兴业银行武汉分行零售事业部发展战略研究

发布时间：2018-06-09 11:29

本文选题：兴业银行 + 零售银行业务　；参考：《华中科技大学》2013年硕士论文

【摘要】：零售银行业务是未来银行业的发展趋势。随着当前国内金融制度改革的不断深化，我国传统零售银行业务正面临着同质化经营日益严重的问题，这将难以满足客户实时性和多样化的需求。银行只有走自己的发展道路，形成特色经营战略，才能打造和提升自身的核心竞争力。兴业银行及时把握经济发展、金融市场改革以及监管变化的趋势，在2004年初正式提出“通过大力发展零售业务和新兴业务、稳步推进综合经营实现业务模式转变，进而推动实现盈利模式转变”的转变战略。本文研究的重点问题就是，如何根据兴业银行武汉分行零售事业部的实际情况，制定一套切实可行的战略实施计划，从而进一步增强自身的核心竞争力。本文首先介绍了研究背景、目的和意义，然后运用PEST分析法分析了兴业银行武汉分行零售事业部所处的外部环境，接着从管理架构、人力资源、核心产品、渠道建设、盈利能力五个方面分析了其所处的内部环境，之后结合内部环境和外部环境对其进行了SWOT分析，归纳总结了内部的优势和劣势，以及所面临的外部机遇和威胁，并根据SWOT分析的结果进行了战略匹配，最后提出了武汉分行零售事业部的战略目标和战略举措。本文研究发现，武汉分行零售事业部应该坚持以占领高端客户、培育和挖掘优质基础客户群体为主线，以建立互利持久的客户关系为基础，以集约化经营、精细化管理为手段，以打造优势和特色产品、拓展营销渠道、提升服务能力为重点，积极调动资源，稳定扶持政策，促进零售业务在规模、质量、效益和服务上取得新突破。武汉分行零售事业部只有采取客户聚焦、服务突破和资源整合的业务发展战略，全面推进人力资源战略、服务营销战略以及品牌战略的实施，，才能快速推动零售银行业务的发展，从而增强本行的核心竞争力。
[Abstract]:Retail banking is the development trend of the banking industry in the future. With the deepening of the reform of domestic financial system, the traditional retail banking business in China is facing the increasingly serious problem of homogenization, which will be difficult to meet the real-time and diversified needs of customers. Only when banks take their own way of development and form characteristic management strategies can they build and enhance their core competitiveness. In early 2004, Societe Generale Bank held the trend of economic development, financial market reform and regulatory changes in a timely manner. In early 2004, it formally proposed that "through vigorously developing retail and emerging businesses, we should steadily push forward comprehensive management to realize the transformation of business models." Thus promoting the realization of profit model transformation "transformation strategy." The key problem of this paper is how to draw up a set of practical strategic implementation plan according to the actual situation of Retail Division of Industrial Bank of Wuhan Branch. This paper first introduces the background, purpose and significance of the research, then analyzes the external environment of the retail business department of Wuhan Branch of Industrial Bank by pest analysis, and then from the management framework, Human resources, core products, channel construction, profitability of five aspects of its analysis of its internal environment, then combined with the internal environment and external environment of SWOT analysis, summed up the internal strengths and weaknesses, As well as the external opportunities and threats, and according to the results of SWOT analysis of strategic matching, finally put forward the strategic objectives and strategic measures of the retail division of Wuhan Branch. The retail division of Wuhan Branch should insist on occupying high-end customers, cultivating and excavating high quality basic customer groups as the main line, establishing mutually beneficial and lasting customer relations as the basis, intensive management and fine management as the means. This paper focuses on building advantage and characteristic products, expanding marketing channels, improving service ability, actively mobilizing resources, stabilizing supporting policies, and promoting new breakthrough in scale, quality, benefit and service of retail business. The retail division of Wuhan Branch only adopts the business development strategy of customer focus, service breakthrough and resource integration, and comprehensively promotes the implementation of human resources strategy, service marketing strategy and brand strategy. In order to quickly promote the development of retail banking business, thereby enhancing the core competitiveness of the Bank.
【学位授予单位】：华中科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F832.2

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