本文關(guān)鍵詞： CDR銀行 中小銀行 農(nóng)村商業(yè)銀行 戰(zhàn)略規(guī)劃 分析　出處：《西南財(cái)經(jīng)大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國經(jīng)濟(jì)的快速發(fā)展,我國的商業(yè)銀行得到了快速的發(fā)展。一方面表現(xiàn)在五大國有銀行的規(guī)模、品種、經(jīng)營范圍迅速擴(kuò)大,另一方面也表現(xiàn)中小銀行數(shù)量迅速增加,規(guī)模迅速成長。目前主要國有銀行、外資銀行、股份制商業(yè)銀行、財(cái)務(wù)公司、城市商業(yè)銀行、農(nóng)村商業(yè)銀行、農(nóng)村信用社、農(nóng)村合作銀行、村鎮(zhèn)銀行、小額貸款公司等多種銀行業(yè)經(jīng)營機(jī)構(gòu)。各銀行業(yè)經(jīng)營機(jī)構(gòu)從不同的方面、為國家生產(chǎn)、經(jīng)濟(jì)的服務(wù)。同時(shí)各銀行經(jīng)營機(jī)構(gòu)之間的也在充滿了日漸激烈的競爭。面對(duì)越來越激烈的競爭,各個(gè)銀行紛紛擬訂自己的戰(zhàn)略計(jì)劃,以期“有所為,有所不為”,“先人一步”,“高人一籌”,在競爭中取得勝利。 作為CDR銀行的一名中層管理者,筆者期望通過運(yùn)用所學(xué)的EMBA知識(shí),特別是戰(zhàn)略管理理論知識(shí),結(jié)合我國中商業(yè)銀行的實(shí)際情況,將筆者參與擬定的CDR銀行戰(zhàn)略進(jìn)行分析和探討。 全文共分為七個(gè)章節(jié)。 第一章首先了介紹本文研究的背景、目的。 第二章對(duì)戰(zhàn)略管理理論作了詳細(xì)綜述。闡述了戰(zhàn)略管理的含義、發(fā)展歷史以及專屬銀行戰(zhàn)略管理理論。 第三章介紹CDR銀行的情況。首先介紹了我國農(nóng)村信用社的發(fā)展歷程,再闡述了CDR銀行所屬的農(nóng)村信用社的發(fā)展歷程,然后對(duì)CDR銀行的發(fā)展歷程進(jìn)行了簡要的介紹,再對(duì)CDR銀行經(jīng)營宗旨、核心價(jià)值理念、管理理念、使命、經(jīng)營原則、風(fēng)險(xiǎn)管理理念進(jìn)行了介紹。最后對(duì)CDR銀行組建、機(jī)構(gòu)、人力資源和業(yè)務(wù)品種及經(jīng)營業(yè)績、社會(huì)榮譽(yù)進(jìn)行了介紹。 第四章利用SWOT模型、“波特五力”模型以及戴維斯模型對(duì)CDR銀行進(jìn)行分析,以此分析為基礎(chǔ),提出CDR銀行發(fā)展戰(zhàn)略,分為4個(gè)大層次：愿景、戰(zhàn)略目標(biāo)、業(yè)務(wù)戰(zhàn)略和職能戰(zhàn)略,本章詳細(xì)介紹了愿景和戰(zhàn)略目標(biāo)。 第五章詳細(xì)對(duì)CDR銀行業(yè)務(wù)戰(zhàn)略進(jìn)行闡述。業(yè)務(wù)戰(zhàn)略包括產(chǎn)業(yè)戰(zhàn)略、區(qū)域戰(zhàn)略、客戶戰(zhàn)略、產(chǎn)品戰(zhàn)略四個(gè)部分 第六章詳細(xì)對(duì)CDR銀行職能戰(zhàn)略進(jìn)行闡述。職能戰(zhàn)略包括營銷戰(zhàn)略、研發(fā)戰(zhàn)略、生產(chǎn)戰(zhàn)略、采購戰(zhàn)略、人力資源戰(zhàn)略和財(cái)務(wù)戰(zhàn)略。 第七章介紹了筆者對(duì)CDR銀行三五八戰(zhàn)略的思考并提出相應(yīng)的戰(zhàn)略調(diào)整機(jī)制,最后展現(xiàn)了CDR銀行如今的戰(zhàn)略實(shí)施情況和筆者對(duì)CDR銀行不足之處提出的建議以及未來的展望。 本文就CDR銀行的中期戰(zhàn)略進(jìn)行了探討。筆者在探討的過程中,不僅僅只是從理論角度進(jìn)行分析,而且結(jié)合了自己作為CDR銀行的一名中級(jí)管理人員的實(shí)際經(jīng)驗(yàn)和體會(huì),也讓自己對(duì)CDR銀行的中期發(fā)展戰(zhàn)略有了更深一步的認(rèn)識(shí)和體會(huì)。期望本文能對(duì)業(yè)界提供一定的借鑒和參考,對(duì)正在或者即將進(jìn)行戰(zhàn)略規(guī)劃的同行有所幫助。
[Abstract]:With the rapid development of our economy, the commercial banks of our country have got rapid development. On the one hand, the scale, variety and business scope of the five state-owned banks have expanded rapidly. On the other hand, the number of small and medium-sized banks is increasing rapidly and the scale is growing rapidly. At present, the main state-owned banks, foreign banks, joint-stock commercial banks, financial companies, urban commercial banks, rural commercial banks. Rural credit cooperatives, rural cooperative banks, village banks, microfinance companies and other banking institutions. Banking institutions from different aspects, production for the state. Economic services. At the same time, banks are also full of increasingly fierce competition. In the face of more and more fierce competition, banks have drawn up their own strategic plans in order to "do something." One