我国商业银行在稳定经济及服务金融消费大众方面起着积极的作用，但随着 经济的发展，互联网金融、第三方非银行金融机构以及国外银行的兴起给商业银 行的发展带来了巨大的冲击，商业银行传统的存贷差盈利方式、低效的业务处理 流程以及单一化的产品结构等方面，已经无法有效满足日益多样化的金融消费市 场需求，该服务矛盾点在商业银行厅堂服务中显得尤为突出。银行网点是银行的 服务门面，直接对外开放为客户提供服务，其服务流程直接影响客户对银行服务 质量的判断，进而对银行绩效产生影响，因此优化厅堂服务流程对商业银行的提 高核心竞争力以及促进银行的长远发展起着十分的作用。ZY银行Z分行属于ZY 银行的总行营业部，该行不管在服务质量方面还是业绩管理方面均处于ZY银行 18家分行的中上水平，选取该行作为研究对象具有代表性。同时，本人具有在 ZY银行Z分行从事全面服务流程工作的经验，对该行的厅堂服务流程较为了解， 便于本研究工作的顺利开展。 本文以ZY银行Z分行为研究对象，在借鉴国内外学者关于银行厅堂服务流 程研究的基础上，对ZY银行Z分行网点厅堂的服务现状、人员配置情况、业务 处理时长、客户对ZY银行厅堂服务的满意度进行现状分析，通过问卷调查分析 发现，ZY银行Z分行厅堂服务流程中存在柜台效率低下、员工营销能力不足、 厅堂服务营销效率低下等问题，并针对问题根据服务蓝图理论对ZY银行厅堂服 务流程进行优化设计，提出厅堂服务流程进行梳理优化、调整厅堂人员结构、重 构厅堂功能分区、加快厅堂数字化转型四条建议，最后针对该优化设计提出了相 关的实施保障措施，希望可以为该行及其他银行在建设厅堂服务流程方面提供参 考，以此提高我国商业银行的服务质量，促进我国商业银行的优化发展。 关键词：商业银行;厅堂服务流程;服务质量;ZY银行Z分行 II Abstract China's commercial banks play an active role in stabilizing the economy and serving the financial consumers, but with the development of the economy, the rise of Internet finance, third-party non-bank financial institutions and foreign banks has had a huge impact on the development of commercial banks, commercial banks can not effectively meet the needs of the increasingly diversified financial consumer market in such aspects as the traditional profit-making mode of deposit and loan spreads, inefficient business processing procedures and single product structure, etc. , this service contradiction appears particularly prominent in the Commercial Bank Hall Service. A bank branch is the service door of a bank. It is directly open to the outside world to provide services for its customers. Its service process directly affects the customer's judgment of the quality of the bank's service, and thus has an impact on the performance of the bank, therefore, optimizing the process of hall service plays a very important role in improving the core competitiveness and promoting the long-term development of commercial banks. Zy Bank Z branch belongs to the head office of Zy Bank, which is in the middle and upper level of 18 branches of Zy bank in terms of service quality and performance management. At the same time, I have working experience in Z branch of Zy Bank, and I have a good understanding of the service process of Zy Bank. This paper takes the Zhengzhou branch of the Bank of Central Plain as the research object, and on the basis of studying the service process of the bank hall by domestic and Foreign Scholars, this paper analyzes the service status quo, staffing situation, business processing time, customer satisfaction with the service of the Branch Hall of Central Plain Bank Zhengzhou Branch, and studies the problems existing in its service process, according to the service blueprint theory, the paper optimizes the service flow of Central Plain bank hall, and finally puts forward the relevant implementation safeguard measures, it is hoped that this paper can provide reference for the bank and other banks in the construction of hall service process, so as to improve the service quality of our commercial banks and promote the optimization of our commercial banks. III Key Words: Commercial Bank; Hall Service Process; Service Quality; Central Plain Bank Zhengzhou Branch IV 目 录 摘要............................................................... I Abstract........................................................... II 目 录............................................................. IV 1 绪论.............................................................. 1 1.1选题背景及意义 .............................................. 1 1.1.1选题背景 .............................................. 1 1.1.2研究意义 .............................................. 2 1.2文献综述 .................................................... 3 1.2.1国外文献综述 .......................................... 3 1.2.2国内文献综述 .......................................... 4 1.2.3研究述评 .............................................. 5 1.3研究内容和研究方法 .......................................... 5 1.3.1研究内容 .............................................. 5 1.3.2研究方法 .............................................. 6 1.3.3研究框架 .............................................. 7 1.3.4创新之处 .............................................. 8 2 基本概念及相关理论................................................ 9 2.1.主要概念.................................................... 9 2.1.1客户满意度 ............................................ 9 2.1.2客户关系管理 .......................................... 9 2.1.3银行厅堂服务 ......................................... 10 2.2理论基础 ................................................... 10 2.2.1服务蓝图理论 ......................................... 10 2.2.2 ECRS法则 ............................................ 11 3 ZY银行Z分行厅堂服务流程现状 .................................... 12 3.1 ZY银行Z分行厅堂服务布局及人员结构 ........................ 12 3.1.1 ZY银行Z分行简介 ................................... 12 3.1.2 ZY银行Z分行厅堂人员状况及组织架构 .................. 12 3.1.3厅堂布局 ............................................. 13 V 3.2 ZY银行Z分行厅堂服务流程 .................................. 14 3.2.1厅堂服务流程节点 ..................................... 16 3.2.2大堂经理服务标准流程 ................................. 17 3.2.3银行柜员标准服务流程 ................................. 19 3.2.4理财经理标准服务流程 ................................. 20 3.3 ZY银行Z分行厅堂服务效果 .................................. 21 4.ZY银行Z分行厅堂服务流程问题与成因分析 .......................... 25 4.1存在的问题 ................................................. 25 4.1.1客户对柜台服务效率的满意度低 ......................... 25 4.1.2客户对于客户需求识别的满意度低 ....................... 27 4.1.3客户对厅堂营销效率的满意度低 ......................... 28 4.2成因分析 ................................................... 30 4.2.1 ZY银行Z分行网点建设不足 ............................ 30 4.2.2厅堂员工服务意识薄弱 ................................. 30 4.2.3厅堂员工工作经验不足 ................................. 31 4.2.4产品营销联动性差 ..................................... 31 4.2.5厅堂布局不合理，服务环境便利性不足 ................... 32 4.2.6数字化转型战略进展较慢 ............................... 32 5 ZY银行Z分行厅堂服务流程优化方案 ................................ 33 5. 1厅堂服务流程优化设计的依据 ................................ 33 5.1.1 ZY银行数字化转型战略 ................................ 33 5.1.2服务蓝图 ............................................. 33 5. 2厅堂服务流程优化设计的主要目标 ............................ 33 5. 3厅堂服务流程优化设计的基本原则 ............................ 34 5.3.1客户为中心的原则 ..................................... 34 5.3.2高效便捷的原则 ....................................... 34 5.3.3可行性优先原则 ....................................... 35 5.3.4风险可控原则 ......................................... 35 5.3.5通用标准原则 ......................................... 35 5. 4厅堂服务流程优化设计的基本思路 ............................ 35 5.4.1厅堂服务人员角色重新定义 ............................. 35 VI 5.4.2网点厅堂功能区重新定位 ............................... 36 5.4.3借助自助渠道分流客户 ................................. 37 5.4.4提供差异化服务流程 ................................... 37 5.5厅堂服务流程优