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中国邮政储蓄银行通过多年的高速发展,已在向大型零售商业银行转型的道路上迈出了成功的一步。但随着改革红利的消退,邮储银行在产品线齐全后,新产品推出的速度变慢,发展增速趋缓。随着银行业市场竞争的加剧,邮储银行在历年的工作报告中都强调,要实现从以产品为中心向以客户为中心的转变,打造以客户为中心的交叉营销平台。但是,总行的要求在一些二级分行一直没有得到有效落实,还存在体制、机制的约束和流程上的障碍。因此,
After years of rapid development, China Postal Savings Bank has taken a successful step on the road to transforming itself into a major retail commercial bank. However, with the gradual decline of the reform dividend, the postal product bank has made the new product launch slower and the growth rate has slowed down. With the intensifying competition in the banking market, the Postal Savings Bank emphasizes in its work reports over the years that it is necessary to create a customer-centric cross-marketing platform from a product-centric to a customer-centric one. However, the requirements of the head office have not been effectively implemented at some second-tier branches, and there are still institutional and institutional constraints and process obstacles. therefore,