【摘要】：中國銀行業(yè)在過去三十年的成長有目共睹。資產(chǎn)不斷增長,抗風險能力逐步增強,支持經(jīng)濟增長的貢獻也越來越大。但是多年以來,我國商業(yè)銀行的業(yè)務(wù)發(fā)展和利潤來源主要依賴信貸資產(chǎn)規(guī)模的擴張以及存貸款利差收入。隨著中國經(jīng)濟體制改革的日益深入,利率市場化改革步伐進一步加快,商業(yè)銀行的經(jīng)營環(huán)境、市場監(jiān)管以及社會需求正在發(fā)生深刻變化�？窟^高的消耗資本、利差的拉動來維持發(fā)展和創(chuàng)造利潤增長的經(jīng)營道路越走越窄。各家商業(yè)銀行為順應外部環(huán)境的變化和資本監(jiān)管的要求,紛紛實施經(jīng)營戰(zhàn)略轉(zhuǎn)型,以實現(xiàn)業(yè)務(wù)結(jié)構(gòu)、客戶結(jié)構(gòu)、盈利結(jié)構(gòu)全面調(diào)整后的集約化經(jīng)營模式和多元化增值增長方式。 齊魯銀行是山東省內(nèi)成立的首家城市商業(yè)銀行。山東省首家、全國第四家實現(xiàn)與外資銀行戰(zhàn)略合作的城市商業(yè)銀行,也是山東省首家跨省經(jīng)營的城市商業(yè)銀行。隨著跨區(qū)域經(jīng)營的不斷深入,源于核心競爭力發(fā)展的原動力不足問題逐漸顯現(xiàn)。同時,由于銀行業(yè)產(chǎn)品、服務(wù)同質(zhì)化的問題非常突出,齊魯銀行的創(chuàng)新能力不足,產(chǎn)品尚處跟隨狀態(tài),很難在更大平臺上發(fā)展壯大。為打破這種同質(zhì)產(chǎn)品、同質(zhì)經(jīng)營“打天下”的傳統(tǒng)局面,齊魯銀行于2006年實施經(jīng)營戰(zhàn)略轉(zhuǎn)型。戰(zhàn)略轉(zhuǎn)型后的市場定位在“為中小企業(yè)服務(wù)、為市民服務(wù)上,立足做小銀行、精品銀行、效益銀行、質(zhì)量銀行、市民銀行,永不做大銀行,努力做好地方經(jīng)濟發(fā)展的支柱銀行”。 齊魯銀行經(jīng)營戰(zhàn)略的調(diào)整意味著營銷方向由單純依賴風險較低、實力雄厚的大客戶變?yōu)橄蚍稚⒔?jīng)營、尚處成長階段、單戶風險較高的中小企業(yè)轉(zhuǎn)型；由公司業(yè)務(wù)為主導向零售銀行轉(zhuǎn)型；由傳統(tǒng)柜臺服務(wù)向離行式電子銀行業(yè)務(wù)轉(zhuǎn)型。戰(zhàn)略轉(zhuǎn)型后,應采取怎樣的營銷策略提升競爭力,使其在同行業(yè)競爭中處于優(yōu)勢地位?這將會對齊魯銀行乃至省內(nèi)其他城市商業(yè)銀行的發(fā)展產(chǎn)生深遠的影響。 本文主要從當前我國商業(yè)銀行戰(zhàn)略轉(zhuǎn)型的原因入手,論述了我國商業(yè)銀行市場營銷的理論基礎(chǔ)。通過回顧齊魯銀行的歷史由來及發(fā)展歷程,對其行業(yè)環(huán)境、客戶環(huán)境、競爭對手進行全面分析,運用SWOT分析法,指出齊魯銀行的優(yōu)勢和劣勢、機會與威脅。同時,本文還通過對比國內(nèi)外其他商業(yè)銀行的轉(zhuǎn)型經(jīng)驗,指出齊魯銀行激烈的市場競爭中只有做強區(qū)域性零售銀行,走特色化發(fā)展道路,采取差異化競爭策略、品牌化服務(wù)策略,方能揚長避短,充分發(fā)揮自身優(yōu)勢。同時提出實現(xiàn)上述定位及策略的措施保障,以期望對齊魯銀行應對新形勢下的市場競爭提供一種實用的借鑒。
[Abstract]:The growth of China's banking sector over the past three decades is obvious to all. Assets continue to grow, the ability to resist risks is gradually enhanced, and the contribution of supporting economic growth is growing. However, for many years, the business development and profit source of commercial banks in our country mainly depend on the expansion of credit assets and the income of deposit and loan interest margin. With the deepening of China's economic system reform and the acceleration of interest rate market-oriented reform, the operating environment, market supervision and social demand of commercial banks are undergoing profound changes. Depending on the excessive consumption of capital and the pull of interest rate difference, the operating path of maintaining development and generating profit growth is getting narrower and narrower. In order to adapt to the change of external environment and the requirement of capital supervision, each commercial bank implements the strategic transformation of operation one after another in order to realize the intensive management mode and the diversified value-added growth mode after the overall adjustment of business structure, customer structure and profit structure. Qilu Bank is the first city commercial bank established in Shandong Province. The first city commercial bank in Shandong province and the fourth city commercial bank to realize strategic cooperation with foreign banks is also the first city commercial bank in Shandong province. With the development of cross-regional management, the problem of lack of motive force arising from the development of core competence gradually appears. At the same time, due to the banking products, service homogeneity problem is very prominent, Qilu Bank's innovation capacity is insufficient, the products are still in a state of follow, it is difficult to develop on a larger platform. In order to break the traditional situation of homogeneous products and homogeneous management, Qilu Bank implemented the strategic transformation in 2006. After the strategic transformation, the market positioning is "to serve small and medium-sized enterprises, serve the citizens, be based on small banks, boutique banks, benefit banks, quality banks, citizen banks, and never make big banks." Efforts to do a good job in local economic development pillar banks. The adjustment of Qilu bank's management strategy means that the marketing direction changes from relying on the low risk and the strength of the large customers to the decentralized management, which is still in the growth stage, and the small and medium-sized enterprises with high risk of single household are in transition. From corporate business to retail banking transformation; from traditional counter services to off-line electronic banking business transformation. After the strategic transformation, what kind of marketing strategy should be adopted to enhance the competitiveness, so that it is in an advantageous position in the competition of the same industry? This will have a profound impact on the development of Qilu Bank and other city commercial banks in the province. This article mainly starts with the reasons of the strategic transformation of commercial banks in our country and discusses the theoretical basis of the marketing of commercial banks in our country. This paper reviews the history and development of Qilu Bank, analyzes its industry environment, customer environment and competitors, and points out the advantages and disadvantages, opportunities and threats of Qilu Bank by using SWOT analysis method. At the same time, by comparing the transition experience of other commercial banks at home and abroad, this paper points out that Qilu Bank can only strengthen the regional retail banks in the fierce market competition, take the road of characteristic development and adopt the strategy of differentiated competition. Brand service strategy, in order to develop strengths and circumvent weaknesses, give full play to their own advantages. At the same time, the paper puts forward the measures to realize the above position and strategy, in order to provide a practical reference for Qilu Bank to deal with the market competition under the new situation.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.2

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