经济新常态概念提出以来，我国经济结构的转变、产业结构的调整和新旧动 能的转换成为国家层面的战略重点。金融业作为现代服务业的核心行业，正面临 企业金融风险逐渐暴露、利率市场化导致的存贷利差越来越少以及“互联网+” 冲击带来客户需求升级等多方挑战。零售业务以资本消耗少、客户收益稳定、创 新空间广阔、风险分散等特点受到各家商业银行重视，成为最具潜力的领域之一。 首先，十八大提出“大众创业、万众创新”的政策，激发创新创业浪潮，极大地 促进了中小微企业的发展活力，使得个人经营性贷款、中小微企业贷款的需求增 加，为商业银行的零售业务发展带来机遇；其次，居民消费水平的提高使得个人 零售业务的需求不断上升；最后，我国金融业全面践行巴塞尔协议，轻资本运营 的零售业务成为未来银行的必争领域。作为商业银行中规模小、资本少、品牌认 知度低的城市商业银行，如何把握住零售业务发展的浪潮，确立自身的竞争优势 对其长远发展至关重要。 本文以 CQ 银行的零售业务为例，运用波特五力模型和战略集团分析详细地 展现了银行的行业竞争环境，结论发现随着社会各界资本的涌入以及行业内部对 于零售业务的不断重视，城市商业银行零售业务在其发展过程中的竞争愈发激 烈。在进行战略选择时，一方面分析 CQ 银行零售业务发展现状、存在问题和下 一步的发展目标，另一方面对三类常用竞争战略进行比较分析，最后得出了 CQ 银行零售客户定位为小微企业和当地居民，并提出其竞争战略应为差异化竞争战 略。在战略实施过程中，从市场定位的差异化、营销体系的完善、服务的升级、 产品的创新、品牌的塑造等方面给出具体的建议，以期实现战略优势。 关键词，城市商业银行；零售业务；差异化战略；竞争战略II Abstract Since the concept of new normal was put forward, the transformation of economic structure, the adjustment of industrial structure and the upgrade of old motivator to new motivator have become strategic priorities at the national level. As a major part of the financial industry, commercial banks are facing many challenges: preventing systemic financial risks, reduce of the profit margins of traditional businesses and changing customer demands caused by Internet +. Retail business has become a new growth point of commercial banking business with the characteristics of less capital consumption, stable customer, broad innovation space and dispersed business risks and it has become the most dynamic and potential development area. First, the public entrepreneurship, peoples innovation policy inspires the development of micro, small and medium enterprises, makes the demand of personal business loans, micro, small and medium enterprises loan increase sharply, generates the development opportunity to city commercial banks’ retail business. Second, the improvement of household consumption level has led to an increasing demand for personal retail services. Finally, China's financial industry has fully implemented the Basel Agreement, and the retail financial business with light capital operation has become a necessary field for banks in the future. As a city commercial bank that with small scale, less capital and low brand recognition, how to establish their own competitive advantage in the retail business area is critical to their sustainable development. This article takes CQ bank’s retail business as an example, using Porter’s five-force model as well as group strategy model to analyze the external competition environment, and the conclusion found that with the influx of capital from all of life and the constant emphasis on retail business within the industry, the commercial business of banks has become increasingly fierce in its development. On the analysis of strategic selection, on the one hand, analyzing the development status, exiting problems and the next development goals of CQ Bank’s retail business. On the other hand, it compares and analyzes three kinds of common competitive strategies, and concludes that CQ Bank’s retail customers are positioned as small and micro businesses and community residents,and proposed that their competitive strategy should be a differentiated competitive strategy. In the process of strategy implementation, different methods are implemented from the strategic focus of retail banking and the angle of strategic assistance,and concrete are given from the aspects of market positioning differentiation, the upgrading of marketing system, the improvement of service system,product innovation and brand shaping in order to achieve strategic advantages. Key words: City Commercial Bank; Retail Business; Differentiation Strategy; competitive StrategyIII 目 录 摘要.............................................................................................................................. I Abstract.........................................................................................................................II 第 1 章绪 论..................................................................................................................1 1.1 研究背景.............................................................................................................1 1.2 研究意义..............................................................................................................1 1.2.1 理论意义......................................................................................................2 1.2.2 现实意义......................................................................................................2 1.3 国内外相关研究综述.........................................................................................2 1.3.1 国外相关研究综述......................................................................................2 1.3.2 国内相关研究综述......................................................................................5 1.4 研究的主要内容及方法......................................................................................6 1.4.1 论文研究的方法..........................................................................................6 1.4.2 论文研究的内容..........................................................................................7 1.5 创新点.................................................................................................................8 第 2 章 概念界定与理论基础......................................................................................9 2.1 城市商业银行......................................................................................................9 2.2 零售业务概要......................................................................................................9 2.2.1 零售业务的概念...........................................................................................9 