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论文编号：	12438
作者编号：	2320180610
上传时间：	2021/6/11 14:33:45
中文题目：	ABC银行天津分行集中差异化竞争战略研究
英文题目：	The Research on Centralized and Differentiated Competition Strategy of Tianjin Branch of ABC Bank
指导老师：	王永进
中文关键字：	ABC银行；竞争战略；差异化；价值链
英文关键字：	ABC Bank; Competitive strategy; Differentiation; Value chain
中文摘要：	当前金融脱媒、利率市场化已成趋势，互联网金融异军突起，新冠疫情全球蔓延，传统银行业转型升级迫在眉睫。ABC银行自2009年整体改制后，其市场地位和影响力日益彰显，目前已经是我国完整覆盖城乡的大型商业银行，但是，由于ABC银行组建的历史特殊性，自身发展中存在着诸多问题，比如服务能力与同业存在差距、业务创新和数字化转型仍需加强等。ABC银行天津分行作为京津冀地区的重要分支机构，同样面临着经营管理、业务创新和数字化转型等发展问题。本文运用企业战略管理理论，通过分析研究ABC银行天津分行竞争战略，为其转型升级提供战略支撑，同时也为ABC银行其他分支机构的转型升级提供借鉴。 全文共分为五个部分。首先介绍了本文的研究背景、意义、方法和内容。其次介绍了波特的竞争战略理论、价值链分析理论和PEST分析法等内容，为后续研究提供理论依据。然后运用理论阐述中国银行业面临的一般环境并对天津市银行业进行战略分组和产业细分，随后分析天津银行业的竞争环境以及ABC银行天津分行的内部环境。随后提出ABC银行天津分行的战略目标和战略定位，并结合网点众多、资金雄厚、市场品牌影响力广等竞争优势，提出ABC银行天津分行应实行集中差异化的竞争战略，由服务中低端客户向服务中高端客户转变，选取几个目标市场，推动数字化转型，形成同业竞争对手难以模仿的差异化产品或服务。最后从价值链视角深层次分析集中差异化竞争战略的选择，从价值链细分的角度识别并分析驱动因素，进而对集中差异化竞争战略进行整体性分析并提出了实施措施。其中重点措施包括优化渠道布局、公私联动营销目标客户、互联网服务再升级、注重人才队伍建设和强化合规经营理念等方面内容。 从本文的研究分析可知，ABC银行天津分行应力求打造城乡双轮驱动格局，以重点发展城市业务为战略目标，定位于发展成为重点城市分行的龙头分行，为建设成为稳健安全、客户信赖、价值卓越的商业银行而努力。
英文摘要：	It is extremely urgent for the transformation and upgrading of traditional banking industry with the financial disinter-mediation, interest rate liberalization, rapid rise of Internet finance and economic downturn caused by the COVID-19. ABC bank has made a series of remarkable achievements since its restructuring in 2009, and its market position and influence are becoming increasingly prominent with covering urban and rural areas. However, due to historical particularity of its establishment, some problems has arose during its development. As an important branch of ABC bank in Beijing, Tianjin and Hebei, Tianjin Branch is also faced with development problems such as the gap of service ability with peers, the digital transformation and business innovation. Based on the theory of enterprise strategic management, by researching on the competitive strategy of Tianjin Branch, this thesis aims to provide strategic support for its transformation and upgrading, and for other branches of ABC bank as well. The thesis is divided into five parts. Firstly, this paper introduces research background, methods, contents and its significance. Secondly, it introduces Porter's theory of competition strategy, PEST analysis and value chain analysis, which provides theoretical basis for further research. Then, using PEST analysis and Porter's five-force model, this paper expounds the general environment faced by China's banking industry, carries out strategic grouping and industrial subdivision of Tianjin banking industry, and analyzes the competition environment of the industry and the internal environment of Tianjin Branch. Then it puts forward the strategic goal and strategic orientation of Tianjin Branch considering the competitive advantages of large network, strong capital and wide market brand influence, and suggests that Tianjin Branch should implement the competitive strategy of centralized differentiation. By selecting several target markets as the choice of its subdivision business, Tianjin Branch should form differentiated products or services which is difficult to imitate the of competitors in the same industry to achieve the comprehensive coverage of target customer groups and personalized needs. Finally, the paper further analyzes the choice of centralized and differentiated competition strategy from the perspective of value chain, and then the driving factors are identified and analyzed from the perspective of value chain segmentation, based on which the thesis conducts the comprehensive analyze and puts forward the implementation measures for the strategy of centralized differentiation competition. The key measures include optimizing channel layout, public-private linkage marketing for target customers, upgrading Internet services, paying attention to the construction of talent team and strengthening compliance management concept. From the research and analysis of this paper, we can see that ABC Bank Tianjin Branch should strive to create a dual-wheel drive pattern between urban and rural areas, take the key development of urban business as the strategic goal, and position itself as the leading branch of the key city branch to build a stable and safe commercial bank with customer trust and outstanding value.
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