【摘要】：城市商業(yè)銀行作為中小金融機(jī)構(gòu),近年來面臨著復(fù)雜的生存環(huán)境,一方面同業(yè)競(jìng)爭(zhēng)加劇、利差空間縮小,影響著自身的規(guī)模擴(kuò)張和盈利能力增強(qiáng),事關(guān)生存與發(fā)展；另一方面銀行服務(wù)與產(chǎn)品的同質(zhì)化使得銀行之間缺乏明顯的特質(zhì),難以與競(jìng)爭(zhēng)對(duì)手顯現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)。因此對(duì)城商行開展差異化戰(zhàn)略研究,以期擺脫發(fā)展同質(zhì)化的瓶頸,探索一條適應(yīng)中小銀行發(fā)展的路徑,有著重大意義。 本文以長(zhǎng)沙銀行作為研究對(duì)象,在概述長(zhǎng)沙銀行發(fā)展現(xiàn)狀的基礎(chǔ)上,遵循企業(yè)戰(zhàn)略理論-競(jìng)爭(zhēng)戰(zhàn)略理論-差異化戰(zhàn)略理論,通過對(duì)長(zhǎng)沙銀行的內(nèi)外部環(huán)境、SWOT模型框架下的競(jìng)爭(zhēng)優(yōu)劣勢(shì)分析,并結(jié)合國(guó)內(nèi)外中小銀行的差異化戰(zhàn)略發(fā)展的啟示,對(duì)長(zhǎng)沙銀行實(shí)施差異化發(fā)展戰(zhàn)略進(jìn)行理論探討及可行性論證。從區(qū)域定位、市場(chǎng)定位、金融產(chǎn)品、金融服務(wù)、產(chǎn)品定價(jià)等五個(gè)方面提出了差異化戰(zhàn)略的具體建議,明確了長(zhǎng)沙銀行區(qū)域化發(fā)展目標(biāo)、市場(chǎng)定位以及建立與之相配套的金融產(chǎn)品體系、金融服務(wù)體系和產(chǎn)品定價(jià)體系,充分發(fā)揮城市商業(yè)銀行自身的獨(dú)特優(yōu)勢(shì),與其他銀行進(jìn)行錯(cuò)位競(jìng)爭(zhēng),實(shí)現(xiàn)自身的可持續(xù)發(fā)展,構(gòu)筑核心競(jìng)爭(zhēng)力。最后,本文從企業(yè)文化建設(shè)、考核機(jī)制建設(shè)、創(chuàng)新能力建設(shè)、人才隊(duì)伍建設(shè)、風(fēng)險(xiǎn)管理技術(shù)手段等五個(gè)方面制訂實(shí)施方案,從完善公司治理結(jié)構(gòu)、設(shè)置風(fēng)險(xiǎn)容忍度、提升風(fēng)險(xiǎn)預(yù)警能力、優(yōu)化資源配置、塑造品牌形象等五個(gè)方面建立保障措施,確保長(zhǎng)沙銀行差異化戰(zhàn)略的順利實(shí)施。
[Abstract]:City commercial banks as small and medium-sized financial institutions in recent years are faced with a complex living environment. On the one hand, the competition of the same industry is intensified, the margin of interest rate is reduced, which affects the expansion of their own scale and the enhancement of their profitability, which has a bearing on survival and development. On the other hand, the homogeneity of banking services and products makes it difficult for banks to show their competitive advantages. Therefore, it is of great significance to study the differentiation strategy of city commercial banks in order to get rid of the bottleneck of development homogenization and to explore a way to adapt to the development of small and medium-sized banks. This paper takes Changsha Bank as the research object, on the basis of summarizing the present situation of Changsha Bank, following the enterprise strategy theory-competition strategy theory-differentiation strategy theory, through the internal and external environment of Changsha Bank, Based on the analysis of competitive advantages and disadvantages under the framework of SWOT model, and combined with the enlightenment of the development of differentiation strategy of small and medium-sized banks at home and abroad, this paper makes a theoretical discussion and feasibility demonstration on the implementation of differentiation development strategy in Changsha Bank. From the five aspects of regional positioning, market positioning, financial products, financial services and product pricing, the paper puts forward specific suggestions on differentiation strategy, and clarifies the development goal of Changsha Bank's regionalization. Market orientation and the establishment of corresponding financial product system, financial service system and product pricing system, give full play to the unique advantages of urban commercial banks, and compete with other banks to achieve their own sustainable development. Build core competitiveness. Finally, this paper formulates the implementation plan from five aspects of the enterprise culture construction, the examination mechanism construction, the innovation ability construction, the talented person troop construction, the risk management technical means and so on, from consummates the company governance structure, sets up the risk tolerance, In order to ensure the smooth implementation of the differentiation strategy of Changsha Bank, we should improve the ability of risk early warning, optimize the allocation of resources, and build up the guarantee measures of brand image.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272;F832.33

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