【摘要】：P銀行C分行(以下簡稱C分行)成立于2002年10月18日,系P銀行股份有限公司(以下簡稱P銀行)的一級分支機構(gòu)。P銀行成立于上個世紀(jì)80年代后期,是中國改革開放后首當(dāng)其沖在深圳證券交易所上市的全國性股份制銀行。經(jīng)過近二十多年的發(fā)展,P銀行公司金融、個人金融以及同業(yè)金融領(lǐng)域均取得了顯著業(yè)績,尤其是核心企業(yè)供應(yīng)鏈金融服務(wù)與產(chǎn)品的開發(fā)與迅速推廣,為P銀行贏得了良好的社會口碑,創(chuàng)造了更高的品牌價值�？梢哉f,這個核心企業(yè)供應(yīng)鏈金融服務(wù)與產(chǎn)品,開創(chuàng)了業(yè)界貿(mào)易融資業(yè)務(wù)市場研發(fā)和實施的先河。當(dāng)今業(yè)界貿(mào)易融資服務(wù)與產(chǎn)品基本復(fù)制于P銀行的同類服務(wù)與產(chǎn)品。因此,P銀行2007年獲得“最佳供應(yīng)鏈金融創(chuàng)新銀行”獎。同時,P銀行勇于自我承擔(dān)社會責(zé)任,并獲得了“最佳企業(yè)社會責(zé)任獎”殊榮。作為P銀行一級分支機構(gòu)的C分行,近年來不斷大力推進(jìn)管理創(chuàng)新、服務(wù)創(chuàng)新和市場拓展創(chuàng)新,并依托上述這個特色金融服務(wù)與產(chǎn)品在市場上也取得了較好的業(yè)績,存款年均增幅達(dá)到25%,大大促進(jìn)了C分行的規(guī)模發(fā)展。2012年7月27日,P集團(tuán)控股P銀行。由于P集團(tuán)成立以來一直強調(diào)市場份額,因此C分行的規(guī)模發(fā)展就被提到了議事日程。C分行近十年來發(fā)展緩慢,金融服務(wù)與產(chǎn)品單一,市場份額占比較低,人力資源和網(wǎng)點建設(shè)不到位,同業(yè)地位靠后。因此,面對全球經(jīng)濟不景氣和國內(nèi)經(jīng)濟整體下行的局面,如何實現(xiàn)P集團(tuán)所要求的規(guī)模增長年均增幅達(dá)到40%-50%這一快速發(fā)展目標(biāo),是筆者作為C分行所屬青羊支行的主要管理者一直在思考和研究的問題。通過近兩年在西南財經(jīng)大學(xué)EMBA課程的系統(tǒng)學(xué)習(xí),使我清醒地認(rèn)識到C分行制勝的法寶在于尋求和制定超越競爭對手的企業(yè)經(jīng)營戰(zhàn)略。在本文中,筆者充分結(jié)合自身多年以來長期從事銀行經(jīng)營管理工作的經(jīng)驗,以C分行為研究對象,首先對有關(guān)戰(zhàn)略理論的相關(guān)文獻(xiàn)進(jìn)行了梳理,為文章后面部分的分析提供了理論支撐和分析工具。其次,對P銀行及其一級分支機構(gòu)的C分行的概況、組織構(gòu)架、主要和特色金融產(chǎn)品與服務(wù)以及經(jīng)營業(yè)績等方面進(jìn)行了全面系統(tǒng)介紹,使讀者對C分行目前的發(fā)展?fàn)顩r有一個清楚的了解。第三,運用PEST模型,對C分行外部一般環(huán)境進(jìn)行了深入的綜合分析,確定C分行存在的外部機會和威脅。政治法律方面主要從穩(wěn)定方面進(jìn)行分析；經(jīng)濟因素方面主要從地區(qū)經(jīng)濟平穩(wěn)發(fā)展、居民消費價格水平提升、地方規(guī)模以上企業(yè)均衡發(fā)展、地區(qū)內(nèi)企業(yè)虧損面有所增大等方面進(jìn)行綜合分析；社會因素方面主要分析歷史文化、旅游資源、資源聚集優(yōu)勢、科教事業(yè)、人口等方面：技術(shù)因素主要從信息革命等方面進(jìn)行分析。運用“波特五力分析模型”,對C分行面臨的行業(yè)狀況進(jìn)行了研究。這從競爭對手、替代產(chǎn)品的替代能力、潛在競爭者的進(jìn)入能力、顧客的議價能力、供應(yīng)商的議價能力等五個方面進(jìn)行了綜合分析,找準(zhǔn)C分行在行業(yè)環(huán)境中的生存狀況,挖掘C分行自身的有利條件。在此基礎(chǔ)上,利用SWOT研究法,在肯定C分行具有優(yōu)勢的基礎(chǔ)上,對其影響自身發(fā)展的劣勢也進(jìn)行了全面總結(jié)和研究。第四,基于PEST分析法、波特五力模型和SWOT分析法對C分行內(nèi)外環(huán)境的機會與威脅、優(yōu)勢與劣勢進(jìn)行了綜合研究,得出C分行要因勢利導(dǎo),揚長避短,制定實現(xiàn)2012-2015年的規(guī)模發(fā)展應(yīng)當(dāng)選取的公司擴張式經(jīng)營戰(zhàn)略。最后,為了確保未來3年目標(biāo)任務(wù)的達(dá)成,對擴張式經(jīng)營戰(zhàn)略的指導(dǎo)思想和對應(yīng)措施進(jìn)行了綜合分析及闡述。本文正文共分六個部分,第一部分前言,主要闡述了論文的選題背景、研究的方法和目的以及思路、邏輯框架和文章的貢獻(xiàn)與不足,回答了把C分行作為本次研究對象的原因以及對中小銀行一定的借鑒作用。第二部分戰(zhàn)略管理理論分析,簡單介紹了安德魯斯SWOT模型和波特五力分析模型分析的具體內(nèi)容和方法,敘述了企業(yè)與內(nèi)外環(huán)境的關(guān)系。第三部分C分行經(jīng)營現(xiàn)狀分析,對P銀行的歷史沿革、發(fā)展概況和核心價值觀進(jìn)行了大致描述,重點介紹了C分行的基本情況、組織機構(gòu)、金融主要和特色產(chǎn)品與服務(wù)及其經(jīng)營業(yè)績。第四部分C分行經(jīng)營戰(zhàn)略分析,運用PEST分析法,詳細(xì)分析了政治形勢、法律法規(guī)、經(jīng)濟、社會和技術(shù)等宏觀環(huán)境對C分行業(yè)務(wù)發(fā)展帶來的機會和威脅。在行業(yè)分析中,利用波特五力模型對進(jìn)入者的威脅、替代品的威脅、供應(yīng)商的議價能力、買方的議價能力、同業(yè)競爭者的競爭強度進(jìn)行了全面的分析。通過外部環(huán)境的詳細(xì)分析,找準(zhǔn)了C分行未來發(fā)展所面臨的機會和威脅。運用SWOT模型,立足C分行的現(xiàn)實狀況,綜合分析了內(nèi)外環(huán)境中的有利與不利、機會與威脅,進(jìn)而得出C分行現(xiàn)實經(jīng)營戰(zhàn)略的選擇是擴張式經(jīng)營戰(zhàn)略,為分行的戰(zhàn)略定位指明了方向。第五部分戰(zhàn)略抉擇與發(fā)展目標(biāo),本部分是基于前四個部分的詳盡分析,提煉出C分行擴張式經(jīng)營戰(zhàn)略抉擇,這就是一切工作要以“市場份額”為出發(fā)點和落腳點,同時對戰(zhàn)略抉擇的指導(dǎo)思想以及具體目標(biāo)進(jìn)行簡單介紹。第六部分經(jīng)營戰(zhàn)略的實現(xiàn)。這部分重點闡述了C分行當(dāng)前盡快采取的行之有效的戰(zhàn)略實施措施。這些措施主要包括7個方面,一是人才的培養(yǎng)和引進(jìn)、一流隊伍的打造,該項措施主要是從梳理現(xiàn)有員工隊伍、積極引進(jìn)認(rèn)同P集團(tuán)文化的優(yōu)秀員工、建立學(xué)習(xí)型組織并強化培訓(xùn)三個方面進(jìn)行了詳細(xì)闡述,目的是實現(xiàn)崗位職責(zé)與人的有機結(jié)合。