国有商业银行差异化战略对运营绩效促进效应研究

发布时间：2018-06-28 08:46

本文选题：国有商业银行 + 差异化战略　；参考：《江苏大学》2017年博士论文

【摘要】：差异化战略是国际银行业竞争的制高点,也是我国银行业竞争力培育的必然趋势。作为我国银行业主体的国有商业银行,在差异化战略引入和实施中应肩负重任。但是,目前,国有商业银行仅意识到差异化战略的重要性,未能将差异化理念成功地转化为差异化行为,在实施中杂乱无章、支离破碎,缺乏系统性、全局性、前瞻性,远未形成规范的战略体系,严重阻碍了差异化的进程。具体而言,国有商业银行差异化的滞后主要表现在如下三个方面:一是国有商业银行无法区分优势差异化策略和劣势差异化策略,导致在实施中缺乏轻重缓急;二是缺乏对优势差异化策略的合理突破方法,导致差异化战略久不见效;三是同一地区不同银行机构之间在差异化实施中缺乏经验与技能的借鉴,导致各个银行机构的差异化能力均在低水平徘徊。基于这种现状,本研究运用扎根理论的思想,通过资料收集、初始编码、轴心编码、理论编码等方法,构建了国有商业银行差异化战略体系,将国有商业银行差异化战略分解为八个具体的策略,继而构建了国有商业银行差异化战略对运营绩效的促进效应模型,利用多元回归分析方法对模型进行了检验,甄别了优势差异化策略与弱势差异化策略。在此基础上,利用结构方程模型分析法对优势差异化策略的功能进行了深入的解析,随后比较性地检验了四大国有商业银行差异化战略的功能差异,不仅提出了优势差异化策略的深化方法,也从提出了不同商业银行之间差异化战略的相互借鉴方向,从而为国有商业银行差异化战略的推进提供了有价值的理论借鉴。基于以上的工作,本研究的创新性研究内容包括如下四个方面:第一,基于扎根理论的思想,通过初始编码、轴心编码、理论编码等方法,构建了国有商业银行差异化战略体系,将国有商业银行差异化战略分为八项具体的差异化策略:差异化战略导向、客户数据库建设、市场细分、市场差异化、产品差异化、分销渠道差异化、服务差异化和银行形象差异化,从而为差异化战略的实施提供了完整的理论框架。第二,揭示了国有商业银行差异化的微观机理,区分了差异化策略的有效性,发现了优势差异化策略,指出了若干策略的不足,从而提出了国有商业银行差异化战略的具体改进策略。研究发现:差异化战略导向、客户数据库建设、产品差异化、分销渠道差异化和银行形象差异化等策略对银行运营绩效产生了实质性的促进作用,其中,差异化战略导向和分销渠道差异化的效应最强;市场细分、市场差异化和服务差异化对银行差异化绩效没有产生现实性的促进功能。差异化战略的改进策略包括:①继续发挥差异化战略导向与分销渠道差异化战略的优势功能,确保差异化战略实施的正常进展。②持续改进客户数据库建设、产品差异化与银行形象差异化策略的一般性过程,为差异化战略的改进创造条件。③深入分析市场细分、市场差异化与服务差异化的功能缺失的不利因素,为差异化战略的全面改进奠定基础。同时发现:在差异化环境下,固定资产规模和差异化战略年限对银行运营绩效存在着正向的影响,而从业人员规模对运营绩效存在着反向的影响。第三,深入揭示了优势差异化策略对国有商业银行运营绩效各要素的微观促进机理,发现:客户数据库建设的主要目标是促进内部流程的优化、学习与成长的增长;产品差异化建设的主要目标是促进学习与成长的增长;分销渠道差异化的主要目标是内部流程的优化、学习与成长的增长;银行形象差异化的主要目标是顾客绩效的改进、学习与成长的增长。检验结果为国有商业银行差异化战略的深入实施提供了理论借鉴。第四,比较性地检验了四大商业银行差异化战略的优势和不足,发现:工商银行差异化的优势在于数据库建设、市场细分和产品差异化,不足在于分销渠道差异化和服务差异化的功能缺失;建设银行差异化的优势在于数据库建设和分销渠道差异化,不足在于市场细分、市场差异化和银行形象差异化的功能缺失;农业银行差异化的优势在于数据库建设和市场细分,不足在于产品差异化、服务差异化和银行形象差异化的功能缺失;中国银行差异化的优势在于数据库建设、服务差异化和银行形象差异化,不足在于市场细分、市场差异化和分销渠道差异化的功能缺失。检验结果为四大国有商业银行差异化战略的相互借鉴提供了理论支持。
[Abstract]:The differentiation strategy is the commanding point of the international banking competition and the inevitable trend of the competitiveness of China's banking industry. The state-owned commercial banks, as the main body of China's banking industry, should take a heavy responsibility in the introduction and implementation of the differentiation strategy. However, at present, the state-owned commercial banks are only aware of the importance of the differentiation strategy and have not been differentiated. Successful transformation into differential behavior, in the implementation of chaos, fragmentary, lack of systematic, overall, forward-looking, far from the formation of a normative strategic system, seriously hindered the process of differentiation. Specifically, the main three aspects of the lag behind the state commercial banks are as follows: first, the state owned Commercial Banks can not distinguish The advantage differentiation strategy and inferiority differentiation strategy lead to lack of priority in the implementation; two is the lack of a reasonable breakthrough method for the advantage differentiation strategy, which leads to the difference strategy for a long time. The three is the lack of experience and skill for different banking institutions in the same region, which leads to the difference of various banking institutions. On the basis of this situation, this study uses the idea of grounded theory to construct a strategic system of differentiation of state-owned commercial banks by means of data collection, initial coding, axis coding, and theoretical coding, and divides the state commercial banks into eight specific strategies, and then constructs a state-owned business. On the basis of the structural equation model analysis, the function of the advantage differentiation strategy is deeply analyzed and then compared. The functional difference between the four state-owned commercial banks' differentiation strategy is tested, not only the deepening method of the advantage differentiation strategy is put forward, but also the mutual reference direction of the differentiation strategy between different commercial banks is put forward, thus providing valuable theoretical reference for the promotion of the differentiation strategy of the state-owned commercial banks. Based on the above work, The innovative research contents include the following four aspects: first, based on the idea of grounded theory, through the initial coding, the axis coding, the theoretical coding and other methods, the state-owned commercial banks' differentiation strategy system is constructed, and the state-owned commercial banks' differentiation strategy is divided into eight specific differentiation