C银行零售银行业务发展战略研究

发布时间：2018-01-11 02:07

本文关键词：C银行零售银行业务发展战略研究　出处：《电子科技大学》2012年硕士论文　论文类型：学位论文

【摘要】：随着我国经济迅速发展和居民财富的快速增长,零售银行业务的市场潜力日益显现。各家银行普遍意识到了发展零售业务对于整个银行持续稳定发展的重要战略意义,并逐步加快了零售银行业务的发展步伐。以此为背景，本文以研究C银行的零售银行业务的发展战略为目标，首先需要解决“制定零售银行战略的现实意义何在”的问题；作为中小股份制银行的一员，C银行面临着与同类银行相同的外部环境，本文遂又需要解决“什么样的零售银行战略才是C银行的正确选择”这一问题，本文将外部环境对中小股份制银行的影响进行了阐述，明确了C银行发展零售银行战略的必要性和竞争环境，并以此为依据，说明了在制定成功的零售银行战略方面，什么才是C银行的正确选择；接着，本文从C银行面临的零售银行业务发展瓶颈入手，研究了C银行的零售银行发展战略，并单列一章，阐述了C银行为保障这一战略的顺利实施，所采取的一系列措施。现将各章内容分述如下：本文第一章为绪论，介绍选题背景和意义、研究方法、数据和信息来源。第二章对零售银行业务及制定零售银行战略的现实意义进行了概述。文章提出，零售银行业务应该在风险可控的前提下，关注客户。这一方面要求银行要了解客户需求，，但更重要地是了解需求与当前零售业务现状的距离，有的放矢地进行改革。客户是银行的衣食父母，制定并实施符合客户日益提升的金融需求的战略，是银行发展的首要问题。第三章对中小股份制银行制定零售战略所面临的外部环境进行了分析，以说明C银行发展零售银行业务的必要性和面临的竞争态势和C银行应有的发展战略。文章认为，从国内中小股份制商业银行的外部环境和自身现状看，发展零售银行业务既具备一系列的有利条件，又是银行可持续发展的内在要求。通过对同业的X银行和J银行的零售战略进行的调研，笔者提出，中小股份制商业银行必须根据自身的条件走一条积累、经营、增值三个阶段同时启动、一体化运作的零售银行发展道路。第四章阐述了C银行的零售银行经营策略，并从发展瓶颈入手，介绍了C银行实施零售银行发展战略的概况和实施设想。第五章以C银行自主研发的居家易联名卡为例，描述和构建了一个实施C银行战略构想的可资借鉴的模式。第六章阐述了C银行为切实执行发展战略而设置的一系列保障措施，笔者认为，实现C银行的零售战略规划必须要有组织的保障和具体的实施计划，必须通过有效的战略领导与组织、战略细化与推进、评价修改与检查等举措，组织战略实施，提高战略执行力。笔者通过对建立健全有效的零售战略领导与组织体系、健全和强化战略规划的细化与推进机制、建立与加强战略规划的评估、修改与检查机制三方面的论述，以期对中小股份制零售银行战略的制定和实施提供参考和借鉴。
[Abstract]:With the rapid growth of China's economy and the rapid development of household wealth, the retail banking market potential is increasingly apparent. Banks generally aware of the retail business development strategy for sustainable and stable development of the whole bank, and gradually accelerate the pace of development of the retail banking business.
Under this background, this paper research on the development strategy of C bank's retail banking business as the goal, you first need to solve the practical significance to develop retail banking strategy where the problem; as a member of the small and medium-sized joint-stock banks, C banks are facing the same external environment and the bank, but also need to solve "what the retail banking strategy is the right choice of" C bank this problem, this paper will affect the external environment of small and medium-sized joint-stock banks are elaborated, clear the necessity of the development of C bank retail banking strategy and competitive environment, and on this basis, the retail banking strategy making, what is the correct choice of C bank; then, the retail banking business development bottleneck faced by the Bank of C, studied the development strategy of retail banking of C bank, and a separate chapter, elaborated the C bank In order to ensure the smooth implementation of this strategy, a series of measures have been taken. The contents of each chapter are described as follows:
The first chapter is the introduction, which introduces the background and significance of the topic, the method of research, the data and the source of information.
The second chapter provides an overview of the retail banking business and the practical significance to develop retail banking strategy. In this paper, the retail banking business should be under the premise of risk control, pay attention to customers. This requires banks to understand the needs of customers, but it is important to understand the needs and the status quo of retail business from targeted the reform of the bank's customers. Yisifumu, the formulation and implementation of the growing financial needs of customers strategy, is the primary problem of the development of banks.
The third chapter analyzes the small and medium-sized joint-stock banks to develop retail strategy facing the external environment, to illustrate the necessity of the development of the retail banking business of C bank and C bank faces competition situation and development strategy of the article, from the small and medium-sized joint-stock commercial bank's external environment and their own situation, the development of retail banking the business has a series of favorable conditions, but also is the inherent requirement of sustainable development of banks. Through the investigation, with the X bank and J bank retail strategy is put forward in this paper, the small and medium-sized joint-stock commercial banks must according to their own conditions and take a accumulation of business, value-added three stages started at the same time, the development of the road retail banking integrated operation.
The fourth chapter expounds the retail bank management strategy of C bank, and starts with the bottleneck of development, and introduces the general situation and implementation of C bank's implementation of retail bank development strategy.
The fifth chapter describes and constructs a model that can be used for reference by the C bank's strategic concept, taking the C bank's home easy joint card as an example.
The sixth chapter describes the C bank for effective implementation of development strategies and a series of security measures, set the author believes that the implementation of strategic planning of retail bank C must have the guarantee and the concrete implementation plan, must through the strategic leadership and organizational effectiveness, and promote the refinement strategy, evaluation and modification and inspection measures, organization the implementation of the strategy, improve strategy execution. Through the establishment of a sound and effective retail strategic leadership and organization system, improving and refining strengthening strategic planning and promoting mechanism, establishing the evaluation and strengthen strategic planning, three aspects of revision and inspection mechanism are discussed, in order to develop small and medium-sized joint-stock retail banking strategy and implementation reference.

【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

【共引文献】