G城商行核心競爭力研究
發(fā)布時間：2018-11-07 12:48
【摘要】：近兩年,銀行業(yè)發(fā)展的大環(huán)境發(fā)生了重大變化:一是新常態(tài)的中國經(jīng)濟發(fā)展格局下,將會使得宏觀經(jīng)濟支撐銀行資產(chǎn)增長而起到的作用逐步減弱,銀行業(yè)的發(fā)展也隨之踏入了“緩增速,調(diào)結(jié)構(gòu)”的新常態(tài)。二是利率市場化的腳步不斷加快,銀行業(yè)的十年黃金期已經(jīng)一去不復(fù)返,市場的競爭激烈程度將進(jìn)一步加劇,銀行業(yè)的利息差還會有進(jìn)一步收窄的趨勢,而依賴于存貸利差這一傳統(tǒng)盈利模式為主的銀行機構(gòu)會面臨極大的挑戰(zhàn);三是金融脫媒化趨勢越來越嚴(yán)重,直接融資比例大幅提升,社會間接融資渠道更加豐富,銀行的中介作用被極大弱化,銀行不斷流失優(yōu)質(zhì)、大中型企業(yè)客戶,業(yè)務(wù)經(jīng)營層面上面臨著巨大挑戰(zhàn);四是經(jīng)濟體制改革的全面深化和監(jiān)管的完善,對銀行公司治理和內(nèi)部控制的要求極大提升;五是互聯(lián)網(wǎng)金融的快速發(fā)展,直接且深刻的觸及到銀行的經(jīng)營方式。作為地方性銀行,G城商行更是能深切體會大環(huán)境變化所帶來的變化和調(diào)整,尤其是整個銀行業(yè)的目標(biāo)市場和客戶結(jié)構(gòu)逐步向下遷移,其傳統(tǒng)優(yōu)勢所在的領(lǐng)域(小微、零售客戶群體及縣域政市場等)已經(jīng)成為競爭最激烈的細(xì)分市場,地方性政府類業(yè)務(wù)也隨著經(jīng)濟新常態(tài)的變化而轉(zhuǎn)型壓力巨大,又因前幾年的盲目擴張和重業(yè)務(wù)規(guī)模輕風(fēng)險控制的模式,導(dǎo)致不良貸款率和不良貸款金額雙升的壓力下,其原有的靈活高效、決策半徑短、地方支持等優(yōu)勢在一定層度上大大減弱。因此在不良貸款雙升和維系收益水平不變的壓力下,G城商行內(nèi)外交困的競爭格局已經(jīng)顯現(xiàn)。銀行如果不夯實經(jīng)營基礎(chǔ),不注重精細(xì)化管理,就有可能被吞并、或是破產(chǎn)淘汰出局。那G城商行該做出什么改變?如何樹立核心競爭力才能實現(xiàn)可持續(xù)發(fā)展?本文的研究思路是圍繞“構(gòu)建G城商行核心競爭力”這一個總體目標(biāo),以邁克爾·波特的競爭優(yōu)勢為理論基礎(chǔ),從內(nèi)外部對G城商行的競爭要素進(jìn)行分析,應(yīng)用因子分析法分析G城商行的競爭力總體情況,應(yīng)用數(shù)據(jù)包絡(luò)法(DEA)分析G城商行的競爭效率;再次,從如何培育核心競爭力的角度出發(fā),從戰(zhàn)略發(fā)展方向、經(jīng)營策略、機制改革等多個方面提出構(gòu)建G行的核心競爭力的建設(shè)性意見。
[Abstract]:In the last two years, major changes have taken place in the environment for the development of the banking industry. First, under the new normal pattern of economic development in China, the role played by the macro-economy in supporting the growth of bank assets will gradually weaken. The development of the banking industry has also stepped into the new normal of "slow growth and structural adjustment". Second, the pace of interest rate liberalization is constantly accelerating, the 10-year golden period of the banking sector has gone for ever, the fierce competition in the market will be further intensified, and the interest rate difference in the banking industry will still have a trend of further narrowing. Banking institutions that rely on the traditional profit-making model of deposit and loan spreads will face great challenges. Third, the trend of financial disintermediation is becoming more and more serious, the proportion of direct financing has increased substantially, the social indirect financing channels have become more abundant, the intermediary role of banks has been greatly weakened, banks have been losing quality and large and medium-sized enterprise customers. At the level of business management, it faces great challenges; Fourth, the overall deepening of the economic system reform and the improvement of supervision, the requirements for corporate governance and internal control of banks are greatly enhanced; fifthly, the rapid development of Internet finance directly and profoundly touches on the management mode of banks. As a local bank, G City Commercial Bank is also able to appreciate the changes and adjustments brought about by the changes in the environment, especially the gradual downward migration of the target market and customer structure of the entire banking industry, and the areas in which its traditional advantages lie (small and small). Retail customer group and county government market have become the most competitive subdivision market, local government business with the change of the new normal economy and the pressure of transformation is enormous. Due to the blind expansion of the past few years and the model of emphasizing the business scale and the risk control, the non-performing loan ratio and the non-performing loan amount are under the pressure of double rise, and the original flexibility and efficiency, and the decision-making radius is short. Local support and other advantages in a certain layer of greatly weakened. Therefore, under the pressure of double rise of non-performing loan and constant income level, the competitive pattern of G City Commercial Bank is already apparent. If the bank does not consolidate the foundation of management, do not pay attention to fine management, it may be annexed, or eliminated from bankruptcy. So what changes should be made by the G City firm? How to establish the core competitiveness to achieve sustainable development? The research idea of this paper is to analyze the competitive factors of G City Commercial Bank from the internal and external perspectives on the basis of Michael Porter's competitive advantage, focusing on the overall goal of "constructing the core competence of G City Commercial Bank". Factor analysis method is used to analyze the overall competitiveness of G City Commercial Bank, and data Envelopment method (DEA) is used to analyze the competitive efficiency of G City Business Company. Thirdly, from the angle of how to cultivate the core competence, this paper puts forward some constructive suggestions on how to build the core competence of G-Bank from the aspects of strategic development direction, management strategy, mechanism reform and so on.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33
