P银行C分行经营战略研究

发布时间：2018-09-10 07:24

【摘要】：P银行C分行(以下简称C分行)成立于2002年10月18日,系P银行股份有限公司(以下简称P银行)的一级分支机构。P银行成立于上个世纪80年代后期,是中国改革开放后首当其冲在深圳证券交易所上市的全国性股份制银行。经过近二十多年的发展,P银行公司金融、个人金融以及同业金融领域均取得了显著业绩,尤其是核心企业供应链金融服务与产品的开发与迅速推广,为P银行赢得了良好的社会口碑,创造了更高的品牌价值。可以说,这个核心企业供应链金融服务与产品,开创了业界贸易融资业务市场研发和实施的先河。当今业界贸易融资服务与产品基本复制于P银行的同类服务与产品。因此,P银行2007年获得“最佳供应链金融创新银行”奖。同时,P银行勇于自我承担社会责任,并获得了“最佳企业社会责任奖”殊荣。作为P银行一级分支机构的C分行,近年来不断大力推进管理创新、服务创新和市场拓展创新,并依托上述这个特色金融服务与产品在市场上也取得了较好的业绩,存款年均增幅达到25%,大大促进了C分行的规模发展。2012年7月27日,P集团控股P银行。由于P集团成立以来一直强调市场份额,因此C分行的规模发展就被提到了议事日程。C分行近十年来发展缓慢,金融服务与产品单一,市场份额占比较低,人力资源和网点建设不到位,同业地位靠后。因此,面对全球经济不景气和国内经济整体下行的局面,如何实现P集团所要求的规模增长年均增幅达到40%-50%这一快速发展目标,是笔者作为C分行所属青羊支行的主要管理者一直在思考和研究的问题。通过近两年在西南财经大学EMBA课程的系统学习,使我清醒地认识到C分行制胜的法宝在于寻求和制定超越竞争对手的企业经营战略。在本文中,笔者充分结合自身多年以来长期从事银行经营管理工作的经验,以C分行为研究对象,首先对有关战略理论的相关文献进行了梳理,为文章后面部分的分析提供了理论支撑和分析工具。其次,对P银行及其一级分支机构的C分行的概况、组织构架、主要和特色金融产品与服务以及经营业绩等方面进行了全面系统介绍,使读者对C分行目前的发展状况有一个清楚的了解。第三,运用PEST模型,对C分行外部一般环境进行了深入的综合分析,确定C分行存在的外部机会和威胁。政治法律方面主要从稳定方面进行分析；经济因素方面主要从地区经济平稳发展、居民消费价格水平提升、地方规模以上企业均衡发展、地区内企业亏损面有所增大等方面进行综合分析；社会因素方面主要分析历史文化、旅游资源、资源聚集优势、科教事业、人口等方面：技术因素主要从信息革命等方面进行分析。运用“波特五力分析模型”,对C分行面临的行业状况进行了研究。这从竞争对手、替代产品的替代能力、潜在竞争者的进入能力、顾客的议价能力、供应商的议价能力等五个方面进行了综合分析,找准C分行在行业环境中的生存状况,挖掘C分行自身的有利条件。在此基础上,利用SWOT研究法,在肯定C分行具有优势的基础上,对其影响自身发展的劣势也进行了全面总结和研究。第四,基于PEST分析法、波特五力模型和SWOT分析法对C分行内外环境的机会与威胁、优势与劣势进行了综合研究,得出C分行要因势利导,扬长避短,制定实现2012-2015年的规模发展应当选取的公司扩张式经营战略。最后,为了确保未来3年目标任务的达成,对扩张式经营战略的指导思想和对应措施进行了综合分析及阐述。本文正文共分六个部分,第一部分前言,主要阐述了论文的选题背景、研究的方法和目的以及思路、逻辑框架和文章的贡献与不足,回答了把C分行作为本次研究对象的原因以及对中小银行一定的借鉴作用。第二部分战略管理理论分析,简单介绍了安德鲁斯SWOT模型和波特五力分析模型分析的具体内容和方法,叙述了企业与内外环境的关系。第三部分C分行经营现状分析,对P银行的历史沿革、发展概况和核心价值观进行了大致描述,重点介绍了C分行的基本情况、组织机构、金融主要和特色产品与服务及其经营业绩。第四部分C分行经营战略分析,运用PEST分析法,详细分析了政治形势、法律法规、经济、社会和技术等宏观环境对C分行业务发展带来的机会和威胁。在行业分析中,利用波特五力模型对进入者的威胁、替代品的威胁、供应商的议价能力、买方的议价能力、同业竞争者的竞争强度进行了全面的分析。通过外部环境的详细分析,找准了C分行未来发展所面临的机会和威胁。运用SWOT模型,立足C分行的现实状况,综合分析了内外环境中的有利与不利、机会与威胁,进而得出C分行现实经营战略的选择是扩张式经营战略,为分行的战略定位指明了方向。第五部分战略抉择与发展目标,本部分是基于前四个部分的详尽分析,提炼出C分行扩张式经营战略抉择,这就是一切工作要以“市场份额”为出发点和落脚点,同时对战略抉择的指导思想以及具体目标进行简单介绍。第六部分经营战略的实现。这部分重点阐述了C分行当前尽快采取的行之有效的战略实施措施。这些措施主要包括7个方面,一是人才的培养和引进、一流队伍的打造,该项措施主要是从梳理现有员工队伍、积极引进认同P集团文化的优秀员工、建立学习型组织并强化培训三个方面进行了详细阐述,目的是实现岗位职责与人的有机结合。二是进取透明的绩效考核文化制度的建立,这项措施主要是从绩效的界定、绩效考核者、简单明了的绩效考核制度的设立、绩效面谈和申诉以及绩效考核问责等五个方面进行了详细分析,目的是在同业竞争加剧的时代推动C分行制定留住人才、引进人才的切实可行的措施。三是网点建设问题,此项措施主要从现有网点的改造、新网点的设立两个方面分析的,目的是强调网点对C分行来讲的重要性。四是高度重视P集团的客户资源。本项措施是从思想、学习、行动和协作等方面分析阐述的,内容包括统一思想、加强金融知识的学习、推行交叉销售、树立良好协作意识四个方面。五是利用P集团综合金融平台和自身优势进行交叉销售,把信用卡业务做大做强。六是继续发挥C分行多年来形成的贸易融资和离岸业务特色优势,抓住政策大好机遇,大力拓展跨境人民币业务。七是IT技术创新和研发力度问题。这主要从突出IT技术服务的思想、提升IT资源使用效率、充分利用工T技术人员以及适度外包等方面进行了详细阐述,目的是转变IT服务观念。IT工作要跟着市场和客户转,跟着业务工作转。本文的重点在于运用在西南财经大学EMBA课程中所学到的知识,对C分行内部与外部环境进行综合分析,然后在此基础上确立适合C分行的企业战略,并对分行战略实施做了深入的分析与阐述。本文的另一个特点是笔者结合自己多年的银行经营管理经验,根据分行实际情况,为保证企业战略的执行和控制,提出了符合上级行发展速度要求的实施计划,以及切实可行的战略保障措施,这对其他中小银行战略的研究和制定,也有一定的借鉴作用。当然,由于笔者知识有限,加之碍于时间仓促和资料收集范围的限制,文中定有疏漏及错误之处,希望各位老师不吝赐教,请提供宝贵意见。
[Abstract]:Bank P Branch C (hereinafter referred to as Branch C) was established on October 18, 2002, is a first-class branch of Bank P (hereinafter referred to as Bank P) Co., Ltd. P Bank was established in the late 1980s, China's reform and opening up after the first impact of the Shenzhen Stock Exchange listed in the national joint-stock banks. P Bank has made remarkable achievements in the fields of finance, personal finance and interbank finance, especially in the development and rapid promotion of supply chain financial services and products of core enterprises, which has won a good social reputation and created a higher brand value for P Bank. In 2007, Bank P won the Best Supply Chain Financial Innovation Bank Award. At the same time, Bank P has the courage to assume social responsibility and won the Best Corporate Social Responsibility. C Branch, a first-class branch of Bank P, has been pushing forward management innovation, service innovation and market expansion innovation in recent years. Relying on the above-mentioned financial services and products, it has also made