本文選題：郵儲(chǔ)銀行 + 發(fā)展戰(zhàn)略　； 參考：《吉林大學(xué)》2012年碩士論文

【摘要】：當(dāng)前，隨著金融市場的不斷發(fā)展以及宏觀經(jīng)濟(jì)形勢的不斷變化，我國商業(yè)銀行的經(jīng)營環(huán)境已經(jīng)發(fā)生深刻的變革，探索適合自身情況的發(fā)展戰(zhàn)略是我國商業(yè)銀行面對經(jīng)營環(huán)境變化做出的必然選擇。已有經(jīng)驗(yàn)表明，商業(yè)銀行關(guān)于發(fā)展戰(zhàn)略的研究選擇是一項(xiàng)長期的工程。從操作層面來看，雖然各家商業(yè)銀行所面臨的經(jīng)濟(jì)金融形勢大體相同，但由于在自身發(fā)展模式以及所處發(fā)展階段等方面存在不同，因而在所選發(fā)展戰(zhàn)略的期望目標(biāo)、具體內(nèi)容、實(shí)施策略和方式等方面也必然存在諸多差異。能否根據(jù)自身實(shí)際發(fā)展特點(diǎn)制定合適的發(fā)展戰(zhàn)略，對商業(yè)銀行未來的經(jīng)營發(fā)展至關(guān)重要。 郵儲(chǔ)銀行吉林省分行成立以來，憑借網(wǎng)點(diǎn)分布較為廣泛、可用資金充足等已有優(yōu)勢，在業(yè)務(wù)發(fā)展方面取得了一些成績，但隨著網(wǎng)點(diǎn)的不斷增加，規(guī)模的不斷擴(kuò)大，產(chǎn)品業(yè)務(wù)種類單一、金融創(chuàng)新能力較差、專業(yè)人才缺乏、營銷體系不夠完善、網(wǎng)點(diǎn)服務(wù)不到位、風(fēng)險(xiǎn)管理水平不高等問題陸續(xù)顯現(xiàn)出來，在一定程度上阻礙了自身的經(jīng)營發(fā)展。此外，由于成立時(shí)間不長，發(fā)展起步較晚，日益激烈的同業(yè)競爭也使郵儲(chǔ)銀行吉林省分行在發(fā)展過程中面臨巨大挑戰(zhàn)。與國內(nèi)先進(jìn)的商業(yè)銀行相比，郵儲(chǔ)銀行吉林省分行在很多方面仍然存在較大差距。想要改變這種局面，縮小與同業(yè)的差距，必須加大改革力度，在參考其他商業(yè)銀行已有發(fā)展經(jīng)驗(yàn)的基礎(chǔ)上，制定適合自身情況的發(fā)展戰(zhàn)略并加以實(shí)施。如何使郵儲(chǔ)銀行吉林省分行充分發(fā)揮自身優(yōu)勢，，克服劣勢，以客戶需求為切入點(diǎn)，抓住機(jī)會(huì)，增強(qiáng)競爭實(shí)力，保證持續(xù)穩(wěn)定發(fā)展，是本文研究的重點(diǎn)。 本文對郵儲(chǔ)銀行吉林省分行自成立以來在發(fā)展過程中所取得的主要成績及存在的主要問題予以歸納總結(jié)，將郵儲(chǔ)銀行吉林省分行目前面臨的內(nèi)部環(huán)境和外部環(huán)境當(dāng)中所包含的各項(xiàng)因素一一予以列舉，對其可能產(chǎn)生的影響分別進(jìn)行分析。給出了郵儲(chǔ)銀行吉林省分行在當(dāng)前發(fā)展過程中擁有的優(yōu)勢及存在的劣勢，以及在外部環(huán)境中面臨的機(jī)會(huì)和威脅，運(yùn)用SWOT分析方法，對其未來發(fā)展方向進(jìn)行戰(zhàn)略定位分析。通過分析和比較，結(jié)合自身實(shí)際特點(diǎn)，給出郵儲(chǔ)銀行吉林省分行的發(fā)展思路，確定其具體發(fā)展戰(zhàn)略定位，即大力建設(shè)全面覆蓋城鄉(xiāng)的金融服務(wù)網(wǎng)絡(luò)、改善中間業(yè)務(wù)發(fā)展現(xiàn)狀、發(fā)展中小企業(yè)市場、以國家政策為依托面向“三農(nóng)”開展業(yè)務(wù)。并在此基礎(chǔ)上提出若干實(shí)施策略，如加快產(chǎn)品創(chuàng)新、加強(qiáng)員工隊(duì)伍素質(zhì)建設(shè)、創(chuàng)新營銷模式、提高服務(wù)水平、強(qiáng)化激勵(lì)約束機(jī)制等，作為郵儲(chǔ)銀行吉林省分行發(fā)展戰(zhàn)略的實(shí)施保障。
[Abstract]:At present, with the continuous development of the financial market and the constant changes of the macroeconomic situation, the operating environment of commercial banks in China has undergone profound changes. It is an inevitable choice for Chinese commercial banks to explore the development strategy suitable for their own circumstances. Experience has shown that the choice of development strategy of commercial banks is a long-term project. From the operational level, although the economic and financial situation faced by each commercial bank is roughly the same, due to the differences in its own development model and development stage, the expected objectives and specific contents of the selected development strategy are different. There must also be many differences in implementation strategies and methods. It is very important for the future development of commercial banks to formulate appropriate development strategies according to their own actual development characteristics. Since the establishment of the Branch of Jilin Province, the Postal savings Bank has made some achievements in the development of its business by virtue of the advantages of a relatively wide distribution of branches and sufficient funds available, but with the increasing number of outlets and the continuous expansion of the scale, The problems of single product business, poor ability of financial innovation, lack of professional talents, imperfect marketing system, inadequate service of network, low level of risk management and so on, to a certain extent, hinder the development of their own management. In addition, due to the short time of establishment and the late start of development, the increasingly fierce competition also makes the Postal savings Bank Jilin Branch face a great challenge in the process of development. Compared with the domestic advanced commercial banks, the Postal savings Bank Jilin Branch still has a big gap in many aspects. If we want to change this situation and narrow the gap with the same industry, we must strengthen the reform, on the basis of referring to the existing development experience of other commercial banks, formulate the development strategy suitable for our own situation and implement it. How to make the Postal savings Bank Jilin Branch give full play to its own advantages, overcome disadvantages, take customer demand as the starting point, seize the opportunity, strengthen the competitive strength, and ensure the sustainable and stable development, is the focus of this paper. This paper summarizes the main achievements and problems existing in the development of Postal savings Bank Jilin Province Branch since its establishment. The internal environment and the external environment of Postal savings Bank Jilin Branch are listed one by one, and the possible effects are analyzed respectively. This paper presents the advantages and disadvantages of Postal savings Bank Jilin Branch in the current development process, as well as the opportunities and threats it faces in the external environment. By using the SWOT analysis method, it makes a strategic orientation analysis on the future development direction of Postal savings Bank Jilin Branch. Through analysis and comparison, combined with its own actual characteristics, this paper gives the development thinking of Postal savings Bank Jilin Branch, and determines its specific development strategy orientation, that is, to vigorously build a comprehensive financial service network covering urban and rural areas, and to improve the status quo of the development of intermediate business. The development of small and medium-sized enterprises market, rely on national policies oriented to the "three rural" business. On this basis, some implementation strategies are put forward, such as speeding up product innovation, strengthening the quality construction of the staff, innovating the marketing mode, improving the service level, strengthening the incentive and restraint mechanism, and so on. As the postal savings bank Jilin branch development strategy implementation protection.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 李曉峰;;我國商業(yè)銀行傳統(tǒng)業(yè)務(wù)的轉(zhuǎn)型及其路徑分析[J];北京師范大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2010年06期

