發(fā)布時(shí)間：2018-01-26 01:49

  本文關(guān)鍵詞： 農(nóng)業(yè)銀行 H分行 私人銀行業(yè)務(wù) 競(jìng)爭(zhēng)戰(zhàn)略　出處：《山東大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：改革開(kāi)放三十多年來(lái),隨著中國(guó)經(jīng)濟(jì)的增長(zhǎng),國(guó)民財(cái)富不斷增加,尤其是近十幾年,富裕人士的數(shù)量和資產(chǎn)規(guī)模急劇增長(zhǎng)。伴隨著財(cái)富的增長(zhǎng),富裕人士在傳統(tǒng)銀行服務(wù)的基礎(chǔ)上增加了財(cái)富管理的新需求。為此,中資和外資銀行陸續(xù)在中國(guó)大陸推出私人銀行服務(wù)。2012年8月,中國(guó)農(nóng)業(yè)銀行H分行成立私人銀行部。截至2013年12月,省內(nèi)四大國(guó)有商業(yè)銀行都成立了省分行私人銀行部,中信、民生等一些股份制銀行也推出了私人銀行服務(wù)。面對(duì)巨大的市場(chǎng)需求,面對(duì)即將全面展開(kāi)的同業(yè)競(jìng)爭(zhēng),H分行非常有必要制定正確的私人銀行業(yè)務(wù)競(jìng)爭(zhēng)戰(zhàn)略,整合行內(nèi)外資源,在市場(chǎng)競(jìng)爭(zhēng)中搶得先機(jī)。 本文首先介紹了企業(yè)戰(zhàn)略相關(guān)理論和私人銀行相關(guān)文獻(xiàn),為后續(xù)分析做理論參考。之后對(duì)私人銀行進(jìn)行了概況性介紹,回顧了私人銀行的起源和發(fā)展,總結(jié)了私人銀行業(yè)務(wù)的定義和特點(diǎn),對(duì)比了國(guó)內(nèi)外銀行私人銀行客戶(hù)服務(wù)模式,重點(diǎn)研究了瑞銀、花旗、匯豐私人銀行業(yè)務(wù)發(fā)展的經(jīng)驗(yàn)及H分行可以借鑒的地方。本文核心部分首先介紹了H分行私人銀行業(yè)務(wù)發(fā)展概況,通過(guò)PEST分析和五力模型分析了其所處的宏觀環(huán)境、行業(yè)環(huán)境及同業(yè)競(jìng)爭(zhēng)態(tài)勢(shì),找出其發(fā)展私人銀行業(yè)務(wù)面臨的主要機(jī)會(huì)和威脅,并借助外部因素矩陣得出EFE總加權(quán)分。之后通過(guò)分析其內(nèi)部資源和能力,借助價(jià)值鏈模型找出其發(fā)展私人銀行業(yè)務(wù)的主要優(yōu)勢(shì)和劣勢(shì),并借助內(nèi)部因素矩陣得出IFE總加權(quán)分。然后在內(nèi)外部因素分析的基礎(chǔ)上借助IE矩陣得出H分行發(fā)展私人銀行業(yè)務(wù)應(yīng)該采取加強(qiáng)型戰(zhàn)略,在機(jī)會(huì)、威脅、優(yōu)勢(shì)、劣勢(shì)分析的基礎(chǔ)上借助SWOT矩陣結(jié)合私人銀行業(yè)務(wù)的特點(diǎn)得出H分行應(yīng)該采取差異化競(jìng)爭(zhēng)戰(zhàn)略,并闡述了差異化戰(zhàn)略的具體內(nèi)涵即實(shí)現(xiàn)服務(wù)模式、服務(wù)內(nèi)容和服務(wù)人員三方面的差異化。為使差異化戰(zhàn)略具有操作性,筆者設(shè)計(jì)了差異化戰(zhàn)略的具體實(shí)施方案及配套措施。在本文最后筆者對(duì)H分行私人銀行業(yè)務(wù)進(jìn)行了展望。 在研究過(guò)程中,筆者采用了文獻(xiàn)研究、比較研究和調(diào)研研究等研究方法。創(chuàng)新點(diǎn)有兩個(gè),一個(gè)是結(jié)合私人銀行業(yè)務(wù)實(shí)際,建立了私人銀行客戶(hù)關(guān)系管理價(jià)值鏈模型,可以準(zhǔn)確發(fā)現(xiàn)私人銀行業(yè)務(wù)的著力點(diǎn)。二是在提出差異化競(jìng)爭(zhēng)戰(zhàn)略的同時(shí),進(jìn)一步明確戰(zhàn)略的具體內(nèi)涵,設(shè)計(jì)具體實(shí)施方案和保障措施,使得差異化戰(zhàn)略更具操作性,尤其是創(chuàng)造性地提出適合H分行私人銀行客戶(hù)服務(wù)模式的新方案,可以更有效地利用行內(nèi)人力資源。國(guó)內(nèi)各家商業(yè)銀行都在探索如何發(fā)展私人銀行業(yè)務(wù),甚至有些還出現(xiàn)了一些曲折。本文研究成果是在中國(guó)農(nóng)業(yè)銀行H分行私人銀行業(yè)務(wù)發(fā)展實(shí)踐的基礎(chǔ)上總結(jié)出來(lái)的,并借鑒了國(guó)內(nèi)外銀行私人銀行業(yè)務(wù)的一些先進(jìn)經(jīng)驗(yàn),相信對(duì)H分行私人銀行業(yè)務(wù)的發(fā)展乃至國(guó)內(nèi)銀行業(yè)私人銀行業(yè)務(wù)的發(fā)展具有一定的現(xiàn)實(shí)指導(dǎo)意義。
[Abstract]:Since the reform and opening up for more than 30 years, with the growth of China's economy, the national wealth has been increasing, especially in the past ten years, the number of wealthy people and the scale of assets have increased sharply, accompanied by the growth of wealth. Wealthy people have added to the new demand for wealth management on the basis of traditional banking services. To that end, both Chinese and foreign banks have launched private banking services in mainland China. August 2012. Agricultural Bank of China H Branch set up a private banking department. As of December 2013, all four major state-owned commercial banks in the province have set up the provincial branch private banking department, Citic. People's livelihood and other joint-stock banks have also launched private banking services. In the face of huge market demand, it is very necessary for H branch to formulate a correct competitive strategy of private banking business in the face of the imminent comprehensive competition. Integration of internal and external resources, in the market competition to seize the first opportunity. This paper first introduces the relevant theories of enterprise