good achievements in the market. The average annual increase in deposits reached 25%, greatly promoting the scale of C Branch. Since the establishment of P Group, the scale development of C Branch has been put on the agenda. The development of C Branch has been slow in the past decade, the financial services and products are single, the market share is low, the human resources and network construction are not in place, and the interbank position is backward. As the main manager of Qingyang Branch of C Branch, the author has been thinking and researching on how to achieve the rapid growth target of 40% - 50% per annum required by P Group in the economic downturn of China. Recognizing that the key to success of Branch C lies in seeking and formulating a business strategy that surpasses its competitors, the author combines his own experience in banking management for many years and takes Branch C as the object of study. Firstly, the relevant literature on strategic theory is sorted out for the later part of the article. The analysis provides theoretical support and analytical tools. Secondly, the paper gives a comprehensive and systematic introduction to the general situation, organizational framework, main and characteristic financial products and services, as well as operating performance of C branch of P bank and its first-class branch, so as to make readers have a clear understanding of the current development of C branch. Thirdly, it uses PEST model. The political and legal aspects are mainly from the aspects of stability; the economic factors are mainly from the stable development of the regional economy, the promotion of consumer prices, the balanced development of Enterprises above the local scale, and the loss of enterprises within the region. From the social factors, it mainly analyzes the historical culture, tourism resources, resource gathering advantages, science and education undertakings, population and so on. The technical factors are mainly analyzed from the aspects of information revolution and so on. Competitors, substitutes for products, potential competitors'entry ability, customers' bargaining ability, suppliers'bargaining ability and other five aspects are analyzed comprehensively to find out the survival situation of branch C in the industry environment, and tap the advantages of branch C itself. On this basis, SWOT research method is used to affirm the advantages of branch C. Fourthly, based on PEST analysis, Porter's Five Forces Model and SWOT analysis, the opportunities and threats, strengths and weaknesses of the internal and external environment of Branch C are comprehensively studied. It is concluded that Branch C should make use of its strengths to avoid its weaknesses and develop the scale of development in 2012-2015. Finally, in order to ensure the achievement of the objectives and tasks in the next three years, the guiding ideology and corresponding measures of the expansion strategy are comprehensively analyzed and elaborated. The second part is the theoretical analysis of strategic management. It briefly introduces the specific contents and methods of Andrews SWOT model and Porter's five-force analysis model, and describes the enterprise and internal and external. The third part is the analysis of the current operation situation of C Branch. It gives a general description of the history, development and core values of P Bank. It mainly introduces the basic situation of C Branch, organization, financial main and characteristic products and services and its operating performance. The fourth part is the analysis of the operation strategy of C Branch, using PEST analysis method, details. This paper analyzes the opportunities and threats brought by the macro-environment, such as political situation, laws and regulations, economy, society and technology, to the business development of C sub-industries. Through the detailed analysis of the external