南京工行公司金融业务战略研究

发布时间：2018-02-16 19:55

本文关键词： 工行江苏省分行南京工行公司金融业务战略差异化　出处：《南京大学》2013年硕士论文　论文类型：学位论文

【摘要】：中国工商银行从1984年成立至今,经历过巨额的亏损,逼近过技术性破产,通过国家一系列的剥离、注资等策略,用去27年的时间发展成为了目前世界上最大市值银行、最大盈利银行,资产规模超过15万亿。这是所有工行人共同努力取得的成果,在过去的发展当中,公司金融业务作为工行重要的产品板块之一,扮演了非常重要的角色。工行公司金融业务的高速增长,得益于经济的高速发展,市场的不断扩大,但未来随着经济的不确定性增加,市场扩张的速度减缓,如何保持过去几年公司业务良好的发展势头,在发展中解决更为复杂的人才、机制、管理体系问题,让公司金融业务成为工行的品牌业务,是工行需要面对的问题。江苏省分行南京工行(文内简称：南京工行)是总行确定的六个一级分行南京工行之一,属于工总行确定的重点发展的分支机构,在过去的几年利润以近30%的年增幅增长。公司金融业务一直以来也是南京工行的龙头产品,但随着南京市市场上金融机构的增多,公司金融业务面临了更多的市场竞争,同时南京市随着2013年亚青会、2014年青奥会的召开,也孕育了很多的市场机会。我研究的论文就是希望通过对过往业绩的分析、外部市场环境的梳理,确定南京工行公司金融业务的发展战略,并明确具体的实施措施,保证公司金融业务能够顺应市场潮流,保持持续增长。本文先对南京工行的公司金融业务现状进行了简单介绍,并对南京市场上的同业竞争进行了详细的分析；然后从外部环境出发,分析了我国经济发展的特点以及经济结构中国有成分占比较大的缘由,强调了在利率管制的大背景下,银行盈利的保障性以及未来金融改革的方向,还针对南京市的区域经济特点,阐述了南京市十二五期间的经济规划；接着深入分析了南京工行内部现有的经营环境,重点剖析了已取得品牌、客户资源、渠道等优势和体制、经营风格等方面存在的不足；最后利用SWOT分析和五力模型分析,确定差异化是南京工行需要采取的战略,同时相应提出了在产品体系、目标客户、风险控制、人才储备等多个方面确定具体举措。
[Abstract]:The Industrial and Commercial Bank of China (ICBC) has experienced huge losses since its establishment in 1984, and has been approaching technical bankruptcy. Through a series of national divestiture and capital injection strategies, ICBC has developed into the world's largest bank, market value Bank, in the past 27 years. The largest profitable bank has more than 15 tillion assets. This is the result of the joint efforts of all ICBC people. In the past, the financial business of the company as one of the ICBC's important product sectors, ICBC has played a very important role. The rapid growth of ICBC's financial business has benefited from the rapid development of the economy and the continuous expansion of the market. But in the future, as the economic uncertainty increases, the rate of market expansion slows down. How to maintain the good development momentum of the company's business in the past few years, to solve the more complicated problems of talents, mechanism and management system in the development, and to make the financial business of the company become the brand business of ICBC, is the problem that ICBC needs to face. The Nanjing Industrial and Commercial Bank of Jiangsu Province (Nanjing ICBC) is one of the six first-level branches of ICBC determined by the head office and belongs to the branch of key development determined by ICBC. In the past few years, profits have increased at an annual rate of nearly 30%. The company's financial business has always been the leading product of ICBC in Nanjing, but with the increase of financial institutions in the Nanjing market, the company's financial business is facing more market competition. At the same time, with the convening of the Asian Youth Conference on 2013 and the Youth Olympic Games in 2014, Nanjing has also given birth to a lot of market opportunities. My research paper hopes that through the analysis of past achievements, the external market environment will be combed. The development strategy of Nanjing Industrial and Commercial Bank of China (ICBC)'s financial business is determined and the specific implementation measures are made clear to ensure that the company's financial business can keep up with the market trend and maintain a sustained growth. This paper first introduces the current situation of Nanjing Industrial and Commercial Bank of China (ICBC), and analyzes the competition of the same industry in Nanjing market in detail, and then proceeds from the external environment. This paper analyzes on the characteristics of China's economic development and the reasons for the relatively large proportion of economic structure in China, and emphasizes the guarantee of bank profits and the direction of financial reform in the future under the background of interest rate regulation. In view of the regional economic characteristics of Nanjing, the economic planning of Nanjing during the 12th Five-Year Plan period is expounded, and then the existing operating environment of ICBC in Nanjing is analyzed in depth, with emphasis on the advantages and systems of brands, customer resources, channels and so on. Finally, by using SWOT analysis and five-force model analysis, we determine that differentiation is the strategy that ICBC needs to adopt, and put forward the corresponding product system, target customer, risk control. Talent reserves and other aspects to determine specific measures.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2

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