因此，本文选择了 X 银行作为研究对象，旨在对城商行跨区域经营的绩效和发展
战略问题进行研究。本文首先对城商行跨区域经营相关概念以及理论进行了细致的归纳
和整理，对 X 银行跨区域经营发展的现状进行了分析，对其进行跨区域经营的绩效进
行了测算和评价分析，对其跨区域经营发展战略的选择和战略实施保障方面给出了具体
的建议，主要研究结论归纳如下：
（1）跨区域经营发展对 X 银行的绩效提升显著，X 银行目前跨区域经营发展状况
良好。X 银行在实施跨区域经营发展过程中要制定长远清晰合理的总体战略目标，充分
结合自身的实际发展情况和资源优势特点，目标的制定不能过高，超出自身发展的能力，
也不能制定得过于保守，在对未来整体经济发展环境判断的基础上制定出契合自身发展
潜力，充分挖掘竞争实力和改善提高经营管理水平的前提下，切实可以达到的总体战略
目标
（2）城商行跨区域经营发展战略必须具有清晰准确的定位，异地分支机构应当坚
持本土化战略。城商行跨区域经营必须坚持中小企业的客户定位，城商行异地机构经营
必须根据所在地的经济特点、竞争态势、文化观念等因地制宜制定经营战略。坚持人才
本土化、管理本土化、信贷政策本土化、风险管理本土化等，以适应当地的金融生态和
经济人文环境
（3）城商行跨区域经营战略要善于扬长避短，重点突出。要必须认识并发挥自身
的长处，而不仅仅是弥补短处。X 银行在跨区域经营发展的过程中，应充分挖掘利用两
岸经济合作的密切关系，借助台商已经发展出来的广泛经济网络，结合自身资源优势对
跨区域经营发展的内容进行合理的统筹规划，开发具有特色的金融产品更好地为企业和
地方经济发展服务
关键词：城商行，跨区域经营，绩效评价，SWOT 分析III
ABSTRACT
The urban commercial bank is not big in scale of assets and is not stronger in
competitiveness compare with the big commercial bank in China, and the urban commercial
bank just make more than ten percent of the financial banking market. As a product under the
particular historical background, the urban commercial bank make a special contribution to
the development of economy in China, and play an irreplaceable role in the development of
social and local enterprise. With the improvement of the development of economy, there are
more than several urban commercial banks these are bigger in scale of assets and stronger in
competitiveness, such as the bank of Beijing, bank of Jiangsu and bank of Shanghai and so on,
and these urban commercial banks have a broad developing trend.
Thus the thesis is choosing the bank of X as the subject of the research, so as to doing
some research on the strategy of urban commercial bank in trans-region management. Based
on a plenty of literature studies, the thesis redefining some conception of the theory
interrelated, and analyzing the present satiation of the bank of X in trans-region management,
and giving some advice about the choice of strategy in trans-region management of urban
commercial bank, and the conclusions of thesis which are concluded as follows:
(1)The trans-region management of urban commercial bank needs to make a long term
and exactly strategic target. and the strategic target should be matching the situation
development of the bank, and the target is not to be far from the ability of the bank ,and it is
should to be accord with the development potential of its own, and the development of the
economy, so the urban commercial bank could be get reach of the target.
(2) The commercial bank must have a clear and accurate positioning in the trans-region
management, and the branches should insist on localization strategy. The urban commercial
bank should focus on the small and medium enterprise in the strategy of trans-region
management. And the making of the strategy should base on the economic features,
competition status and culture.
(3) The strategy of trans-region management should enhance advantage and avoid
disadvantage, and for no matter what the outside circumstances may be, the most effective
strategy is to get its inner strength revved up. The bank of X should make use of the
cross-straits economic cooperation fully in the trans-region management, and develop better
financial products, so as to sever the local enterprises and development of local economy.
Keywords: Urban commercial bank; Trans-region Management; SWOT analysis methodV
目 录
摘要.........I
ABSTRACT ..... III
目录.......V
第 1 章 绪论......1
1.1 研究背景.......... 1
1.2 研究目的.......... 3
1.3 研究意义.......... 3
1.4 研究思路、框架及主要研究内容...... 4
第 2 章 理论综述..........7
2.1 相关概念.......... 7
2.1.1 城商行 ... 7
2.1.2 城商行跨区域经营 ....... 7
2.1.3 银行绩效评价 ... 7
2.1.4 战略 ....... 8
2.2 相关理论........... 8
2.2.1 银行跨区域经营理论 .... 8
2.2.2 中小银行中小企业优势理论 .. 12
2.2.3 EVA 绩效评价理论 ..... 13
2.2.4 SWOT 分析法 .. 14
2.3 研究述评........ 14
第 3 章 X 银行跨区域经营发展现状分析....17
3.1 基本情况简介. 17
3.1.1 概况 ...... 17
3.1.2 X 银行经营状况........... 17
3.1.3 X 银行主要经营业务... 24
3.1.4X 银行现阶段战略发展定位.... 25
3.2 X 银行跨区域经营发展情况 . 26
3.2.1X 银行跨区域分行经营概况.... 26
3.2.2X 银行跨区域经营发展模式.... 27
3.2.3 X 银行现阶段跨区域经营发展战略布局.........
。。。以上简介无排版格式，详细内容请下载查看
==>>