(a) to promote the transformation of network hardware facilities. Including standardization transformation of outlets, site selection and decoration, image building of outlets, replacement of house numbers, introduction of civilized and standardized services, etc. In order to start the transformation of outlets in an all-round way, we need to make further efforts in hard conversion. The key work is divided into two aspects:

First, for the standardized outlets. It is necessary to divide the six functional areas of outlets into regions, equip them with five types of marketing posts, and equip them with equipment and hardware.

The second is the adjustment of dot layout and structure. For outlets with little business development and low efficiency, they should be adjusted and merged; To be proactive, keep up with the pulse of urban development, in municipal commercial centers, new economic growth zones, large professional markets, large residential areas, key villages and towns, underground shopping malls, railway stations, airports,

Off-line self-service banks and physical outlets are arranged in transportation hubs such as large parking lots and subway entrances and exits.

(2) Promote the transformation of enterprise management. Compared with hard transformation, the "soft transformation" of banks is equally important. It is the core and key point of network transformation.

First, continue to promote the optimal combination of outlets' labor force, reduce the number of high counters and increase the number of low counters, shift the focus of outlets' transformation to low counters, spare no effort to protect low counters, promote low counters and win in low counters. Each outlet shall be equipped with five types of marketing personnel according to regulations, including full-time lobby managers and financial managers.

Account managers should give priority to ensuring the financial needs of high-value customers and put limited manpower on valuable customers as much as possible. The business process of outlets should be arranged around the principle that whoever has high value will be equipped with more personnel to guide low-end customers to the machine.

The second is to strengthen the investigation of high-end customers, deeply understand their needs, and strive to improve their loyalty to ABC.

The third is to promote customer relationship management. Strictly implement VIP customer assignment, maintenance and marketing system, and strengthen the assessment, reward and punishment of high-quality customer management. Efforts should be made to solve the problems that existing customers are divided into people, customer plans are decomposed into people, and marketing maintenance is assessed to people. The effect of network transformation should be assessed by the increase of high-end customers, product sales and bank benefits.

The fourth is to shape the service spirit of outlets. The service spirit of outlets is the soul of bank development. To create a customer-oriented, passionate innovation, teamwork, compliance management, the pursuit of Excellence in the spirit of network service. It is necessary to solidify the achievements of introducing standardized outlets, strengthen the standardized service awareness of all employees, effectively transform service standards into service conscious behaviors, take service skill standardization, service function specialization and service quality specialization as the development direction, make every effort to build benchmark outlets, shape the service culture of bank enterprises, comprehensively enhance the service value identity and service culture convergence of all employees, enhance customer satisfaction and build a bank service brand.

(three) to achieve the transformation goal of major outlets. Whether it is soft or hard, the purpose of network transformation is to achieve real transformation. In a word, network transformation should realize eight changes:

First of all, the location of outlets has been changed to retail business.

Second, the focus of outlets has shifted to operating customers.

Third, the function of outlets has changed to product marketing.

Fourth, network services have changed to financial differentiation.

Fifth, the network culture has changed to employee-centered.

Sixth, the distribution of outlets has changed to electronic channels.

Seventh, the network environment has changed to standardized management.

Eighth, the role of outlets has changed to the lobby.

Only in this way can the transformation of outlets be changed from "shape turn" to "spirit turn"

. In other words, it is necessary to truly realize the transformation of outlets from transaction settlement to marketing services, from focusing on the development of customer quantity to focusing on the development of customer quality; From serving low-end customers to serving high-end customers; Change from providing general services to providing differentiated services, and strive to realize the network marketing model of "functional division, business diversion, customer stratification and product distribution". Network production capacity has been effectively improved, and network product sales capacity has been enhanced. All the work of the network aims at customer value management and developing high-end customers, thus improving customer satisfaction.