G城商行核心竞争力研究
发布时间：2018-11-07 12:48
【摘要】：近两年,银行业发展的大环境发生了重大变化:一是新常态的中国经济发展格局下,将会使得宏观经济支撑银行资产增长而起到的作用逐步减弱,银行业的发展也随之踏入了“缓增速,调结构”的新常态。二是利率市场化的脚步不断加快,银行业的十年黄金期已经一去不复返,市场的竞争激烈程度将进一步加剧,银行业的利息差还会有进一步收窄的趋势,而依赖于存贷利差这一传统盈利模式为主的银行机构会面临极大的挑战;三是金融脱媒化趋势越来越严重,直接融资比例大幅提升,社会间接融资渠道更加丰富,银行的中介作用被极大弱化,银行不断流失优质、大中型企业客户,业务经营层面上面临着巨大挑战;四是经济体制改革的全面深化和监管的完善,对银行公司治理和内部控制的要求极大提升;五是互联网金融的快速发展,直接且深刻的触及到银行的经营方式。作为地方性银行,G城商行更是能深切体会大环境变化所带来的变化和调整,尤其是整个银行业的目标市场和客户结构逐步向下迁移,其传统优势所在的领域(小微、零售客户群体及县域政市场等)已经成为竞争最激烈的细分市场,地方性政府类业务也随着经济新常态的变化而转型压力巨大,又因前几年的盲目扩张和重业务规模轻风险控制的模式,导致不良贷款率和不良贷款金额双升的压力下,其原有的灵活高效、决策半径短、地方支持等优势在一定层度上大大减弱。因此在不良贷款双升和维系收益水平不变的压力下,G城商行内外交困的竞争格局已经显现。银行如果不夯实经营基础,不注重精细化管理,就有可能被吞并、或是破产淘汰出局。那G城商行该做出什么改变?如何树立核心竞争力才能实现可持续发展?本文的研究思路是围绕“构建G城商行核心竞争力”这一个总体目标,以迈克尔·波特的竞争优势为理论基础,从内外部对G城商行的竞争要素进行分析,应用因子分析法分析G城商行的竞争力总体情况,应用数据包络法(DEA)分析G城商行的竞争效率;再次,从如何培育核心竞争力的角度出发,从战略发展方向、经营策略、机制改革等多个方面提出构建G行的核心竞争力的建设性意见。
[Abstract]:In the last two years, major changes have taken place in the environment for the development of the banking industry. First, under the new normal pattern of economic development in China, the role played by the macro-economy in supporting the growth of bank assets will gradually weaken. The development of the banking industry has also stepped into the new normal of "slow growth and structural adjustment". Second, the pace of interest rate liberalization is constantly accelerating, the 10-year golden period of the banking sector has gone for ever, the fierce competition in the market will be further intensified, and the interest rate difference in the banking industry will still have a trend of further narrowing. Banking institutions that rely on the traditional profit-making model of deposit and loan spreads will face great challenges. Third, the trend of financial disintermediation is becoming more and more serious, the proportion of direct financing has increased substantially, the social indirect financing channels have become more abundant, the intermediary role of banks has been greatly weakened, banks have been losing quality and large and medium-sized enterprise customers. At the level of business management, it faces great challenges; Fourth, the overall deepening of the economic system reform and the improvement of supervision, the requirements for corporate governance and internal control of banks are greatly enhanced; fifthly, the rapid development of Internet finance directly and profoundly touches on the management mode of banks. As a local bank, G City Commercial Bank is also able to appreciate the changes and adjustments brought about by the changes in the environment, especially the gradual downward migration of the target market and customer structure of the entire banking industry, and the areas in which its traditional advantages lie (small and small). Retail customer group and county government market have become the most competitive subdivision market, local government business with the change of the new normal economy and the pressure of transformation is enormous. Due to the blind expansion of the past few years and the model of emphasizing the business scale and the risk control, the non-performing loan ratio and the non-performing loan amount are under the pressure of double rise, and the original flexibility and efficiency, and the decision-making radius is short. Local support and other advantages in a certain layer of greatly weakened. Therefore, under the pressure of double rise of non-performing loan and constant income level, the competitive pattern of G City Commercial Bank is already apparent. If the bank does not consolidate the foundation of management, do not pay attention to fine management, it may be annexed, or eliminated from bankruptcy. So what changes should be made by the G City firm? How to establish the core competitiveness to achieve sustainable development? The research idea of this paper is to analyze the competitive factors of G City Commercial Bank from the internal and external perspectives on the basis of Michael Porter's competitive advantage, focusing on the overall goal of "constructing the core competence of G City Commercial Bank". Factor analysis method is used to analyze the overall competitiveness of G City Commercial Bank, and data Envelopment method (DEA) is used to analyze the competitive efficiency of G City Business Company. Thirdly, from the angle of how to cultivate the core competence, this paper puts forward some constructive suggestions on how to build the core competence of G-Bank from the aspects of strategic development direction, management strategy, mechanism reform and so on.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33
