本文選題：國有商業(yè)銀行 + 差異化戰(zhàn)略��； 參考：《江蘇大學(xué)》2017年博士論文

【摘要】：差異化戰(zhàn)略是國際銀行業(yè)競爭的制高點,也是我國銀行業(yè)競爭力培育的必然趨勢。作為我國銀行業(yè)主體的國有商業(yè)銀行,在差異化戰(zhàn)略引入和實施中應(yīng)肩負(fù)重任。但是,目前,國有商業(yè)銀行僅意識到差異化戰(zhàn)略的重要性,未能將差異化理念成功地轉(zhuǎn)化為差異化行為,在實施中雜亂無章、支離破碎,缺乏系統(tǒng)性、全局性、前瞻性,遠(yuǎn)未形成規(guī)范的戰(zhàn)略體系,嚴(yán)重阻礙了差異化的進(jìn)程。具體而言,國有商業(yè)銀行差異化的滯后主要表現(xiàn)在如下三個方面:一是國有商業(yè)銀行無法區(qū)分優(yōu)勢差異化策略和劣勢差異化策略,導(dǎo)致在實施中缺乏輕重緩急;二是缺乏對優(yōu)勢差異化策略的合理突破方法,導(dǎo)致差異化戰(zhàn)略久不見效;三是同一地區(qū)不同銀行機(jī)構(gòu)之間在差異化實施中缺乏經(jīng)驗與技能的借鑒,導(dǎo)致各個銀行機(jī)構(gòu)的差異化能力均在低水平徘徊。基于這種現(xiàn)狀,本研究運用扎根理論的思想,通過資料收集、初始編碼、軸心編碼、理論編碼等方法,構(gòu)建了國有商業(yè)銀行差異化戰(zhàn)略體系,將國有商業(yè)銀行差異化戰(zhàn)略分解為八個具體的策略,繼而構(gòu)建了國有商業(yè)銀行差異化戰(zhàn)略對運營績效的促進(jìn)效應(yīng)模型,利用多元回歸分析方法對模型進(jìn)行了檢驗,甄別了優(yōu)勢差異化策略與弱勢差異化策略。在此基礎(chǔ)上,利用結(jié)構(gòu)方程模型分析法對優(yōu)勢差異化策略的功能進(jìn)行了深入的解析,隨后比較性地檢驗了四大國有商業(yè)銀行差異化戰(zhàn)略的功能差異,不僅提出了優(yōu)勢差異化策略的深化方法,也從提出了不同商業(yè)銀行之間差異化戰(zhàn)略的相互借鑒方向,從而為國有商業(yè)銀行差異化戰(zhàn)略的推進(jìn)提供了有價值的理論借鑒�；谝陨系墓ぷ�,本研究的創(chuàng)新性研究內(nèi)容包括如下四個方面:第一,基于扎根理論的思想,通過初始編碼、軸心編碼、理論編碼等方法,構(gòu)建了國有商業(yè)銀行差異化戰(zhàn)略體系,將國有商業(yè)銀行差異化戰(zhàn)略分為八項具體的差異化策略:差異化戰(zhàn)略導(dǎo)向、客戶數(shù)據(jù)庫建設(shè)、市場細(xì)分、市場差異化、產(chǎn)品差異化、分銷渠道差異化、服務(wù)差異化和銀行形象差異化,從而為差異化戰(zhàn)略的實施提供了完整的理論框架。第二,揭示了國有商業(yè)銀行差異化的微觀機(jī)理,區(qū)分了差異化策略的有效性,發(fā)現(xiàn)了優(yōu)勢差異化策略,指出了若干策略的不足,從而提出了國有商業(yè)銀行差異化戰(zhàn)略的具體改進(jìn)策略。研究發(fā)現(xiàn):差異化戰(zhàn)略導(dǎo)向、客戶數(shù)據(jù)庫建設(shè)、產(chǎn)品差異化、分銷渠道差異化和銀行形象差異化等策略對銀行運營績效產(chǎn)生了實質(zhì)性的促進(jìn)作用,其中,差異化戰(zhàn)略導(dǎo)向和分銷渠道差異化的效應(yīng)最強(qiáng);市場細(xì)分、市場差異化和服務(wù)差異化對銀行差異化績效沒有產(chǎn)生現(xiàn)實性的促進(jìn)功能。差異化戰(zhàn)略的改進(jìn)策略包括:①繼續(xù)發(fā)揮差異化戰(zhàn)略導(dǎo)向與分銷渠道差異化戰(zhàn)略的優(yōu)勢功能,確保差異化戰(zhàn)略實施的正常進(jìn)展。②持續(xù)改進(jìn)客戶數(shù)據(jù)庫建設(shè)、產(chǎn)品差異化與銀行形象差異化策略的一般性過程,為差異化戰(zhàn)略的改進(jìn)創(chuàng)造條件。③深入分析市場細(xì)分、市場差異化與服務(wù)差異化的功能缺失的不利因素,為差異化戰(zhàn)略的全面改進(jìn)奠定基礎(chǔ)。同時發(fā)現(xiàn):在差異化環(huán)境下,固定資產(chǎn)規(guī)模和差異化戰(zhàn)略年限對銀行運營績效存在著正向的影響,而從業(yè)人員規(guī)模對運營績效存在著反向的影響。第三,深入揭示了優(yōu)勢差異化策略對國有商業(yè)銀行運營績效各要素的微觀促進(jìn)機(jī)理,發(fā)現(xiàn):客戶數(shù)據(jù)庫建設(shè)的主要目標(biāo)是促進(jìn)內(nèi)部流程的優(yōu)化、學(xué)習(xí)與成長的增長;產(chǎn)品差異化建設(shè)的主要目標(biāo)是促進(jìn)學(xué)習(xí)與成長的增長;分銷渠道差異化的主要目標(biāo)是內(nèi)部流程的優(yōu)化、學(xué)習(xí)與成長的增長;銀行形象差異化的主要目標(biāo)是顧客績效的改進(jìn)、學(xué)習(xí)與成長的增長。檢驗結(jié)果為國有商業(yè)銀行差異化戰(zhàn)略的深入實施提供了理論借鑒。第四,比較性地檢驗了四大商業(yè)銀行差異化戰(zhàn)略的優(yōu)勢和不足,發(fā)現(xiàn):工商銀行差異化的優(yōu)勢在于數(shù)據(jù)庫建設(shè)、市場細(xì)分和產(chǎn)品差異化,不足在于分銷渠道差異化和服務(wù)差異化的功能缺失;建設(shè)銀行差異化的優(yōu)勢在于數(shù)據(jù)庫建設(shè)和分銷渠道差異化,不足在于市場細(xì)分、市場差異化和銀行形象差異化的功能缺失;農(nóng)業(yè)銀行差異化的優(yōu)勢在于數(shù)據(jù)庫建設(shè)和市場細(xì)分,不足在于產(chǎn)品差異化、服務(wù)差異化和銀行形象差異化的功能缺失;中國銀行差異化的優(yōu)勢在于數(shù)據(jù)庫建設(shè)、服務(wù)差異化和銀行形象差異化,不足在于市場細(xì)分、市場差異化和分銷渠道差異化的功能缺失。檢驗結(jié)果為四大國有商業(yè)銀行差異化戰(zhàn)略的相互借鑒提供了理論支持。
[Abstract]:The differentiation strategy is the commanding point of the international banking competition and the inevitable trend of the competitiveness of China's banking industry. The state-owned commercial banks, as the main body of China's banking industry, should take a heavy responsibility in the introduction and implementation of the differentiation strategy. However, at present, the state-owned commercial banks are only aware of the importance of the differentiation strategy and have not been differentiated. Successful transformation into differential behavior, in the implementation of