本文關鍵詞：建設銀行揚州分行對公業(yè)務戰(zhàn)略轉型研究　出處：《揚州大學》2014年碩士論文　論文類型：學位論文

  更多相關文章： 對公業(yè)務 戰(zhàn)略轉型 進攻型戰(zhàn)略

【摘要】：實施戰(zhàn)略轉型是商業(yè)銀行在金融競爭、金融脫媒、利率市場化、金融環(huán)境變化、金融監(jiān)管強化、信息技術發(fā)展的背景下的共同選擇。對公業(yè)務的戰(zhàn)略轉型研究有利于促進銀行業(yè)務結構調(diào)整,助推銀行整體經(jīng)營戰(zhàn)略轉型,有利于打造客戶營銷平臺,實現(xiàn)市場營銷集約化,有利于鞏固業(yè)務優(yōu)勢,搶占新興市場領域,打造未來競爭優(yōu)勢,是提高盈利能力的重要戰(zhàn)略舉措。本文首先分析指出存貸差的盈利模式是商業(yè)銀行對公業(yè)務的傳統(tǒng)模式,但隨著利率市場化進程加快、直接融資快速發(fā)展與金融脫媒加劇、資本約束不斷加強以及客戶需求的多樣化等給傳統(tǒng)商業(yè)銀行盈利模式和市場競爭帶來了前所未有的挑戰(zhàn),傳統(tǒng)業(yè)務模式的弊端凸顯。作為建設銀行的二級分行,建行揚州分行除擁有建行傳統(tǒng)的特色化經(jīng)營戰(zhàn)略、強化集中的資源配置戰(zhàn)略、先行進取的改革創(chuàng)新戰(zhàn)略等戰(zhàn)略優(yōu)勢外,自身的資源稟賦在于產(chǎn)業(yè)技術優(yōu)勢、經(jīng)營能力優(yōu)勢、人力資源優(yōu)勢、集約經(jīng)營水平優(yōu)勢等�；谏鲜鰬�(zhàn)略轉型的必要性分析,本文運用SWOT分析法對建行揚州分行對公業(yè)務的優(yōu)勢、劣勢、機會和威脅進行了梳理和識別,得出建行揚州分行的對公業(yè)務戰(zhàn)略應采取進攻型的OS戰(zhàn)略的結論,建行可通過對公業(yè)務戰(zhàn)略轉型鞏固和強化未來競爭優(yōu)勢。結合建行揚州分行當前對公業(yè)務發(fā)展實際,以差異化戰(zhàn)略為基礎,提出要打造建行特色化戰(zhàn)略、綜合化戰(zhàn)略、國際化戰(zhàn)略、轉型創(chuàng)新戰(zhàn)略,并設計和制定了具體的對公業(yè)務戰(zhàn)略轉型方案及對轉型方案的保證和控制措施。通過對公業(yè)務的戰(zhàn)略轉型研究,希望能促進建行揚州分行對公業(yè)務持續(xù)、穩(wěn)定、健康發(fā)展,繼續(xù)保持建行揚州分行的區(qū)域競爭優(yōu)勢,同時為建行揚州分行各基層行發(fā)展對公業(yè)務提供借鑒。
[Abstract]:The implementation of strategic transformation is the commercial banks in financial competition, financial disintermediation, interest rate marketization, financial environment changes, financial supervision and strengthening. Under the background of the development of information technology, the study on the strategic transformation of the public business is conducive to promoting the adjustment of the banking business structure, promoting the strategic transformation of the whole operation of the bank, and creating the customer marketing platform. The realization of intensive marketing will help to consolidate the business advantages, seize the emerging market areas, and build the future competitive advantage. It is an important strategic measure to improve profitability. Firstly, this paper points out that the profit model of the difference between deposit and loan is the traditional mode of commercial banks' public business, but with the acceleration of interest rate marketization process. The rapid development of direct financing and the intensification of financial disintermediation, the constant strengthening of capital constraints and the diversification of customer demand have brought unprecedented challenges to the traditional commercial banks' profit model and market competition. As the secondary branch of CCB, the Yangzhou Branch of CCB not only has the traditional characteristic management strategy of CCB, but also strengthens the centralized resource allocation strategy. In addition to the strategic advantages of pioneering reform and innovation strategy, its own resource endowment lies in the advantages of industry technology, management ability and human resources. Based on the analysis of the necessity of the above strategic transformation, this paper uses SWOT analysis to comb and identify the strengths, weaknesses, opportunities and threats of Yangzhou Branch of China Construction Bank. Draw the conclusion that the Yangzhou branch of CCB should adopt the offensive OS strategy for the public business strategy. CCB can consolidate and strengthen the future competitive advantage through the strategic transformation of public business. Combined with the actual development of CCB Yangzhou Branch, based on the differentiation strategy, the paper puts forward the characteristic strategy of CCB. Comprehensive strategy, internationalization strategy, transformation and innovation strategy, and the design and formulation of specific public business strategy transformation program and the transformation of the programme assurance and control measures. Through the strategic transformation of public business research. It is hoped to promote the sustained, stable and healthy development of Yangzhou branch of CCB, to maintain the regional competitive advantage of Yangzhou branch of CCB, and to provide reference for the development of public business at the grass-roots level of Yangzhou branch of CCB.
【學位授予單位】：揚州大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.2

【參考文獻】

相關期刊論文 前8條

1 何文虎;;我國中小商業(yè)銀行戰(zhàn)略轉型研究——以城市商業(yè)銀行和村鎮(zhèn)銀行為例[J];華北金融;2013年09期

2 王毅;韓維賀;;金融資源分布與商業(yè)銀行戰(zhàn)略轉型研究[J];區(qū)域金融研究;2013年08期

3 潘毅;;城市商業(yè)銀行戰(zhàn)略轉型問題研究[J];金融發(fā)展研究;2013年06期

4 張艷忠;吳瀅瀅;;服務實體經(jīng)濟與商業(yè)銀行戰(zhàn)略轉型研究[J];南方金融;2012年11期

5 朱明;;商業(yè)銀行戰(zhàn)略競爭力與文化管理作用的機理分析[J];農(nóng)村金融研究;2012年03期

6 趙連友;;國有商業(yè)銀行戰(zhàn)略轉型:理論框架與路徑選擇[J];北京市經(jīng)濟管理干部學院學報;2011年03期

7 李偉;秦潔;;農(nóng)業(yè)銀行業(yè)務戰(zhàn)略轉型的策略[J];現(xiàn)代金融;2011年08期

8 連育青;;關于商業(yè)銀行加快業(yè)務戰(zhàn)略轉型問題的研究[J];金融理論與實踐;2010年09期

相關博士學位論文 前1條

1 李軍;中國商業(yè)銀行戰(zhàn)略群與技術效率研究[D];西南財經(jīng)大學;2012年

相關碩士學位論文 前5條

1 王海明;商業(yè)銀行營業(yè)網(wǎng)點對公業(yè)務轉型研究[D];山東大學;2012年

2 肖薇;山西非國有企業(yè)戰(zhàn)略、人力資本投資與企業(yè)績效關系研究[D];山西財經(jīng)大學;2010年

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

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

5 黃勁松;中國建設銀行零售業(yè)務的戰(zhàn)略轉型思考[D];廈門大學;2008年

，

本文編號：1394686