step ahead of others, one step ahead of others, and victory in the competition. As a middle manager of CDR Bank, I hope to use the knowledge of EMBA, especially the theory of strategic management, combined with the actual situation of commercial banks in China. The author will participate in the development of CDR banking strategy for analysis and discussion. The full text is divided into seven chapters. The first chapter introduces the background and purpose of this paper. The second chapter summarizes the theory of strategic management in detail, expounds the meaning of strategic management, the history of development and the theory of strategic management of exclusive banks. The third chapter introduces the situation of CDR bank. Firstly, it introduces the development course of rural credit cooperatives in China, and then expounds the development process of rural credit cooperatives belonging to CDR bank. Then the development of the CDR Bank is briefly introduced, and then the CDR Bank business purposes, core values, management concepts, mission, business principles. The concept of risk management is introduced. Finally, the establishment, organization, human resources, business performance and social honor of CDR bank are introduced. Chapter 4th uses SWOT model, "Porter five forces" model and Davis model to analyze CDR Bank. Based on this analysis, the author puts forward the development strategy of CDR Bank, which is divided into four levels: vision. Strategic objectives, business strategies and functional strategies, this chapter describes the vision and strategic objectives in detail. Chapter 5th elaborates the CDR banking strategy in detail. The business strategy includes four parts: industrial strategy, regional strategy, customer strategy and product strategy. Chapter 6th describes the CDR banking function strategy in detail. The functional strategy includes marketing strategy, R & D strategy, production strategy, procurement strategy, human resources strategy and financial strategy. Chapter 7th introduces the author's thinking on the 358 strategy of CDR Bank and puts forward the corresponding strategic adjustment mechanism. Finally, the paper shows the implementation of CDR Bank's strategy and the suggestions and future prospects of the CDR Bank. In this paper, the medium-term strategy of CDR Bank is discussed. In the process of the discussion, the author not only analyzes it from a theoretical point of view. And combined with his own CDR bank as an intermediate manager of the actual experience and experience. It also makes me have a deeper understanding and experience of CDR Bank's medium-term development strategy. I hope this paper can provide some reference to the industry and help the peers who are planning or about to carry out strategic planning.
【學(xué)位授予單位】：西南財(cái)經(jīng)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

