發(fā)布時間：2018-07-11 15:42

  本文選題：商業(yè)銀行 + 國際業(yè)務(wù)�。� 參考：《西安建筑科技大學(xué)》2016年碩士論文

【摘要】：當(dāng)前國內(nèi)外金融環(huán)境復(fù)雜多變,經(jīng)濟下行壓力巨大,而國內(nèi)商業(yè)銀行國際業(yè)務(wù)同質(zhì)化嚴(yán)重,在利率市場化、金融脫媒的趨勢壓力下,某銀行山東省分行如何在與各銀行的競爭中,保持國際業(yè)務(wù)競爭優(yōu)勢,形成自己的核心競爭力,是值得研究的命題。本文在競爭戰(zhàn)略理論、差異化戰(zhàn)略理論的基礎(chǔ)上,結(jié)合目前國內(nèi)銀行差異化發(fā)展及轉(zhuǎn)型趨勢的討論,運用PEST模型、行業(yè)五力模型對某商業(yè)銀行面臨的外部環(huán)境、在國際業(yè)務(wù)市場競爭中的地位以及自身內(nèi)部資源和能力進(jìn)行了分析。從而運用SWOT分析得出該行發(fā)展國際業(yè)務(wù)的優(yōu)勢、劣勢、機會以及威脅。根據(jù)PEST分析結(jié)果,目前國內(nèi)經(jīng)濟運行前低后穩(wěn),投資下降出口回升,國際收支趨于平衡,外匯政策方面逐漸簡政放權(quán),資本項目逐漸開放,社會方面消費結(jié)構(gòu)升級農(nóng)村經(jīng)濟發(fā)展迅速,外匯業(yè)務(wù)的技術(shù)支持飛躍發(fā)展。通過五力模型分析得出,山東省商業(yè)銀行國際業(yè)務(wù)市場競爭較為激烈,競爭者眾多,由于產(chǎn)品同質(zhì)性嚴(yán)重,對大的購買者以及供應(yīng)商的議價水平較低,長久來看潛在競爭者較多,但目前進(jìn)入市場有一定壁壘,金融脫媒的問題使得替代品擠壓發(fā)展空間。該行自身國際業(yè)務(wù)業(yè)務(wù)能力穩(wěn)中上升,政策領(lǐng)悟執(zhí)行情況優(yōu)良,組織結(jié)構(gòu)完善合理,有較強的國際業(yè)務(wù)基礎(chǔ)。運用SWOT分析梳理出該銀行的優(yōu)勢和劣勢及其當(dāng)前面臨的機遇和挑戰(zhàn),在此基礎(chǔ)上做出了該商業(yè)銀行國際業(yè)務(wù)差異化競爭戰(zhàn)略選擇。提出某行山東省分行國際業(yè)務(wù)競爭戰(zhàn)略的具體措施:(1)目標(biāo)市場的差異化;(2)產(chǎn)品體系的差異化;(3)管理體制差異化;(4)改革創(chuàng)新經(jīng)營模式;并通過(5)組織架構(gòu)調(diào)整;(6)加強精細(xì)化管理和風(fēng)險管控;(7)加強基礎(chǔ)管理來保障差異化變革的實施。
[Abstract]:At present, the financial environment at home and abroad is complex and changeable, and the downward pressure on the economy is enormous. However, the international business of domestic commercial banks is becoming more homogeneous. Under the pressure of the trend of interest rate marketization and financial disintermediation, How to maintain the competitive advantage of international business and form its own core competence in the competition with each bank is a proposition worth studying. On the basis of the theory of competition strategy and the theory of differentiation strategy, combined with the discussion of the trend of development and transformation of domestic banking differentiation, this paper applies pest model and industry five force model to analyze the external environment faced by a commercial bank. The position in the international business market competition and its own internal resources and capabilities are analyzed. The SWOT analysis is used to analyze the advantages, disadvantages, opportunities and threats of the bank's international business development. According to the results of pest analysis, at present, before and after the domestic economic operation is low, the domestic economy stabilizes, the investment drops and exports rise, the international balance of payments tends to be balanced, the foreign exchange policy is gradually simplified and the power of power is delegated, and the capital account is gradually opened up. Social consumption structure upgrade rural economy rapid development, foreign exchange business technical support rapid development. Through the analysis of the five forces model, it is concluded that the international business market competition of Shandong commercial bank is more intense, and there are many competitors. Because of the serious homogeneity of products, the bargaining level for large buyers and suppliers is low. In the long run, there are many potential competitors, but at present there are certain barriers to entering the market. The problem of financial disintermediation makes the alternatives squeeze the development space. The bank's international business capability has risen steadily, the implementation of policy insight is good, the organizational structure is perfect and reasonable, and the bank has a strong international business foundation. Based on SWOT analysis, the author sorts out the advantages and disadvantages of the bank and the opportunities and challenges it faces at present, and then makes the strategic choice of the commercial bank's international differentiated competition. The specific measures of international business competition strategy of a certain branch of Shandong Province are put forward: (1) differentiation of target market; (2) differentiation of product system; (3) differentiation of management system; (4) reform of innovative business model; And through (5) organizational structure adjustment; (6) strengthen the fine management and risk management; (7) strengthen the basic management to ensure the implementation of differentiation change.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F832.2
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本文編號：2115723