描 3E
桐 文
A银行成立于1996年,以“百姓银行”和“社区银行”为主打零售品牌,结
合自身的发展特点和本土优势不断地进行新产品研发和科技创新,并且长期以来
以打造成跨区域的、多元化的、资本上市的先进的股份制商业银行为目标。由于
我国金融市场不断地完善,我国商业银行之间的竞争FI渐加剧,A银行只有依靠一
条有效的发展途径进行战略转型,才能在我国广袤的金融市场上扎根立足
在产品创新上,中小型商业银行目前的零售业务产品缺乏有效的创新机制来
主动创新占领市场,还停留在被动追随的状态。零售业务创新一般都是自发的、零
星的,分散的、甚至是无用的,没有完善的、持续的创新计划。在信息技术的应
用方面,尽管近年来中小股份制银行大幅提高了信息技术水平,有效支持了零售
业务发展,但现在零售业务中的信息技术更新速度还是比较慢,电子渠道的建设
还不完善,产品技术含量也较低。要建成信息化、知识化的市场还有较大差距
市场营销方面,很多中小股份制银行零售业务营销才刚刚开始发展,尚在以销售
产品为主的初级阶段,一些银行的市场营销活动没有-支稳定的营销队伍,而且
缺乏计划性、系统性,这也影响了业务规模的扩大
本文以A银行零售业务发展为主线,通过对比分析的方法,根据国内外商业
银行的零售业务发展的特点描述现状,并通过调查分析及数据分析找出制约因素,
分析了 A银行零售业务的优势劣势,认识潜在的威胁,并结合发展机遇提出发展
目标并描绘出未来成长的愿景。在此基础上从宏观的规模层面、政府层面以及微
观上的客户层面、服务层面充分研究了 A银行零售业务的发展策略
经过近四年的增长,A银行的零售业务取得了良好的成绩,截止到2012年末,
A银行的储蓄存款余额突破了 200亿元的大关。这几年的发展,A银行不论是从产
品、资产负债中间业务还是管理水平都有了显著的提升和改变
A银行的近期目标是上市,而A银行零售业务的快速发展是实现这一目标的前
提。因此,研究A银行零售业务发展势在必行
关键词:商业银行;零售业务;发展策略
ABSTRACT
A bank was established in 1996,people bank” and community bank play the main
retail brand, combined with its own development characteristics and local advantages to
continue new product development and technological innovation, and a long time to
fight the cross-regionaldiversified, the advanced capital listed joint-stock commercial
banks as the goal.As China's financial markets continue to improve, intensifying
competition between China's commercial banks, Bank A only rely on an effective way
to carry out a strategic transformation to rooted based on our vast financial markets.
On product innovation, small and medium-sized commercial bank's retail business
products to initiative innovation to capture the market, the lack of effective and
innovative mechanisms still remain in a state of passive follow. Retail business
innovation are generally spontaneous, sporadic, scattered, or even useless,there is no
comprehensive, continuous innovation plan. Despite the small and medium-sized
joint-stock banks in recent years in the application of information technology, a
substantial increase in the level of information technology to effectively support the
development of the retail business, but the IT update rate in the retail business is still
relatively slow construction of the electronic channels is not perfect, the product The
technical content is lower. To build the market, there is a wide gap between the
information, knowledge. Marketing, many small and medium-sized joint-stock banks in
retail business marketing has just started to develop, mainly to sell products is still in
the initial stage, the marketing activities of some banks do not have a stable marketing
team, and the lack of a planned, systematic, this also affect the expansion of the scale of
the business.
In this paper, the main line of development of retail business in Bank A description of
the status quo through the comparative analysis method, based on the characteristics of
the development of the retail business of the domestic and foreign commercial banks,
and survey analysis and data analysis to identify constraints A retail banking business
advantagedisadvantage, recognizing the potential threat, combined with opportunities
for development to proposed development Goals and depict a vision of the future
growth. On this basis, from a macro-scale level, the government level as well as micro
customer level, the level of service fully studied A bank retail business development
strategy.
After nearly four years of growth, Bank A retail business achieved good results, until
the end of 2012,Bank A balance of savings deposits exceeded 200 billion mark.
Development in recent years, A bank, whether from the product, the balance of
intermediate business or management level have a significant upgrade and change.
A bank's short-term goal is to market, and the rapid development of the retail business
of the Bank A is the prerequisite to achieve this goal. Therefore, to study the
development of A Bank retail business imperative.
Keywords: Commercial bank; Retail business; Development strategy
第一章绪论
1.1研究的背景
金融业加速了国民经济的发展,对经济的增长起到了举足轻重的作用。中国
金融业在加入WTO以后,面对强大的外资银行的激烈竞争,如何能够在未来异常
激烈的市场竞争环境中立于不败之地,只能依靠创造自身的核心竞争力,维持好原
有的市场规模,维护并发展现在的市场地位,已经成为国内各个商业银行的首要
任务。在我国加入WTO以后,也是外资银行业务还没有在中国完全开展开的前几
年,依靠长久以来在国内建立起来的营销网络以及深入消费者心中的信用观念,
在外资银行还没有完全适应中国的市场以前,我国国有商业银行还是具备一定的
竞争优势的。但是,在未来的时间里,金融市场开放程度将会越来越高,外资银
行的资金实力也会越来越庞大。外资银行经营模式相对成熟,管理服务相对规范,
营销网络也是遍及全球。因此外资银行将来会对我国商业银行造成强有力的竞争
威胁
M然,在零售银行业务和网点数量上,我国国有商业银行具有传统的优势,
但与外资银行相比,中国的商业银行在零售银行业务发展的战略管理与策略实施
上有较大的差距。而且,我国商业银行零售网点大部分都发展比较滞后、外在形
象没有特色、业务功能比较单一、服务效率较低,不论是在资产业务还是服务效
率,其竞争力与先进的外资银行相比也还是差距很大,这些都很大程度上制约了
我国的商业银行零售业务的发展。因此,站在零售业务的长远发展和零售银行可
持续发展的战略高度,我国商业银行应当马上研究、制定零售业务的发展策略,
并且加快实施零偉网点的转型,这已经成为刻不容缓之事
1.2研究的意义
在国内,商业银行之间的竞争越来越激烈,更有外资银行的加入,商业银行
间的竞争更是趋向了白热化。由于传统的批发业务对商业银行来说的利润空问是
有限的,因此各商业银行都将零售业务作为未来发展的重点方向。马丁迈耶认