近年来，在利率市场化步伐加快、金融混业经营趋势加大、互联网金融科技日新月异、 同业竞争加剧升级的背景下，银欧亿·体育（中国）有限公司传统营业网点经营的内外部环境发生了深刻变化。受 到互联网金融冲击、利率市场化和同业竞争加剧的影响，商业银行营业网点成本居高，营 销效率低下，传统经营模式正逐渐被颠覆。营业网点作为商业银行经营发展的基本单元， 是商业银行经营管理的落脚点、业务发展的基石、客户营销的主战尝产品销售的主渠道、 形象展示的窗口、人才培养的基地，想要打造服务高效、业务一流的商业银行，必须夯实 营业网点基矗在此背景下，很多国有大型银行、股份制银行早已意识到网点转型的紧迫 性和重要性，并率先开始了传统营业网点的变革。审视HZ农商行营业网点的运营状况， 在内外因交错叠加的情况下，HZ农商行以点多面广为优势而赖以生存发展了60多年的营 业网点面临前所未有的压力，不得不面临营业网点转型升级的问题，网点管理旧的思维、 老的模式难以持续，网点转型已迫在眉睫、势在必行。 2017年，HZ农商行深刻认识到内外部形势变化带来的经营压力，在对辖内营业网点 组织多次调研的基础上，自主开展营业网点转型升级工作，拟通过此项工作，提升网点的 经营管理水平和精细化管理能力，推动网点由交易结算型向营销服务型转变。因此，深入 研究HZ农商行营业网点的转型升级状况，对HZ农商行的营业网点转型升级工作有着较强 的现实意义。本文以研究HZ农商行营业网点转型升级现状为示例，立足HZ农商行营业网 点转型升级的实际情况，结合银欧亿·体育（中国）有限公司营业网点转型升级等相关理论，及国内外银欧亿·体育（中国）有限公司营业 网点转型升级的案例，深入研究分析HZ农商行营业网点转型升级的现状及问题，在对其 营业网点转型升级工作进行梳理的基础上，对HZ农商行营业网点转型升级提出具体的对 策建议。文中首先对HZ农商行网点转型研究的背景及意义、国内外研究现状、本文的研 究内容及研究方法进行论述；其次是对商业银行网点转型升级的基本概念进行阐述，并提 出银行再造理论、二八定律理论、服务营销理论、需求层次理论、发展战略理论等五个理 论基础；第三是对HZ农商行营业网点转型升级的现状进行分析，从HZ农商行营业网点转 型升级面临的互联网冲击、同业竞争激烈、利率市场化、城乡一体化、网点成本居高等环 境，分析HZ农商行在银欧亿·体育（中国）有限公司营业网点转型升级的大背景下，坚持战略推动与持续改进相 结合，遵循该行社区银行的发展战略，探索新形势下网点发展新模式，从“硬转型”和“软 转型”两个方面，推进营业网点转型升级工作的现状；第四是对HZ农商行在营业网点转 型升级过程中存在的问题进行分析，通过观念转变较慢、功能分区单一、业务结构竞争力 低、服务营销短板突出、科技支撑能力不足等五个方面，深入分析HZ农商行在网点转型 过程中存在的问题；第五是介绍国内外先进商业银行营业网点转型升级的案例，给HZ农 商行营业网点转型升级带来启示；第六是针对HZ农商行营业网点转型升级存在的问题， 从加强组织领导、有序推进硬转、完善客户分层体系、优化网点人员结构、推进科技与业 务深度融合等五个方面，提出具体的对策建议。笔者希望通过对HZ农商行营业网点转型 II 升级的研究，能为HZ农商行营业网点转型升级工作带来有效帮助，促进HZ农商行建立新 的网点运营管理机制，完善客户分层服务营销体系，提升精细化运营管理水平，优化网点 绩效考核和人员结构，形成以全功能网点为龙头、精品网点为支撑、基础网点为基石、自 助网点为补充的网点运营新格局，提升网点的核心竞争力和可持续发展能力，促进HZ农 商行经营品质和经营管理的全面提升。 关键词：农商行 营业网点 转型升级 对策建议 III Abstract In recent years, under the background of accelerating interest rate marketization, increasing trend of mixed financial industry operations, rapid changes in Internet financial technology, and fierce competition in the industry, the internal and external environment of traditional banking outlets has undergone profound changes. Affected by the impact of Internet finance, interest rate liberalization and intensified competition in the industry, the cost of commercial banking outlets remains high, marketing efficiency is low, and traditional business models are gradually being subverted. As the basic unit of commercial bank operation and development, business outlets are the foothold of commercial bank operation and management, the cornerstone of business development, the main battlefield of customer marketing, the main channel for product sales, the window for image display, and the base for talent training. Commercial banks with efficient services and first-class business must consolidate the foundation of their business outlets. In this context, many large state-owned banks and joint-stock banks have long realized the urgency and importance of the transformation of outlets, and took the lead in starting the transformation of traditional business outlets. Examining the operation status of HZ Rural Commercial Bank's business outlets. Due to the overlapping of internal and external, HZ Rural Commercial Bank relies on the advantages of multi-faceted and extensive, and the business outlets that have relied on survival and development for more than 60 years face unprecedented pressure and have to face the transformation of business outlets The problem of upgrading, the old thinking and old model of outlet management are difficult to sustain, and the transformation of outlets is imminent and imperative. In 2017, HZ Rural Commercial Bank deeply recognized the operating pressure brought about by the changes in internal and external situations. On the basis of organizing multiple investigations of the business outlets within its jurisdiction, it independently carried out the transformation and upgrading of business outlets. The level of business management and refined management capabilities have promoted the transformation of outlets from transaction settlement to marketing services. Therefore, an in-depth study of the transformation and upgrading of HZ Rural Commercial Bank's business outlets has strong practical significance for the transformation and upgrade of HZ Rural Commercial Bank's business outlets. This article takes the study of the current status of HZ Rural Commercial Banks' transformation and upgrading as an example, based on the actual situation of HZ Rural Commercial Banks' transformation and upgrading, combined with the relevant theories of banking business outlets' transformation and upgrading, as well as the case of domestic and foreign banking business outlets' transformation and upgrading, in-depth Research and analyze the current situation and problems of the IV transformation and upgrading of HZ agricultural and commercial banks' business outlets, and on the basis of sorting out the transformation and upgrading of its business outlets, put forward specific countermeasures and suggestions for the transformation and upgrading of HZ agricultural and commercial banks' business outlets. The article first discusses the background and significance of the research on the transformation of HZ Rural Commercial Bank outlets, the current research status at home and abroad, the research content and research methods of this article; secondly, it describes the basic concepts of the transformation and upgrading of commercial bank outlets, and proposes the bank reengineering theory, two Eight theoretical theories, service marketing theory, demand hierarchy theory, development strategy theory and other five theoretical foundations; the third is to analyze the current status of HZ agricultural and commercial banks' transformation and upgrading of business outlets. In the context of fierce competition in the industry, marketization of interest rates, integration of urban and rural areas, and high cost of outlets, analysis of HZ Rural Commercial Bank adheres to the combination of strategic promotion and continuous improvement in the context of the transformation and upgrading of banking business outlets, and follows the development of the bank’s community banks Strategy, explore new models of outlet development under the new situation, and promote the current status of business outlet transformation and upgrading from two aspects of "hard transformation" and "soft transformation"; the fourth is the existence of HZ Rural Commercial Bank in the transformation and upgrading of business outlets To analyze the problem, through five aspects: slow change of concept, single function division, low competitiveness of business structure, outstanding service marketing shortcomings, and insufficient technical support c