strategies: the differentiation strategic orientation and the number of customers. According to the library construction, market segmentation, market differentiation, product differentiation, distribution channel differentiation, service differentiation and bank image differentiation, it provides a complete theoretical framework for the implementation of differential strategy. Second, it reveals the micro mechanism of the differentiation of state-owned commercial banks, distinguishes the effectiveness of the differentiation strategy and finds the advantage difference. The strategy of alienation, pointing out the shortcomings of several strategies, puts forward specific strategies for improving the differentiation strategy of state-owned commercial banks. It is found that the strategies of differentiation strategy orientation, customer database construction, product differentiation, distribution channel differentiation and bank image differentiation have a substantial promoting effect on the performance of bank operation. Differentiation strategy orientation and distribution channel differentiation have the strongest effect, market segmentation, market differentiation and service differentiation have no realistic promotion function on the performance of bank differentiation. The improvement strategies of differentiation strategy include: (1) continue to play the advantage function of differential strategy guidance and distribution channel differentiation strategy, ensure The normal progress of the implementation of the differentiation strategy. (2) the general process of improving the customer database construction, product differentiation and the differentiation strategy of bank image, creating conditions for the improvement of the differentiation strategy. Thirdly, the disadvantages of market segmentation, market differentiation and service differentiation are thoroughly analyzed, and the comprehensive strategy of differentiation is comprehensive. The improvement lays the foundation. At the same time, it is found that the scale of fixed assets and the years of differentiation strategy have a positive influence on the performance of the bank operating performance in the differentiated environment. The size of the employees has a reverse influence on the operation performance. Third, it reveals the microcosmic effect of the advantage differentiation strategy on the operating performance of the state-owned commercial banks. The main goal of the construction of customer database is to promote the optimization of internal process and the growth of learning and growth. The main goal of the product differentiation construction is to promote the growth of learning and growth; the main objective of the differentiation of distribution channels is the optimization of the internal process, the growth of learning and growth, and the main difference in the image of the bank. The goal is to improve the customer performance and the growth of learning and growth. The test results provide a theoretical reference for the in-depth implementation of the differentiation strategy of the state-owned commercial banks. Fourth, the advantages and disadvantages of the differentiation strategy of the four commercial banks are comparatively tested and the advantages of the industrial and Commercial Banks' differentiation lie in the database construction, market segmentation and production. The difference in product differentiation lies in the lack of distribution channel differentiation and service differentiation; the advantage of the Construction Bank differentiation lies in the difference of database construction and distribution channels, and the lack of market segmentation, market differentiation and the lack of function of bank image differentiation; the advantage of agricultural banking differentiation lies in the construction of database and the fine market. The deficiency lies in the difference in product, service differentiation and the difference in the image of the bank. The advantages of the Chinese bank differentiation lie in the construction of the database, the difference in service and the difference in the image of the bank. The insufficiency lies in the market segmentation, the market differentiation and the difference of distribution channels. The results of the test are four state-owned commercial banks. The mutual reference of differentiation strategy provides theoretical support.
【学位授予单位】：江苏大学
【学位级别】：博士
【学位授予年份】：2017
【分类号】：F832.33

【参考文献】