【摘要】：中國(guó)銀行山西分行電子銀行業(yè)務(wù)目前包括網(wǎng)上銀行、手機(jī)銀行和電子商務(wù),以網(wǎng)上銀行和手機(jī)銀行為發(fā)展重點(diǎn),支撐山西中行的網(wǎng)點(diǎn)轉(zhuǎn)型和渠道改革建設(shè)。本文立足網(wǎng)上銀行和手機(jī)銀行,研究其發(fā)展戰(zhàn)略,以實(shí)現(xiàn)電子銀行客戶數(shù)的快速增長(zhǎng)、金融交易遷移率和市場(chǎng)份額的穩(wěn)步提升,對(duì)山西中行電子銀行業(yè)務(wù)的發(fā)展有重要意義。 2003年中國(guó)銀行山西分行的企業(yè)網(wǎng)上銀行成功投產(chǎn),2005年推出了分行版?zhèn)�人網(wǎng)上銀行,之后于2008年又整合成全國(guó)統(tǒng)一版本的新版?zhèn)�人網(wǎng)上銀行,2010年手機(jī)銀行面世,緊接著電子商務(wù)業(yè)務(wù)問(wèn)世,山西中行電子銀行業(yè)務(wù)走過(guò)了生命周期中的成長(zhǎng)期,逐步進(jìn)入成熟期。在十余年的發(fā)展中,前一階段的發(fā)展戰(zhàn)略能夠適應(yīng)當(dāng)時(shí)的市場(chǎng)環(huán)境,實(shí)現(xiàn)了客戶群從無(wú)到有從小到大的發(fā)展過(guò)程。當(dāng)前,隨著互聯(lián)網(wǎng)金融市場(chǎng)以及其衍生品的發(fā)展,給山西中行電子銀行業(yè)務(wù)帶來(lái)了沖擊。因此,必須重新研究和定位山西中行電子銀行業(yè)務(wù)的發(fā)展戰(zhàn)略,為近期和未來(lái)的業(yè)務(wù)發(fā)展做出指導(dǎo)。 論文以戰(zhàn)略管理的相關(guān)基礎(chǔ)理論為指導(dǎo),研究了競(jìng)爭(zhēng)戰(zhàn)略理論,找出了戰(zhàn)略分析和選擇的工具。通過(guò)分析國(guó)內(nèi)外研究現(xiàn)狀,汲取本文研究的經(jīng)驗(yàn)和方法。從分析中國(guó)銀行山西分行電子銀行業(yè)務(wù)發(fā)展現(xiàn)狀入手,通過(guò)SWOT分析法分析山西中行電子銀行業(yè)務(wù)存在的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和威脅,找出山西中行電子銀行業(yè)務(wù)目前成長(zhǎng)所需的能力和欠缺;使用波特五力模型,分析影響山西中行電子銀行業(yè)務(wù)發(fā)展的供應(yīng)商的議價(jià)能力、購(gòu)買(mǎi)者的議價(jià)能力、新進(jìn)入者的威脅、替代品的威脅和同業(yè)競(jìng)爭(zhēng)者的競(jìng)爭(zhēng)程度,突出中國(guó)銀行山西分行電子銀行業(yè)務(wù)的發(fā)展戰(zhàn)略環(huán)境的研究。在此基礎(chǔ)上根據(jù)制定戰(zhàn)略的原則,指出了山西中行電子銀行業(yè)務(wù)應(yīng)有的發(fā)展戰(zhàn)略,提供了為確保發(fā)展戰(zhàn)略的實(shí)現(xiàn)而必須實(shí)施的保障措施,將指導(dǎo)山西中行電子銀行業(yè)務(wù)繼續(xù)快速、長(zhǎng)遠(yuǎn)地發(fā)展。
[Abstract]:At present, the electronic banking business of Bank of China Shanxi Branch includes online banking, mobile banking and electronic commerce, with online banking and mobile banking as the focus of development to support the transformation of the Bank of China's network and channel reform construction. Based on online banking and mobile banking, this paper studies its development strategy in order to achieve the rapid growth of the number of electronic banking customers, the steady increase of financial transaction mobility and market share, which is of great significance to the development of Shanxi Bank of China's electronic banking business. In 2003, the Bank of China Shanxi Branch of the enterprise online banking successfully put into production, in 2005 introduced the branch version of personal online banking, and then in 2008 integrated into a unified version of the national version of the new version of personal online banking, 2010 mobile phone banking. Immediately after the advent of electronic business, Shanxi Bank of China electronic banking business has passed through the life cycle of growth, gradually into a mature period. In the development of more than ten years, the development strategy of the previous stage can adapt to the market environment at that time, and realize the development process of the customer group from scratch to have from small to large. At present, with the development of the internet financial market and its derivatives, the electronic banking business of Bank of China of Shanxi has been impacted. Therefore, it is necessary to re-study and position the development strategy of Shanxi Bank of China's electronic banking business, and provide guidance for the development of business in the near and future. Guided by the basic theory of strategic management, this paper studies the theory of competition strategy and finds out the tools of strategic analysis and selection. Through the analysis of domestic and foreign research status, draw on the experience and methods of this study. Based on the analysis of the current situation of the electronic banking business of Bank of China Shanxi Branch, this paper analyzes the strengths, weaknesses, opportunities and threats of the electronic banking business of the Bank of China through SWOT analysis. To find out the current growth of Shanxi Bank of China electronic banking business capacity and deficiencies; Using Porter's five-force model, this paper analyzes the bargaining power of suppliers, buyers' bargaining power, new entrants' threat, the threat of substitutes and the competition degree of competitors in Shanxi Bank of China's electronic banking business. Highlight the Bank of China Shanxi Branch of the development of electronic banking business strategic environment. On this basis, according to the principle of formulating the strategy, the paper points out the development strategy that should be adopted by Shanxi Bank of China Electronic Bank, and provides the safeguard measures that must be implemented to ensure the realization of the development strategy. Will guide Shanxi Bank of China electronic banking business to continue fast, long-term development.
【學(xué)位授予單位】：太原理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F832.2;F724.6

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