發(fā)布時間：2018-02-27 15:27

  本文關鍵詞： 戰(zhàn)略執(zhí)行力 包商銀行 PEST分析 SWOT分析 平衡計分卡　出處：《內蒙古財經大學》2014年碩士論文　論文類型：學位論文

【摘要】：近年來，隨著經濟高速發(fā)展，我國的市場作為全球最大、發(fā)展最快、最具有發(fā)展?jié)摿Φ氖袌�，越來越得到各個企業(yè)的關注。而企業(yè)若想在這樣激烈競爭的環(huán)境下得到生存和壯大，就必須要科學合理地制定企業(yè)自身發(fā)展要求的戰(zhàn)略規(guī)劃�，F代企業(yè)管理者需要思考的最主要的主題就是如何創(chuàng)造和維持競爭優(yōu)勢，以此來保障企業(yè)的生存和持久發(fā)展。而獲取競爭優(yōu)勢的核心就在于制定和執(zhí)行企業(yè)的戰(zhàn)略。波特在《競爭優(yōu)勢》一書中提出戰(zhàn)略的本質就是如何創(chuàng)造競爭優(yōu)勢并獲得價值，從而為所有者帶來高額利潤。但戰(zhàn)略的制定只是第一步，若不能有效的執(zhí)行戰(zhàn)略，那么戰(zhàn)略也只能是空中樓閣，就不能獲得競爭優(yōu)勢并創(chuàng)造價值。正如《財富》雜志中所報道的那樣，世界上70%的企業(yè)沒有獲得成功不是因為沒能制定好的戰(zhàn)略，而是沒能很好的執(zhí)行制定的戰(zhàn)略，顯然，對于實戰(zhàn)的企業(yè)來說，執(zhí)行比規(guī)劃來的更重要。 對于金融行業(yè)來說，伴隨著金融衍生品及其工具的不斷創(chuàng)新發(fā)展，以及經濟全球化浪潮的持續(xù)沖擊,銀行間的競爭日趨激烈。在經歷了“重組、引資和公開發(fā)行上市”三部曲后，我國商業(yè)銀行經營和內部管理發(fā)生了翻天覆地的變化，主要商業(yè)銀行也提出或者明確了自身的差異化發(fā)展戰(zhàn)略。但從實踐上來看，當前我國商業(yè)銀行的發(fā)展戰(zhàn)略“口號”大于行動，發(fā)展戰(zhàn)略執(zhí)行不到位是目前存在的普遍問題。銀行業(yè)競爭的加劇，迫使包商銀行不得不制定具有其獨特競爭優(yōu)勢的戰(zhàn)略規(guī)劃，而戰(zhàn)略實施需要強有力的執(zhí)行力。包商銀行身處這樣一個大環(huán)境之下，同樣存在戰(zhàn)略執(zhí)行不到位的問題，要想持續(xù)發(fā)展就必須有所為。因此，對于包商銀行戰(zhàn)略執(zhí)行力的研究，具有十分重要的意義。 本文運用PEST理論對包商銀行進行外部宏觀環(huán)境分析、運用SWOT理論對包商銀行優(yōu)劣勢、機會和挑戰(zhàn)進行分析，結合實際情況探討包商銀行發(fā)展戰(zhàn)略的選擇，，主要分為三個層次的戰(zhàn)略：公司層戰(zhàn)略、業(yè)務層戰(zhàn)略、職能層戰(zhàn)略。并探討包商銀行國際化戰(zhàn)略的執(zhí)行力現狀，發(fā)現包商銀行戰(zhàn)略執(zhí)行力現狀中所存在的問題，并探究其原因。最后，引入平衡計分卡理論，重新審視包商銀行戰(zhàn)略的制定，并設計戰(zhàn)略執(zhí)行力的提升目標，以此尋求改善和提升包商銀行執(zhí)行力的發(fā)展策略和途徑。
[Abstract]:In recent years, with the rapid development of the economy, our country's market is the largest, fastest growing and the most promising market in the world. Companies are getting more and more attention. And if enterprises want to survive and grow in such a competitive environment, The most important theme for modern enterprise managers to think about is how to create and maintain competitive advantage. In order to ensure the survival and sustainable development of enterprises, the core of obtaining competitive advantage is to formulate and execute the strategy of the enterprise. Porter put forward in "competitive advantage" that the essence of strategy is how to create competitive advantage and gain value. But the strategy is only the first step. If the strategy can not be implemented effectively, then the strategy can only be a castle in the air. As Fortune magazine reports, the failure of 70% of the world's businesses to succeed is not due to a failure to develop a strategy, but a failure to implement it well. For actual enterprises, execution is more important than planning. For the financial industry, with the continuous innovation and development of financial derivatives and their instruments, as well as the sustained impact of the wave of economic globalization, the competition between banks is becoming increasingly fierce. After the trilogy of foreign investment and public listing, the management and internal management of commercial banks in China have undergone tremendous changes. The major commercial banks have also put forward or defined their own differentiation development strategy. At present, the "slogan" of the development strategy of commercial banks in China is larger than the action, and the lack of implementation of the development strategy is a common problem at present. The intensification of competition in the banking industry forces the contractor banks to formulate strategic plans with their unique competitive advantages. The implementation of strategy needs strong executive power. In such a big environment, the contractor bank also has the problem that the implementation of strategy is not in place. If it wants to develop continuously, it must do something. Therefore, the research on the strategic execution ability of the contractor bank, It is of great significance. In this paper, PEST theory is used to analyze the external macro environment of the contractor bank, and the SWOT theory is used to analyze the advantages and disadvantages, opportunities and challenges of the contractor bank, and the choice of the development strategy of the contractor bank is discussed in combination with the actual situation. It is mainly divided into three levels of strategy: corporate strategy, business strategy, functional strategy, and discusses the status quo of the implementation of the international strategy of the contractor bank, and finds out the problems existing in the status quo of the strategy implementation ability of the contractor bank. Finally, the balanced Scorecard theory is introduced to re-examine the formulation of the strategy of the contractor bank, and to design the target of enhancing the execution of the strategy, so as to seek for the development strategy and approach of improving and enhancing the executive power of the contractor bank.
【學位授予單位】：內蒙古財經大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272;F832.3

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