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论文编号：	15220
作者编号：	2320223959
上传时间：	2024/12/12 19:06:15
中文题目：	交通银行T分行对公业务广泛差异化战略研究
英文题目：	Research on the Broad-Differentiation Strategy in Corporate Business of Communications Bank T Branch
指导老师：	柳茂平
中文关键字：	交通银行T分行；对公业务；竞争战略；广泛差异化战略
英文关键字：	Bank of Communications T Branch; Corporate Business; Competitive Strategy; Broad-Differentiation Strategy
中文摘要：	随着供给侧结构性改革持续进行，利率市场化进程不断加深，金融行业市场竞争变得愈发激烈起来，商业银行对公业务发展持续向买方市场转变。交通银行T分行成立于1993年7月，致力于为当地个人和企业客户提供高质量综合性金融服务。随着多年的市场运营，T分行已然积累了较为丰富的客群资源。然而，近几年，随着市场竞争激烈程度持续上涨，交通银行T分行公司客户增长情况有所放缓，对公业务规模甚至出现了下滑现象。面对日益复杂的市场环境，如何展开科学的战略规划成为当前该分行对公业务发展的关键任务之一。 本文在详细回顾和学习了波特竞争战略理论，资源与能力理论，环境分析理论等各项相关理论的基础上，以交通银行T分行对公业务为研究案例，对交通银行T分行对公业务的一般环境、产业环境和内部环境状况展开了系统的考察和分析，并基于交通银行的公司使命、发展愿景和价值观，对其竞争战略的适用性进行分析，确定了广泛差异化竞争战略为交通银行T分行对公业务市场竞争战略的最优选择，并讨论了该分行在对公业务领域广泛差异化竞争优势、价值链特征、产业五力中的竞争地位。由于实行条线管理，该行T分行的对公业务是一个独立经营单位，有其独立的竞争战略。另外，本文进一步对交通银行T分行对公业务广泛差异化战略的价值链展开细分和构建，了解了该分行价值链驱动因素及相关系统措施，并据此塑造了该行独有的模仿壁垒。同时，本文进一步挖掘了交通银行T分行对公业务广泛差异化战略的核心资源和关键能力，并对其资源能力的开发与使用展开了分析。 通过上述研究和分析，本文在详细梳理了交通银行T分行对公业务内外部环境的基础上，确定了对公业务竞争战略的范围和优势，明确了价值链组成内容，阐述了核心资源和关键能力的开发方法，为该分行未来市场竞争发展提供了一定的理论依据。同时，本文的研究也能够为其他商业银行等金融机构提供一定的理论借鉴，帮助其更好的展开竞争战略选择和规划。
英文摘要：	With the ongoing supply-side structural reform and the deepening of the interest rate marketisation process, the market competition in the financial industry has become more and more intense, and the development of the corporate business of commercial banks has continued to shift towards a buyer’s market. Established in July 1993, Bank of Communications T Branch is committed to providing high-quality comprehensive financial services to local individual and corporate customers. With years of operation in the market, T Branch has already accumulated a relatively rich customer group resource. However, in recent years, as the competition in the market continues to rise, the growth of Bank of Communications T Branch’s corporate customers has slowed down, and the scale of corporate business has even declined. In the face of the increasingly complex market environment, how to carry out scientific strategic planning has become one of the key tasks in the development of the branch's corporate business. Based on a detailed review and study of Porter’s theory of competitive strategy, resource and capability theory, environmental analysis theory and other related theories, this thesis takes the corporate business of Bank of Communications T Branch as a research case, and carries out a systematic examination and analysis of the general, industrial and internal environment of the corporate business of Bank of Communications T Branch, and analyses the applicability of the competitive strategy of Bank of Communications T Branch, based on the mission, vision and values of the Bank of Communications. The applicability of the competitive strategy is analysed, and the Broad-Differentiation strategy is identified as the optimal choice for Bank of Communications T Branch’s competitive strategy in the corporate business market, and the branch’s competitive position in the corporate business field of Broad-Differentiation competitive advantages, value chain characteristics, and the five forces of the industry is discussed. In addition, thesis further breaks down and constructs the value chain of Bank of Communications T Branch’s Broad-Differentiation strategy in corporate business, understands the branch’s value chain drivers and related systemic measures, and shapes the bank’s unique imitation barriers accordingly. At the same time, thesis further explores the core resources and key capabilities of Bank of Communications T Branch’s extensive differentiation strategy for corporate business, and analyses the development and use of its resource capabilities. Through the above studies and analyses, this thesis, based on a detailed overview of the internal and external environments of the corporate business of Bank of Communications T Branch, determines the scope and advantages of the competitive strategy of the corporate business, specifies the components of the value chain, and describes the development methods of the core resources and key competencies, which provides a certain theoretical basis for the future development of the branch’s competition in the market. At the same time, the research of this thesis can also provide certain theoretical reference for other commercial banks and other financial institutions to help them better develop competitive strategy selection and planning.
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