二是進(jìn)取透明的績效考核文化制度的建立,這項措施主要是從績效的界定、績效考核者、簡單明了的績效考核制度的設(shè)立、績效面談和申訴以及績效考核問責(zé)等五個方面進(jìn)行了詳細(xì)分析,目的是在同業(yè)競爭加劇的時代推動C分行制定留住人才、引進(jìn)人才的切實可行的措施。三是網(wǎng)點建設(shè)問題,此項措施主要從現(xiàn)有網(wǎng)點的改造、新網(wǎng)點的設(shè)立兩個方面分析的,目的是強調(diào)網(wǎng)點對C分行來講的重要性。四是高度重視P集團(tuán)的客戶資源。本項措施是從思想、學(xué)習(xí)、行動和協(xié)作等方面分析闡述的,內(nèi)容包括統(tǒng)一思想、加強金融知識的學(xué)習(xí)、推行交叉銷售、樹立良好協(xié)作意識四個方面。五是利用P集團(tuán)綜合金融平臺和自身優(yōu)勢進(jìn)行交叉銷售,把信用卡業(yè)務(wù)做大做強。六是繼續(xù)發(fā)揮C分行多年來形成的貿(mào)易融資和離岸業(yè)務(wù)特色優(yōu)勢,抓住政策大好機遇,大力拓展跨境人民幣業(yè)務(wù)。七是IT技術(shù)創(chuàng)新和研發(fā)力度問題。這主要從突出IT技術(shù)服務(wù)的思想、提升IT資源使用效率、充分利用工T技術(shù)人員以及適度外包等方面進(jìn)行了詳細(xì)闡述,目的是轉(zhuǎn)變IT服務(wù)觀念。IT工作要跟著市場和客戶轉(zhuǎn),跟著業(yè)務(wù)工作轉(zhuǎn)。本文的重點在于運用在西南財經(jīng)大學(xué)EMBA課程中所學(xué)到的知識,對C分行內(nèi)部與外部環(huán)境進(jìn)行綜合分析,然后在此基礎(chǔ)上確立適合C分行的企業(yè)戰(zhàn)略,并對分行戰(zhàn)略實施做了深入的分析與闡述。本文的另一個特點是筆者結(jié)合自己多年的銀行經(jīng)營管理經(jīng)驗,根據(jù)分行實際情況,為保證企業(yè)戰(zhàn)略的執(zhí)行和控制,提出了符合上級行發(fā)展速度要求的實施計劃,以及切實可行的戰(zhàn)略保障措施,這對其他中小銀行戰(zhàn)略的研究和制定,也有一定的借鑒作用。當(dāng)然,由于筆者知識有限,加之礙于時間倉促和資料收集范圍的限制,文中定有疏漏及錯誤之處,希望各位老師不吝賜教,請?zhí)峁⿲氋F意見。
[Abstract]:Bank P Branch C (hereinafter referred to as Branch C) was established on October 18, 2002, is a first-class branch of Bank P (hereinafter referred to as Bank P) Co., Ltd. P Bank was established in the late 1980s, China's reform and opening up after the first impact of the Shenzhen Stock Exchange listed in the national joint-stock banks. P Bank has made remarkable achievements in the fields of finance, personal finance and interbank finance, especially in the development and rapid promotion of supply chain financial services and products of core enterprises, which has won a good social reputation and created a higher brand value for P Bank. In 2007, Bank P won the Best Supply Chain Financial Innovation Bank Award. At the same time, Bank P has the courage to assume social responsibility and won the Best Corporate Social Responsibility. C Branch, a first-class branch of Bank P, has been pushing forward management innovation, service innovation and market expansion innovation in recent years. Relying on the above-mentioned financial services and products, it has also made good achievements in the market. The average annual increase in deposits reached 25%, greatly promoting the scale of C Branch. Since the establishment of P Group, the scale development of C Branch has been put on the agenda. The development of C Branch has been slow in the past decade, the financial services and products are single, the market share is low, the human resources and network construction are not in place, and the interbank position is backward. As the main manager of Qingyang Branch of C Branch, the author has been thinking and researching on how to achieve the rapid growth target of 40% - 50% per annum required by P Group in the economic downturn of China. Recognizing that the key to success of Branch C lies in seeking and formulating a business strategy that surpasses its competitors, the author combines his own experience in banking management for many years and takes Branch C as the object of study. Firstly, the relevant literature on strategic theory is sorted out for the later part of the article. The analysis provides theoretical support and analytical tools. Secondly, the paper gives a comprehensive and systematic introduction to the general situation, organizational