chaos, fragmentary, lack of systematic, overall, forward-looking, far from the formation of a normative strategic system, seriously hindered the process of differentiation. Specifically, the main three aspects of the lag behind the state commercial banks are as follows: first, the state owned Commercial Banks can not distinguish The advantage differentiation strategy and inferiority differentiation strategy lead to lack of priority in the implementation; two is the lack of a reasonable breakthrough method for the advantage differentiation strategy, which leads to the difference strategy for a long time. The three is the lack of experience and skill for different banking institutions in the same region, which leads to the difference of various banking institutions. On the basis of this situation, this study uses the idea of grounded theory to construct a strategic system of differentiation of state-owned commercial banks by means of data collection, initial coding, axis coding, and theoretical coding, and divides the state commercial banks into eight specific strategies, and then constructs a state-owned business. On the basis of the structural equation model analysis, the function of the advantage differentiation strategy is deeply analyzed and then compared. The functional difference between the four state-owned commercial banks' differentiation strategy is tested, not only the deepening method of the advantage differentiation strategy is put forward, but also the mutual reference direction of the differentiation strategy between different commercial banks is put forward, thus providing valuable theoretical reference for the promotion of the differentiation strategy of the state-owned commercial banks. Based on the above work, The innovative research contents include the following four aspects: first, based on the idea of grounded theory, through the initial coding, the axis coding, the theoretical coding and other methods, the state-owned commercial banks' differentiation strategy system is constructed, and the state-owned commercial banks' differentiation strategy is divided into eight specific differentiation strategies: the differentiation strategic orientation and the number of customers. According to the library construction, market segmentation, market differentiation, product differentiation, distribution channel differentiation, service differentiation and bank image differentiation, it provides a complete theoretical framework for the implementation of differential strategy. Second, it reveals the micro mechanism of the differentiation of state-owned commercial banks, distinguishes the effectiveness of the differentiation strategy and finds the advantage difference. The strategy of alienation, pointing out the shortcomings of several strategies, puts forward specific strategies for improving the differentiation strategy of state-owned commercial banks. It is found that the strategies of differentiation strategy orientation, customer database construction, product differentiation, distribution channel differentiation and bank image differentiation have a substantial promoting effect on the performance of bank operation. Differentiation strategy orientation and distribution channel differentiation have the strongest effect, market segmentation, market differentiation and service differentiation have no