本文選題：交通銀行泉州分行　切入點(diǎn)：競(jìng)爭(zhēng)戰(zhàn)略　出處：《華僑大學(xué)》2013年碩士論文

【摘要】：面對(duì)競(jìng)爭(zhēng)日趨激烈的銀行業(yè)市場(chǎng)，如何在充分利用外部機(jī)會(huì)、有效發(fā)揮自身優(yōu)勢(shì)的基礎(chǔ)上，正確選擇和實(shí)施競(jìng)爭(zhēng)戰(zhàn)略，提升自身的核心競(jìng)爭(zhēng)能力，是當(dāng)前各大銀行的當(dāng)務(wù)之急，也是目前交通銀行泉州分行亟需解決的問題。 本文以交通銀行泉州分行的競(jìng)爭(zhēng)戰(zhàn)略為研究對(duì)象，在結(jié)構(gòu)上分為七章。具體包括緒論、三大基本競(jìng)爭(zhēng)戰(zhàn)略的概述、銀行競(jìng)爭(zhēng)戰(zhàn)略研究現(xiàn)狀、交通銀行泉州分行的外部環(huán)境分析、內(nèi)部條件分析、競(jìng)爭(zhēng)戰(zhàn)略的定位和選擇、競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施，以及結(jié)論與展望。首先在對(duì)基本競(jìng)爭(zhēng)理論進(jìn)行系統(tǒng)梳理基礎(chǔ)上，運(yùn)用五力模型、SWOT分析法對(duì)交通銀行泉州分行所面臨的外部宏觀環(huán)境、行業(yè)環(huán)境和內(nèi)部條件進(jìn)行較為細(xì)致的分析，從外部宏觀環(huán)境來看，目前交行泉州分行所處的經(jīng)濟(jì)、文化等環(huán)境較好，金融市場(chǎng)消費(fèi)水平提高，為其帶來了較大的發(fā)展?jié)摿�，但從�?jìng)爭(zhēng)者分析中發(fā)現(xiàn)當(dāng)前市場(chǎng)競(jìng)爭(zhēng)不斷加劇，也給泉州分行帶來了挑戰(zhàn)；從內(nèi)部資源與能力角度分析，交行泉州分行在品牌資源、財(cái)富管理領(lǐng)域等方面具有一定優(yōu)勢(shì)，但在運(yùn)營(yíng)體制、機(jī)構(gòu)網(wǎng)點(diǎn)、人才儲(chǔ)備等方面則存在劣勢(shì)。進(jìn)而提出了交通銀行泉州分行以差異化競(jìng)爭(zhēng)戰(zhàn)略作為競(jìng)爭(zhēng)戰(zhàn)略，在日趨激烈的市場(chǎng)競(jìng)爭(zhēng)中不斷獲得優(yōu)勢(shì)。通過以上相關(guān)內(nèi)容的研究與分析，最后從市場(chǎng)營(yíng)銷、產(chǎn)品創(chuàng)新、人力資源支持等方面提出了交通銀行泉州分行差異化競(jìng)爭(zhēng)戰(zhàn)略實(shí)施的具體措施。 本文通過對(duì)交通銀行泉州分行競(jìng)爭(zhēng)戰(zhàn)略選擇分析，提出了交通銀行泉州分行應(yīng)建立和完善以產(chǎn)品、服務(wù)差異化為主導(dǎo)的差異化競(jìng)爭(zhēng)戰(zhàn)略，強(qiáng)化以“客戶為中心”的經(jīng)營(yíng)理念，加大創(chuàng)新力度、強(qiáng)化內(nèi)部管理和風(fēng)險(xiǎn)管控能力，重視人才培養(yǎng)，，突出特色業(yè)務(wù)，提升核心競(jìng)爭(zhēng)力，從而實(shí)現(xiàn)可持續(xù)發(fā)展。
[Abstract]:In the face of increasingly fierce competition in the banking market, how to correctly choose and implement competitive strategy on the basis of making full use of external opportunities and giving full play to their own advantages, and how to enhance their core competitive ability is the urgent task of the major banks at present.Is also the current Bank of Communications Quanzhou Branch to solve the problem.This paper focuses on the competitive strategy of Quanzhou Branch of Bank of Communications, which is divided into seven chapters.It includes the introduction, the summary of three basic competitive strategies, the present situation of the research on the competition strategy of the bank, the analysis of the external environment of Quanzhou Branch of Bank of Communications, the analysis of internal conditions, the orientation and choice of the competitive strategy, and the implementation of the competitive strategy.And the conclusion and prospect.First of all, on the basis of systematical analysis of basic competition theory, the paper makes a detailed analysis of the external macro environment, industry environment and internal conditions of Quanzhou Branch of Bank of Communications by using the five-force model SWOT analysis method.Judging from the external macro environment, at present, the economic and cultural environment of Quanzhou Branch of Jiaotong Bank is relatively good, and the level of consumption in the financial market has improved, which has brought it a great potential for development. However, from the analysis of competitors, it is found that the current market competition is constantly intensifying.It also brings challenges to Quanzhou Branch. From the perspective of internal resources and capability, Jiaotong Quanzhou Branch has certain advantages in brand resources, wealth management and other fields, but in the operation system, institutional network,Talent reserves and other aspects of the disadvantage.Furthermore, Quanzhou Branch of Bank of Communications takes the differentiated competition strategy as the competitive strategy, and gains advantages in the increasingly fierce market competition.Through the research and analysis of the above related contents, this paper puts forward the concrete measures of implementing the differentiated competition strategy of Quanzhou Branch of Bank of Communications from the aspects of marketing, product innovation, human resources support and so on.Based on the analysis of the competitive strategy choice of Quanzhou Branch of Bank of Communications, this paper puts forward that Quanzhou Branch of Bank of Communications should establish and perfect the differentiated competitive strategy with product and service differentiation as the leading factor, and strengthen the management concept of "customer as the center".Strengthen innovation, strengthen internal management and risk control ability, attach importance to talent training, highlight characteristic business, enhance core competitiveness, so as to achieve sustainable development.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 陳寧;;我國(guó)商業(yè)銀行市場(chǎng)營(yíng)銷存在的問題及對(duì)策探討[J];企業(yè)家天地;2010年08期

2 高杰英;;開放環(huán)境下股份制商業(yè)銀行競(jìng)爭(zhēng)戰(zhàn)略研究[J];首都經(jīng)濟(jì)貿(mào)易大學(xué)學(xué)報(bào);2007年01期

本文編號(hào)：1725300