framework, main and characteristic financial products and services, as well as operating performance of C branch of P bank and its first-class branch, so as to make readers have a clear understanding of the current development of C branch. Thirdly, it uses PEST model. The political and legal aspects are mainly from the aspects of stability; the economic factors are mainly from the stable development of the regional economy, the promotion of consumer prices, the balanced development of Enterprises above the local scale, and the loss of enterprises within the region. From the social factors, it mainly analyzes the historical culture, tourism resources, resource gathering advantages, science and education undertakings, population and so on. The technical factors are mainly analyzed from the aspects of information revolution and so on. Competitors, substitutes for products, potential competitors'entry ability, customers' bargaining ability, suppliers'bargaining ability and other five aspects are analyzed comprehensively to find out the survival situation of branch C in the industry environment, and tap the advantages of branch C itself. On this basis, SWOT research method is used to affirm the advantages of branch C. Fourthly, based on PEST analysis, Porter's Five Forces Model and SWOT analysis, the opportunities and threats, strengths and weaknesses of the internal and external environment of Branch C are comprehensively studied. It is concluded that Branch C should make use of its strengths to avoid its weaknesses and develop the scale of development in 2012-2015. Finally, in order to ensure the achievement of the objectives and tasks in the next three years, the guiding ideology and corresponding measures of the expansion strategy are comprehensively analyzed and elaborated. The second part is the theoretical analysis of strategic management. It briefly introduces the specific contents and methods of Andrews SWOT model and Porter's five-force analysis model, and describes the enterprise and internal and external. The third part is the analysis of the current operation situation of C Branch. It gives a general description of the history, development and core values of P Bank. It mainly introduces the basic situation of C Branch, organization, financial main and characteristic products and services and its operating performance. The fourth part is the analysis of the operation strategy of C Branch, using PEST analysis method, details. This paper analyzes the opportunities and threats brought by the macro-environment, such as political situation, laws and regulations, economy, society and technology, to the business development of C sub-industries. Through the detailed analysis of the external environment, this paper finds out the opportunities and threats faced by the future development of Branch C. Based on the actual situation of Branch C, this paper uses SWOT model to analyze the advantages and disadvantages, opportunities and threats in the internal and external environment, and then draws the conclusion that the choice of the actual management strategy of Branch C is the expansion management strategy and the battle for Branch C. The fifth part is the strategic choice and the development goal. This part is based on the detailed analysis of the first four parts, extracting the expansion