2.2.2 零售业务的特点...........................................................................................9 2.3 理论基础...........................................................................................................10 2.3.1 竞争战略概念............................................................................................10 2.3.2 三种基本竞争战略....................................................................................12 2.3.3 战略分析工具............................................................................................12 第 3 章 CQ 银行零售业务行业竞争环境分析.........................................................14 3.1 CQ 银行零售业务发展现状分析.....................................................................14 3.1.1 CQ 银行概况..............................................................................................14 3.1.2 CQ 银行发展战略......................................................................................14 3.1.3 CQ 银行资源及能力分析..........................................................................15 3.1.4 CQ 银行零售业务发展现状及存在问题..................................................18 3.1.5 CQ 银行零售业务主要问题......................................................................21 3.2 波特“五力模型”行业竞争环境分析................................................................23 3.2.1 供应商议价能力.........................................................................................23 3.2.2 购买者议价能力.........................................................................................24IV 3.2.3 潜在进入者.................................................................................................25 3.2.4 替代品的威胁.............................................................................................26 3.2.5 商业银行间的竞争.....................................................................................27 3.3 战略集团分析....................................................................................................28 第 4 章 CQ 银行零售业务竞争战略.........................................................................33 4.1 CQ 银行零售业务竞争战略的目标与原则.....................................................33 4.1.1 零售业务竞争战略的目标.........................................................................33 4.1.2 零售业务竞争战略的原则.........................................................................33 4.2 CQ 银行零售业务竞争战略的选择.................................................................34 4.2.1 三种基本竞争战略比较分析.....................................................................34 4.2.2 竞争战略的可行性分析............................................................................36 4.3 CQ 银行零售业务竞争战略的具体内容.........................................................38 4.3.1 市场定位差异化.........................................................................................38 4.3.2 服务差异化.................................................................................................39 4.3.3 营销差异化................................................................................................40 4.3.4 产品差异化.................................................................................................40 4.3.5 品牌管理差异化........................................................................................40 第 5 章 CQ 银行零售业务竞争战略的实施途径.....................................................42 5.1 实施差异化的市场定位....................................................................................42 5.2 服务差异化........................................................................................................42 5.2.1 细化客户分层，提升差异化定价能力.....................................................42 5.2.2 优化客户结构，加大优质客户占比........................................................43 5.2.3 提升员工服务品质，增强客户服务满意度.............................................43 5.2.4 调整优化内部流程，提升客户体验.........................................................44 5.3 营销差异化.......................................................................................................44 5.3.1 充分利用大数据，找准客户....................................................................44 5.3.2 加强营销渠道建设.....................................................................................45 5.3.3 推动产品之间的交叉营销.........................................................................45 5.3.4 利用营销活动提升客户粘性....................................................................46 5.4 产品差异化........................................................................................................46 5.4.1 丰富业务产品线.........................................................................................46 5.4.2 转变经营模式，加快信用卡业务发展....................................................47 5.4.3 加强国内外零售产品的研究....................................................................47 5.5 品牌差异化........................................................................................................47V 5.5.1 搭建完整的品牌体系.................................................................................47 5.5.2 加强企业文化建设，传播品牌价值........................................................48 5.5.3 灵活运用多种传播渠道和方式进行品牌宣传........................................48 第 6 章 结论及展望....................................................................................................50 6.1 研究结论...........................................................................................................50 6.1.1 明确定位，打造合理的业务发展模式....................................................50 6.1.2 合理布局，形成战略优势.........................................................................50 6.1.3 借力资源优势，打造核心竞争力............................................................50 6.2 研究不足与展望...............................................................................................51