本文編號：2316421
[Abstract]:In the last two years, major changes have taken place in the environment for the development of the banking industry. First, under the new normal pattern of economic development in China, the role played by the macro-economy in supporting the growth of bank assets will gradually weaken. The development of the banking industry has also stepped into the new normal of "slow growth and structural adjustment". Second, the pace of interest rate liberalization is constantly accelerating, the 10-year golden period of the banking sector has gone for ever, the fierce competition in the market will be further intensified, and the interest rate difference in the banking industry will still have a trend of further narrowing. Banking institutions that rely on the traditional profit-making model of deposit and loan spreads will face great challenges. Third, the trend of financial disintermediation is becoming more and more serious, the proportion of direct financing has increased substantially, the social indirect financing channels have become more abundant, the intermediary role of banks has been greatly weakened, banks have been losing quality and large and medium-sized enterprise customers. At the level of business management, it faces great challenges; Fourth, the overall deepening of the economic system reform and the improvement of supervision, the requirements for corporate governance and internal control of banks are greatly enhanced; fifthly, the rapid development of Internet finance directly and profoundly touches on the management mode of banks. As a local bank, G City Commercial Bank is also able to appreciate the changes and adjustments brought about by the changes in the environment, especially the gradual downward migration of the target market and customer structure of the entire banking industry, and the areas in which its traditional advantages lie (small and small). Retail customer group and county government market have become the most competitive subdivision market, local government business with the change of the new normal economy and the pressure of transformation is enormous. Due to the blind expansion of the past few years and the model of emphasizing the business scale and the risk control, the non-performing loan ratio and the non-performing loan amount are under the pressure of double rise, and the original flexibility and efficiency, and the decision-making radius is short. Local support and other advantages in a certain layer of greatly weakened. Therefore, under the pressure of double rise of non-performing loan and constant income level, the competitive pattern of G City Commercial Bank is already apparent. If the bank does not consolidate the foundation of management, do not pay attention to fine management, it may be annexed, or eliminated from bankruptcy. So what changes should be made by the G City firm? How to establish the core competitiveness to achieve sustainable development? The research idea of this paper is to analyze the competitive factors of G City Commercial Bank from the internal and external perspectives on the basis of Michael Porter's competitive advantage, focusing on the overall goal of "constructing the core competence of G City Commercial Bank". Factor analysis method is used to analyze the overall competitiveness of G City Commercial Bank, and data Envelopment method (DEA) is used to analyze the competitive efficiency of G City Business Company. Thirdly, from the angle of how to cultivate the core competence, this paper puts forward some constructive suggestions on how to build the core competence of G-Bank from the aspects of strategic development direction, management strategy, mechanism reform and so on.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33
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