎn)管理意識(shí)和員工合規(guī)操作意識(shí) 376. 結(jié)論與展望 38 結(jié)論 38 個(gè)人金融業(yè)務(wù)成為銀行爭奪的重要市場(chǎng) 38 提升體驗(yàn)，建設(shè)智慧銀行是江西中行下一步的戰(zhàn)略部署 38 展望 38 江西中行個(gè)人金融業(yè)務(wù)下一步發(fā)展趨勢(shì) 38 本文研究的下一步深入 39參考文獻(xiàn) 40致 謝 431Contents1. Introductory theory 1 The background and significance of the selected topic 1 The background of the selected topic 1 The significance of the selected topic 1 Research status at home and abroad 2 Research status at home 2 Research status and abroad 2 The structure and shortage of the research contents 3 Contents and methods of the research 3 The structure of the thesis 4 The shortage of the thesis 42. The defining and theoretical basis of the personal financial business 5 The defining of the personal financial business 5 The meaning of the personal financial business 5 The sorts and features of the personal financial business 5 The theoretical basis of the development in personal financial business 7 The management theory of mercial bank 7 The theory of market segmentation and market positioning 8 The risk management theory of mercial bank 9 The management theory of enterprise human capital 103. The present situation and problem analysis of personal financial business in Jiangxi Bank of China 11 The introduction of present situation of personal financial business in Jiangxi Bank of China 11 The introduction of Jiangxi Bank of China 11 The present situation of personal financial business in Jiangxi Bank of China 12 Compared with members of personal financial business development 12 Compared with similar lines within the Chinese banking system 12 Compared with the other three big stateowned Banks in Jiangxi 13 Compared the conclusion 14 The problems existing in the bank of China personal financial business development of Jiangxi province 14 The business structures unreasonable, the management cost is higher, and the yield levels need to be improved 14 Intermediate business development is slow, affect business ine 15 The channel construction is not perfect, the network efficiency is low 16 Based customer quality is low, the contribution and sticky in highend customers is not enough 17 The internal control needs to be strengthen, the risk of personal financial case increases 17 Employees39。 prehensive quality remains to be strengthen and civilization quality service level needs to improve 19 Lack of user experience, bank CARDS, online banking, mobile banking viscosity is low 204. The development countermeasure of personal financial business in Jiangxi Bank of China 21 Optimize the structure of business, increase revenue, control costs 21 Optimize the structure of business 21 Increase the revenue 21 Control the costs 22 Optimize the management structure。 promote the rapid development of intermediary 24 Integration of channels, and increase the efficiency of the network 25 Integration of channels 25 Integration of distribution network 25 Increase the efficiency of the network 25 Strengthening basic construction of customers and expand in the highend customer group 26 Perfect the internal control system construction, improve risk prevention capacity 27 Strengthen personnel training。 strengthen the construction of personnel quality 28 Improving customer experience 29 Customer experience of hall 29 Selfservice experience 30 Personal financial products experience 305 The safeguard measures of personal financial business development for Bank of China in Jiangxi province 31 To do a good job of technical support, and optimize the business management system 31 Implementation of a new business system, improve the efficiency of business operations 31 Internal integration implementation of management systems and business systems 31 Strengthen the construction of professional team 32 Establish tellers, retail loan customer manager, financial manager and the lobby manager, integrated business manager five teams 32 Introduction and training of senior management talents 33 Improved on the basis of the results, rewards and punishments trenchant, implement the effective performance appraisal system 34 Caring staffs。 improve staff experience, improve employee motivation 34 Strengthen risk control management work 35 Strengthen the business security, system security control and products 35 Strengthen internal risk control system。 establish the risk early warning platform 36 Raising their awareness of risk management and pliance staff 376 Conclusions and prospects 38 Conclusions 38 Personal financial business of Banks peting for the market 38 Promotion experience, wisdom construction bank is the bank of China Jiangxi province next strategic deployment 38 prospects 38 The financial business development trend of next step in Jiangxi Bank of China 38 The next step of this paper