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论文编号：	11103
作者编号：	2320170525
上传时间：	2019/12/6 19:26:53
中文题目：	T银行竞争战略研究
英文题目：	Research on the Competitive Strategy of T Bank
指导老师：	柳茂平
中文关键字：	T银行;竞争战略;竞争优势;价值链
英文关键字：	T Bank;Competitive Strategy;Competitive Advantage;Value Chain
中文摘要：	随着中国经济的发展，居民可支配财富逐渐增加，金融需求日益旺盛和多元化，许多商业银行已经意识到零售业务将成为主要的盈利点，并投入大量资源发展零售业务。在同业产品同质化竞争严重的形势下，银行的竞争层面从产品、价格和服务跃升到数据、场景和生态圈。而互联网公司，不仅逐渐瓦解传统银行业务的进入壁垒，还通过挖掘场景服务，覆盖了以往银行服务难以触达的众多小微客户。这也使得银行看到依靠技术对零售服务改进升级的可能性。因此银行业在立足本源的同时，运用新技术发展零售业务成为商业银行实现新突破的重要方向。 作为立足于天津的一家城市商业银行，面对公司业务发展受阻、同业业务发展受限、且监管日趋严厉的现状，T银行进入零售业务市场是大势所趋。该银行发展虽有一定的历史积累，但所做业务规模仍较小、且银行整体的数字化程度不高，同时面临着资产质量参差不齐、较大的外部监管压力，内部部门话语权不同、业务稍显失衡等问题。 本文从战略视角切入，系统梳理了国内外关于战略管理、零售银行发展的相关文献，从理论上阐述了T银行竞争战略选择。T银行竞争战略选择的是集中资源发展零售业务的集中战略，是大类业务的集中式发展，而对于零售业务的内部，则进行深度挖掘并扩大规模。然后本文使用竞争优势理论，从银行业的市场层面切入，分别对低成本、差异化两种相对的竞争优势做出分析，最终选择了低成本优势。第五章则运用了波特竞争战略中价值链分析的理论，阐述了T银行价值链的构建方式及分析工具，使用了成本驱动因素分析，聚焦于银行内部，对T银行价值链中内部关键价值活动进行剖析，给出系统措施，并提出相应的重点措施的落地实施方式，通过单个活动及活动间协同作用，形成难以模仿的成本领先战略优势，使T银行在未来的竞争中占有市场一席之地，在业务层面及公司层面均获得更好的发展。 研究发现，T银行零售业务的发展，离不开“强总行”的建设，唯有总行的决策能力、对市场的快速反应能力、风险应对能力、技术研发能力、内部运营能力等方面强大后，才能对未来银行业务的发展提供强有力的支撑。分支行应按照总行制定的零售业务战略实施，结合区域市场形势和客群需求特点，开展属地化营销活动；搭建信息收集机制，收集了解区域同业的产品服务特色、客群定位、定价等信息；建立信息反馈体系，对客户投诉进行产品、渠道、成因等多维度分析，并及时反馈给总行部门，完善零售业务发展策略；学习领先银行经验，并不断提高生产效率；降低业务成本，快速形成规模，在市场中占据一席之地。对于企业内部价值链的构建，则应具备单个价值活动的改善与价值活动间的协同，甚至一定程度上的“重组”，形成成本领先的价值链，以便基于价值链开展银行的生产活动。
英文摘要：	With the development of economy, the disposable wealth of residents has gradually increased. The consumption behavior has undergone an essential change. It has made increasingly strong and diversified financial needs of the people. Many commercial banks have realized that retail business will become a major profit point and invest a lot resources develop it. Under the serious situation of the homogenization competition on bank products, commercial banks' competitive level jump from products, prices and services to data, scenarios and ecosystems. Emerging Internet companies gradually disintegrate the barriers to entry of traditional banking services. Not only the service is embedded in various life scenarios, but also these companies also cover a number of small group customers that were difficult to reach in the past. And they have let banks seen the possibility of upgrading retail services by relying on technology. Therefore, the banking industry is based on its own source, use new technologies to develop retail business has become an important direction for commercial banks to achieve new breakthroughs. As a city commercial bank based in Tianjin, facing the current situation of the company's business development, limited development of inter-bank business, and increasingly strict supervision, T Bank's entry into the retail business market is the general trend. Although the bank's development has a certain historical accumulation and formed a solid foundation, the scale of its business is still small, and the overall digitization of the bank is not high. At the same time, it faces the uneven quality of assets and large external supervision pressure. The internal departments have unbalanced discourse power and business development. This thesis cuts through the strategic perspective, systematically sorts out relevant literatures on strategic management and retail banking development at domestic and abroad. It expounds theoretically that T Bank's competitive strategy chooses a focus strategy of concentrating resources to develop retail business, and is a centralized type of large-scale business development. While for the retail business, it is based on the traditional business to carry out in-depth value and broaden business scale. Subsequently, this thesis uses competitive advantage theory to cut through the market level of the banking industry and analyze the two relative competitive advantages of cost leadership and differentiation. This thesis finally chooses the cost leadership advantages through systematic analysis. The fifth chapter uses the theory of value chain analysis in Porter's competition strategy, expounds the construction method and analysis tools of T-bank value chain, and uses cost-driven factors analysis. Focus on internal key value activities, tables are listed, the system measures are given, and the implementation methods of the corresponding key measures are proposed. Through individual activities and synergies between activities, a cost-leading strategic advantage that is difficult to imitate is formed. T Bank has a place in the market in the future competition, and has achieved better development at both the business level and the company development level. The thesis found that the development of T Bank's retail business is inseparable from the construction of strong head office. Only when the head office's decision-making ability, rapid response capability to the market, risk response capability, technology research and development capability, and internal operation capability are strong, can provide strong support for the development of future banking business. Branches shall implement the localized marketing activities in accordance with the retail business strategy formulated by the head office, combine local market conditions and customer demand characteristics, and establish localized marketing activities. Build a collection information mechanisms on product service features, customer group positioning, pricing, etc.. Establish an information feedback system, conduct product, channel, and cause multidimensional analysis of customer complaints, and timely feedback to the head office to improve the retail business development strategy. It is significant to learn from the experience of leading banks, and continuously improve production efficiency, reduce business costs, rapidly form scale, and occupy a position in the market. For the construction of internal value chains of enterprises, it should have the synergy between individual value activities and the improvement of value activities, even a certain degree of reorganization. It is the development of retail business that forms a cost-leading value chain to carry out bank production activities based on the value chain.
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