2 姜建清;;關(guān)于我國商業(yè)銀行發(fā)展戰(zhàn)略問題的思考[J];中國金融家;2009年04期

3 祁樹鵬;劉欣;;后金融危機(jī)時(shí)期中國商業(yè)銀行戰(zhàn)略轉(zhuǎn)型研究[J];華北金融;2010年04期

4 趙連友;;國有商業(yè)銀行戰(zhàn)略轉(zhuǎn)型:理論框架與路徑選擇[J];武漢商業(yè)服務(wù)學(xué)院學(xué)報(bào);2011年04期

5 朱勁樸;;探索郵儲(chǔ)銀行轉(zhuǎn)型與發(fā)展之路[J];中國郵政;2010年03期

6 張少波;;穩(wěn)步推進(jìn)郵儲(chǔ)銀行的戰(zhàn)略轉(zhuǎn)型[J];中國郵政;2010年04期

相關(guān)碩士學(xué)位論文 前2條

1 林大鵬;我國商業(yè)銀行戰(zhàn)略轉(zhuǎn)型問題研究[D];廈門大學(xué);2009年

2 崔麗麗;中國商業(yè)銀行戰(zhàn)略轉(zhuǎn)型問題研究[D];吉林大學(xué);2010年

本文編號(hào)：1863085