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MBA论文_中国银行内蒙古分行信用卡业务竞争战略研究

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更新时间:2019/7/30(发布于内蒙古)

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文本描述

摘要
随着我国经济转向高质量发展阶段,消费成为经济增长最重要的动力,消费
领域的“支付者”、金融领域的“服务者”的信用卡业务,将迎来更加广阔的发
展空间。2013年,中国银行内蒙古分行信用卡业务实现的非利息收入占全行非利
息收入的26%,2016年,已达到50%,三年几乎实现了翻番。在业务高速发展的
同时,随着内外部环境的变化,中国银行内蒙古分行信用卡业务发展的困境也在
逐步凸显。传统的战略已无法应对当前趋于白热化的市场竞争。为了更好的应对
市场竞争,在未来的信用卡业务竞争中占据主动,新的竞争战略研究是中国银行
内蒙古分行必须面对的课题
本文采用理论结合实际、比较分析等方法,运用PEST、波特五力竞争、SWOT
矩阵等分析工具,对中国银行内蒙古分行的竞争环境、资源及能力进行分析,知
己知彼,扬长避短,明确自身面临的机会与威胁,竞争中的优势与劣势。结合中
国银行内蒙古分行信用卡业务战略定位与目标,在分析迈尔克·波特提出的三种
通用型竞争战略的可行性后,得出结论:中国银行内蒙古分行信用卡业务应当选
择实施差异化竞争战略,在目标客户群体选择、产品研发推广、价格制定、渠道
建设、营销活动开展等方面实现差异化,并在组织架构、人力资源、风险管理、
科技支撑等方面实施保障措施,以更好的应对竞争环境的变化,获得未来内蒙古
信用卡市场竞争的先机
关键词:信用卡业务,中国银行内蒙古分行,竞争战略

Abstract
Chinese economic development has turned to the stage of high quality.
Consumption has been the most important driving force for economic growth. The
credit card business, with integrating consumer payment and credit function, has better
development opportunities. In 2013, non-interest income, come from the credit card
business, had accounted for 26% of non-interest income of the Bank of China Inner
Mongolia branch. In 2016, it had reached 50%. It almost doubled in three years. While
the business is developing at a high speed, the internal and external environment has
changed. The traditional strategy has been unable to cope with the current intense
market competition. In order to cope with new market competition, and take the
initiative in the competition of credit card business in the future, the study of new
competitive strategy is a task that the Bank of China Inner Mongolia branch must face.
This thesis analyzes the external competitive environment and internal resources
and capabilities of the Bank of China Inner Mongolia Branch using theory and practical
methods, comparative analysis, PEST, Porter's five-force competition, SWOT matrix
analysis methods and tools, and identifies the opportunities, threats, advantages and
disadvantages that it faces. Based on the strategic positioning and objectives of the
credit card business of the Bank of China Inner Mongolia Branch, with analyzing three
universal competitive strategies proposed by Michael Porter, this thesis will conclude
that the credit card business of the Bank of China Inner Mongolia Branch should
implement differentiated competition strategy and achieve differentiation in customer
group selection, product promotion, price formulation, channel construction, and
marketing campaign development and put forward safeguard measures in the areas of
organizational structure, human resources, risk management, and scientific and
technological support in order to face changes in the competitive environment and
obtain competitive advantages in a better way.
Key words: Credit card business, Bank of China Inner Mongolia Branch, Competitive
strategy

目录
第一章绪论 ........ 1
1.1 研究背景与意义 .......... 1
1.1.1 研究背景 ........... 1
1.1.2 研究意义 ........... 2
1.2 研究目标与思路 .......... 2
1.2.1 研究目标 ........... 2
1.2.2 研究思路 ........... 2
1.3 研究方法 .... 4
第二章理论基础与文献综述 ...... 5
2.1 竞争战略理论5
2.2 信用卡业务研究综述 ...... 6
第三章战略环境、资源与能力分析9
3.1 战略环境分析9
3.1.1 PEST分析 ........... 9
3.1.2 波特五力模型分析 .. 12
3.2 战略资源与能力分析 ..... 18
3.2.1 战略资源分析 ...... 18
3.2.2 战略能力分析 ...... 23
3.3 小结 ....... 34
第四章竞争战略制定与实施 ..... 35
4.1 战略目标定位 ........... 35
4.2 三大通用竞争战略可行性分析 ......... 36
4.2.1 总成本领先战略 .... 36
4.2.2 差异化战略 ........ 36
4.2.3 集中战略 .......... 37
4.2.4 可行性分析 ........ 37
4.3 竞争战略选择 ........... 39
4.3.1 SWOT分析 .......... 39
4.3.2 竞争战略选择 ...... 40。。。。。。