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

【摘要】：目前,國(guó)內(nèi)外金融市場(chǎng)環(huán)境復(fù)雜多變,這給商業(yè)銀行既帶來(lái)了機(jī)遇也帶來(lái)了挑戰(zhàn)。商業(yè)銀行紛紛重視戰(zhàn)略評(píng)價(jià)以應(yīng)對(duì)來(lái)自各方的競(jìng)爭(zhēng)與風(fēng)險(xiǎn)。KL銀行成立時(shí)間較短、資源有限、市場(chǎng)影響力較小,這些不足已影響到KL銀行的長(zhǎng)遠(yuǎn)發(fā)展,因此加強(qiáng)KL銀行經(jīng)營(yíng)戰(zhàn)略評(píng)價(jià)更具有現(xiàn)實(shí)指導(dǎo)意義。此外,平衡計(jì)分卡突破了傳統(tǒng)評(píng)價(jià)方法界限,強(qiáng)調(diào)財(cái)務(wù)指標(biāo)與非財(cái)務(wù)指標(biāo)之間的平衡,因此本文選擇運(yùn)用平衡計(jì)分卡思想對(duì)KL銀行集中化戰(zhàn)略實(shí)施效果進(jìn)行評(píng)價(jià),這為KL銀行管理者及員工指明了前進(jìn)方向,為KL銀行科學(xué)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(jìn)KL銀行健康、可持續(xù)發(fā)展,有助于提升KL銀行經(jīng)濟(jì)效益及核心競(jìng)爭(zhēng)力。 本文以KL銀行集中化戰(zhàn)略實(shí)施效果為研究對(duì)象,以平衡計(jì)分卡為研究工具,以SWOT分析理論為理論指導(dǎo),采取理論與實(shí)踐結(jié)合方式對(duì)KL銀行經(jīng)營(yíng)戰(zhàn)略進(jìn)行系統(tǒng)評(píng)價(jià)。首先,結(jié)合KL銀行實(shí)際,分析了KL銀行集中化戰(zhàn)略的產(chǎn)生過(guò)程及KL銀行實(shí)施集中化戰(zhàn)略的必要性與可行性。其次,應(yīng)用平衡計(jì)分卡對(duì)KL銀行集中化戰(zhàn)略實(shí)施效果在財(cái)務(wù)層面、客戶層面、內(nèi)部流程層面、學(xué)習(xí)與創(chuàng)新層面、風(fēng)險(xiǎn)管理層面進(jìn)行了系統(tǒng)評(píng)價(jià)。第三,透過(guò)KL銀行集中化戰(zhàn)略效果評(píng)價(jià),發(fā)現(xiàn)了KL銀行集中化戰(zhàn)略實(shí)施過(guò)程中存在的問(wèn)題,如財(cái)務(wù)經(jīng)營(yíng)狀況不佳、顧客認(rèn)可度較低、人才相對(duì)匱乏、業(yè)務(wù)較為單一、風(fēng)險(xiǎn)管控能力較差等。最后,針對(duì)KL銀行所存在的問(wèn)題提出了KL銀行集中化戰(zhàn)略實(shí)施效果的提升對(duì)策,包括改善財(cái)務(wù)狀況、豐富新型業(yè)務(wù)種類、建設(shè)核心人才隊(duì)伍、提升風(fēng)險(xiǎn)管理能力、提高顧客認(rèn)可度等。這些建設(shè)性措施的提出對(duì)KL銀行未來(lái)決策有一定參考價(jià)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(xué)位授予單位】：西南石油大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 楊軍芳;張琴;吳清華;;商業(yè)銀行業(yè)績(jī)?cè)u(píng)價(jià)的非財(cái)務(wù)指標(biāo)設(shè)計(jì)[J];財(cái)會(huì)月刊;2005年26期

2 王宏慶;;對(duì)城市商業(yè)銀行經(jīng)營(yíng)發(fā)展戰(zhàn)略初探[J];中國(guó)商界(上半月);2010年10期

3 楊淑華;平衡計(jì)分法在企業(yè)戰(zhàn)略管理中的應(yīng)用[J];財(cái)會(huì)研究;2001年01期

4 王知津;王春燕;;基于KPI的戰(zhàn)略信息管理績(jī)效評(píng)價(jià)[J];圖書情報(bào)研究;2010年02期

5 王愛國(guó);;基于BSC和AHP-Fuzzy方法的高技術(shù)企業(yè)戰(zhàn)略績(jī)效評(píng)價(jià)模型的構(gòu)建與應(yīng)用[J];山東經(jīng)濟(jì);2007年01期

6 翁海晶;侯寶林;;我國(guó)城市商業(yè)銀行跨區(qū)域經(jīng)營(yíng)的風(fēng)險(xiǎn)管理分析[J];時(shí)代金融;2012年06期

7 譚中明,陶羽;用因子分析法考察中國(guó)商業(yè)銀行效率[J];預(yù)測(cè);2002年02期

8 謝赤,鐘贊;熵權(quán)法在銀行經(jīng)營(yíng)績(jī)效綜合評(píng)價(jià)中的應(yīng)用[J];中國(guó)軟科學(xué);2002年09期

9 彭子杰;;我國(guó)商業(yè)銀行戰(zhàn)略績(jī)效的實(shí)證研究[J];中國(guó)集體經(jīng)濟(jì);2009年25期

10 關(guān)新紅;構(gòu)建合理的商業(yè)銀行績(jī)效評(píng)價(jià)體系[J];中央財(cái)經(jīng)大學(xué)學(xué)報(bào);2003年07期

，

本文編號(hào)：1996034