【共引文獻(xiàn)】

相關(guān)期刊論文 前10條

1 羅斌;;中國農(nóng)村金融組織體系存在問題與對(duì)策研究[J];北京農(nóng)業(yè)職業(yè)學(xué)院學(xué)報(bào);2014年04期

2 張西娟;;金融支持城鄉(xiāng)一體化建設(shè)的途徑探索[J];南方金融;2014年10期

3 金運(yùn);韓喜平;;中國農(nóng)村金融生態(tài)環(huán)境改進(jìn)研究[J];商業(yè)研究;2014年12期

4 王懷勇;;農(nóng)村金融監(jiān)管理念創(chuàng)新及其實(shí)踐探索——以農(nóng)村微型金融的勃興為契機(jī)[J];社會(huì)科學(xué)研究;2014年04期

5 田瑩瑩;王寧;;小額信貸的國際經(jīng)驗(yàn)對(duì)中國農(nóng)村金融扶貧的啟示[J];世界農(nóng)業(yè);2014年08期

6 龍冬平;李同f;于正松;巨虹;;基于結(jié)構(gòu)方程模型的農(nóng)業(yè)保險(xiǎn)農(nóng)戶采用行為研究——以楊凌現(xiàn)代農(nóng)業(yè)示范園區(qū)設(shè)施大棚“銀保富”險(xiǎn)種為例[J];人文地理;2014年04期

7 楊靜;謝健;黃春麗;;美國農(nóng)村金融服務(wù)體系對(duì)中國的啟示[J];世界農(nóng)業(yè);2014年10期

8 楊大蓉;;浙江新型農(nóng)業(yè)經(jīng)營主體融資現(xiàn)狀及金融創(chuàng)新策略研究[J];浙江金融;2014年03期

9 李秀紅;;制度主義視角下小額貸款公司可持續(xù)發(fā)展研究[J];中國經(jīng)貿(mào)導(dǎo)刊;2014年02期

10 張晶晶;王澤鵬;;農(nóng)村小型金融機(jī)構(gòu)的發(fā)展現(xiàn)狀[J];時(shí)代金融;2014年23期

相關(guān)碩士學(xué)位論文 前10條

1 臧暢;農(nóng)村小額信貸與農(nóng)業(yè)保險(xiǎn)協(xié)同發(fā)展的研究[D];安徽財(cái)經(jīng)大學(xué);2014年

2 吳麗容;基于制度創(chuàng)新視角的我國農(nóng)民財(cái)產(chǎn)性收入研究[D];福建師范大學(xué);2013年

3 楊淵博;農(nóng)村金融機(jī)構(gòu)的風(fēng)險(xiǎn)控制研究[D];西北大學(xué);2014年

4 祁悅;經(jīng)濟(jì)轉(zhuǎn)型下我國農(nóng)村小額信貸發(fā)展問題研究[D];吉林大學(xué);2014年

5 焦玉雪;我國農(nóng)村金融機(jī)構(gòu)發(fā)展模式研究[D];吉林大學(xué);2014年

6 王會(huì)玲;我國發(fā)展農(nóng)村合作金融的路徑選擇[D];河北大學(xué);2014年

7 孔蓓蓓;農(nóng)村金融監(jiān)管制度研究[D];蘭州大學(xué);2014年

8 王飛;我國新型農(nóng)村金融機(jī)構(gòu)發(fā)展機(jī)制研究[D];青島大學(xué);2014年

9 穆曉艷;小額貸款公司的法律規(guī)制[D];黑龍江大學(xué);2014年

10 余惠芳;福建省農(nóng)村信用社農(nóng)戶小額信貸信用風(fēng)險(xiǎn)的控制研究[D];福建農(nóng)林大學(xué);2014年

，

本文編號(hào)：1456681