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论文编号：	11374
作者编号：	2320170382
上传时间：	2019/12/13 11:09:37
中文题目：	Z银行天津分行公司综合融资类业务竞争战略研究
英文题目：	Research on Competitive Strategies of Corporate Comprehensive Financing Business of Bank Z Tianjin Branch
指导老师：	苏东海
中文关键字：	商业银行；公司综合融资类业务；竞争战略
英文关键字：	Commercial bank; corporate comprehensive financing business; competitive strategy
中文摘要：	商业银行最重要的职能是信用中介的职能,公司综合融资类业务作为商业银行最重要的产品板块之一，直接体现并发挥商业银行的信用中介职能。近年来，在复杂多变的经济金融形势下，商业银行自身的经营环境也在发生着深刻变化。商业银行的融资类业务逐渐由传统贷款扩展到表外担保承诺类业务，伴随金融脱媒、利率市场化等金融环境的变化，表表外债券承销、结构化融资、融资性理财等多元化融资产品体系蓬勃发展，成为商业银行盈利的新抓手。Z银行作为国内主要的股份制商业银行之一，依托集团协同优势，采取“商行+投行”的模式为企业提供综合融资服务。2018年，Z银行在新的三年战略规划中将“成为最佳综合金融服务企业”作为战略愿景，在原有“综合融资服务”的基础上，更加强调客户经营的综合化。融资类业务作为重要的产品板块之一，更是“综合化”战略落地的重点。 Z银行天津分行作为Z银行的利润增长贡献主力分行之一，在天津市深化产业升级的宏观经济背景下，面对激烈的同业竞争，如何选择竞争战略，以及如何确保战略实施是本文研究的重点。本文的研究方法包括文献研究法、调查法、个案研究法等。理论工具包括战略管理相关理论及货币银行管理相关理论，具体包括市场的超竞争理论、企业的组织协同理论、PEST模型、价值链理论、资产转换理论、超货币供给理论及预期收入理论等。近年来众多国内学者关于商业银行转型发展以及企业融资相关领域均有众多研究成果，较有代表性的观点包括商业银行的亲经济周期的特点、商业银行的战略管理目的是抗周期束缚、商业银行经营内容随金融服务需求的变化而变化，企业融资结构向综合化发展、企业融资决策与货币传导机制关联紧密、企业应选择与自身规模匹配的融资服务主体。上述理论及研究成果为本文研究Z银行天津分行公司综合融资类业务的竞争战略选择与实施提供依据。 选择竞争战略前，首先从宏观层面和产业层面就业务的发展条件进行分析。宏观层面，利用PEST模型从政治法律环境、经济环境、社会文化环境、技术环境四个方面分析了Z银行天津分行所处的宏观环境。一是政治法律环境方面，国家出台明确国有金融资本重要性的文件，要求国有金融机构要发挥好促进实体经济发展的重要作用，同时监管机构下发一系列规范金融市场经营发展的严监管政策，维护金融市场的公平竞争，同时天津市政府出台若干围绕区域红利的经济建设政策，政策环境利于Z银行天津分行业务发展；二是经济环境，国际、国内、天津市的经济整体处于结构调整期，机遇与调整并存；三是社会文化环境，天津市的整体社会环境稳定、金融人才众多；四是技术环境，金融IT行业蓬勃发展，金融电子化程度越来越高。产业层面，利用波特五力模型分析了产业环境中买方议价实力的因素、潜在竞争者进入的能力、供应商议价能力、替代威胁、业内竞争等竞争条件。买方议价实力方面，优于天津地区的商业银行在选择融资类业务目标客户时往往倾向于评级较高、资质较好的大型国有企业，所以买方议价实力强；潜在竞争者进入能力相对弱，现有市场主体的客户资源、渠道资源等方面仍具备优势；供应商包括资金供应和服务供应，资金供应方的保值增值渠道较多，议价能力较强，而服务供应商竞争激烈相对银行来说议价地位较低；替代威胁方面，虽然目前其它金融机构融资份额增速不断上升，但一定时期内无法替代银行的融资主体地位；业内竞争方面，产品同质化严重、目标客户趋同等因素决定了业内竞争激烈。 天津市的企业资产结构以国有企业为主，无论融资模式如何，其对融资产品的价格因素最为看重；商业银行融资类产品同质化较严重；Z银行天津分行在区域主要股份制商业银行中的排名位居前列，实力较强。基于上述基本因素，选择成本领先战略作为Z银行天津分行公司综合融资类业务的竞争战略能更好地发挥其竞争优势。Z银行天津分行公司综合融资类业务的基本活动包括融资类产品营销、业务管理、信贷审批及贷后管理、会计及科技运营管理等，辅助活动包括融资类业务相关的财务、法律、稽核管理、对公营销队伍管理、产品研发管理等。通过分析与之对应的规模、学习、产出能力的利用方式、链内协同、纵链协同等成本驱动主要因素，总结归纳战略实施的重点建议包括：一是控制资金成本，主要包括向总行申请低成本资金专项规模、优化存款结构、以交易银行产品带动结算；二是优化内部协同效率，通过建立客户一体化经营体系调动行内资源，提升效率；三是提升考核资源效用，要客观看待天津市整体的融资定价水平，同时在考核中充分体现以客户经营为中心，避免出现内部博弈造成的资源浪费；四是提高人力资源效能，无论是产品端还是营销端的人才均要向综合化培养。为确保上述战略实施落地提出以下保障措施，包括从公司、投行、国际等各条线夯实综合化业务营销渠道，从流程再造、提升数据处理效率、推进信息系统一体化建设等方面提升分行整体科技水平，从引进证券、信托、保险等行业多元化人才、加强产品经理与客户经理内部轮岗、建立分行内训师机制等方面给予人才保障等。
英文摘要：	The most important function of commercial banks is credit intermedia. As one of the most important commercial banking business plates, corporate comprehensive financing embodies and playsthe intermedia function of commercial banks directly. Underthe complicated and diversified background of the macro economy, the business environment of commercial bank is also undergoing profound changes in recent years. The financial business of commercial banks has gradually expanded from traditional loans to off-balance-sheet guarantees. With financial environment changes, such as financial disintermediation and interest rate marketization, off-balance-sheet bond underwriting, structured financing, financing and other diversified financing product systems flourishand become a new source of profit increase. As one of the major joint-stock commercial banks in China, Bank Z displays the synergy advantage,providing comprehensive financing services for enterprises with the model of "Commercial Bank plus Investment Bank". In 2018, Bank Z proposed"Becoming the Best Integrated Financial Services Enterprise" as its strategy in its new three-year strategic plan, emphasizing the integration of customer management. Financing business as one of the important product sectors, is the emphasisof the "integrated" strategy. Tianjin Branch of Bank Z is one of the main profit contributors, however, it faces fierce competition because of deepenreformation andindustrial upgrading in Tianjin. The thesis mainly explains the choice and implementation of competitive strategy. The research methods include literature research, investigation, case study and so on. The theoretical tools include strategic management and monetary bank management theory, specifically including market super competition theory, enterprise organization coordination theory, PEST model, value chain theory, asset conversion theory, super money supply theory and expected income theory. In recent years, many domestic scholars have numerous research results on the transformation and development of commercial banks and the related fields of enterprise financing. there are some representative viewpoints. For examples, commercial banks are cyclically insensitive industries, the strategic management purpose of commercial banks is to resist the cycle constraints, and the business of commercial banks changes with financial service demand; the enterprise financing structure becomes integrating and the decision-making of financing is closely related to the monetary transmission mechanism, so enterprises should choose the financing service agents that match their own scale. The above theory and research results provide the basis for this paper to study the competitive strategy selection and implementation of comprehensive financing business of bank Z Tianjin Branch. Before choosing the competitive strategy, this paper analyzes the development conditions of the business