本文選題：零售銀行　切入點(diǎn)：競(jìng)爭(zhēng)戰(zhàn)略　出處：《內(nèi)蒙古大學(xué)》2017年碩士論文

【摘要】：隨著我國(guó)經(jīng)濟(jì)進(jìn)入新常態(tài),利率市場(chǎng)化的基本完成,商業(yè)銀行原先依靠傳統(tǒng)的大客戶賺取存貸利差的盈利模式已難以為繼,銀行間的競(jìng)爭(zhēng)日趨激烈。零售銀行業(yè)務(wù)由于其具備的客戶穩(wěn)定、資本占用低、風(fēng)險(xiǎn)較小、收益穩(wěn)定等特點(diǎn),逐步成為各家銀行業(yè)務(wù)轉(zhuǎn)型發(fā)展的重點(diǎn)。包商銀行作為一家地方法人銀行,以"立足地方、服務(wù)本地居民和小微客戶"為己任,零售銀行業(yè)務(wù)是該行未來發(fā)展的重點(diǎn)。如何更加全面分析研判自身所處的外部環(huán)境,發(fā)現(xiàn)其中的機(jī)遇和威脅,找尋自身存在的優(yōu)勢(shì)和不足,確定切合自身實(shí)際發(fā)展需要的零售銀行業(yè)務(wù)競(jìng)爭(zhēng)戰(zhàn)略至關(guān)重要。本文將對(duì)該行的外部環(huán)境、內(nèi)部條件進(jìn)行深入客觀的分析,探索出在當(dāng)前經(jīng)濟(jì)金融環(huán)境下,如何確定零售銀行業(yè)務(wù)競(jìng)爭(zhēng)戰(zhàn)略,以便獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。本文在對(duì)國(guó)內(nèi)外研究文獻(xiàn)總結(jié)梳理的基礎(chǔ)上,以包商銀行零售銀行業(yè)務(wù)為切入點(diǎn),運(yùn)用競(jìng)爭(zhēng)戰(zhàn)略的相關(guān)理論知識(shí),通過對(duì)其所處的外部宏觀環(huán)境、行業(yè)環(huán)境等方面的深入分析,指出了該行在發(fā)展零售銀行業(yè)務(wù)中既面臨宏觀經(jīng)濟(jì)發(fā)展方式轉(zhuǎn)變、地區(qū)經(jīng)濟(jì)快速增長(zhǎng)、信息技術(shù)發(fā)展帶來的巨大市場(chǎng)需求和發(fā)展機(jī)遇,又面臨著混業(yè)經(jīng)營(yíng)、客戶需求多樣化、外部競(jìng)爭(zhēng)日趨激烈等帶來的挑戰(zhàn)和威脅。通過對(duì)其自身具備的資源和條件的深入剖析,得出了該行在競(jìng)爭(zhēng)戰(zhàn)略、組織架構(gòu)、地域環(huán)境、政府支持等方面具備較強(qiáng)的競(jìng)爭(zhēng)優(yōu)勢(shì),但在產(chǎn)品創(chuàng)新、渠道服務(wù)、資產(chǎn)規(guī)模、信息開發(fā)等方面仍存在較大的不足。運(yùn)用SWOT矩陣分析法,形成了四種不同的戰(zhàn)略方案,根據(jù)該行當(dāng)前零售銀行業(yè)務(wù)發(fā)展實(shí)際,對(duì)比各種方案的優(yōu)缺點(diǎn),得出該行應(yīng)采取差異化的競(jìng)爭(zhēng)策略,并指出產(chǎn)品、服務(wù)、渠道和市場(chǎng)四個(gè)方面將是該行未來差異化競(jìng)爭(zhēng)的戰(zhàn)略重點(diǎn)。最后,本文從人才培養(yǎng)、系統(tǒng)開發(fā)、產(chǎn)品創(chuàng)新、渠道建設(shè)等方面提出了明確的實(shí)施措施。以期為包商銀行零售銀行業(yè)務(wù)的發(fā)展提供有意義的參考咨詢。
[Abstract]:With China's economy entering the new normal and the basic completion of interest rate marketization, commercial banks have been unable to continue to rely on the traditional profit model of large customers to earn deposit and loan interest rate difference, and the competition among banks is becoming increasingly fierce.Because of its stable customers, low capital occupation, low risk and stable income, retail banking business has gradually become the focus of the transformation and development of banking business.As a local corporate bank, the contractor bank is responsible for "serving local residents and small customers". Retail banking is the focus of the bank's future development.It is very important to analyze and judge the external environment, find out the opportunities and threats, find out the advantages and disadvantages, and determine the competitive strategy of retail banking.This paper analyzes the external environment and internal conditions of the bank and explores how to determine the competitive strategy of retail banking in the current economic and financial environment in order to obtain the competitive advantage.On the basis of summarizing and combing the domestic and foreign research literature, this paper takes the retail banking business of the contractor bank as the breakthrough point, applies the relevant theory knowledge of the competition strategy, through the deep analysis of the external macro environment, the industry environment and so on.It is pointed out that the bank is faced with the transformation of macroeconomic development mode, the rapid growth of regional economy, the huge market demand and development opportunity brought by the development of information technology, the mixed operation and the diversification of customer demand in the development of retail banking business.The challenges and threats brought by the increasingly fierce external competition.Through in-depth analysis of its own resources and conditions, it is concluded that the bank has a strong competitive advantage in competition strategy, organizational structure, regional environment, government support and so on, but in product innovation, channel service, asset scale, etc.There are still some shortcomings in information development.By using SWOT matrix analysis method, four different strategic plans are formed. According to the actual development of retail banking business in this bank, comparing the advantages and disadvantages of various schemes, the paper draws the conclusion that the bank should adopt the differentiated competitive strategy, and point out the products and services.The four aspects of channel and market will be the strategic focus of the future differentiation competition of the bank.Finally, this paper puts forward some specific implementation measures from the aspects of personnel training, system development, product innovation, channel construction and so on.In order to provide a meaningful reference for the development of the retail banking business of the contractor bank.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.2

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