strategy choice of C Branch. This is that all work should take "market share" as the starting point and the foothold, and at the same time, the guiding ideology of the strategic choice and specific objectives are briefly introduced. The sixth part is the realization of the business strategy. This part focuses on the effective strategic implementation measures adopted by Branch C as soon as possible. These measures mainly include seven aspects. First, the cultivation and introduction of talents, the building of first-class teams. This measure mainly combs the existing staff, and actively introduces the excellence of P Group culture. Show employees, establish a learning organization and strengthen training in three aspects are elaborated in detail, the purpose is to achieve the organic combination of post responsibilities and people. Second, the establishment of an enterprising and transparent performance appraisal culture system, this measure is mainly from the definition of performance, performance appraisers, the establishment of a simple performance appraisal system, performance interviews and Complaints and accountability for performance appraisal are analyzed in detail in five aspects. The purpose is to promote C Branch to formulate practical measures to retain and introduce talents in the era of intensified competition in the same industry. Fourthly, it attaches great importance to P Group's customer resources. This measure is analyzed and elaborated from the aspects of thinking, learning, action and cooperation. The content includes four aspects: unifying ideas, strengthening the study of financial knowledge, promoting cross-selling, and establishing a good sense of cooperation. Fifthly, it uses P Group's comprehensive financial platform and cooperation. Sixthly, we should continue to give full play to the advantages of trade financing and offshore business formed by Branch C over the years, seize the good opportunities of policy, and vigorously expand cross-border RMB business. Seventh, we should focus on IT technology innovation and research and development. This is mainly from the idea of IT technology services to enhance IT capital. The purpose of this paper is to change the concept of IT service. IT work should follow the market and customers, and follow the business work. The emphasis of this paper is to apply the knowledge learned in the EMBA course of Southwest University of Finance and Economics to the internal and external environment of Branch C. Based on the comprehensive analysis, this paper establishes the enterprise strategy suitable for C Branch, and makes a thorough analysis and elaboration on the implementation of the branch strategy. Another characteristic of this paper is that the author combines his years of bank management experience, according to the actual situation of the branch, in order to ensure the implementation and control of the enterprise strategy, puts forward the development in line with the superior bank. The implementation plan of speed requirement and feasible strategic safeguard measures can also be used for reference in the study and formulation of other small and medium-sized banks. Please provide valuable advice.
【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.33;F272.3

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