本文選題：發(fā)展戰(zhàn)略 + SWOT分析　； 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：2006年以來(lái)，外資銀行紛紛進(jìn)駐中國(guó)，我國(guó)銀行業(yè)競(jìng)爭(zhēng)日趨激烈。股份制商業(yè)銀行作為中國(guó)金融市場(chǎng)“新銳”，為了在國(guó)有四大銀行和外資銀行夾擊中生存，把制定科學(xué)合理的銀行發(fā)展戰(zhàn)略作為獲取快速、可持續(xù)發(fā)展的重要手段之一。 2007-2010年,多家全國(guó)性的股份制商業(yè)銀行陸續(xù)進(jìn)駐長(zhǎng)春市，經(jīng)歷了高額信貸投放幫助中國(guó)度過(guò)國(guó)際金融危機(jī)時(shí)期，實(shí)現(xiàn)了資產(chǎn)負(fù)債規(guī)模快速擴(kuò)張。在這種背景下，華夏銀行長(zhǎng)春分行于2011年8月開(kāi)業(yè)。開(kāi)業(yè)之初就面臨著外部環(huán)境和監(jiān)管政策的一系列重大變化。一是寬松貨幣政策轉(zhuǎn)為穩(wěn)健貨幣政策，無(wú)法復(fù)制他行依靠高額信貸投放快速擴(kuò)張規(guī)模的發(fā)展模式；二是利率市場(chǎng)化步伐不斷加快，銀行也面臨銀行盈利模式轉(zhuǎn)型壓力；三是金融脫媒化趨勢(shì)加劇和資本約束加強(qiáng)，抑制了信貸投放規(guī)模增長(zhǎng)，對(duì)銀行業(yè)務(wù)發(fā)展和收益提升帶來(lái)壓力；四是新一輪歐債危機(jī)影響、房地產(chǎn)調(diào)控和政府融資平臺(tái)清理等國(guó)內(nèi)多類風(fēng)險(xiǎn)疊加，導(dǎo)致風(fēng)險(xiǎn)管控面臨較大壓力�？梢哉f(shuō)，復(fù)雜多變的經(jīng)濟(jì)金融形勢(shì)給一家新建分行帶來(lái)了嚴(yán)峻的挑戰(zhàn)，需要審慎選擇后危機(jī)時(shí)代的發(fā)展戰(zhàn)略。 從華夏銀行長(zhǎng)春分行經(jīng)營(yíng)現(xiàn)狀看，由于受自身采取的穩(wěn)健經(jīng)營(yíng)思想和外部經(jīng)營(yíng)環(huán)境惡化影響，同期發(fā)展速度較慢。因此，筆者從親歷者的角度，回首華夏銀行長(zhǎng)春分行一年多的成長(zhǎng)歷程，著眼于現(xiàn)狀并放眼未來(lái)，分析了分行發(fā)展中的優(yōu)勢(shì)、劣勢(shì)、面臨的機(jī)遇和挑戰(zhàn)，提出了分行未來(lái)幾年的戰(zhàn)略目標(biāo)及市場(chǎng)定位，并從業(yè)務(wù)條線角度提出了具體實(shí)施措施，力求在新的競(jìng)爭(zhēng)局面中取得優(yōu)勢(shì)地位：長(zhǎng)春分行堅(jiān)定實(shí)施“中小企業(yè)金融服務(wù)商”戰(zhàn)略，按照“融入地方主流經(jīng)濟(jì)”和“跟隨地方先進(jìn)同業(yè)”的基本思路，以地區(qū)優(yōu)勢(shì)產(chǎn)業(yè)客戶為主要目標(biāo)，以中小型客戶為發(fā)展重點(diǎn)，，鞏固和依托傳統(tǒng)業(yè)務(wù)，創(chuàng)新和發(fā)展新興業(yè)務(wù)，集中精力強(qiáng)化地區(qū)銀政合作、定位主流產(chǎn)業(yè)、搶抓市場(chǎng)機(jī)遇、突出細(xì)分領(lǐng)域，快速拓展客戶規(guī)模、擴(kuò)大市場(chǎng)份額，未來(lái)五年力爭(zhēng)躋身當(dāng)?shù)赝瑯I(yè)中游水平。
[Abstract]:Since 2006, foreign banks have been stationed in China, and the competition of China's banking industry is becoming increasingly fierce. As the "new sharp" of Chinese financial market, joint-stock commercial banks, in order to survive in the attack of the four state-owned banks and foreign banks, take the development strategy of scientific and reasonable banks as a fast way to acquire them. One of the most important means of sustainable development. From 2007 to 2010, a number of national joint-stock commercial banks moved into Changchun City one after another, experiencing a period of high credit to help China through the international financial crisis. To achieve a rapid expansion of the scale of assets and liabilities. In this context, the Changchun branch of Huaxia Bank opened in August 2011. At the beginning of the opening, it was faced with a series of major changes in the external environment and regulatory policy. One is that the loose monetary policy turns into the steady monetary policy, and the other is unable to replicate the development model of other banks which rely on the rapid expansion of high credit, the second is that the interest rate marketization is quickening, and the banks are also facing the pressure of the transformation of the bank's profit mode. Third, the intensification of the trend of financial disintermediation and the strengthening of capital constraints have restrained the growth of the scale of credit and brought pressure to the development of banking business and to the increase of returns; fourth, the impact of the new round of European debt crisis. Real estate regulation and government financing platform clean-up and so on domestic many kinds of risk superposition, causes the risk control to face the big pressure. It can be said that the complex and changeable economic and financial situation has brought a serious challenge to a new branch, and it is necessary to carefully choose the development strategy of the post-crisis era. From the view of the current situation of Changchun branch of Huaxia Bank, the speed of development in the same period is relatively slow due to the influence of the steady management thought adopted by itself and the deterioration of external operating environment. Therefore, the author looks back at the growing course of Changchun Branch of Huaxia Bank from the perspective of the person who has experienced it, focusing on the present situation and looking forward to the future, and analyzes the strengths, weaknesses, opportunities and challenges in the development of the branch. This paper puts forward the strategic objectives and market orientation of the branch in the next few years, and puts forward the concrete implementation measures from the point of view of the line of business, in order to gain an advantage position in the new competitive situation: Changchun Branch firmly implements the strategy of "small and medium-sized enterprise financial service provider". In accordance with the basic ideas of "integrating into the local mainstream economy" and "following the local advanced industry", the main objective is to take the customers of the regional advantageous industries as the main objectives, and the focus of development is to take the small and medium-sized customers as the development focus, consolidate and rely on the traditional business, innovate and develop the new business. Focus on strengthening regional cooperation between banks and governments, positioning mainstream industries, seizing market opportunities, highlighting subdivision areas, rapidly expanding customer size, expanding market share, and striving to join the local mid-stream level in the next five years.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

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