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  本文關(guān)鍵詞：M村鎮(zhèn)銀行發(fā)展戰(zhàn)略研究　出處：《江西財經(jīng)大學(xué)》2016年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 村鎮(zhèn)銀行 SWOT分析 發(fā)展戰(zhàn)略

【摘要】：村鎮(zhèn)銀行是指經(jīng)中國銀行業(yè)監(jiān)督管理委員會依據(jù)有關(guān)法律、法規(guī)批準,由境內(nèi)外金融機構(gòu)、境內(nèi)非金融機構(gòu)企業(yè)法人、境內(nèi)自然人出資,在農(nóng)村地區(qū)設(shè)立的主要為當?shù)剞r(nóng)民、農(nóng)業(yè)和農(nóng)村經(jīng)濟發(fā)展提供金融服務(wù)的銀行業(yè)金融機構(gòu)。設(shè)立村鎮(zhèn)銀行等新型農(nóng)村金融機構(gòu),標志著新一輪農(nóng)村金融改革的開始,不僅有利于有效解決農(nóng)村金融發(fā)展不平衡的問題,更有利于社會主義和諧發(fā)展。近年來,通過不停的摸索和發(fā)展,我國村鎮(zhèn)銀行保持著較快的發(fā)展速度,對我國廣大地域的縣域經(jīng)濟和三農(nóng)建設(shè)產(chǎn)生了積極的作用。但是,由于發(fā)展時間過短、管理經(jīng)驗不足等問題的普遍存在,我國村鎮(zhèn)銀行的發(fā)展逐漸暴露出各種問題。如何打破瓶頸、解決問題,使村鎮(zhèn)銀行實現(xiàn)高效、良好的可持續(xù)發(fā)展,已成為我國農(nóng)村金融研究的一個重要內(nèi)容�；谶@個問題的探討,本文將以M村鎮(zhèn)銀行為例,詳細探討村鎮(zhèn)銀行發(fā)展戰(zhàn)略,為農(nóng)村金融業(yè)的健康快速發(fā)展提供科學(xué)依據(jù)。據(jù)統(tǒng)計,截止至2015年12月,在全國范圍內(nèi),已開設(shè)的村鎮(zhèn)銀行數(shù)量已經(jīng)達到1547家,且每家村鎮(zhèn)銀行都屬于獨立的企業(yè)法人,所在地域的信用環(huán)境、金融環(huán)境及社會環(huán)境都不盡相同,發(fā)展狀況不一,同時很難保證所得數(shù)據(jù)的完整性和有效性,因此單純的從我國村鎮(zhèn)銀行發(fā)展的總體情況出發(fā)進行研究,并不足以總結(jié)出具有現(xiàn)實實踐指導(dǎo)意義的結(jié)論。本文將理論與實踐結(jié)合,借鑒對傳統(tǒng)工商企業(yè)進行發(fā)展戰(zhàn)略研究的方法對M村鎮(zhèn)銀行進行研究,并根據(jù)作者在M村鎮(zhèn)銀行的實際工作經(jīng)驗,結(jié)合其發(fā)展現(xiàn)狀,進行典型的實例分析,力求為我國其他村鎮(zhèn)銀行的發(fā)展提供典型經(jīng)驗。本文運用PEST框架模型、波特五力分析模型以及EFE矩陣對其所處的外部環(huán)境進行研究,發(fā)現(xiàn)M村鎮(zhèn)銀行一方面既擁有著宏觀經(jīng)濟平穩(wěn)、政策利好、發(fā)起行支持力度較大等外部環(huán)境機會,另一方面也同時面臨著競爭加劇、產(chǎn)品價格壓力增大等威脅,但外部環(huán)境總體向好。本文通過波士頓矩陣、價值鏈分析以及IFE矩陣等工具對其內(nèi)部環(huán)境進行分析,發(fā)現(xiàn)其內(nèi)部問題與矛盾,內(nèi)部條件優(yōu)勢與劣勢并存,優(yōu)勢主要集中在價值鏈基本活動環(huán)節(jié)、員工年齡結(jié)構(gòu)及業(yè)務(wù)素質(zhì)、財務(wù)狀況及管理隊伍等方面,劣勢則主要集中在價值鏈輔助活動環(huán)節(jié)、產(chǎn)品結(jié)構(gòu)、人力資源管理及企業(yè)的戰(zhàn)略執(zhí)行能力等方面,但總體而言,內(nèi)部環(huán)境優(yōu)勢略高于平均水平。本文對發(fā)展現(xiàn)狀進行了詳盡的闡述,并深入挖掘了在經(jīng)營和發(fā)展的過程中所存在的問題,比較典型的問題有:價值鏈輔助活動環(huán)節(jié)較弱;產(chǎn)品單一,沒有形成完整的產(chǎn)品體系,產(chǎn)品競爭力較弱;員工整體學(xué)歷水平偏低;人力資源管理體系不夠健全;企業(yè)戰(zhàn)略的制定、執(zhí)行、監(jiān)控和優(yōu)化能力不足。針對發(fā)展現(xiàn)狀,本文提出了M村鎮(zhèn)銀行的企業(yè)使命:卓越的服務(wù)質(zhì)量,優(yōu)質(zhì)的產(chǎn)品結(jié)構(gòu),為客戶、員工和股東創(chuàng)造價值;設(shè)計了M村鎮(zhèn)銀行的企業(yè)愿景:不斷提升核心競爭能力,創(chuàng)建惠農(nóng)支小卓越品牌,使M村鎮(zhèn)銀行在共青城的市場占有率達到領(lǐng)先地位,成為全國村鎮(zhèn)銀行的標桿;并制定了企業(yè)經(jīng)營發(fā)展的未來五年的目標。本文通過對M村鎮(zhèn)銀行的SWOT分析,運用定量戰(zhàn)略計劃矩陣分析并結(jié)合M村鎮(zhèn)銀行的具體情況提出了其應(yīng)該選擇WO戰(zhàn)略和成本領(lǐng)先戰(zhàn)略的建議。在提出企業(yè)戰(zhàn)略后,本文構(gòu)建了M村鎮(zhèn)銀行的戰(zhàn)略實施保障體系,通過打造優(yōu)秀的企業(yè)文化,建立完整有效的組織結(jié)構(gòu),設(shè)計科學(xué)的績效考核體系,打造高效簡潔的業(yè)務(wù)流程,將企業(yè)戰(zhàn)略與管理結(jié)構(gòu)的四個方面共同建立成為一個循環(huán)共存的體系,以此促進M村鎮(zhèn)銀行的穩(wěn)健發(fā)展。
[Abstract]:Village bank refers to the Chinese Banking Regulatory Commission in accordance with the relevant laws and regulations, approved by the domestic and foreign financial institutions, domestic non-financial institutions within the enterprise legal person, natural capital, set up in rural areas mainly for local farmers, banking financial institutions to provide financial services for agriculture and rural economic development. The establishment of new rural finance institutions such as rural banks, marking the start of a new round of reform of rural finance, rural finance is not only conducive to effectively solve the problem of unbalanced development, more conducive to the harmonious development of socialism. In recent years, through the exploration and development ceaselessly, rural banks in China maintained a rapid pace of development, has a positive effect on me in the vast areas of the county economy and rural construction. However, due to the development time is too short, the common problems such as lack of management experience, the development of rural banks in our country Gradually exposed some problems. How to break the bottleneck, solve problems, make the rural banks to achieve efficient, good sustainable development, has become an important research content of rural finance in China. Based on this discussion, this paper will take M village bank as an example, to explore the village and town bank