from macro level and industry level. On macro level, this paper analyzes the macro environment of Tianjin Branch from four aspects: political and legal environment, economic environment, social and cultural environment, and technical environment. First, in terms of the political and legal environment, the state has issued documents to clarify the importance of state-owned financial capital, requiring state-owned financial institutions to play an important role in promoting the development of the real economy. At the same time, the regulatory institutions have issued a series of strict regulations to constraint the operation and development of the financial market, and to maintain fair competition in the financial market. At the same time, the Tianjin municipal government has issued some economic policies conductive to regional development, which support the business development of bank Z, Tianjin Branch. The second is the economic environment. The international, domestic and Tianjin economy as a whole are in the period of structural adjustment, with opportunities and adjustments coexisting. The third is the social and cultural environment, the overall social environment of Tianjin is stable and there are many financial talents. The fourth is the technical environment. The financial IT industry is booming, and the degree of financial electronization is getting higher and higher. On industrial level, this paper analyzes the factors of buyers’ bargaining power, the ability of potential competitors to enter the market, suppliers’ bargaining power, threat of substitute products and intertype competition by using Porter's five forces model. In terms of buyers’ bargaining power, commercial banks superior to those in Tianjin tend to select large-scale state-owned enterprises with high rating and good qualification when selecting target customers, so the buyers’ bargaining power is strong; the ability of potential competitors to enter the market is relatively weak, and existing market entities still have advantages in customer resources, channel resources, etc.; suppliers include fund supply and service supply. There are many ways to maintain and increase the value of fund suppliers, who have strong bargaining power, while the fierce competition among service providers results in weak bargaining power compared with banks; in terms of substitution threat, although the growth rate of financing share of other financial institutions, it can not replace the main position of banks in a certain period of time; in terms of internal competition, serious product homogenization and the target customers convergence determine the fierce internal competition. The enterprises in Tianjin is dominated by state-owned. They attach the most importance to the price factor of financing products, but not the financing mode; the homogeneity of financing products of commercial banks is serious; the Tianjin Branch of bank Z ranks the top among the major joint-stock commercial banks in the region, with strong strength. Based on the above factors, choosing cost leading strategy as the competitive strategy of comprehensive financing business, Tianjin Branch of Bank Z can give full play to its competitive advantage. The basic activities of Tianjin branch companies’ comprehensive financing business include financing product marketing, business management, credit approval and post loan management, accounting and technology operation management, and the auxiliary activities include financing business related finance, law, audit management, management of public sales team, product R & D management, etc. By analyzing the main cost driving factors such as the corresponding scale, learning, the use of output capacity, intra chain collaboration and vertical chain collaboration, this paper summarizes the key suggestions for the implementation of the strategy：First, control the cost, mainly including applying to the headquarter for the special scale of low-cost funds, optimizing the deposit structure, and driving the settlementwith trading bank products; second, optimize the internal coordination efficiency, mobilizing the internal resources through the establishment of the integrated customer servicesystem, and improve the efficiency; third, improve the effectiveness of assessment, considering the overall financing pricing level of Tianjin objectively, establishing the customer-focused assessment system and avoiding the waste of resources caused by internal games; fourth, improve the efficiency of human resources, both the product end and the marketing end of talents should be trained to comprehensive. In order to ensure the above strategy implementation, the safeguard measures are proposed, including strengthening the comprehensive business marketing channels in the company, investment bank, international and other lines, improving the overall technology level of the branch from process reengineering, improving data processing efficiency, promoting the integration of information system, providing the safegauard of human resources throughdiversified talents introduction from securities, trust, insurance and other industries, strengthening internal rotationbetweenproduct manager and account manager，and establishingthe internal trainer mechanism.
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