本文编号：2316421
[Abstract]:In the last two years, major changes have taken place in the environment for the development of the banking industry. First, under the new normal pattern of economic development in China, the role played by the macro-economy in supporting the growth of bank assets will gradually weaken. The development of the banking industry has also stepped into the new normal of "slow growth and structural adjustment". Second, the pace of interest rate liberalization is constantly accelerating, the 10-year golden period of the banking sector has gone for ever, the fierce competition in the market will be further intensified, and the interest rate difference in the banking industry will still have a trend of further narrowing. Banking institutions that rely on the traditional profit-making model of deposit and loan spreads will face great challenges. Third, the trend of financial disintermediation is becoming more and more serious, the proportion of direct financing has increased substantially, the social indirect financing channels have become more abundant, the intermediary role of banks has been greatly weakened, banks have been losing quality and large and medium-sized enterprise customers. At the level of business management, it faces great challenges; Fourth, the overall deepening of the economic system reform and the improvement of supervision, the requirements for corporate governance and internal control of banks are greatly enhanced; fifthly, the rapid development of Internet finance directly and profoundly touches on the management mode of banks. As a local bank, G City Commercial Bank is also able to appreciate the changes and adjustments brought about by the changes in the environment, especially the gradual downward migration of the target market and customer structure of the entire banking industry, and the areas in which its traditional advantages lie (small and small). Retail customer group and county government market have become the most competitive subdivision market, local government business with the change of the new normal economy and the pressure of transformation is enormous. Due to the blind expansion of the past few years and the model of emphasizing the business scale and the risk control, the non-performing loan ratio and the non-performing loan amount are under the pressure of double rise, and the original flexibility and efficiency, and the decision-making radius is short. Local support and other advantages in a certain layer of greatly weakened. Therefore, under the pressure of double rise of non-performing loan and constant income level, the competitive pattern of G City Commercial Bank is already apparent. If the bank does not consolidate the foundation of management, do not pay attention to fine management, it may be annexed, or eliminated from bankruptcy. So what changes should be made by the G City firm? How to establish the core competitiveness to achieve sustainable development? The research idea of this paper is to analyze the competitive factors of G City Commercial Bank from the internal and external perspectives on the basis of Michael Porter's competitive advantage, focusing on the overall goal of "constructing the core competence of G City Commercial Bank". Factor analysis method is used to analyze the overall competitiveness of G City Commercial Bank, and data Envelopment method (DEA) is used to analyze the competitive efficiency of G City Business Company. Thirdly, from the angle of how to cultivate the core competence, this paper puts forward some constructive suggestions on how to build the core competence of G-Bank from the aspects of strategic development direction, management strategy, mechanism reform and so on.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33
【参考文献】
相关期刊论文 前10条
1 王利农;;基于主成分分析的商业银行竞争力比较研究[J];金融经济;2006年20期
2 贺湘;;城市商业银行竞争力分析及其发展战略[J];价格月刊;2006年10期
3 韩文亮;张吉光;;WTO时代城市商业银行的战略选择[J];银行家;2006年07期
4 李文军;;商业银行竞争力评价模型[J];河南金融管理干部学院学报;2006年02期
5 张超,顾锋,邸强;国外银行效率测度及其影响因素研究综述[J];外国经济与管理;2005年04期
6 王洪刚;股份制商业银行竞争力比较研究[J];银行家;2005年03期
7 许传华;城市商业银行公司治理结构及其运作[J];江汉论坛;2005年03期
8 李斐;中国上市银行竞争力的DEA评价分析[J];商场现代化;2005年07期
9 丁欢新;商业银行竞争力评价的现状及评价指标构建[J];商业经济与管理;2003年11期
10 张健华;我国商业银行效率研究的DEA方法及1997-2001年效率的实证分析[J];金融研究;2003年03期
相关博士学位论文 前3条
1 郗莎;中国城市商业银行竞争力研究[D];辽宁大学;2014年
2 陈洪转;我国商业银行核心竞争力评价研究[D];河海大学;2004年
3 殷雷;中国商业银行竞争力研究[D];西南财经大学;2002年
，本文编号：2316421
本文链接：https://www.wllwen.com/jingjilunwen/huobiyinxinglunwen/2316421.html
