基于平衡计分卡的KL银行战略实施效果评价

发布时间：2018-06-08 14:01

本文选题：平衡计分卡 + 集中化战略　；参考：《西南石油大学》2014年硕士论文

【摘要】：目前,国内外金融市场环境复杂多变,这给商业银行既带来了机遇也带来了挑战。商业银行纷纷重视战略评价以应对来自各方的竞争与风险。KL银行成立时间较短、资源有限、市场影响力较小,这些不足已影响到KL银行的长远发展,因此加强KL银行经营战略评价更具有现实指导意义。此外,平衡计分卡突破了传统评价方法界限,强调财务指标与非财务指标之间的平衡,因此本文选择运用平衡计分卡思想对KL银行集中化战略实施效果进行评价,这为KL银行管理者及员工指明了前进方向,为KL银行科学管理提供了决策参考,从而有助于优化KL银行金融资源配置,有助于促进KL银行健康、可持续发展,有助于提升KL银行经济效益及核心竞争力。本文以KL银行集中化战略实施效果为研究对象,以平衡计分卡为研究工具,以SWOT分析理论为理论指导,采取理论与实践结合方式对KL银行经营战略进行系统评价。首先,结合KL银行实际,分析了KL银行集中化战略的产生过程及KL银行实施集中化战略的必要性与可行性。其次,应用平衡计分卡对KL银行集中化战略实施效果在财务层面、客户层面、内部流程层面、学习与创新层面、风险管理层面进行了系统评价。第三,透过KL银行集中化战略效果评价,发现了KL银行集中化战略实施过程中存在的问题,如财务经营状况不佳、顾客认可度较低、人才相对匮乏、业务较为单一、风险管控能力较差等。最后,针对KL银行所存在的问题提出了KL银行集中化战略实施效果的提升对策,包括改善财务状况、丰富新型业务种类、建设核心人才队伍、提升风险管理能力、提高顾客认可度等。这些建设性措施的提出对KL银行未来决策有一定参考价值和借鉴作用。
[Abstract]:At present, the domestic and foreign financial market environment is complex and changeable, which brings both opportunities and challenges to commercial banks. Commercial banks attach importance to strategic evaluation in order to deal with the competition and risk from all parties. KL Bank has a short time, limited resources and less market influence. These shortcomings have affected the long-term development of KL Bank. Therefore, strengthening KL bank management strategy evaluation has practical significance. In addition, the balanced Scorecard breaks through the limits of traditional evaluation methods and emphasizes the balance between financial indicators and non-financial indicators. Therefore, this paper chooses to use the idea of balanced Scorecard to evaluate the implementation effect of centralized strategy of KL Bank. This has pointed out the way forward for the managers and employees of KL Bank, and provided the decision reference for the scientific management of KL Bank, which will help to optimize the allocation of financial resources of KL Bank and promote the healthy and sustainable development of KL Bank. This paper takes the implementation effect of the centralized strategy of KL Bank as the research object, takes the balanced Scorecard as the research tool, and takes the SWOT analysis theory as the theoretical guidance. Adopt the combination of theory and practice to evaluate the management strategy of KL Bank systematically. Firstly, based on the practice of KL Bank, this paper analyzes the process of centralization strategy and the necessity and feasibility of KL Bank's centralization strategy. Secondly, the application of balanced Scorecard to the implementation of KL bank centralized strategy in the financial level, customer level, internal process level, learning and innovation level, risk management level of systematic evaluation. Thirdly, through the evaluation of the effect of KL bank's centralization strategy, the problems in the implementation of KL bank's centralization strategy are found, such as poor financial management, low customer recognition, relatively lack of talents and single business. Poor risk management ability. Finally, aiming at the problems existing in KL Bank, the paper puts forward the countermeasures to improve the effect of the centralized strategy of KL Bank, including improving the financial situation, enriching the new types of business, building the core talent team, and enhancing the ability of risk management. Improve customer acceptance, etc. These constructive measures have certain reference value and reference function for KL Bank's future decision.
【学位授予单位】：西南石油大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.33

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