本文選題：平衡計分卡 + 集中化戰(zhàn)略　； 參考：《西南石油大學》2014年碩士論文

【摘要】：目前,國內外金融市場環(huán)境復雜多變,這給商業(yè)銀行既帶來了機遇也帶來了挑戰(zhàn)。商業(yè)銀行紛紛重視戰(zhàn)略評價以應對來自各方的競爭與風險。KL銀行成立時間較短、資源有限、市場影響力較小,這些不足已影響到KL銀行的長遠發(fā)展,因此加強KL銀行經(jīng)營戰(zhàn)略評價更具有現(xiàn)實指導意義。此外,平衡計分卡突破了傳統(tǒng)評價方法界限,強調財務指標與非財務指標之間的平衡,因此本文選擇運用平衡計分卡思想對KL銀行集中化戰(zhàn)略實施效果進行評價,這為KL銀行管理者及員工指明了前進方向,為KL銀行科學管理提供了決策參考,從而有助于優(yōu)化KL銀行金融資源配置,有助于促進KL銀行健康、可持續(xù)發(fā)展,有助于提升KL銀行經(jīng)濟效益及核心競爭力。 本文以KL銀行集中化戰(zhàn)略實施效果為研究對象,以平衡計分卡為研究工具,以SWOT分析理論為理論指導,采取理論與實踐結合方式對KL銀行經(jīng)營戰(zhàn)略進行系統(tǒng)評價。首先,結合KL銀行實際,分析了KL銀行集中化戰(zhàn)略的產生過程及KL銀行實施集中化戰(zhàn)略的必要性與可行性。其次,應用平衡計分卡對KL銀行集中化戰(zhàn)略實施效果在財務層面、客戶層面、內部流程層面、學習與創(chuàng)新層面、風險管理層面進行了系統(tǒng)評價。第三,透過KL銀行集中化戰(zhàn)略效果評價,發(fā)現(xiàn)了KL銀行集中化戰(zhàn)略實施過程中存在的問題,如財務經(jīng)營狀況不佳、顧客認可度較低、人才相對匱乏、業(yè)務較為單一、風險管控能力較差等。最后,針對KL銀行所存在的問題提出了KL銀行集中化戰(zhàn)略實施效果的提升對策,包括改善財務狀況、豐富新型業(yè)務種類、建設核心人才隊伍、提升風險管理能力、提高顧客認可度等。這些建設性措施的提出對KL銀行未來決策有一定參考價值和借鑒作用。
[Abstract]:At present, the domestic and foreign financial market environment is complex and changeable, which brings both opportunities and challenges to commercial banks. Commercial banks attach importance to strategic evaluation in order to deal with the competition and risk from all parties. KL Bank has a short time, limited resources and less market influence. These shortcomings have affected the long-term development of KL Bank. Therefore, strengthening KL bank management strategy evaluation has practical significance. In addition, the balanced Scorecard breaks through the limits of traditional evaluation methods and emphasizes the balance between financial indicators and non-financial indicators. Therefore, this paper chooses to use the idea of balanced Scorecard to evaluate the implementation effect of centralized strategy of KL Bank. This has pointed out the way forward for the managers and employees of KL Bank, and provided the decision reference for the scientific management of KL Bank, which will help to optimize the allocation of financial resources of KL Bank and promote the healthy and sustainable development of KL Bank. This paper takes the implementation effect of the centralized strategy of KL Bank as the research object, takes the balanced Scorecard as the research tool, and takes the SWOT analysis theory as the theoretical guidance. Adopt the combination of theory and practice to evaluate the management strategy of KL Bank systematically. Firstly, based on the practice of KL Bank, this paper analyzes the process of centralization strategy and the necessity and feasibility of KL Bank's centralization strategy. Secondly, the application of balanced Scorecard to the implementation of KL bank centralized strategy in the financial level, customer level, internal process level, learning and innovation level, risk management level of systematic evaluation. Thirdly, through the evaluation of the effect of KL bank's centralization strategy, the problems in the implementation of KL bank's centralization strategy are found, such as poor financial management, low customer recognition, relatively lack of talents and single business. Poor risk management ability. Finally, aiming at the problems existing in KL Bank, the paper puts forward the countermeasures to improve the effect of the centralized strategy of KL Bank, including improving the financial situation, enriching the new types of business, building the core talent team, and enhancing the ability of risk management. Improve customer acceptance, etc. These constructive measures have certain reference value and reference function for KL Bank's future decision.
【學位授予單位】：西南石油大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.33

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本文編號：1996034