【正文】 opment situation finally proposes the JXCB’s personal financial business development strategy and measures.Keywords: Commercial Banks。本文主體共分五個部分，在導(dǎo)論后，從個人金融業(yè)務(wù)的定義入手，介紹了個人金融業(yè)務(wù)的內(nèi)涵與理論基礎(chǔ)，接著分析中行江西中行個人金融業(yè)務(wù)的發(fā)展狀況和問題，最后提出江西中行個人金融業(yè)務(wù)的發(fā)展策略與保障措施并對江西中行個人金融業(yè)務(wù)未來的發(fā)展趨勢進行了展望。因此，進一步地研究個人金融業(yè)務(wù)的發(fā)展策略，對促進我國商業(yè)銀行的發(fā)展，增強我國商業(yè)銀行的市場競爭力有著十分重要的現(xiàn)實意義。消費信貸、投資理財?shù)刃屡d金融業(yè)務(wù)正成為人們?nèi)找骊P(guān)注的熱點。家庭和個人正逐漸成為國民經(jīng)濟發(fā)展中投資與消費的重要力量，這就要求商業(yè)銀行提供全方位、多層次的個人金融服務(wù)。 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。 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。MBA銀行個人金融業(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. 個人金融業(yè)務(wù)的界定及理論基礎(chǔ) 5 個人金融業(yè)務(wù)的界定 5 個人金融業(yè)務(wù)的含義 5 個人金融業(yè)務(wù)的分類和特點 5 發(fā)展個人金融業(yè)務(wù)的理論基礎(chǔ) 7 商業(yè)銀行經(jīng)營管理理論 7 市場細分與市場定位理論 8 商業(yè)銀行風(fēng)險管理理論 9 企業(yè)人力資本管理理論 103. 江西中行個人金融業(yè)務(wù)的現(xiàn)狀與問題分析 11 江西中行個人金融業(yè)務(wù)發(fā)展現(xiàn)狀介紹 11 江西中行簡要介紹 11 江西中行個人金融業(yè)務(wù)發(fā)展現(xiàn)狀 12 與同業(yè)間個人金融業(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)點效能低 16 基礎(chǔ)客戶質(zhì)量較低，中高端客戶貢獻度和粘性不夠 17 內(nèi)部控制有待加強，個人金融案件風(fēng)險上升 17 員工綜合素質(zhì)有待加強，文明優(yōu)質(zhì)服務(wù)水平有待提高 19 缺乏用戶體驗，產(chǎn)品粘度低 204. 江西中行個人金融業(yè)務(wù)發(fā)展的對策建議 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 大力推進中間業(yè)務(wù)發(fā)展 24 整合經(jīng)營渠道，提高網(wǎng)點效能 25 整合經(jīng)營渠道 25 整合網(wǎng)點布局 25 提高網(wǎng)點效能 25 強化基礎(chǔ)客戶建設(shè)，擴大中高端客戶群體 26 完善內(nèi)控體系建設(shè)，提高風(fēng)險防范能力 27 加強人員培訓(xùn)，強化人員素質(zhì)建設(shè) 28 提升客戶體驗 29 客戶廳堂體驗 29 自助服務(wù)體驗 30 個人金融產(chǎn)品體驗 305. 江西中行個人金融業(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 實施新線業(yè)務(wù)系統(tǒng)，提高業(yè)務(wù)操作效率 31 實施管理系統(tǒng)和業(yè)務(wù)系統(tǒng)的內(nèi)部整合 31 強化專業(yè)隊伍建設(shè) 32 建立五支專業(yè)隊伍 32 引進和培養(yǎng)復(fù)合型的高級管理人才 33 強化績效考核體系 34 34 加強風(fēng)險控制管理工作 35 強化業(yè)務(wù)安全保衛(wèi)和產(chǎn)品、系統(tǒng)安全控制 35 強化內(nèi)部風(fēng)險控制體系，建立大風(fēng)險預(yù)警平臺 36 提高干部風(fēng)險管理意識和員工合規(guī)操作意識 376. 結(jié)論與展望 38 結(jié)論 38 個人金融業(yè)務(wù)成為銀行爭奪的重要市場 38 提升體驗，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 江西中行個人金融業(yè)務(wù)下一步發(fā)展趨勢 38 本文研究的下一步深入 39參考文獻 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。 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。 establish the risk early warning platform 36 Raising their a