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论文编号：	14910
作者编号：	2320224045
上传时间：	2024/12/6 11:09:10
中文题目：	X银行天津分行绿色金融竞争战略研究
英文题目：	Research on Green Finance Competitive Strategy of X Bank Tianjin Branch
指导老师：	张耀伟
中文关键字：	绿色金融；商业银行；绿色信贷；竞争战略
英文关键字：	Green finance; Commercial bank; Green credit; Competitive strategy
中文摘要：	在碳达峰、碳中和目标背景下，绿色金融业务发展备受社会各界关注，而商业银行是我国金融行业的重要主体，有效优化商业银行绿色金融战略，能够更好地推动我国绿色金融发展。另一方面，从商业银行的自身发展来看，发展绿色金融能够推动其寻找新的利润增长点并实现盈利模式转型升级。 本文以X银行天津分行绿色金融业务为研究对象，通过对其外部环境进行PEST分析与波特五力分析，发现其拥有国家以及区域发展绿色金融的政策支持、绿色金融市场不断发展、区域经济基础良好、人才素质较高、信息技术不断发展等诸多机会；但同时也面临着绿色金融监管趋严、区域内绿色金融产品较为单一、绿色项目回报率低、同业竞争激烈、对头部客户获客能力不足等外部威胁。通过EFE矩阵定量分析，外部关键因素加权得分为2.59分，高于平均分，说明整体机会大于威胁。通过对其内部能力及内部资源进行分析，X银行天津分行内部拥有组织架构齐备、品牌优势强、专项资源配置丰富、客户资源良好、创新能力较强等优势，但同时也面临着人才培育体系待完善、信贷资金成本高、绿色金融客户占比低、碳金融业务开展不足等劣势。通过IFE矩阵定量分析，内部关键因素加权得分为2.87分，高于平均分，说明内部优势占据主导地位。 战略选择上，本文建立了SWOT分析矩阵，并在IFE、EFE矩阵基础上构建了QSPM矩阵，对成本领先战略、集中化战略和差异化战略等三种备选战略的可行性进行比较分析。根据三种备选竞争战略的吸引力总分，认为差异化战略是对X银行发展绿色金融业务最合适的选择。在此基础上，X银行天津分行应在产品服务、客户营销、行业选取等三个层面实施差异化战略，并分别从专业服务水平、组织架构及配套措施、风险管理方面制定战略保障措施。 本文将战略管理理论和竞争战略理论应用于对商业银行绿色金融竞争战略的分析之中，在一定程度上扩展了上述理论的应用领域，同时为银行同业发展绿色金融业务提供了代表性的案例参考与启发。
英文摘要：	Under the background of carbon peaking and carbon neutrality goals, the development of green financial business has attracted much attention from all walks of life, and commercial banks are an important mainstay of China's financial industry, so the effective optimisation of commercial banks' green financial strategy can better promote the development of green finance in China. From the point of view of the development of commercial banks, the development of green finance can promote its search for new profit growth points and achieve the transformation and upgrading of the profit model. This paper takes the green finance business of Bank X Tianjin Branch as the research object, and through PEST analysis and Porter's Five Forces analysis of its external environment, it finds that it has many opportunities such as policy support for the development of green finance in the country and the region, the continuous development of the green finance market, the good foundation of the regional economy, the high quality of talents, and the continuous development of information technology, etc.; however, at the same time, it is also facing the tightening of the green finance regulation, the tightening of green finance products, and the lack of a single green project, which makes the green finance strategy more effective. But at the same time, it also faces external threats such as tightening of green financial regulation, single green financial product in the region, low return rate of green projects, fierce competition in the same industry, and insufficient ability to acquire customers from head customers. Through the quantitative analysis of EFE matrix, the weighted score of external key factors is 2.59, which is higher than the average score, indicating that the overall opportunities outweigh the threats. Through the analysis of its internal capabilities and internal resources, Bank X Tianjin Branch has internal advantages such as complete organisational structure, strong brand advantage, rich allocation of special resources, good customer resources, and strong innovation ability, but also faces disadvantages such as talent cultivation system to be perfected, high cost of credit funds, low proportion of green financial customers, and insufficient development of carbon finance business. Through the quantitative analysis of IFE matrix, the weighted score of internal key factors is 2.87, which is higher than the average score, indicating that internal advantages dominate. For strategy selection, this paper establishes a SWOT analysis matrix and constructs a QSPM matrix based on the IFE and EFE matrices to comparatively analyse the feasibility of the three alternative strategies, including the cost leadership strategy, the centralisation strategy and the differentiation strategy. Based on the total attractiveness scores of the three alternative competitive strategies, the differentiation strategy is considered to be the most appropriate choice for Bank X to develop green financial business. On this basis, Bank X Tianjin Branch should implement the differentiation strategy in three aspects: product service, customer and industry, and develop strategic safeguards in terms of professional service level, organisational structure and supporting measures, and risk management, respectively. This paper applies strategic management theory and competitive strategy theory to the analysis of green financial competition strategy of commercial banks, which extends the application field of the above theories to a certain extent, and at the same time provides representative case references and inspirations for the development of green financial business in the banking industry.
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