environment, this paper finds out the opportunities and threats faced by the future development of Branch C. Based on the actual situation of Branch C, this paper uses SWOT model to analyze the advantages and disadvantages, opportunities and threats in the internal and external environment, and then draws the conclusion that the choice of the actual management strategy of Branch C is the expansion management strategy and the battle for Branch C. The fifth part is the strategic choice and the development goal. This part is based on the detailed analysis of the first four parts, extracting the expansion strategy choice of C Branch. This is that all work should take "market share" as the starting point and the foothold, and at the same time, the guiding ideology of the strategic choice and specific objectives are briefly introduced. The sixth part is the realization of the business strategy. This part focuses on the effective strategic implementation measures adopted by Branch C as soon as possible. These measures mainly include seven aspects. First, the cultivation and introduction of talents, the building of first-class teams. This measure mainly combs the existing staff, and actively introduces the excellence of P Group culture. Show employees, establish a learning organization and strengthen training in three aspects are elaborated in detail, the purpose is to achieve the organic combination of post responsibilities and people. Second, the establishment of an enterprising and transparent performance appraisal culture system, this measure is mainly from the definition of performance, performance appraisers, the establishment of a simple performance appraisal system, performance interviews and Complaints and accountability for performance appraisal are analyzed in detail in five aspects. The purpose is to promote C Branch to formulate practical measures to retain and introduce talents in the era of intensified competition in the same industry. Fourthly, it attaches great importance to P Group's customer resources. This measure is analyzed and elaborated from the aspects of thinking, learning, action and cooperation. The content includes four aspects: unifying ideas, strengthening the study of financial knowledge, promoting cross-selling, and establishing a good sense of cooperation. Fifthly, it uses P Group's comprehensive financial platform and cooperation. Sixthly, we should continue to give full play to the advantages of trade financing and offshore business formed by Branch C over the years, seize the good opportunities of policy, and vigorously expand cross-border RMB business. Seventh, we should focus on IT technology innovation and research and development. This is mainly from the idea of IT technology services to enhance IT capital. The purpose of this paper is to change the concept of IT service. IT work should follow the market and customers, and follow the business work. The emphasis of this paper is to apply the knowledge learned in the EMBA course of Southwest University of Finance and Economics to the internal and external environment of Branch C. Based on the comprehensive analysis, this paper establishes the enterprise strategy suitable for C Branch, and makes a thorough analysis and elaboration on the implementation of the branch strategy. Another characteristic of this paper is that the author combines his years of bank management experience, according to the actual situation of the branch, in order to ensure the implementation and control of the enterprise strategy, puts forward the development in line with the superior bank. The implementation plan of speed requirement and feasible strategic safeguard measures can also be used for reference in the study and formulation of other small and medium-sized banks. Please provide valuable advice.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33;F272.3

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