strategy and private bank literature, and makes theoretical reference for the subsequent analysis. Then, it introduces the private bank in general, and reviews the origin and development of private bank. This paper summarizes the definition and characteristics of private banking, compares the customer service modes of domestic and foreign private banks, and focuses on UBS and Citi. The development of HSBC private banking business experience and H branch can be used for reference. The core part of this paper introduces the H branch private banking business development overview. Through the analysis of PEST and five-force model, this paper analyzes the macro environment, industry environment and competition situation of the same industry, and finds out the main opportunities and threats to the development of private banking business. With the help of external factor matrix, the total weighted score of EFE is obtained. Then, by analyzing its internal resources and capabilities, the main advantages and disadvantages of developing private banking business are found out with the help of value chain model. Based on the analysis of internal and external factors, the author draws the conclusion that H branch should adopt an enhanced strategy to develop private banking business, which should be based on the analysis of internal and external factors. On the basis of the analysis of advantages and disadvantages, we draw the conclusion that H branch should adopt the differentiated competitive strategy with the help of SWOT matrix combined with the characteristics of private banking business, and elaborate the specific connotation of the differentiation strategy, that is, the realization of service mode. The differentiation of service content and service personnel. In order to make the differentiation strategy operational. The author has designed the concrete implementation plan and the supporting measures of the differentiation strategy. At the end of this paper, the author has carried on the prospect to the H branch private bank business. In the course of the research, the author adopts the research methods of literature research, comparative research and investigation and research. There are two innovative points, one is to combine with the practice of private banking. This paper establishes the customer relationship management value chain model of private bank, which can accurately find out the focus of private bank business. Second, it makes clear the specific connotation of the strategy while putting forward the differentiated competitive strategy. Design specific implementation plan and safeguard measures, make differentiation strategy more operational, especially creatively put forward a new scheme suitable for H branch private bank customer service model. Domestic commercial banks are exploring how to develop private banking business. There are even some twists and turns. The research results of this paper are summed up on the basis of the practice of private banking business development of Agricultural Bank of China H Branch. It also draws lessons from some advanced experience of private banking business of domestic and foreign banks, and it is believed that it is of practical significance to the development of private banking business in H Branch and even to the development of private banking business in domestic banking industry.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F271;F832.33;F832.2

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