本文關(guān)鍵詞：齊魯銀行核心競(jìng)爭(zhēng)力研究　出處：《山東大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 城市商業(yè)銀行 核心競(jìng)爭(zhēng)力 SWOT分析法 層次分析法

【摘要】：隨著中國(guó)金融體制改革的逐漸深入,中國(guó)銀行業(yè)的機(jī)構(gòu)發(fā)生了巨大的變化,城市商業(yè)銀行由城市信用合作社重組產(chǎn)生,從無(wú)到有,從業(yè)余走到專業(yè)再到公眾持股,如今這一層次的商業(yè)銀行已成為我國(guó)銀行體系的一個(gè)重要組成部分。伴隨他們成長(zhǎng)的是中國(guó)銀行業(yè)內(nèi)外部經(jīng)營(yíng)環(huán)境的劇烈變化,“金融脫媒”趨勢(shì)加劇,銀行業(yè)競(jìng)爭(zhēng)日益激烈,外資銀行搶占市場(chǎng)的步伐加快。城市商業(yè)銀行與國(guó)內(nèi)其他層次商業(yè)銀行相比,核心競(jìng)爭(zhēng)力差成為制約其今后發(fā)展的關(guān)鍵因素。因此,在不斷變化的國(guó)際環(huán)境和日益激烈的內(nèi)部競(jìng)爭(zhēng)形勢(shì)下,如何確立競(jìng)爭(zhēng)戰(zhàn)略,利用外部機(jī)會(huì)、發(fā)揮優(yōu)勢(shì)資源、提升核心競(jìng)爭(zhēng)能力,是包括齊魯銀行在內(nèi)的每一個(gè)城市商業(yè)銀行必須解決的問(wèn)題,也是本文研究的目的所在。本文不失一般性,選擇SWOT分析法定性的分析齊魯銀行的核心競(jìng)爭(zhēng)力；嘗試定量地分析城商行的競(jìng)爭(zhēng)力,通過(guò)對(duì)商業(yè)銀行核心競(jìng)爭(zhēng)力評(píng)價(jià)的指標(biāo)體系、評(píng)價(jià)方法和評(píng)價(jià)模型的比較,最后選用層次分析法(AHP)來(lái)分析股份制商業(yè)銀行競(jìng)爭(zhēng)力更具優(yōu)勢(shì)。然后將其具體地運(yùn)用到齊魯銀行,測(cè)算評(píng)價(jià)其現(xiàn)實(shí)核心競(jìng)爭(zhēng)力。通過(guò)可得到的數(shù)據(jù)盡可能的將同城的其他商業(yè)銀行競(jìng)爭(zhēng)力指標(biāo)測(cè)算出來(lái),進(jìn)行比較分析,結(jié)果顯示齊魯銀行在安全性、資本收益率和綜合競(jìng)爭(zhēng)能力三個(gè)指標(biāo)上排名靠后,在流動(dòng)性、發(fā)展能力和人力資本三個(gè)方面排名居中。綜合起來(lái)看齊魯銀行核心競(jìng)爭(zhēng)力弱,從嚴(yán)格意義上來(lái)說(shuō)其并不具備明顯的核心競(jìng)爭(zhēng)力,其所謂的優(yōu)勢(shì)很多都是外部賦予的,比如政府的支持,脫離了政府的支持,其競(jìng)爭(zhēng)力要進(jìn)一步弱化。根據(jù)實(shí)證分析結(jié)果,只要提出了齊魯銀行要明確定位,改革人力資源管理水平和薪酬制度以此來(lái)吸引人才,通過(guò)人才興行戰(zhàn)略推進(jìn)產(chǎn)品創(chuàng)新,通過(guò)流程再造和人員素質(zhì)的提高來(lái)提高風(fēng)險(xiǎn)管理能力,保持和強(qiáng)化自身優(yōu)勢(shì)彌補(bǔ)劣勢(shì),逐漸形成和強(qiáng)化我行的核心競(jìng)爭(zhēng)力。
[Abstract]:China along with the deeper reform of financial system, great changes have taken place in Chinese banking institutions, city commercial banks, city credit cooperatives by the reorganization from scratch, from amateur to professional go to public ownership, now the level of commercial banks has become an important part of China's banking system. With them the growth of the dramatic changes in the external business environment China banking ", exacerbating the financial disintermediation trend, the banking industry increasingly fierce competition, foreign banks seize the market to accelerate the pace of city commercial banks. Compared with other domestic level of commercial banks, the core competitiveness of the poor become the key factor restricting the future development. Therefore, in a constantly changing the international environment and the increasingly fierce competition in the internal situation, how to establish the competitive strategy, taking advantage of external opportunities, give full play to the advantages of resources, enhance the core competitive ability That is, including Qilu bank every city commercial banks have to solve the problem, which is the purpose of this study. In this paper, without loss of generality, SWOT analysis of the core competitiveness of the qualitative analysis method of Qilu bank; try to quantitative analysis of city commercial competitiveness, through the evaluation index system of the core competitiveness of commercial banks. Comparison of evaluation methods and models, the final selection of the analytic hierarchy process (AHP) to analyze the competitiveness of joint-stock commercial banks more competitive. Then their specific use to measure and evaluate the Qilu bank, the real core competitiveness. Through the available data as much as possible to the other city commercial banks competitiveness index calculation, for comparative analysis showed that Qilu bank in safety, the rate of return on capital and competitive ability of the three indexes in the ranking, liquidity, ability and development Three aspects of human capital top center. Combination of Qilu bank core competitiveness is weak, in the strict sense it does not have a clear core competitiveness, the so-called many advantages are external to the support of the government, for example, from the support of the government, to further weaken its competitiveness. According to the results of empirical analysis, as long as the Qilu bank to define the reform of human resources management and compensation system in order to attract talent, the talent strategy for promoting product innovation, to improve the ability of risk management through process reengineering and improving the quality of personnel, to maintain and strengthen their own advantages to make up for the disadvantage, gradually formed and strengthen the core competitiveness of our bank.

【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.33;F224

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本文編號(hào)：1395064