development strategy in detail, and provide scientific basis for rural financial industry healthy and rapid development. According to statistics, as of December 2015, in the country, the number of rural banks have opened has reached 1547, the enterprise legal person and every village banks are independent, the domain of credit environment, financial environment and social environment are not the same, the development conditions, at the same time, it is difficult to ensure the integrity and effectiveness of the data, so the overall development of rural bank starting research is not enough to summarize has practical guiding significance Conclusion. This paper will combine theory and practice, using the methods of research on the development strategy of the traditional industrial and commercial enterprises to conduct the research to the M village bank, and according to the author in the M village bank's practical experience, combined with the development status and the analysis of typical examples, in order to provide experience for the development of other typical rural banks in China. This paper uses the PEST framework model, Potter's five forces analysis of its external environment research model and EFE matrix, found that M village bank both with macroeconomic stability, favorable policies, support of large force launched the opportunity to the external environment, on the other hand also faces increased competition, price pressure the threat of external environment, but the overall good. This article through the Boston matrix, value chain analysis and IFE matrix tool to analyze the internal environment, its internal problems The internal conditions and contradictions, advantages and disadvantages, advantages mainly concentrated in the basic link of value chain, age structure and service quality of the staff, financial condition and management team, the disadvantages are mainly concentrated in the auxiliary activities of value chain, product structure, human resource management and enterprise strategy execution ability, but overall the internal environment, the advantages of slightly higher than the average. This paper expatiates on the status quo and development, in-depth excavation of the existing in the process of operation and development problems in the typical problems are: the value chain is weak auxiliary activities; a single product, has not formed a complete system of products, product overall competitiveness is weak; employee education level is low; the human resources management system is not perfect; the enterprise strategy formulation, execution, monitoring and optimization ability. For the development of the current situation, this paper proposes a M Village The town bank enterprise mission: excellent service quality, product structure, quality for customers, employees and shareholders to create value; the design of M village bank's corporate vision: to continue to enhance the core competitive ability, create a small agricultural brand excellence, the M village bank in Komsomolsk market share to become the country's leading position. The rural bank benchmarking; and formulate business development goals for the next five years. Based on the analysis of the SWOT M village bank, by quantitative strategic planning matrix analysis and combining the specific situation of M village bank put forward should choose WO strategy and cost leadership strategies are proposed. In the proposed strategy, this paper constructs the M village bank's strategy of the security system, by creating excellent corporate culture, establish a complete and effective organizational structure, design a scientific performance appraisal system, to create a simple and efficient business In order to promote the steady development of the M village and town bank, the four aspects of the enterprise strategy and the management structure are established together to become a circular coexistence system.

【學(xué)位授予單位】：江西財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F832.35

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