【摘要】：中國郵政儲蓄銀行是2007年3月20日掛牌成立的全國第五大國有商業(yè)銀行,也是一家定位于服務(wù)城鄉(xiāng)社區(qū)的零售型銀行,中間業(yè)務(wù)是零售型銀行發(fā)展的重點(diǎn),銀行卡業(yè)務(wù)是中間業(yè)務(wù)的重中之重。論文從外部環(huán)境、內(nèi)部資源與能力、競爭戰(zhàn)略選擇、戰(zhàn)略實施等四個方面,深入分析了DZ郵政儲蓄銀行銀行卡競爭戰(zhàn)略。 外部環(huán)境方面,政治法律、經(jīng)濟(jì)、社會文化、科學(xué)技術(shù)等宏觀環(huán)境對DZ郵政儲蓄銀行銀行卡業(yè)務(wù)發(fā)展有利；行業(yè)環(huán)境對DZ郵政儲蓄銀行銀行卡業(yè)務(wù)發(fā)展具有較大的挑戰(zhàn),面臨著日趨激烈的市場競爭。 內(nèi)部資源與能力方面,主要業(yè)務(wù)部分,DZ郵政儲蓄銀行具有制卡、憑證管理、對外營業(yè)、風(fēng)險控制、經(jīng)營分析等方面的優(yōu)勢,但在市場營銷、服務(wù)等方面能力不足；輔助業(yè)務(wù)部分,DZ郵政儲蓄銀行在品牌信譽(yù)、客戶管理系統(tǒng)、規(guī)章制度管理辦法、培訓(xùn)等方面具有一定的優(yōu)勢,但渠道建設(shè)不完善、專業(yè)人才欠缺。 論文SW0T分析的基本結(jié)論為優(yōu)勢大于劣勢,機(jī)會大于挑戰(zhàn)。在農(nóng)村市場,借記卡業(yè)務(wù)采用藍(lán)海戰(zhàn)略,細(xì)分客戶,制定改善農(nóng)村支付環(huán)境相關(guān)措施；在城市市場中,增強(qiáng)借記卡創(chuàng)新意識,開發(fā)有特色的、差異化的市場空間。信用卡業(yè)務(wù)采用集中、差異化戰(zhàn)略,重點(diǎn)在縣及以上城市發(fā)展,利用郵政儲蓄銀行信用卡的獨(dú)特性集中向優(yōu)質(zhì)客戶發(fā)卡。 DZ郵政儲蓄銀行應(yīng)從以下五方面著手實施競爭戰(zhàn)略：一是以發(fā)展銀行卡為平臺,提升DZ郵政儲蓄銀行農(nóng)村金融支付服務(wù)水平；二是增加借記卡功能,提高讓渡價值；三是在城市市場,采用集中、差異化戰(zhàn)略,穩(wěn)健經(jīng)營信用卡業(yè)務(wù)；四是加快渠道建設(shè)步伐,加大銀行卡受理面；五是加強(qiáng)銀行卡風(fēng)險管理,打造安全用卡環(huán)境。
[Abstract]:China Postal savings Bank is the fifth largest state-owned commercial bank listed on March 20, 2007. It is also a retail bank positioned to serve the urban and rural communities. The intermediate business is the focus of the development of retail banks. Bank card business is the top priority of intermediate business. This paper deeply analyzes the competitive strategy of DZ postal savings bank card from four aspects: external environment, internal resources and ability, competitive strategy choice, strategic implementation and so on. The external environment, such as politics and law, economy, social culture, science and technology, is beneficial to the development of DZ postal savings bank card business. The industry environment has a great challenge to the development of DZ postal savings bank card business and is facing increasingly fierce market competition. Internal resources and capabilities, the main business part, DZ Postal savings Bank has business card printing, certificate management, external business, risk control, business analysis and other aspects of the advantages, but in marketing, services and other aspects of the ability is insufficient; Auxiliary business part, DZ postal savings bank in brand reputation, customer management system, rules and regulations management methods, training and other aspects have certain advantages, but the channel construction is not perfect, lack of professional talents. The basic conclusion of SW0T analysis is that the advantage is greater than the weakness and the opportunity is greater than the challenge. In the rural market, debit card business adopts blue sea strategy, segment customers, and formulate relevant measures to improve the rural payment environment; in the urban market, enhance the innovative consciousness of debit cards and develop distinctive and differentiated market space. The credit card business adopts the centralization, the differentiation strategy, focuses on the county and above the city development, uses the postal savings bank credit card uniqueness to centralize to the high-quality customer issue the card. The DZ Postal savings Bank should carry out the competitive strategy from the following five aspects: one is to develop the bank card as a platform to improve the rural financial payment service level of the DZ Postal savings Bank; the other is to increase the function of debit card and improve the transfer value; Third, in the city market, adopt the centralization, differentiation strategy, manage the credit card business steadily; fourth, quicken the channel construction step, enlarge the bank card accepting face; fifth, strengthen the bank card risk management, create the safe card environment.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.2

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