建设银行柳河支行发展战略研究

发布时间：2018-08-01 12:50

【摘要】：近几年来,世界经济体制逐渐发生变化,中国的经济发展也不断进行着变革,产业结构快速调整,我国的金融市场发生了重大转变与调整。随着外资银行占据中国市场份额的风险,国内外金融市场竞争激烈,国内各家银行采取多项措施,增加营业机构、吸纳人才、创新产品,结合市场发展与行业状况制定发展战略发挥优势,我国的商业银行面临着激烈的挑战。过去的银行业务办理渠道,大多依靠线下人工办理,不仅耗费人力物力,而且效率低下,已经无法满足当下客户对于金融交易的需求,随着互联网时代的发展成熟,“互联网+”模式与银行的深度融合,各家银行在经营理念上正在进行转型,应用互联网模式办理日常业务与金融理财,利用网络平台,实现产品与客户的对接,推进新时代转型、新思维模式,推动支行传统模式的创新,构建线上线下一体化经营格局,以夺得先机,抢占市场份额。中国建设银行于1954年10月成立,是一家大型国有控股商业银行,在香港和内地上市,作为中国五大行之一,虽然居于市场主导地位,但要想在激烈的竞争环境中找到出路,同样面临着金融市场的严峻考验。自2005年以来,柳河县政府依托国家“强县”政策,县域经济取得了长足发展,经济增速普遍加快,资源型产业快速成长,经济占比显著提高,县域的经济发展得到了难得的机会。柳河支行经过数年的发展,从最初多个单一模式的营业网点,成长为如今日均存款余额达90000万元的综合性支行。本篇论文运用了文献分析、PEST分析、SWOT分析等方法进行研究。首先,本篇论文通过分析柳河支行发展现状,挖掘当前存在的问题,指出柳河支行在内部管理、业务发展、财务状况、服务建设等方面存在的问题,进行原因分析;其次对支行的经营环境进行分析,通过外部环境、行业环境和内部环境,查找短板,通过优势劣势等方面对比同业银行各项指标,确定支行面临的机遇与威胁;最后结合县域的经济形势、政府政策,结合支行创新转型、资产质量、服务建设、员工素质、考核机制、内部管理、自身发展实际等,选择差异化战略与SO战略,确立始终以“坚持稳健经营,集聚发展优势”为目标,以提升价值创造能力为宗旨,以防控风险为基础,紧紧围绕“以客户为中心微笑服务”和“创新转型发展”两大主题,制定细致可行的发展战略与战略实施的保障措施,不断提升网点综合竞争实力,深入优化综合联动机制,深化转型认识,保障传统业务发展,强化创新服务与产品,提高员工综合能力,突出考核激励导向,强化成本管控和资源配置,引导全行聚焦价值创造,力争成为柳河地区服务最好、效率最高,产品最优的实力型支行。
[Abstract]:In recent years, the world economic system has gradually changed, China's economic development has been undergoing constant changes, the industrial structure has been rapidly adjusted, China's financial market has undergone major changes and adjustments. With the risk of foreign banks occupying the market share in China and the fierce competition in the domestic and foreign financial markets, various domestic banks have taken a number of measures to increase the number of business institutions, attract talents, and innovate products. With the combination of market development and industry conditions, Chinese commercial banks are faced with fierce challenges. In the past, most of the banking business processing channels relied on offline manual processing, which not only consumes manpower and material resources, but also has low efficiency. It has been unable to meet the needs of current customers for financial transactions. With the development of the Internet era, "Internet" mode and the deep fusion of the bank, each bank is carrying on the transformation in the management idea, uses the Internet pattern to deal with the daily business and the financial management, uses the network platform, realizes the product and the customer docking, Promote the transformation of new era, new thinking mode, promote the innovation of the traditional mode of branch, construct the integrated management pattern of line and off line, in order to win the first opportunity and seize the market share. Founded in October 1954, China Construction Bank is a large state-controlled commercial bank listed in Hong Kong and the mainland. As one of China's top five banks, although it dominates the market, it wants to find a way out in a competitive environment. It also faces the severe test of financial markets. Since 2005, relying on the "strong county" policy, the Liuhe county government has made great progress in the county economy, the economic growth rate has generally accelerated, the resource-based industry has grown rapidly, and the proportion of the economy has increased significantly. County economic development has been a rare opportunity. After several years of development, Liuhe branch has grown from a single business network to a comprehensive branch with a daily average deposit balance of 900 million yuan. In this paper, the methods of literature analysis, pest analysis and SWOT analysis are used. First of all, this paper analyzes the current situation of Liuhe branch development, excavates the current problems, points out the Liuhe branch in internal management, business development, financial situation, service construction and other aspects of the problems, analysis of the reasons; Secondly, through the analysis of the operating environment of the branch, through the external environment, the industry environment and the internal environment, find the short board, compare the various indexes of the interbank through the advantages and disadvantages, determine the opportunities and threats faced by the branch; Finally, combining with the county economic situation, government policy, branch innovation transformation, asset quality, service construction, staff quality, assessment mechanism, internal management, self-development reality and so on, select differentiation strategy and so on. The establishment always takes "adhere to steady management, agglomeration development advantage" as the goal, to enhance the value creation ability as the purpose, take the prevention and control risk as the foundation, closely revolves around the two major themes of "customer centered smile service" and "innovation transformation development". To formulate detailed and feasible development strategies and measures to ensure the implementation of the strategy, to continuously enhance the comprehensive competitive strength of the network, to optimize the comprehensive linkage mechanism, to deepen the understanding of transformation, to ensure the development of traditional business, to strengthen innovative services and products, Improve the comprehensive ability of employees, highlight the guidance of examination and incentive, strengthen cost control and resource allocation, guide the whole bank to focus on value creation, strive to become the best service, the highest efficiency, the best product strength branch in Liuhe area.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33;F272

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