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论文编号：	12045
作者编号：	2320180350
上传时间：	2020/12/11 9:02:11
中文题目：	天津JZ银行业务层战略变革的研究
英文题目：	The Research on the Business-level Strategic Change of Bank of JZ Tianjin
指导老师：	周建教授
中文关键字：	天津JZ银行；业务层战略；战略变革
英文关键字：	Tianjin JZ Bank; Business-level Strategy; Strategic change
中文摘要：	近年来，城市商业银行面对着内外部环境的巨大变化，其传统的粗放式增长方式、单一的盈利实现模式、单纯的获客渠道等制约着城商行的可持续发展。 本文以天津JZ银行业务层战略变革为切入点，通过借鉴国内外商业银行战略变革的启示和特点，运用案例研究法，以天津JZ银行为研究对象，运用PEST战略分析工具、五力模型战略分析工具对天津JZ银行业务层的宏中微观的环境进行了细致的分析，从而提炼出天津JZ银行业务层战略的独特性与问题成因，在此基础上确定天津JZ银行业务层战略变革的目标和基本方向，通过分析不同竞争战略的可行性和合理性，确认天津JZ银行的业务层战略变革的取舍，最后依据天津JZ银行的现行状况，提出其业务层战略变革具体的实施与保障措施。 本文站在一个业务类型、渠道结构较为丰富的企业视角，通过对同业市场产品的深入调研，全面深入分析天津JZ银行在天津地区的产品竞争优势和不足，从而对天津 JZ银行业务层战略变革的低成本、差异化和聚焦选择进行了详细的分析，明确了天津JZ银行未来业务层战略变革的取舍方向，一是应停售结构性理财产品，提前全面步入净值化非保本理财的销售；长远来看，此项举措为天津JZ银行未来的理财产品销售明确方向，利于其在最终资管新规过渡期前调整好理财产品结构；二是坚定不移调整负债结构、压降成本，天津JZ银行应加强对同业市场的调研和动态调整其储蓄存款利率定价水平，从而确保其在控制储蓄存款利率的同时，保持储蓄产品对客户的吸引力；三是要聚焦普惠金融市场，扬长避短，打造天津JZ银行的专业化普惠品牌，天津JZ银行一方面依靠大数据分析，另一方面借助科技力量提高自身在普惠金融市场占有率。最后，本文在研究的过程中，将更多的视角聚焦在了天津JZ银行自身的业务进行了论述和说明，而没有将自己置身于天津JZ银行所处的内外部环境中去，讨论和分析天津JZ银行业务层战略可能的战略变革的选择，因此研究的视野需要进一步的拓宽。在今后的学习和工作中，将继续对天津JZ银行业务层战略变革深入的系统的研究下去，希望研究结果为天津JZ银行的业务层的战略变革提供一定的借鉴意义。
英文摘要：	In recent years, city commercial banks have faced tremendous changes in the internal and external environments. Their traditional extensive growth mode, single profit realization model, and simple customer acquisition channels have restricted the sustainable development of city commercial banks. This article takes Tianjin JZ Bank’s business-level strategic change as an entry point, draws on the inspiration and characteristics of domestic and foreign commercial banks’ strategic changes, uses case studies, takes Tianjin JZ Bank as the research object, uses PEST strategic analysis tools, and five forces model strategic analysis tool analyzes the macro, medium and micro environments of Tianjin JZ Bank’s business-level in detail, so as to extract the uniqueness of Tianjin JZ Bank’s business-level strategy and the causes of problems, and on this basis, determine the goals and objectives of Tianjin JZ Bank’s business-level strategic change. The basic direction, by analyzing the feasibility and rationality of different competitive strategies, confirms the choice of Tianjin JZ Bank’s business-level strategic changes, and finally, based on the current status of Tianjin JZ Bank, proposes specific implementation and guarantee measures for its business-level strategic changes. From the perspective of an enterprise with rich business types and channel structure, this article thoroughly analyzes the competitive advantages and disadvantages of Tianjin JZ Bank’s products in the Tianjin area through in-depth research on products in the inter-bank market, and thus has an impact on the strategic change of Tianjin JZ Bank’s business level. Low cost, differentiation and focus options were analyzed in detail, and the direction of the strategic change of Tianjin JZ Bank's future business-level was clarified. First, the sale of structured wealth management products should be stopped, and the sales of net worth non-guaranteed wealth management should be fully entered in advance; In the long run, this measure will clarify the direction for Tianjin JZ Bank’s future wealth management product sales, which will help it adjust its wealth management product structure before the final transition period of the new asset management regulations; second, adjust its debt structure and reduce costs. Tianjin JZ Bank should strengthen the research on the inter-bank market and dynamically adjust its savings deposit interest rate pricing level, so as to ensure that it maintains the attractiveness of savings products to customers while controlling the savings deposit interest rate; third, it must focus on the inclusive financial market and maximize its strengths and avoid weaknesses. To build a professional inclusive brand of Tianjin JZ Bank, on the one hand, Tianjin JZ Bank relies on big data analysis and on the other hand, it uses technology to increase its share of the inclusive financial market. Finally, in the process of research, this article focuses more perspectives on Tianjin JZ Bank’s own business to discuss and explain, instead of putting oneself in the internal and external environment of Tianjin JZ Bank to discuss and analyze the choice of possible strategic changes in the business-level strategy of Tianjin JZ Bank, so the research horizon needs to be further broadened. In the future study and work, I will continue to conduct in-depth and systematic research on the strategic change of the business-level of Tianjin JZ Bank, hoping that the results of research will provide a certain reference for the strategic change of the business-level of JZ Bank Tianjin.
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