战略转型中的齐鲁银行营销策略研究

发布时间：2018-07-28 12:43

【摘要】：中国银行业在过去三十年的成长有目共睹。资产不断增长,抗风险能力逐步增强,支持经济增长的贡献也越来越大。但是多年以来,我国商业银行的业务发展和利润来源主要依赖信贷资产规模的扩张以及存贷款利差收入。随着中国经济体制改革的日益深入,利率市场化改革步伐进一步加快,商业银行的经营环境、市场监管以及社会需求正在发生深刻变化。靠过高的消耗资本、利差的拉动来维持发展和创造利润增长的经营道路越走越窄。各家商业银行为顺应外部环境的变化和资本监管的要求,纷纷实施经营战略转型,以实现业务结构、客户结构、盈利结构全面调整后的集约化经营模式和多元化增值增长方式。齐鲁银行是山东省内成立的首家城市商业银行。山东省首家、全国第四家实现与外资银行战略合作的城市商业银行,也是山东省首家跨省经营的城市商业银行。随着跨区域经营的不断深入,源于核心竞争力发展的原动力不足问题逐渐显现。同时,由于银行业产品、服务同质化的问题非常突出,齐鲁银行的创新能力不足,产品尚处跟随状态,很难在更大平台上发展壮大。为打破这种同质产品、同质经营“打天下”的传统局面,齐鲁银行于2006年实施经营战略转型。战略转型后的市场定位在“为中小企业服务、为市民服务上,立足做小银行、精品银行、效益银行、质量银行、市民银行,永不做大银行,努力做好地方经济发展的支柱银行”。齐鲁银行经营战略的调整意味着营销方向由单纯依赖风险较低、实力雄厚的大客户变为向分散经营、尚处成长阶段、单户风险较高的中小企业转型；由公司业务为主导向零售银行转型；由传统柜台服务向离行式电子银行业务转型。战略转型后,应采取怎样的营销策略提升竞争力,使其在同行业竞争中处于优势地位?这将会对齐鲁银行乃至省内其他城市商业银行的发展产生深远的影响。本文主要从当前我国商业银行战略转型的原因入手,论述了我国商业银行市场营销的理论基础。通过回顾齐鲁银行的历史由来及发展历程,对其行业环境、客户环境、竞争对手进行全面分析,运用SWOT分析法,指出齐鲁银行的优势和劣势、机会与威胁。同时,本文还通过对比国内外其他商业银行的转型经验,指出齐鲁银行激烈的市场竞争中只有做强区域性零售银行,走特色化发展道路,采取差异化竞争策略、品牌化服务策略,方能扬长避短,充分发挥自身优势。同时提出实现上述定位及策略的措施保障,以期望对齐鲁银行应对新形势下的市场竞争提供一种实用的借鉴。
[Abstract]:The growth of China's banking sector over the past three decades is obvious to all. Assets continue to grow, the ability to resist risks is gradually enhanced, and the contribution of supporting economic growth is growing. However, for many years, the business development and profit source of commercial banks in our country mainly depend on the expansion of credit assets and the income of deposit and loan interest margin. With the deepening of China's economic system reform and the acceleration of interest rate market-oriented reform, the operating environment, market supervision and social demand of commercial banks are undergoing profound changes. Depending on the excessive consumption of capital and the pull of interest rate difference, the operating path of maintaining development and generating profit growth is getting narrower and narrower. In order to adapt to the change of external environment and the requirement of capital supervision, each commercial bank implements the strategic transformation of operation one after another in order to realize the intensive management mode and the diversified value-added growth mode after the overall adjustment of business structure, customer structure and profit structure. Qilu Bank is the first city commercial bank established in Shandong Province. The first city commercial bank in Shandong province and the fourth city commercial bank to realize strategic cooperation with foreign banks is also the first city commercial bank in Shandong province. With the development of cross-regional management, the problem of lack of motive force arising from the development of core competence gradually appears. At the same time, due to the banking products, service homogeneity problem is very prominent, Qilu Bank's innovation capacity is insufficient, the products are still in a state of follow, it is difficult to develop on a larger platform. In order to break the traditional situation of homogeneous products and homogeneous management, Qilu Bank implemented the strategic transformation in 2006. After the strategic transformation, the market positioning is "to serve small and medium-sized enterprises, serve the citizens, be based on small banks, boutique banks, benefit banks, quality banks, citizen banks, and never make big banks." Efforts to do a good job in local economic development pillar banks. The adjustment of Qilu bank's management strategy means that the marketing direction changes from relying on the low risk and the strength of the large customers to the decentralized management, which is still in the growth stage, and the small and medium-sized enterprises with high risk of single household are in transition. From corporate business to retail banking transformation; from traditional counter services to off-line electronic banking business transformation. After the strategic transformation, what kind of marketing strategy should be adopted to enhance the competitiveness, so that it is in an advantageous position in the competition of the same industry? This will have a profound impact on the development of Qilu Bank and other city commercial banks in the province. This article mainly starts with the reasons of the strategic transformation of commercial banks in our country and discusses the theoretical basis of the marketing of commercial banks in our country. This paper reviews the history and development of Qilu Bank, analyzes its industry environment, customer environment and competitors, and points out the advantages and disadvantages, opportunities and threats of Qilu Bank by using SWOT analysis method. At the same time, by comparing the transition experience of other commercial banks at home and abroad, this paper points out that Qilu Bank can only strengthen the regional retail banks in the fierce market competition, take the road of characteristic development and adopt the strategy of differentiated competition. Brand service strategy, in order to develop strengths and circumvent weaknesses, give full play to their own advantages. At the same time, the paper puts forward the measures to realize the above position and strategy, in order to provide a practical reference for Qilu Bank to deal with the market competition under the new situation.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

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