realistic promotion function on the performance of bank differentiation. The improvement strategies of differentiation strategy include: (1) continue to play the advantage function of differential strategy guidance and distribution channel differentiation strategy, ensure The normal progress of the implementation of the differentiation strategy. (2) the general process of improving the customer database construction, product differentiation and the differentiation strategy of bank image, creating conditions for the improvement of the differentiation strategy. Thirdly, the disadvantages of market segmentation, market differentiation and service differentiation are thoroughly analyzed, and the comprehensive strategy of differentiation is comprehensive. The improvement lays the foundation. At the same time, it is found that the scale of fixed assets and the years of differentiation strategy have a positive influence on the performance of the bank operating performance in the differentiated environment. The size of the employees has a reverse influence on the operation performance. Third, it reveals the microcosmic effect of the advantage differentiation strategy on the operating performance of the state-owned commercial banks. The main goal of the construction of customer database is to promote the optimization of internal process and the growth of learning and growth. The main goal of the product differentiation construction is to promote the growth of learning and growth; the main objective of the differentiation of distribution channels is the optimization of the internal process, the growth of learning and growth, and the main difference in the image of the bank. The goal is to improve the customer performance and the growth of learning and growth. The test results provide a theoretical reference for the in-depth implementation of the differentiation strategy of the state-owned commercial banks. Fourth, the advantages and disadvantages of the differentiation strategy of the four commercial banks are comparatively tested and the advantages of the industrial and Commercial Banks' differentiation lie in the database construction, market segmentation and production. The difference in product differentiation lies in the lack of distribution channel differentiation and service differentiation; the advantage of the Construction Bank differentiation lies in the difference of database construction and distribution channels, and the lack of market segmentation, market differentiation and the lack of function of bank image differentiation; the advantage of agricultural banking differentiation lies in the construction of database and the fine market. The deficiency lies in the difference in product, service differentiation and the difference in the image of the bank. The advantages of the Chinese bank differentiation lie in the construction of the database, the difference in service and the difference in the image of the bank. The insufficiency lies in the market segmentation, the market differentiation and the difference of distribution channels. The results of the test are four state-owned commercial banks. The mutual reference of differentiation strategy provides theoretical support.
【學(xué)位授予單位】：江蘇大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2017
【分類號】：F832.33

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